PRINTED BY Transcontinental Transmag 10807 Rue Mirabeau, Anjou, QC H1J 1T7 DISTRIBUTED BY Comet 2000
All content of Ottawa Business Journal is
PROSPECTUS
End of an era for OBJ paper
Media people are usually good at keeping secrets, but I’m going to let the cat out the bag on some big changes at OBJ. This will be the final issue in a tabloid newspaper format.
In September 1995, OBJ published its first newspaper. That tabloid format has remained relatively unchanged for a quartercentury. Starting in February 2026, OBJ will return in a brand new glossy magazine format, with an updated editorial mandate, a new design and a more targeted distribution system.
Some people might scoff at the notion of investing in a printed format. There are good reasons to stay committed to print, but let’s get something straight. OBJ. ca is absolutely at the centre of our editorial and marketing offerings. No doubt.
A glossy magazine is a perfect complement to all of OBJ’s digital offerings. When done well, glossy magazines are beautiful products that line up perfectly with OBJ’s exclusive audience of executives, entrepreneurs and senior managers.
A glossy magazine is a premium format with better printing and colour reproduction. This helps content, such as photography and charts, jump off the page. A glossy has “coffee-table appeal,” with better longevity than newspapers.
The best glossy magazines create a sensory experience that can’t easily be matched by digital media. There is a digital disconnection factor with magazines, meaning they encourage people to put their phones down and enjoy some downtime.
OK, that’s enough secret sharing for now. The next time you pick up OBJ, it will be in a beautiful glossy format to officially mark our 30th anniversary.
BEST PLACES TO WORK: SURVEY SAYS FOCUS ON VALUES
If you surveyed 1,300 employees in Ottawa asking them about their experiences, what would they say are the main factors that determine a best employer?
As part of OBJ’s annual Best Places to Work project, we invited local organizations, mostly privatesector businesses, to complete employer questionnaires and launch employee engagement surveys. (A sincere thank you to those that participated.)
Here is what we heard:
• I’m treated with dignity
• I believe in this organization’s leadership
• This organization is committed to my well-being
• My job is aligned with my ability
• I’m fairly paid
Without a doubt, employers are living through the most profound changes in workplaces in modern times. Think of remote and hybrid work. Think about the need for more diversity. Think about the looming disruptions from AI.
Now go back to those employee statements. Keeping those values at the centre of corporate decision-making won’t solve all the problems, but it will allow your team to tackle challenges with more confidence and cohesion.
Michael Curran Publisher
Return-to-work and other current HR hot potatoes
There’s a lot to dig into in this, OBJ’s last newsmagazine of 2025. More on that in a bit.
But first, what topic is hotter these days in the business community than return-to-office?
In our annual Best Places to Work feature, we explore that issue and others with our top 20 companies and organizations.
It’s fascinating to see how workplaces are evolving. The bottom line is, we have well and truly moved beyond the traditional nine-to-five model and flexibility (in many shapes and sizes) is the new buzzword.
On that same note, reporter Marissa Galko has looked into the question of whether the fall of 2025 will look like the fall of 2019 in downtown Ottawa. The answer seems to be, we don’t want it to. City watchers tell us that there’s more to making the downtown core vibrant than workers returning en masse to their offices.
It will be exciting to see what other elements we can add to the downtown to encourage more people not only to work, but to live in the area.
FEDERAL PRIORITIES FOR LOCAL BUSINESSES
Of course, Ottawa is a government town, so what better than to examine the priorities of local businesses as MPs return to Parliament Hill this month. There’s a lot to unpack: procurement practices and increased spending in defence and security, not to mention how Ottawa will be affected by potential cuts to the civil service, the government’s
ongoing plans to divest of real estate throughout the city, and the return-to-office mandate. Reporter Mia Jensen talks to those in the know around town about what their clients are looking for in a new session of Parliament.
CONGRATS TO OUR CEO OF THE YEAR
Congratulations to our CEO of the Year, Hugh Gorman of Colonnade BridgePort. Given the impact that he and his team have had on so many aspects of our city, it was a choice that we believe will be welcomed and celebrated by many. Check out the fantastic profile from OBJ’s senior writer David Sali.
OBJ WILL HAVE A NEW LOOK NEXT YEAR
Finally, I mentioned the OBJ newsmagazine, which will be undergoing its own evolution over the next several months. Starting in February 2026, readers can look forward to receiving a glossier, snazzier version of our magazine, filled with great features, design and photography. Watch for us in select spots around the city.
Anne Howland Editor in Chief
Cornwall residential development sector booming to keep up with employment demand
Fresh residential developments are in the works to keep up with an exciting, growing employer base in the Seaway City
With more and more major employers setting up shop in Cornwall in recent years, the city is experiencing major jobs growth – and that’s attracting fresh investment and new projects across the housing sector.
Earlier this year, tire giant Michelin opened a major distribution centre that is operated by Ryder. At a meeting in August, City Council awarded a $23 million tender for the extension of roads and services in the Cornwall Business Park, which will literally pave the way to over 200 acres of new development - including a proposed new Great Wolf Lodge.
As these projects develop, a growing number of workers are being attracted to the city – driving Cornwall’s near-term population projections well past 50,000 residents. That landmark number, which city officials hope to confirm in the next census, would represent a significant increase in the town’s growth rate compared to the early to mid 2010s.
“The last census showed a two per cent bump in population, which indicated a kind of shift because previously we were looking at half a percentage point of growth every census cycle,” explained Mayor Justin Towndale. “It’s significant to those who live here and have lived here a long time, because it shows a shift in the direction our city is taking.”
Developers stepping up as city’s economy expands
With all these newcomers choosing Cornwall, developers are stepping up to ensure the local housing supply keeps up and to capitalize on Cornwall’s growth and prime location.
Gatineau-based Devcore, owners and operators of the DEV Centre event and hotel facility since 2022, have brought upwards of 600 local rental units into its portfolio through the acquisition of several apartment buildings. It’s also moving forward with plans for a 50-acre site adjacent to
the DEV Centre along the St. Lawrence River for mixed-density housing, a waterfront hotel, and a commercial area.
“When we purchased the property our president not only saw the building, but he saw all the potential with the land on the waterfront,” said Céleste Cordonnier, Director of Planning for Devcore. “The goal from the beginning was to create a community and a sustainable development, though the master plan has evolved since 2022.
“Right now, we’re focusing our efforts to be able to break ground during spring or summer of 2026 beginning with the underground infrastructure and the roads.”
The development proposal must still be approved by Cornwall City Council. But if and when approved, the full development will feature over 2,400 residential and commercial units.
The Seaway City gets a new high-rise residential tower
Meanwhile, just a short drive west of the DEV Centre and a few minutes’ walk from St. Lawrence College, Montréal-based Swimko is building a 160-unit apartment building on a rehabilitated brownfield that has lain vacant for several years.
Swimko’s development has support from the City of Cornwall’s Community Improvement Program (CIP), an initiative that helps offset the cost of development through property tax relief.
“Our CIP programs seek to help developers build within the core of the city, leading to attractive, sustainable neighbourhoods,” says Dana McLean, Economic Development Officer with the City of Cornwall. “The goal is to transform marginal properties into buildings that will not only contribute to the economy but boost neighbouring properties as well.”
The 12-storey apartment building, which broke ground in May, is expected to be complete in two years. It is one of a number of multi-unit residential projects that have either started construction or are planned to start in the near future.
“Growth is great for the city…we’ve seen so many new people come to Cornwall, and it’s changed the cultural fabric of the city,” added Mayor Towndale.
“We’re more diverse than we have been in our history. When you’re in Cornwall and you’re walking down the street, you can feel like Toronto, Ottawa, Montreal, or wherever. We have to deal with the day-to-day of trade disruptions right now, so we’re cautiously optimistic overall, but we’re excited for what the future will bring.”
Conceptual drawing of the proposed Devcore mixed use development along the St. Lawrence River.
Networking and events to take you through the fall in Ottawa
Editor’s note: Do you have an event of interest to the business community? Let us know at editor@obj.ca
Don’t miss this year’s signature events and check out some new ones, too.
Mayor’s Breakfast
SEPT 24 7:00 a.m. to 9:00 a.m.
Ottawa City Hall, 110 Laurier Ave. West, Ottawa.
Join Mayor Mark Sutcliffe for a morning of networking and listen in on his fireside chat with Kyle Braatz, the cofounder and CEO of Fullscript. shorturl.at/dGVdj
GCXpo 2025
SEPT
24 8:00 a.m. to 4:00 p.m. Area X.O, 1740 Woodroffe Ave., Ottawa
Supported by the Government of Canada, this demonstration event brings together hundreds of tech entrepreneurs and stakeholders from Ottawa and across the country. shorturl.at/oUWPx
SEPT 24 12:00 p.m. to 1:30 p.m. Fairmont Château Laurier - Adam Room, 1 Rideau St., Ottawa
Join the Canadian Club of Ottawa as it hears from Chris Pogue, president of defence and space at Calian Group, and other speakers on Canada’s defence sector. shorturl.at/W6Xnz
Mike McCann Charity Golf Tournament
SEPT 25 12:00 p.m. to 9:00 p.m. The Meadows Golf Course, 4335 Hawthorne Rd., Ottawa
In its 25th year, this charity golf tournament is an opportunity for business leaders to network while supporting the city’s many charities. shorturl.at/eiujS
10th Annual Diwali Awards Gala
OCT 03 Rogers Centre Ottawa, 55 Colonel By Dr., Ottawa
Presented by the Network of Indian Professionals, this awards gala
celebrates the accomplishments of business and community leaders in Ottawa’s South Asian community while raising funds for charities. shorturl.at/IxuoQ
Mayor’s Breakfast
OCT 14 7:00 a.m. to 9:00 a.m.
Ottawa City Hall, 110 Laurier Ave. West, Ottawa
Join Mayor Mark Sutcliffe for a morning of networking and listen in on his fireside chat with General M.A.J Carignan, Canada’s chief of defence staff. shorturl.at/3vEal
SocialHRCamp Ottawa: Think Like An Owner
Purple Tie Gala
OCT 04 5:30 p.m. to 10:00 p.m.
Delta Hotel - Ballroom, 101 Lyon St., Ottawa
In support of Cornerstone Housing for Women, this seventh annual gala will have food and drinks, entertainment, auctions and lots of purple. shorturl.at/6cjVm
Best Places to Work 2025 Career and Training Expo
OCT 07 11:30 a.m. to 5:30 p.m.
Rogers Centre Ottawa, 55 Colonel By Dr., Ottawa
Hear from Ottawa and eastern Ontario experts on hiring trends, the state of the local job market and the future of work during this full-day event. shorturl.at/7kSr9
OCT 14 1:00 p.m. to 5:00 p.m.
Invest Ottawa, 7 Bayview Station Rd., Ottawa
An educational event for HR and recruitment professionals with breakout sessions, expert panel discussions and networking opportunities. shorturl.at/fiw0o
Carleton University Fall Career & Networking Fair
OCT 15 10:00 a.m. to 3:00 p.m.
Carleton University Alumni Hall, 1125 Colonel By Dr., Ottawa
Employers can showcase their organizations and promote current and future employment opportunities with Ottawa’s student community. shorturl.at/oYKI8
A breakfast networking event in support of YSB’s youth mental health services bringing together Ottawa’s business and community leaders. Find out more: shorturl.at/GizID
2025 Businesswoman of the Year Awards Gala
OCT 16 5:30 p.m. to 10:00 p.m.
Infinity Convention Centre, 2901 Gibford Dr., Ottawa
A night of celebrating the National Capital Region’s best and brightest female business leaders. thebyas.ca
Fight for the Cure
OCT 18 5:00 p.m. to 10:00 p.m.
The Westin Ottawa, 11 Colonel By Dr., Ottawa
In support of the Ottawa Cancer Foundation, this event brings 14 Ottawa-based business leaders into the boxing ring to raise money for cancer care programs and services. shorturl.at/Ew7Ut
La Grande Tablée Ottawa
OCT 20 Canadian Museum of History, 100 Laurier St., Gatineau
Guests will enjoy gastronomic dishes created by four top chefs from the National Capital Region, live music by local artists and a live auction, in support of La Tablée des Chefs’ mission to fight food insecurity tinyurl.com/2zk5fm5k
The VOscars Volunteer Awards Gala
OCT 23 5:00 p.m. to 9:00 p.m.
Preston Event Centre, 523 Saint Anthony St., Ottawa
This event highlights the achievements of the city’s volunteers and non-profits. tinyurl.com/3wfd7t8m
The Women’s Summit
OCT 24 10:00 a.m. to 6:00 p.m. The Brookstreet Hotel, 525 Legget Dr., Kanata
Hear from some of Canada’s remarkable female leaders in a day of networking opportunities and panel discussions. thewomenssummit.ca
42nd Annual Housing Design Awards Gala
NOV 01 5:00 p.m. to 12:30 a.m.
Rogers Centre Ottawa, 55 Colonel By Dr., Ottawa
Join the Greater Ottawa Home Builders’ Association as it highlights the
achievements of the city’s architects, designers, renovators and builders. tinyurl.com/2hbvty2d
Black Tie Bingo for Bruyère
NOV 01 5:30 p.m.
Infinity Convention Centre, 2901 Gibford Dr., Ottawa
In support of Bruyère Health, this event allows participants to enjoy an elegant evening of bingo, networking and food and drinks. blacktiebingo.ca
SaaS North
NOV 05 Rogers Centre, 55 Colonel By Dr., Ottawa
This two-day event brings together Canada’s SaaS and AI founders and investors to help emerging companies scale.
saasnorth.com/agenda
Blue Door Gala 2025
NOV 06 5:30 p.m. to 9:30 p.m.
Infinity Convention Centre, 2901 Gibford Dr., Ottawa
In support of The Ottawa Mission’s food service training program (FSTP), this event will offer a gourmet culinary experience, prepared by the Mission’s Chef Ric and his team of FSTP student chefs.
trellis.org/bluedoorgala2025
eSAX NetworkingEntrepreneur
NOV 12 5:00 p.m. to 10:00 p.m.
Horticulture Building at Lansdowne Park, 1525 Princess Patricia Way, Ottawa
In its first in-person event in five years, the Entrepreneur Social Advantage Experience (eSAX) invites entrepreneurs to get together and network during this trade show. The event will also be raising funds for sick and marginalized youth through the CHEO Foundation and the Kiwanis Club of Ottawa. esax.ca
AFP AwardsPhilanthropy 2025
NOV 19 National Arts Centre, 1 Elgin St., Ottawa
Better known as the Phils, this event celebrates Ottawa’s charitable community. tinyurl.com/4butb6vf
Aurora Ball: Celebrating Milestones
NOV 22 6:00 p.m. to 10:00 p.m.
The Westin Hotel, 11 Colonel By Dr., Ottawa
A night of dancing, dining and drinks featuring a performance by a surprise musical guest. Join The Ottawa Cancer Foundation in celebrating its 30th anniversary.
tinyurl.com/2k43hkcj
Will the fall of 2025 look like the fall of 2019 in downtown Ottawa?
Maybe, say some observers, but return-to-office is only part of the equation
BY MARISSA GALKO Marissa@obj.ca
Well-known Ottawa restaurateur
Stephen Beckta believes this fall will be a “tipping point” for downtown Ottawa.
“It’s going to be a really strong fall with people in the office more and just going out more socially, especially for work events,” Beckta said. “The greater downtown foot traffic is going to impact our lunch business in a very positive way.”
During the pandemic, the owner of Beckta Dining & Wine, Play Food & Wine and Gezellig lost his after-work and lunch crowds. But as many workplaces return to in-office work models over the next few months, he’s anticipating more people downtown and an uptick in reservations.
During the summer, many of Canada’s big banks said they intend to bring employees back to work in-office at least four days a week. Earlier this month, the province announced that employees will start working in-office four times a week this fall and full-time starting Jan. 1. Ottawa’s city manager Wendy Stephanson said in August that all city employees would be required to work in the office five days a week starting in the new year.
On the surface, it seems like things might look a lot like they did in 2019. But will it truly be a return to normal?
RETURN-TO-OFFICE ONE INGREDIENT OF DOWNTOWN VIBRANCY
Beyond being good for his own business, Beckta said an increase in foot traffic in the city’s core will benefit other businesses and add vibrancy to the area.
“I just see some positive opportunities. I love it when downtown is busier. It creates a more vibrant atmosphere. The busier it is, the more people want to be downtown. I’m
really looking forward to it,” he said.
Sueling Ching, CEO and president of the Ottawa Board of Trade, said that, simply put, more people will increase downtown vibrancy.
“People are what makes the vibrancy happen and attract other people, investors and entrepreneurs to look at the city core and all of Ottawa as a desirable place to open a business, work, come to go to school,” she said.
Ching told OBJ that while a returnto-office mandate for those who work downtown is good, things shouldn’t just go back to how they were before.
“We don’t want to go back to a nineto-five office-only (structure). We have an opportunity to redeploy many of the physical assets that could make the downtown more vibrant than it’s ever been,” she said, adding that increased economic activity in the city’s core would help build Ottawa’s profile in the international marketplace as “a symbol of prosperity for the entire country.”
“What we feel is that, even with the return-to-office and the various workforce strategies of the private and public sector,
we need to use this time as an opportunity to re-envision what the downtown core could look like, to be more resilient, vibrant and diverse than before,” Ching said.
The pandemic provided an opportunity to challenge the status quo, Ching said. “We don’t want to be fully reliant on the office worker as we were pre-pandemic. We want to start to diversify so that we are more resilient.”
According to Ching, the federal government needs to have a workforce strategy, downtown Ottawa needs to increase its mixed-use and residential building space, and the city needs to review its transit system.
TRANSIT A KEY ISSUE TO THE SUCCESS OF RETURNTO-OFFICE
Ching said transit represents “a barrier for people thinking about going back to work.”
Recent numbers from Statistics Canada show that more people have started commuting to work in Ottawa-Gatineau but the city still lags other municipalities as it relates to return-to-office.
The report also indicated that most
Canadian commuters are still choosing to drive over using public transit. In May 2025, 11.9 per cent of workers used public transit to get to work compared to 80.9 per cent that chose to drive.
In a report for a Sept. 2 city finance and corporate services committee meeting, OC Transpo projected a $46.6-million deficit by the end of 2025 due to low ridership and no additional funding from the provincial and federal governments.
Shawn Hamilton, a principal at Proveras Commercial Realty, said Ottawa’s transit system needs to step up in order to service the growing number of people commuting downtown.
“There’s going to be some growing pains as we learn how to establish commuting patterns back to the office. We have an LRT and transit system that needs to re-establish function and trust. That is going to be a big X-factor in the success of back to the office,” Hamilton said.
He added that the city centre wasn’t built to support a large number of cars. “I don’t think it’s realistic to expect everybody to come back to the office in a car-centric manner. The city wasn’t built that way. We don’t have the infrastructure for it downtown. Transit is really going to have to step up, both bus and LRT, to be able to shepherd people to and from the office in a way that isn’t souldestroying,” Hamilton said.
RETURN-TO-OFFICE NEEDED FOR WORKPLACE EVOLUTION
Transit woes aside, Hamilton said that there will be “pains of adaptation” as employees transition back to in-person work.
In 2019, Hamilton said, “work was just the thing that people did and there wasn’t this external pressure forcing a behaviour like we saw in the pandemic … it was work in its natural form.”
“an emergency response, not a natural evolution in the workplace,” he added. With hybrid work defining the past few years downtown, Hamilton said Tuesdays, Wednesdays and Thursdays have seen near pre-pandemic foot traffic but the next few months will bring “the final push” that Ottawa needs to get back on track.
“We (need) to get back onto that train of workplace evolution and we’ll see where it takes us,” he said. “I think the idea of exploring an ever-evolving workplace with the office being the default centre of it makes sense, but now we know the risks of putting all of our eggs in one basket with being a monoculture.”
While a return of in-office work is needed for people and businesses to thrive, Hamilton warns that blindly reverting to how things were in 2019 without a plan for the future is a mistake, adding that more focus should be added on making downtown Ottawa more diverse beyond office workers.
“I think we can bring people back to the office and start to strengthen our weaknesses by developing places for people to live and thrive in a non-work place … If we can now target sensible conversion opportunities that the federal government may want to divest of we (can) have buildings that can be turned into housing.”
With private-sector businesses as well as municipal and provincial governments urging their employees back to the office, Hamilton said a clear directive from the federal government will set the tone for Ottawa.
“This is an opportunity like never before for the federal government to come up with a meaningful workplace strategy to engage and enrich their people … I think the federal government needs to do a better job and be more proactive in the role that they can play in helping us bring residential development,
affordable and otherwise, so that we can create a diverse culture in downtown Ottawa,” he said.
MAKING DOWNTOWN OTTAWA MORE THAN A NINE-TO-FIVE AREA
The pandemic drove thousands of employees out of downtown Ottawa office buildings, pushing the city’s office vacancy rate to an all-time high and leaving many of those buildings empty. This prompted some to ask how the spaces could be better utilized.
Since then, some office buildings have been converted into residential properties, and about half a dozen other conversion projects are now under way or in the approval process.
In a bid to encourage developers to take on conversion projects, the City of Ottawa approved a plan to streamline office-toresidential conversion projects by reducing certain development fees in late 2023.
CLV Group really got the trend rolling when it converted a vacant 11-storey office building at 473 Albert St. into rental apartments. The firm is now turning another 11-storey former government office at 360 Laurier Ave. W. into a multi-residential rental building.
In April 2024, District Realty revealed its plans to redevelop an 11-storey building at 200 Elgin St., into a multi-residential complex. The property management company had completed a similar project in 2015 with the top five floors of 169 Lisgar St.
More recently, in July, KTS Properties filed an application to turn an office building at 265 Carling Ave. into a 70-unit rental complex with ground-floor retail space. KTS is currently in the midst of turning an office highrise on Slater Street into a 204-unit apartment complex.
And that’s just the tip of the conversion iceberg.
Andrew Penny, founder and president of Kingsford Consulting, said the rate at which conversions are being done wouldn’t have been possible without the pandemic.
“By doing that we have marginally increased the energy level in the (downtown) core, which is good,” Penny said, adding that we are now in an age where people can work from anywhere, so the focus should be on making Ottawa an attractive place to live, rather than work.
“Rather than building a city where it’s great for businesses — which is old-style thinking — we have to build a city where people want to live because that’s the only real thing that can influence,” he said.
Similar to Ching and Hamilton, Penny pointed out that transit in Ottawa is an issue for those returning to the office. That’s why he said Ottawa workplaces may start to see employees “quiet quitting” in droves, enticed by remote-first workplaces.
“When you can get to your office in 30 seconds, no matter how good the transit is, why would you do it? People want a workspace provided by an employer that’s a benefit for them. For an awful lot of people, that commute is just going to be another reason to look for other work, and if you’ve got the skills and connections, you won’t have a lot of trouble finding another job,” Penny said.
It will be difficult to change employees’ attitudes towards full-time in-office work after nearly five years of working remotely or in a hybrid model, he added.
“The cat’s out of the bag. Businesses have to rethink how they operate and the city has to rethink how it operates because it’s not the same city anymore. We can’t build around businesses. We have to build it around the best place in the world to live,” he said.
From a business perspective, Penny said leaders should focus on attracting the best
talent, regardless of where it is located.
“As an employer, strategically, what are you trying to do? Are you trying to build an office? Or are you trying to build a company? As an employer, I would want the best possible people in the world and if they happen to be elsewhere, that’s fine.”
Businesses that switched to in-person work out of a worry that remote work would limit opportunities for growth should rethink that decision, he suggested.
“I’m working with quite a number of new startups. They started remote and they’re innovative and collaborative. They manage output and they’re growing like crazy,” he said, adding that those startups are still finding ways to innovate in the absence of water cooler conversations.
As for the downtown businesses that may suffer if workers don’t return to the core for work, Penny said it is up to them to adapt.
“If all they were doing was providing convenience to downtown workers, they have a challenge. This isn’t unlike other shifts that happen in cities. There aren’t that many saddle-makers, wheelwrights or blacksmiths in Ottawa anymore. Things change,” he said, adding that businesses will also have to adapt to a downtown that caters to residents over employees.
Flexibility in the way businesses work is what will “bring the buzz back downtown,” Penny said, as well as efforts being made by the National Capital Commission and other entities.
“The NCC has done a great job. I mean, we’ve got swimming at Dow’s Lake, we’ve got all the pop-up bars and restaurants along the (Rideau) Canal. There’s a lot of good things happening. All of it has been stimulated by the pandemic. Rather than rolling it back, we have to lean into it and make Ottawa an attractive place to hang out,” he said.
YEAR
How Hugh Gorman has built a legacy in Ottawa
BY DAVID SALI david@obj.ca
I
n a career spanning more than three decades, Hugh Gorman has become known as one of the savviest negotiators in Ottawa’s commercial real estate industry.
But it was a deal he didn’t make that helped set the stage for his rise to the top.
Gorman — then a freshly minted graduate of Gloucester High School who had already developed a keen interest in real estate — landed a job with a broker in Toronto who was selling multi-family units in Ottawa to investors at a hefty markup, luring buyers with the promise of returns that his new employee suspected were too good to be true.
Showing the gumption that has become his hallmark, Gorman dug into the pro formas and began doubting the accuracy of the projected returns. When one local man said he was ready to invest more than half a million dollars in six units, Gorman urged him to think again.
“This guy just thought he was going to have income forever,” recalls Gorman, now the chief executive of Ottawa real estate firm Colonnade BridgePort. “I was trying to explain it to him, and he was just so insistent he was going to buy it.
“I called my boss in Toronto and I’m like, ‘I really don’t think we should (do this).’ He’s like, ‘If he wants to buy six units, sell him the units.’ I was like, ‘OK, I think I’m in the wrong place.”
Looking back on that day, Gorman chuckles. “And that’s when I quit and eventually got a job with (property
management firm) Canderel. Once I started doing that as a summer student, I was hooked. I loved it.”
Indeed, parting ways with his first boss may have been one of Gorman’s best moves in a career filled with unconventional decisions.
As the CEO of Colonnade BridgePort since 2008, the 57-year-old Gorman has piloted the firm to the pinnacle of the local real estate industry.
The company, with roots stretching back to 1985, is now Ottawa’s largest privately owned commercial property manager with a total portfolio of more than 13 million square feet in Ontario and Atlantic Canada.
But Colonnade BridgePort is more than a professional landlord. Under Gorman’s guidance, it has evolved into a multifaceted organization that is building some of Ottawa’s most anticipated multi-residential developments while raising tens of millions of dollars to finance those projects and others through its burgeoning asset and investment management business.
Forty years after it was born, the firm is energetic and visionary, with plans to expand into other jurisdictions and raise two new funds to bankroll future development.
For those reasons and more, Gorman is the 2025 CEO of the Year as selected by OBJ and the Ottawa Board of Trade. It’s a choice that has garnered praise throughout the city’s close-knit real estate community, where Gorman has a reputation for integrity and humility that makes him as well-liked as he is well-respected.
“He’s not a flashy guy,” says Ian Boake,
Gorman’s business partner for the past 15 years. “You certainly don’t feel or see that there’s an ego there, that (he wants) to tell people, ‘I’m the smartest guy in the room.’ His actions are what show you his capabilities, his intellect, his leadership.”
Signs of those qualities are evident in everything Gorman touches, from the millions of square feet of new residential development that Colonnade BridgePort is breaking ground on to his role in spearheading a downtown revitalization plan.
Ottawa Board of Trade president and CEO Sueling Ching, who got to know Gorman when he joined a committee of CEOs that tackled issues arising from the pandemic, describes him as the “epitome of being both a visionary, but also a kind and thoughtful leader in a way that inspires others to be the same.”
Those traits have served Gorman well in his current role as chair of the Ottawa Board of Trade’s economic development committee. In 2024, he was instrumental in enlisting partners such as Invest Ottawa, Ottawa Tourism, BOMA Ottawa and the National Capital Commission to launch the Downtown Ottawa Action Agenda.
‘GETS IN THE TRENCHES’
Brian Wallace, who first worked with Gorman more than two decades ago when both were executives at Oxford Property Group, marvels at his former colleague’s ability to connect with and inspire others.
“His business achievements speak for themselves, but I consider Hugh more as a friend than a colleague, and I think a lot of
people would share that sentiment,” says Wallace, describing his friend as the kind of boss who “gets in the trenches” when problems arise.
“You have the feeling, ‘I’m going to do this for him because he would do it for me.’” Gorman comes by his devotion to duty and community honestly.
His father, a military airframe technician, was a devoted Catholic who was active in the Knights of Columbus and chaired the building committee that oversaw the construction of Divine Infant Parish in Orléans in the 1980s. His mom, a nurse, was “more of an activist,” according to Gorman, and also heavily involved in the church.
Their son showed a flair for entrepreneurship from the get-go. As a youngster in Trenton, where his father was stationed, Gorman landed his first job as a newspaper delivery boy in Grade 3, eventually taking over several other routes. In his high school years, he helped organize a non-alcoholic nightclub for teens.
“I was always trying to do something,” he says. “I always had my finger in different pies.”
By the time his father moved the family to Orléans in the early 1980s, Gorman had been bitten by the real estate bug. The origins of that passion remain somewhat of a mystery to Gorman even to this day. Nonetheless, he was “hooked,” as he put it. After his aborted stint selling multi-res investments, he went to work for Montrealbased Canderel’s Ottawa office as a marketing co-ordinator.
The job title turned out to be a misnomer. Gorman initially spent most of his time hanging around office buildings taking pictures of directory boards and feeding the information into a database of prospective tenants for Canderel’s brokers.
Then, one day, someone assigned to tour a potential tenant through a vacant office didn’t show up. Gorman volunteered for the task and a new career path emerged.
“Canderel, it was just one of those things where they didn’t tell you what you couldn’t do,” he says. “I just started showing space. Nobody ever said, ‘Wait a second, you’re the marketing guy. You can’t do that.’ They just let me do it.”
Gorman eventually graduated from Carleton University with a bachelor’s degree in commerce and began working at Canderel full-time. Meanwhile, he made his first foray into real estate investment, scraping together enough money to buy a house in Westboro with a couple of buddies and put an addition on the back. He later
bought out his partners and lived there with his wife Louisa and their first child.
After a two-year stint as director of leasing at Camdev, Gorman returned to Canderel to head up the firm’s leasing and construction operations in the National Capital Region. When Canderel sold most of its properties to Oxford in 1999, Gorman suddenly had a new employer.
“I had just gotten married and bought a house and it was kind of like, ‘What did I do?’” he recalls. “Anyway, as they say, the rest is history. It turned out to be an amazing opportunity.”
Among Gorman’s responsibilities at Oxford was overseeing the leasing of Constitution Square, the crown jewel of the firm’s Ottawa holdings. He reported to Boake, then a senior executive at Oxford’s home base in Toronto.
“He didn’t need a lot of oversight,” Boake says, noting Gorman had a knack for forging “great relationships” with clients in both the public and private sectors.
“Hugh has that disarming quality where people feel comfortable talking to him. He’s very transparent ; there is no hidden agenda when you’re dealing with him.”
UNCERTAIN FUTURE
When Oxford was acquired by Ontario’s municipal employee pension plan in the early 2000s, Gorman moved to Montreal to run the firm’s eastern Canadian operations. Though he thrived in the role, Gorman began to feel uncertain about his future at the company, which was becoming a global enterprise.
When Oxford asked him to relocate again, this time to Toronto, he knew it was time to take a hard look at where his career path was heading.
“It was a real grind,” he says now. “People at the level that I was at and above, they would say, ‘We kind of own you.’ They were paying you extremely well, and basically you don’t have a life.”
Gorman, by then the father of two young children, returned to his hometown in 2008 with the goal of creating his own firm.
“We felt like Ottawa was a market that was really kind of on the way up and hitting a tipping point in terms of the scale of the market,” he says. “We just felt like we could have a better life here and felt like that aligned with an opportunity for the business.”
After a short sabbatical, Gorman went to work. With partners Pierre Hurteau and Yawar Khan, he launched BridgePort Realty
BY
PHOTO
MARK HOLLERON
Partners later that year, acquiring Ottawabased Progeny Management’s book of business to kickstart the operation.
At that point, BridgePort’s portfolio consisted of about half a million square feet of commercial space. Still, Gorman had high hopes for the fledgling enterprise.
“It just felt to me like there was a gap in the market ; that we could kind of up the game quite a bit on a real estate services side, property management, leasing, and we could also create an opportunity for private guys to invest with institutions, but also to bring institutional money here or manage assets for institutions that had capital deployed but weren’t really satisfied with the management services that they were getting,” he explains.
Things didn’t exactly go gangbusters at first for BridgePort, as Gorman ruefully concedes. Institutional investors weren’t lining up to do business with an unproven entity in a smaller market than Toronto or Montreal, and the firm’s early deals were mostly with local private investors.
“We found out pretty quickly it wasn’t that easy,” Gorman says, laughing.
There were a few other early missteps, such as BridgePort’s failed attempt to penetrate the Quebec market by buying a condo management firm in Gatineau.
“I think we were probably a little bit naive about what it’s going to take to break into a new geography, especially in Quebec, where it’s culturally very different,” Gorman says. “Do I regret doing it? No, because I think we learned a lot in the process.”
Eventually, the firm started to gain momentum, snapping up assets that included a property in Kanata, a 13-storey office tower on Metcalfe Street and a building on Argyle Avenue in Centretown.
THE BIG BREAK
But the big break came a few years later, when BridgePort acquired a parcel of contaminated former industrial land at McRae Avenue and Scott Street in Westboro. Gorman and his partners sensed the longoverlooked site was ripe for transformation, but they needed a partner with big pockets.
Enter Montreal’s Fiera Capital, a growing asset management firm that was looking to branch out into commercial real estate. Boake, who knew one of Fiera’s senior executives, had by then reunited with his former colleague Gorman and got BridgePort a seat at the negotiating table.
The Ottawa firm soon became Fiera’s first partner on a commercial real estate
development deal. So began a fruitful partnership that continues to this day.
“We were able to convince them that they should do a development with us, which they did, thankfully,” Gorman says. “They took a bit of a flyer on us and that project turned out to be very successful.”
Blue-chip tenants such as Farm Boy, Alterna Savings and Pythian anchored the mixed-use development, which became a template for other projects that saw BridgePort team up with Fiera to revitalize underused land near transit nodes.
By 2014, the Ottawa firm was overseeing more than a million square feet of commercial space and thousands of residential condo units. But it was still a relatively small player, and key investors like Fiera believed BridgePort would have to change the way it did business in order to
more than four million square feet of space at 72 properties for clients such as Investors Group. But the Kaminskis had their hands full with other ventures and wanted to focus on the development side of the operation.
After some back and forth, the framework of one of the Ottawa real estate industry’s most monumental business transactions of the past two decades was in place. The two organizations would formally merge in 2016, and Gorman replaced Steve Kaminski as CEO of the combined firm.
The deal served Gorman and his partners well on a couple of fronts.
Colonnade was “ahead of the curve” when it came to using technology to generate data such as month-end financial statements, Gorman explains. So in addition to expanding BridgePort’s management portfolio, the deal solved
“We were really kind of gunslinging it a little bit. We were doing stuff that people would have looked at and said, ‘You have no business building a $130-million building with no cash in your jeans and no tenants and no backers … on a contaminated site.’ We were really entrepreneurial.” — HUGH GORMAN
get to the next level a message Gorman heard loud and clear during a meeting with a Fiera executive.
“He just said, ‘You guys are really good on the real estate management side, but on the development side, the back of the house, the administration, the accounting, it’s not going to be able to sustain the kind of growth that we’re looking for.’ That was a bit of a wakeup (call).”
But how to make that leap? The answer soon presented itself when Gorman bumped into Steve Kaminski, a partner in family-owned real estate development firm Colonnade Management.
Founded in 1985, Colonnade was a major force in Ottawa real estate, overseeing
a fair amount of time to work through. It was challenging. We needed a new Colonnade BridgePort culture, and that’s kind of what’s come out of the other end now.”
Even when the waters were choppy, Gorman never doubted the merger was the right move.
“We were seeing a lot of the larger players in the market that were national in scope that were competing with us,” he explains. “When we’re competing headto-head for new mandates, it was all about fee compression. It was becoming more and more competitive and margins were thinning. We just felt like if we didn’t scale the business, we weren’t going to be in a position to have enough cash flow to reinvest back in the business. That was the primary driver to scale up.”
In the end, Gorman was proven right. Colonnade BridgePort is now an undisputed local leader in three fields: real estate services, property development and capital management.
Nearly a decade since the merger, the company has extended into the Greater Toronto Area and the East Coast, where it set up offices in Nova Scotia and New Brunswick last year after Fiera asked the firm to take over management of more than a million square feet of its industrial/ flex space. The firm is now laying the groundwork for expansion into Quebec.
“We’ve been very fortunate to have very loyal clients that continue to create opportunities,” Gorman says.
the firm’s accounting and administrative shortcomings overnight.
“We just felt like (the merger) would be an instant solution to some of the concerns that Fiera had raised,” Gorman says.
Still, he concedes it was an uneasy marriage at first.
“Culturally, they were an established business,” Gorman says. “We were really kind of gunslinging it a little bit. We were doing stuff that people would have looked at and said, ‘You have no business building a $130-million building with no cash in your jeans and no tenants and no backers … on a contaminated site.’ We were really entrepreneurial.
“There was a clash of cultures, which took
Meanwhile, Colonnade BridgePort’s capital arm continues to grow. The company is in the midst of raising two new funds worth $50 million each — one aimed at financing new projects in the Ottawa area and the other targeted at “value-add” real estate in Ontario, Quebec and the Atlantic provinces.
THE SAME OLD HUGH
Colonnade BridgePort’s main current shareholders — Gorman, Boake and Hurteau — bought out the Kaminski family two years ago. Gorman says his firm is committed to an ambitious multiresidential development pipeline that now exceeds $2 billion, and Colonnade BridgePort is poised to help lead the way as Ottawa looks to address its growing housing shortage over the next decade.
Yet Gorman is still the same old Hugh, his friends say, the guy who isn’t afraid to roll up his sleeves and do whatever it takes to get the job done.
Boake, for example, points to a sticky situation early in the pandemic in which Gorman’s calm, measured leadership held a deal together.
It was another partnership between Colonnade BridgePort and Fiera. In 2020, the two firms teamed up to buy five acres of land near Ottawa’s Via Rail terminal with the aim of building an “urban village” that would include rental apartment highrises, retail space, parkland and possibly a hotel.
But when COVID began to upend the commercial real estate market, Fiera had second thoughts about the deal. That’s when Gorman stepped up, and today the property remains a key component of the firms’ long-term development strategy.
“Hugh convinced them to carry on,” Boake says, explaining that his business partner “did an amazing job logically putting all of the facts on the table and figuring out where the sore points would be. I think that was a real tribute to his ability to logically convey to a partner why you should stay the course as opposed to taking the parachute and pulling the ripcord.”
The past few years haven’t been kind to developers as the industry
grapples with soaring costs and global economic uncertainty. While Colonnade BridgePort has a number of projects on the go, including one on Argyle Avenue in Centretown, Gorman says developers in the nation’s capital still face “challenging” conditions as institutional investors view Ottawa with a wary eye amid ongoing uncertainty over the feds’ return-to-office strategy and potential civil service job cuts.
“There’s lots of negative narrative about Ottawa right now in the capital markets,” he says. “In our space, it’s still kind of tough to get people to make a new commitment to come into this marketplace, whether it’s for development or buying existing assets.”
Still, the man who spurned a highpaying gig in Toronto in favour of starting his own business in his hometown nearly two decades ago believes the best is yet to come for the community he loves.
“I think Ottawa’s got so much potential,” Gorman says firmly. “There’s no city like it that I’ve travelled to. But I just think sometimes we’re not vocal enough about what we’ve got and what we’re capable of. I think we’re at this tipping point. We’ve just got to get out there and tell the story.”
THANK YOU TO OUR TASTE FOR HOPE 2025 EVENT PARTNERS! YOUR GENEROUS SUPPORT HELPS US CHANGE LIVES AND MAKE A DIRECT IMPACT IN THE COMMUNITY.
MANN LAWYERS. A LEGAL SWISS ARMY KNIFE.
Handy for any situation you might find yourself in. Mann Lawyers | Full Service Law Firm
PRESENTING SPONSOR
What Ottawa businesses hope to see on the priority list as MPs return to the Hill
BY MIA JENSEN mia@obj.ca
With the start of the federal government’s fall session this month, Ottawa businesses are “cautiously optimistic” about plans laid out by Prime Minister Mark Carney, two local government relations firms tell OBJ
On Sept. 15, MPs returned to the House of Commons. The fall session will include the federal budget, which is typically presented in the spring but was delayed this year. Despite that delay, Carney has made some of his priorities clear and businesses are feeling hopeful, according to Marci
Surkes of Ottawa government relations and public affairs firm Compass Rose.
“I think there is a genuine curiosity and cautious optimism about how the government is comporting itself thus far,” Surkes, chief strategy officer and managing director, told OBJ.
“The tone that the prime minister himself is setting (is of) running the government more like a business,” she said. “Even some of those measures that the government is leaning into immediately — in terms of spending reviews in order to modernize the public service and the way in which the government operates — it’s actually a really important signal.”
that this is a critical and very complicated moment for Canada in the global trading system,” she said. “The president of the United States is not only taking direct aim at Canada, but obviously reshaping the way in which we do business. In addition to that sort of cautious optimism around this government, there is still a deep feeling of insecurity and I find that transcends sectors.”
Because of that, Surkes said her clients are hoping to see action to remove interprovincial trade barriers and strengthen Canada’s own infrastructure to lessen the country’s reliance on the U.S. Businesses are also looking to place more emphasis on other markets and find new business partners around the world.
Immediately following the election, Surkes said government procurement remained quiet, but that machine has since sprung back to life. Given the government’s priorities, she said tech and other IT partners are eager to learn more about federal procurement plans.
“(There’s) an opportunity for vendors to look at ways to partner with the government to bring in solutions to IT problems and digital overhaul where there’s no question this government is due to make some pretty significant investments in terms of its systems management,” she said. “We are detecting a lot of interest and hearing from vendors who have the ability to provide cost-effective, smart solutions to help them manage it. The trend line there is on the up and up.”
Defence is another area that will likely be seeing significant investment, she added.
With the pre-budget submission period closing this month, Surkes said she has her eye on the process to see if the government will fulfill the core objectives laid out in the mandate letters sent by Carney to his ministers. Those core objectives include removing interprovincial trade barriers, improving housing affordability, investing in defence, and spending less on government operations.
The letters also referenced a new economic and security relationship that needs to be established with the United States, something that Surkes said is weighing on the minds of businesses.
“There is no question in anyone’s mind
“Most people in defence and security are kind of like, ‘hallelujah!’” said Surkes. “Finally, a recognition of how important the investment is in our collective security. There is, in that space, considerable excitement and activity in the lead-up to the budget.”
For some sectors, it’s still unclear “who’s in the zoo” when it comes to the departments that influence their industries, Surkes said, both on the political staffing side and on the department officials side.
Michael Sabia, the new clerk of the Privy Council, is expected to shake things up, she added.
“Many people are anticipating that Mr. Sabia will put his own stamp on how each of the departments are run, either switching around deputy ministers or other senior officials, possibly bringing in fresh blood
from the outside, as he’s coming in from a utility and private-sector experience,” said Surkes.
Chris Day has also noticed significant goodwill for the new government from his clients and said businesses are hoping their voices will be heard.
“They’re generally saying, ‘Bring us in, let’s have a discussion. We want a voice. We want a seat at the table.’” said Day, senior vice-president and Ottawa general manager at Burson Hill & Knowlton.
The objectives laid out by Carney have been encouraging for some sectors, like tech and defence, he said. But for others, they’ve raised uncertainty. He said companies in the health-care space, for example, were disheartened by a lack of attention paid to the sector during the campaign, despite health being a top concern for voters.
But Day said businesses shouldn’t worry quite yet.
“This government is deliberately narrow, casting a relatively tight set of priorities and aligning to those priorities,” he said. “It is setting expectations sky-high on its ability to deliver. What that means, in a practical sense, is that I think some people are fearing that if they’re not immediately outlined in those priorities, are they going to get anything done?”
Day added that, particularly in Ottawa, eyes are on the public sector, where cuts to the workforce and operation spending are anticipated. While such changes could have far-reaching implications for the city, Day said some of his clients are glad to see the government cut back on costs and “bring back fiscal responsibility on that front.”
“It was a very spirited election campaign with lots of different forces at play and the result was very illuminating for people in terms of where priorities need to be,” said Day. “What (business clients) are saying is that (the government) has got this ambition and now we need to see the action. That will be the test for this government over the next weeks and months. Can they match ambition with action and provide on these sky-high priorities and expectations of Canadians?”
OBOT PUSHING FOR INVESTMENT IN OTTAWA AS G7 CAPITAL
The Ottawa Board of Trade outlined its thoughts on what could be included in the upcoming federal budget that would benefit the National Capital Region.
The organization released its pre-budget submission in August, emphasizing the
region’s role in “Canada’s identity and global image.”
“... this pre-budget cycle is a crucial opportunity to champion bold investments that will stabilize, diversify, and celebrate our region,” the board of trade said in a press release. “Through unwavering advocacy, we urge federal leaders to recognize Ottawa’s unique needs and commit to revitalizing our economy, enhancing our institutions, and ensuring Ottawa remains a vibrant, world-leading capital worthy of every Canadian.”
OBOT outlined four recommendations, including allocating funding to celebrate the region’s 200th anniversary in 2026 and to revitalize national cultural assets and public spaces.
To improve private-sector growth and strengthen the GDP, OBOT suggested the launch of a “national productivity strategy,” which would modernize the tax system to encourage investment and innovation. It would also include expanding access to capital for startups and focus on ensuring small and mid-size businesses adopt tools such as AI.
In response to the federal government’s proposed commitment to increase defence spending, OBOT is calling on the government to recognize the region as the country’s “defence innovation hub.” It said the move could include procurement policies to allow Ottawa to act as the “first customer” for Canadian solutions and provide targeted investment to “accelerate related research, commercialization, and enabling infrastructure.”
The ongoing issue of the downtown core also remains top of mind. With the federal government planning to shed multiple downtown properties, OBOT said the government needs to act as a “responsible landlord and anchor” and recommends greater transparency in the disposal process, as well as detailed plans for repurposing and divesting office space, which OBOT said should be used for mixed-use development.
“More than 150,000 people living in the National Capital Region are employed by the federal public service. As further public service cuts loom — by some estimates, up to 24,000 jobs in the National Capital Region cut by 2028 — the consequences are immense,” OBOT said in the release.
“At a time when Canada is working to assert itself globally as a strong and trusted middle power, our National Capital Region must reflect this ambition.”
WHAT MAKES A BUSINESS THRIVE? TENACITY AND SMART LEGAL ADVICE.
Mann Lawyers Business Law Team. A persistent team of smart legal advisers. Mann Lawyers | Full Service Law Firm
Regional Roadtrips is an editorial feature focused on things to see and do in Ottawa and eastern Ontario. It is supported by Star Motors.
Regional Roadtrips is an editorial feature focused on things to see and do in Ottawa and eastern Ontario. It is supported by Star Motors.
A tour of New Edinburgh, Lindenlea and Rockcliffe is an elegant staycation
A tour of New Edinburgh, Lindenlea and Rockcliffe is an elegant staycation
LAURA
A tour of New Edinburgh, Lindenlea and Rockcliffe is an elegant staycation
LAURA BYRNE PAQUET news@obj.ca
BYRNE PAQUET news@obj.ca
LAURA BYRNE PAQUET news@obj.ca
LL
Looking for an elegant escape without leaving the city? Spend the day exploring Rockcliffe Park, Lindenlea and New Edinburgh.
ooking for an elegant escape without leaving the city? Spend the day exploring Rockcliffe Park, Lindenlea and New Edinburgh.
ooking for an elegant escape without leaving the city? Spend the day exploring Rockcliffe Park, Lindenlea and New Edinburgh.
If it’s a hot day, beat the heat — and the crowds — with a morning swim at the NCC River House (501 Sir GeorgeÉtienne Cartier Pkwy.). The River House is a beautifully restored, century-old boathouse on the Ottawa River. Its signature attraction is an enclosed section of the river that serves as a swimming area. Flanked by red Muskoka chairs and overlooked by a café deck, the pool feels like a little slice of cottage country.
If it’s a hot day, beat the heat — and the crowds — with a morning swim at the NCC River House (501 Sir GeorgeÉtienne Cartier Pkwy.). The River House is a beautifully restored, century-old boathouse on the Ottawa River. Its signature attraction is an enclosed section of the river that serves as a swimming area. Flanked by red Muskoka chairs and overlooked by a café deck, the pool feels like a little slice of cottage country.
If it’s a hot day, beat the heat — and the crowds — with a morning swim at the NCC River House (501 Sir GeorgeÉtienne Cartier Pkwy.). The River House is a beautifully restored, century-old boathouse on the Ottawa River. Its signature attraction is an enclosed section of the river that serves as a swimming area. Flanked by red Muskoka chairs and overlooked by a café deck, the pool feels like a little slice of cottage country.
It’s open daily from 7 a.m. until sunset and if you go early, you’ll have a good chance of nabbing one of the limited parking spaces in the NCC’s P3 and P4 parking lots. The building is also right on the river cycling path, if you’d rather leave your car at home.
It’s open daily from 7 a.m. until sunset and if you go early, you’ll have a good chance of nabbing one of the limited parking spaces in the NCC’s P3 and P4 parking lots. The building is also right on the river cycling path, if you’d rather leave your car at home.
It’s open daily from 7 a.m. until sunset and if you go early, you’ll have a good chance of nabbing one of the limited parking spaces in the NCC’s P3 and P4 parking lots. The building is also right on the river cycling path, if you’d rather leave your car at home.
If you don’t grab a bite to eat at the café, you could drive, cycle or walk (if you’re up for a 2.5-km stroll) through the leafy streets of Rockcliffe Park to the New Edinburgh/Lindenlea neighbourhood.
If you don’t grab a bite to eat at the café, you could drive, cycle or walk (if you’re up for a 2.5-km stroll) through the leafy streets of Rockcliffe Park to the New Edinburgh/Lindenlea neighbourhood.
If you don’t grab a bite to eat at the café, you could drive, cycle or walk (if you’re up for a 2.5-km stroll) through the leafy streets of Rockcliffe Park to the New Edinburgh/Lindenlea neighbourhood.
There, your lunch choices include scone sandwiches at The Scone Witch (35 Beechwood Ave.); pizzas garnished with confit garlic ricotta, hot honey and other luxe toppings at Schoolhouse Pizza (11 Springfield Rd.); and poke bowls, gyoza and sushi at SushiMe (8 Beechwood Ave.). Or you could grab a panini, baked goodies and a macchiato or London fog from the tiny Union Street Café (42 Crichton St.).
There, your lunch choices include scone sandwiches at The Scone Witch (35 Beechwood Ave.); pizzas garnished with confit garlic ricotta, hot honey and other luxe toppings at Schoolhouse Pizza (11 Springfield Rd.); and poke bowls, gyoza and sushi at SushiMe (8 Beechwood Ave.). Or you could grab a panini, baked goodies and a macchiato or London fog from the tiny Union Street Café (42 Crichton St.).
RETAIL THERAPY
RETAIL THERAPY
There, your lunch choices include scone sandwiches at The Scone Witch (35 Beechwood Ave.); pizzas garnished with confit garlic ricotta, hot honey and other luxe toppings at Schoolhouse Pizza (11 Springfield Rd.); and poke bowls, gyoza and sushi at SushiMe (8 Beechwood Ave.). Or you could grab a panini, baked goodies and a macchiato or London fog from the tiny Union Street Café (42 Crichton St.).
RETAIL THERAPY
Thus fortified, you’ll be ready for a leisurely afternoon of retail therapy. Beechwood Avenue isn’t the biggest or the busiest retail strip in Ottawa, but it has some of the most delightful shops, in my opinion.
Thus fortified, you’ll be ready for a leisurely afternoon of retail therapy. Beechwood Avenue isn’t the biggest or the busiest retail strip in Ottawa, but it has some of the most delightful shops, in my opinion.
Thus fortified, you’ll be ready for a leisurely afternoon of retail therapy. Beechwood Avenue isn’t the biggest or the busiest retail strip in Ottawa, but it has some of the most delightful shops, in my opinion.
I usually start at Books on Beechwood (35 Beechwood Ave.), a lovely independent bookstore where the staffers really know their stock. A few blocks east, Clothes Encounters of a Second Kind (67 Beechwood Ave.) is a goldmine for bargain hunters with upscale tastes. Just to the right of the consignment shop’s entrance is a rack where the choicest items are hung in alphabetical order by designer — Brunello Cucinelli, Kate
I usually start at Books on Beechwood (35 Beechwood Ave.), a lovely independent bookstore where the staffers really know their stock. A few blocks east, Clothes Encounters of a Second Kind (67 Beechwood Ave.) is a goldmine for bargain hunters with upscale tastes. Just to the right of the consignment shop’s entrance is a rack where the choicest items are hung in alphabetical order by designer — Brunello Cucinelli, Kate
I usually start at Books on Beechwood (35 Beechwood Ave.), a lovely independent bookstore where the staffers really know their stock. A few blocks east, Clothes Encounters of a Second Kind (67 Beechwood Ave.) is a goldmine for bargain hunters with upscale tastes. Just to the right of the consignment shop’s entrance is a rack where the choicest items are hung in alphabetical order by designer — Brunello Cucinelli, Kate
Spade, Diane von Furstenberg and Burberry among them.
Spade, Diane von Furstenberg and Burberry among them.
Spade, Diane von Furstenberg and Burberry among them.
Keep heading east and you’ll soon come to Jacobson’s food shop (103 Beechwood Ave.). Perusing the shelves of packaged goods can feel a bit like taking a world tour, with Egyptian preserved lemons, Italian artichokes, Belgian marshmallows, Scottish shortbreads and British crisps all vying for your attention. (If you need a gadget to safely open your champagne bottles, you can get one of those, too.)
Keep heading east and you’ll soon come to Jacobson’s food shop (103 Beechwood Ave.). Perusing the shelves of packaged goods can feel a bit like taking a world tour, with Egyptian preserved lemons, Italian artichokes, Belgian marshmallows, Scottish shortbreads and British crisps all vying for your attention. (If you need a gadget to safely open your champagne bottles, you can get one of those, too.)
Keep heading east and you’ll soon come to Jacobson’s food shop (103 Beechwood Ave.). Perusing the shelves of packaged goods can feel a bit like taking a world tour, with Egyptian preserved lemons, Italian artichokes, Belgian marshmallows, Scottish shortbreads and British crisps all vying for your attention. (If you need a gadget to safely open your champagne bottles, you can get one of those, too.)
You can also shop for the best from local makers, including Art-is-In bread, Pickle & Myrrh caramels and Les Fougères soups.
You can also shop for the best from local makers, including Art-is-In bread, Pickle & Myrrh caramels and Les Fougères soups.
You can also shop for the best from local makers, including Art-is-In bread, Pickle & Myrrh caramels and Les Fougères soups.
At this point, if you drove, you’ll probably want to return to your car to stash your finds (or just to move your vehicle, as parking time limits are short on
At this point, if you drove, you’ll probably want to return to your car to stash your finds (or just to move your vehicle, as parking time limits are short on
At this point, if you drove, you’ll probably want to return to your car to stash your finds (or just to move your vehicle, as parking time limits are short on
many side streets). Once unencumbered again, head for Rideau Hall to walk through the manicured grounds of the governor-general’s residence (you can take a free tour of the house, too, if you’re so inclined).
many side streets). Once unencumbered again, head for Rideau Hall to walk through the manicured grounds of the governor-general’s residence (you can take a free tour of the house, too, if you’re so inclined).
many side streets). Once unencumbered again, head for Rideau Hall to walk through the manicured grounds of the governor-general’s residence (you can take a free tour of the house, too, if you’re so inclined).
The last stop of the day may see you sipping an Aperol spritz and enjoying bulgogi beef tacos while watching the sun set behind a waterfall. That’s the magic of Tavern on the Falls (1 John St.), a seasonal outdoor café perched on a cliff at the point where the Rideau River roars over Rideau Falls to join the Ottawa River below. It’s the perfect spot to conclude your chic staycation.
The last stop of the day may see you sipping an Aperol spritz and enjoying bulgogi beef tacos while watching the sun set behind a waterfall. That’s the magic of Tavern on the Falls (1 John St.), a seasonal outdoor café perched on a cliff at the point where the Rideau River roars over Rideau Falls to join the Ottawa River below. It’s the perfect spot to conclude your chic staycation.
The last stop of the day may see you sipping an Aperol spritz and enjoying bulgogi beef tacos while watching the sun set behind a waterfall. That’s the magic of Tavern on the Falls (1 John St.), a seasonal outdoor café perched on a cliff at the point where the Rideau River roars over Rideau Falls to join the Ottawa River below. It’s the perfect spot to conclude your chic staycation.
Award-winning Ottawa travel writer
Award-winning Ottawa travel writer Laura Byrne Paquet shares her sightseeing tips for Ottawa, eastern Ontario and beyond on her website, Ottawa Road Trips.
Award-winning Ottawa travel writer Laura Byrne Paquet shares her sightseeing tips for Ottawa, eastern Ontario and beyond on her website, Ottawa Road Trips.
Laura Byrne Paquet shares her sightseeing tips for Ottawa, eastern Ontario and beyond on her website, Ottawa Road Trips.
Take advantage of Star Motors savings.
Now is the perfect time to take advantage of exclusive savings at Star Motors. Explore our outstanding selection of over 120
and find your perfect match today.
Rideau Falls at sunset as seen from Tavern on the Falls. PHOTO BY LAURA BYRNE PAQUET
Rideau Falls at sunset as seen from Tavern on the Falls. PHOTO BY LAURA BYRNE PAQUET
Rideau Falls at sunset as seen from Tavern on the Falls. PHOTO BY LAURA BYRNE PAQUET
Here are the top 20 Best Places to Work in 2025
From hiring practices to pay and benefits to training and development, there are many things to consider when it comes to being one of the city’s Best Places to Work.
“Human resources has rarely been under such a spotlight as it is right now,” said OBJ editor in chief Anne Howland. “There are so many key issues at play, including return-tooffice, diversity and inclusion, and shifting trends in the labour market. Not to mention generational differences in the workplace and the effect that AI might have on many aspects of our work lives.”
Best Places to Work is an annual
program organized by the Ottawa Business Journal and the Ottawa Board of Trade.
Participants in the program are ranked according to the results of in-depth employer questionnaires and employee engagement surveys conducted by U.S.based Workforce Research Group.
Employees are asked to rate the performance of their workplace in categories such as leadership and planning, corporate culture, job satisfaction, training, and pay and benefits.
Employers, meanwhile, fill out an extensive questionnaire that determines what types of benefits they provide
to employees and assesses how their workplaces address issues ranging from work-life balance to diversity.
Here are the top 20 for 2025, and a look at just some of the issues they’re managing.
“Much larger companies can offer perks and salaries that far outmatch what we can do as a smaller studio. But the ability to work remotely or hybrid has been a very positive influence on our employees’ happiness.”
— NIGEL FRANK, PRODUCTION DIRECTOR, SNOWED IN
1
Knak
Meet this year’s Best Places to Work recipients: Who they are and what makes them stand out.
Knak fosters a culture of creativity, collaboration and balance, supported by a flexible hybrid model and strong employee engagement. With standout perks like wellness programs, milestone rewards and employee ownership, Knak builds a values-driven workplace where individuals feel heard, valued and set up for shared success.
CO-FOUNDER/CEO: Pierce Ujjainwalla
SECTOR: Technology
YEAR STARTED: 2015
EMPLOYEES: 98
2
Stoneworks Technology Inc.
Stoneworks fosters a welcoming, inclusive culture rooted in a “payit-forward” philosophy, offering strong benefits and ongoing community support. With a focus on personal growth, team success and putting family first, employees thrive in a workplace that values learning, celebration and meaningful impact.
CEO: Jody Burton
SECTOR: Technology YEAR STARTED: 2020
EMPLOYEES: 25
3
Snowed In Studios
Snowed In Studios has been a leader in Ottawa’s videogame industry for 15 years, known for its people-first culture and strict no-crunch policy. With a focus on transparency, career growth and work-life balance, the studio offers a supportive, fun environment where employees can thrive both professionally and personally.
STUDIO HEAD: Nigel Franks
SECTOR: Technology YEAR STARTED: 2010
EMPLOYEES: 117
From fully remote to hybrid to in-office
How Ottawa’s Best Places to Work are using new models to get ahead
By Brian Dryden
When the pandemic hit, Ottawa’s business community, like the rest of the world, had to adapt almost overnight.
Boardrooms emptied, homes became offices and Zoom replaced watercooler chats. Now, several years later, employers are still figuring out what the “new” workplace should look like. The answer often depends on who you ask.
The debate is particularly strong in Ottawa. As a government town, the capital has been shaped in part by federal return-tooffice policies, which also affect downtown businesses reliant on foot traffic and suburban businesses suddenly seeing more demand for their products and services. At the same time, the private sector — tech companies competing globally for talent,
4
Relax Massage Group
Relax Massage Group is a therapist-first clinic that prioritizes the well-being and growth of its team to deliver exceptional client care. With more than 20 years in the industry, it fosters an inclusive, supportive and fun culture, making it one of Ottawa’s leading employers of RMTs.
OWNER/FOUNDER:
Melissa Gardner
SECTOR: Health care
YEAR STARTED: 2004
EMPLOYEES: 30
service industries that require in-person delivery, and professional firms trying to strike a balance for all employees — is pushing forward with its own experiments.
Responses from participants in this year’s Best Places to Work survey show that both remote and in-office models can drive success. What matters most is how companies design those models to support employees, serve clients and strengthen their role in the local economy.
WHEN IN-PERSON WORK IS ESSENTIAL, OR EVEN NONNEGOTIABLE
For some organizations, being in-office is essential. Invest Ottawa, the city’s economic development agency that operates hubs such as Bayview Yards and Area X.O, has moved back to in-person work since pandemic
5
Ottawa General Contractors
With its family-like culture, Ottawa General Contractors fosters a fun, respectful and engaging environment by offering flexible schedules, competitive pay and perks such as free Friday lunches. It supports the team’s growth with customized workflows and performance-based rewards, leading to a truly connected and rewarding workplace.
PRESIDENT: Fares Elsabbagh
SECTOR: Construction
YEAR STARTED: 2007
EMPLOYEES: 29
restrictions were lifted. President and CEO Sonya Shorey says that’s because the mandate of the organization — helping entrepreneurs and scaling firms — is rooted in relationships.
“We are a service provider so we have to be out in the community assisting our clients. Most of what we do has to be done in-person,” she explained.
For Shorey, face-to-face interaction isn’t just a convenience, it’s a competitive advantage. “I’m a big believer in the power of human connection, the in-person connections that can only be made one-on-one.”
This approach also supports the broader Ottawa landscape. With federal offices bringing workers back downtown at least
What percentage of your employee population works remotely?
three days a week, organizations such as Invest Ottawa see in-person work as part of reviving the city’s business ecosystem. Physical workspaces act as hubs of activity, attracting entrepreneurs, investors and service providers to gather in one place.
For Relax Massage Group, in-office work is non-negotiable. Massage therapy, after all, requires physical presence. But founder Melissa Gardner has built her business around making the environment rewarding for staff. She designed her clinics with both patients and practitioners in mind: adjustable electric tables, natural light where possible and policies such as unlimited time off.
Continues on page 4
6
HW Partners
HW Partners, formerly Hendry Warren LLP, fosters a collaborative, supportive culture where employees grow both personally and professionally. With flexible hours, social events, community involvement and strong mentorship and CPA development programs, the firm prioritizes balance, connection and long-term career growth.
PARTNER: Shaina Watt
SECTOR: Accounting
YEAR STARTED: 2002
EMPLOYEES: 68
7
Mechanical fosters a respectful, collaborative culture where employees are valued, supported and engaged in meaningful work across major projects and a growing service division. With strong safety standards, career development and a commitment to work-life balance, Dilfo’s values and trusted industry relationships create a stable, rewarding workplace.
PRESIDENT: Danny Dillon
SECTOR: Construction
YEAR STARTED: 1980
EMPLOYEES: 286
Dilfo Mechanical Ltd.
Dilfo
Continues from page 3
“Being flexible and listening to what each individual team member needs promotes longevity and higher retention of staff,” she said.
Ottawa’s wellness sector grew significantly during the pandemic, as residents sought ways to manage stress and physical health. Gardner’s “therapists first” model reflects a broader trend in the city: service industries focusing on employee well-being as a way to retain staff and meet surging consumer demand.
REMOTE AND HYBRID WORK AS A COMPETITIVE ADVANTAGE
At the same time, other top employers are proving that remote and hybrid setups can be just as powerful, especially in Ottawa’s tech sector, which faces intense competition for talent from employers worldwide.
For Snowed In Studios, Ottawa’s largest gaming company, the shift to remote was unexpected. Before 2020, security concerns made the arrangement a non-starter. But
How many vacation days does an employee receive in the first year of employment?
“Being flexible and listening to what each individual team member needs promotes longevity and higher retention of staff.”
— MELISSA GARDNER, RELAX MASSAGE GROUP
when the pandemic forced a quick pivot, clients saw that remote development could still be secure and effective.
Now, flexibility is one of Snowed In’s biggest draws for employees.
“Much larger companies can offer perks and salaries that far outmatch what we can do as a smaller studio,” said production director Nigel Frank. “But the ability to work
remotely or hybrid has been a very positive influence on our employees’ happiness.”
That’s no small advantage in Ottawa’s competitive tech landscape. While global studios can lure talent with big salaries, Snowed In uses hybrid work and the lifestyle benefits of avoiding long commutes as a differentiator. Especially in a city where winter storms can paralyze traffic, flexibility
isn’t just a perk, it’s a recruitment edge.
Culture remains a challenge, Frank says, but Snowed In has innovated with Slackbased social channels, daily standups and hybrid events. The company has no plans to mandate office returns, positioning itself as a flexible, people-first employer in a global industry.
March Networks, a video surveillance and business intelligence company headquartered in Kanata, has taken a slightly different path. Hybrid work has become its sustainable middle ground.
“When COVID hit, we all had to learn how to work from home. We all had to learn to use new tools to adapt,” said CEO Peter Strom.
Now, employees choose when to come in, with some preferring daily presence and others being in-office occasionally. The model has broadened the company’s talent pool globally while still grounding its culture in Ottawa.
“You have to purposely design your model to make sure there is collaboration and that you continue to build a company culture,” Strom said.
This reflects a larger shift in Ottawa’s tech sector. Companies no longer view flexibility as an experiment, but as a permanent tool in competing for specialized talent.
Entuitive
Entuitive is a purpose-driven, B Corp-certified firm that prioritizes innovation, collaboration and sustainability with a people-first culture supported by hybrid work, strong benefits and a focus on wellness and DEI. As a workerowned company, it empowers employees through mentorship, mobility opportunities and meaningful engagement, creating a workplace where people thrive.
CEO: Brock Schroeder
SECTOR: Engineering
YEAR STARTED: 2011
EMPLOYEES: 338
What’s in a turnover rate?
We ask four of the top 20 about their experiences
By Brian Dryden
As all business leaders know, there are pros and cons to employee turnover. On the plus side, turnover can allow for fresh perspectives, innovation and opportunities for the remaining staff to develop, while also allowing potentially underperforming employees to leave.
On the downside, turnover can lead to high costs for recruitment and training, loss of company knowledge, decreased productivity and morale among the remaining staff and disruption to daily operations and team stability.
We talked with four of this year’s top 20 Best Places to Work to understand what
9
MP Lundy Construction Inc.
MP Lundy Construction is a culture-first company where professionals are supported, challenged and valued through strong mentorship, generous benefits and long-term career opportunities. With a focus on employee well-being and a closeknit, high-performing team, Lundy fosters a workplace where people thrive and build lasting careers.
PRESIDENT/CEO/OWNER: Sean Lundy
SECTOR: Construction
YEAR STARTED: 1967
EMPLOYEES: 38
employee retention means to them, both internally and within a broader talent ecosystem.
STONEWORKS TECHNOLOGIES
Employee retention as a differentiator in a tight market
At Stoneworks Technologies, a managed IT services firm, employee loyalty and retention are part of the brand. President and CEO Jody Burton says offering a flat structure and flexible work model have been key to the company’s resilience and reputation in Ottawa’s competitive IT market.
“Everybody feels like they are heard and that they’re making an impact,” Burton said. “Our success shows that the way we are doing it is the right way for us.”
Stoneworks has long operated with both remote and hybrid options, a model that cushioned it from pandemic disruption and continues to attract employees who
10
TPH Plumbing and Heating
TPH is redefining work in the trades through a culture of innovation, integrity and craftsmanship where every employee is empowered to grow and lead. With cutting-edge tools such as 3D BIM and a strong focus on safety, collaboration and worklife balance, TPH builds not just systems but lasting careers and futures.
PRESIDENT: Patrick Taillefer
SECTOR: Construction
YEAR STARTED: 1986
EMPLOYEES: 130
value autonomy. While some other firms have mandated office returns, Stoneworks allows staff to choose the setup that works best for them. Burton says that approach makes people happier and strengthens teamwork and client delivery.
In an industry known for high stress and
11
numbercrunch
numbercrunch fosters a fun, flexible and people-first culture where connection, curiosity and collaboration thrive. With unique team-building activities, meaningful benefits and a strong sense of belonging, it’s a workplace where employees grow, feel valued and enjoy coming to work.
CO-FOUNDER: Susan Richards
SECTOR: Finance
YEAR STARTED: 2005
EMPLOYEES: 27
frequent job changes, Stoneworks has gained a reputation as an employer where people want to stay. That stability has helped the company retain institutional knowledge and build long-term client relationships, which in turn fuels business growth.
Continues on page 6
12
Invest Ottawa
Invest Ottawa offers an inclusive, flexible and impact-driven workplace where employees grow alongside a diverse team of both long-standing and new staff. As the city’s lead economic development agency, Invest Ottawa fosters meaningful work, strong community partnerships and a culture grounded in trust, belonging and equal opportunity.
PRESIDENT/CEO: Sonya Shorey
SECTOR: Non-profit
YEAR STARTED: 2012
EMPLOYEES: 82
Continues from page 5
SNOWED IN STUDIOS Developing and nurturing talent to help a larger ecosystem
As Ottawa’s largest gaming company, Snowed In Studios has become a cornerstone of the city’s creative sector. Production director Nigel Frank emphasizes that the studio’s success comes not just from building great games, but also from supporting people, both inside the company and across Ottawa’s broader gaming ecosystem.
“We know we are in a business where somebody will want to leave and create their own studio,” Frank said. “We welcome that if we can cultivate more gaming companies in Ottawa.”
While some employees eventually branch out on their own, Snowed In has a reputation for offering developers an environment where they can thrive. The company invests in employee growth, ensuring that people who join are able to expand their skills and take on new challenges. That makes Snowed In attractive to top gaming talent both locally and internationally who want to work
on ambitious projects in a supportive environment.
The company’s approach benefits more than just its own bottom line. By developing talent and welcoming spin-offs, Snowed In is helping to establish Ottawa as a credible hub for interactive entertainment. That ecosystem-building strategy has paid off, allowing the studio to scale rapidly while also reinforcing the city’s reputation in the global gaming market.
NUMBERCRUNCH
Helping finance professionals take the next step in their careers
For financial services firm numbercrunch, workplace success comes from embracing career mobility as part of the business model. Co-founder Susan Richards says the firm thrives by attracting ambitious professionals who use their time at the company as a stepping stone to bigger roles in the industry.
“Younger people have different goals at this time,” she said. “We’re fine with them coming in, getting experience and moving up in the industry, whether that’s with us or someplace else.”
Continues on page 8
13
Forest Products Association of Canada/ Canadian Wood Council
The Forest Products Association of Canada and Canadian Wood Council foster a collaborative, multigenerational culture where employees feel valued. With a strong employee net promoter score, hybrid work, in-house coaching and a focus on wellbeing, the organizations prioritize purpose, growth and balance.
PRESIDENT/CEO: Derek Nighbor
SECTOR: Agriculture-forestry YEAR STARTED: 1913
EMPLOYEES: 53
14
Trellis
Trellis is an Ottawa-based software company helping Amazon and Walmart sellers grow through AI-powered ad optimization and merchandising tools. The company focuses on the key pillars of price, product, placement and promotion.
Trellis fosters a collaborative, fast-growing startup culture where employees enjoy flexibility, strong work-life balance and continuous learning opportunities.
CEO: Fahim Sheikh
SECTOR: Technology
YEAR STARTED: 2019
EMPLOYEES: 44
Are managers trained to look for and deal with signs of mental stress, fatigue, and/or burnout among their team?
n YES 65%
15
Pomerleau Construction
Pomerleau fosters a purposedriven culture grounded in authenticity, innovation and inclusion, where every employee has the opportunity to lead and grow. With flexible work, strong learning and wellness programs and impactful community projects, the company builds not just structures but lasting careers and a workplace where people thrive.
CEO: Philippe Adam SECTOR: Construction YEAR STARTED: 1964
EMPLOYEES: 3,803
16
March Networks
March Networks is a global leader in intelligent video surveillance and business intelligence solutions. The company fosters a collaborative, innovation-driven culture that values flexibility, professional growth and employee input. Its commitment to sustainability, diversity and cutting-edge technology makes it a purpose-driven and peoplefocused workplace.
PRESIDENT/CEO: Peter Strom SECTOR: Technology YEAR STARTED: 2000
EMPLOYEES: 141
17
Searidge Technologies
Searidge Technologies fosters a collaborative, purpose-driven culture where employees feel empowered, heard and united in transforming aviation. With strong leadership, meaningful work, standout perks like daily lunch, birthdays off and RRSPmatching, the company maintains high engagement, low turnover and a shared sense of pride.
CEO: Moodie Cheikh
SECTOR: Technology
YEAR STARTED: 2006
EMPLOYEES: 57
18
Alliance Engineering & Construction Ltd.
Alliance Engineering & Construction is known for its team-oriented culture that emphasizes innovation, professional development and well-being. With flexible schedules, mentorship opportunities, social events and benefits such as RRSPs and extra-long summer weekends, employees feel motivated to grow.
PRESIDENT: Peter Paciorek
SECTOR: Construction
YEAR STARTED: 2010
EMPLOYEES: 99
19
seoplus+
seoplus+ offers a purposedriven workplace where employees create meaningful impact through innovation, collaboration and client success. With strong professional growth opportunities, competitive benefits and a commitment to community, the company fosters high engagement and long-term retention.
CEO: Eddy Abounehme SECTOR: Advertising
YEAR STARTED: 2012
EMPLOYEES: 45
20
Mann Lawyers LLP
Mann Lawyers is a compassionate, collaborative firm where every team member is valued and supported through mentorship, career development and flexible work arrangements. Its inclusive culture and commitment to wellness create a meaningful workplace where people thrive and make a positive impact.
CO-MANAGING PARTNER:
Andre Martin
SECTOR: Legal
YEAR STARTED: 1994
EMPLOYEES: 63
“Younger people have different goals at this time. We’re fine with them coming in, getting experience and moving up in the industry, whether that’s with us or someplace else.”
SUSAN RICHARDS, CO-FOUNDER, NUMBERCRUNCH
Continues from page 6
That philosophy reflects changing workforce dynamics and has helped numbercrunch position itself as a launch pad for rising finance professionals in Ottawa. By giving employees the chance to build skills and gain experience with a wide range of clients, the firm attracts driven individuals who see value in their time there, even if it’s not forever.
The model also benefits Ottawa’s business market more broadly. Clients
gain access to motivated, high-calibre professionals, while the local finance ecosystem gains a steady pipeline of skilled talent. Richards says this cycle of growth and movement has become an advantage, not a liability. “We are a growing company, so we are always looking to bring in people,” she said.
By aligning its workplace model with the realities of modern careers, numbercrunch has been able to scale its client base and reputation, showing
REDI Program
that success doesn’t always depend on employees staying for decades.
KNAK
How hiring for ‘stage-fit’ is a bonus in high-growth tech
For Knak, a fast-growing SaaS (software as a service) company, success comes from balancing the speed of scale with the structures that employees need to thrive.
Chief people officer Sarah Crandlemire
Employment Opportunities Available
Relocate to Leeds Grenville with numerous job opportunities in healthcare, manufacturing, warehousing and hospitality plus many more. The region is provincially designated as a priority under the Ontario Immigrant Nominee Program (ONIP) through the Regional Economic Development through Immigration program. Skilled immigrants are encouraged to seek full-time employment for potential OINP eligibility.
For more information visit: www.investleedsgrenville.com/redi United Counties of Leeds and Grenville Careers: www.leedsgrenville.com/careers
Visit us at our booth on October 7th at the Ottawa Best Places to Work Career & Training Expo at the Rogers Centre.
says the nature of high-growth tech means roles evolve as quickly as the company itself.
“The kind of person who thrives in the early ‘all-hands-on-deck’ stage isn’t always the same person who thrives when specialization and process take centrestage,” she explained.
Knak’s solution has been to invest heavily in career frameworks and employee development. Many staff who joined in the company’s “basement years” have grown into leadership roles as Knak scaled. Others have moved on, but not before leaving their mark on the company’s culture and trajectory.
Turnover, when it happens, often brings advantages. “New team members have come in with fresh perspectives, deeper specialization and experiences that help us tackle challenges at scale,” Crandlemire said.
In Ottawa’s competitive SaaS sector, Knak’s approach has become a strength. By hiring for “stage fit,” offering clarity on career progression and listening closely to employee feedback, the company has built a reputation as a career accelerator and a stable, values-driven employer.
www.investleedsgrenville.com 613-342-3840 econdev@uclg.on.ca where lifestyle grows good business
Attention Employers: Get ready for the next era of work at the Employer Summit
Don’t just react to workforce disruption, prepare for it
Employers are being challenged like never before. In an era defined by constant change, from lingering remote work models to the rise of AI, business executives, managers and HR professionals need real-life talent strategies to succeed.
To help local leaders navigate the “Next Era of Work,” the Ottawa Business Journal is hosting the Best Places to Work Employer Summit on Oct. 7 at Rogers Centre Ottawa.
This half-day event is designed to provide actionable solutions and strategies for building resilient and engaged workplaces.
The summit will begin with a luncheon that celebrates the top 20 Best Places to Work 2025 award recipients.
FEATURED SPEAKERS
During the lunch celebration, one of Canada’s leading thinkers in education and workforce development will participate in an interactive discussion with OBJ publisher Michael Curran.
Dr. Alastair Summerlee, an internationally renowned researcher, past president of the University of Guelph and past interim president of Carleton
University, will address the “upskilling paradox” and challenge leaders to rethink their approach to training. Summerlee believes workforce development should be seen as an investment that can dramatically boost organizational resilience and unleash better performance.
Later in the day, summit attendees will gain insights from the Best Places to Work 2025 recipients and Karen Brownrigg of iHR Advisory Services. A veteran of Ottawa’s HR community, Brownrigg will share new research and moderate a panel discussion with award recipients. The session promises to offer real-world recommendations on how to foster a better workplace culture that boosts employee engagement and productivity.
The summit will conclude with an important session on trends in employment law. Samara Belitzky of Emond Harnden LLP will provide an “Employment Law Update” to help businesses stay compliant and mitigate legal risks in the post-pandemic environment.
BONUS ACCESS TO DISRUPTHR
As a bonus, those who book a full-day pass will receive access to DisruptHR, an event valued at an additional
$85. This high-energy, fast-paced event features eight speakers sharing bold, innovative ideas on talent, culture and technology in five-minute talks. It’s the TEDx of talent.
The Employer Summit offers a unique opportunity to learn from award-winning leaders and crossfunctional experts, engage with peers from local organizations and develop a strategic plan for what comes next.
Don’t just react to change, prepare for it. Secure your team’s spot today and get ready for the future of work.
Bring your work team to the Employer Summit by reserving a table or purchasing a full-conference pass. SPONSORED BY
Meet with 50+ exhibitors, employers, educators and trainers.
Connecting HR Professionals Through Community: Welcome to HRClariti
At Clariti Group, we’ve had the privilege of working alongside HR professionals throughout Canada for over 11 years. From leadership development to organizational transitions to workplace investigations, we’ve supported HR teams through complex challenges and meaningful change. Through it all, one thing has remained clear: the value of thoughtful conversation and trusted connection within the HR community. The world of HR has never been more complex—or more critical. HR practitioners are called to support evolving workplaces, guide leaders through ambiguity, and navigate everything from policy to people dynamics with clarity and care. And yet, too often, HR professionals do this work in isolation.
That’s what led us to create HRClariti, a community that quietly launched in September 2024.
It started with a simple intention: to carve out a space where HR professionals could have real conversations—about the things we’re navigating every day but don’t always have time or space to unpack. Our members include HR generalists, consultants, DEI leads, coaches, and senior HR leaders who work across all sectors and industries. What unites them is the desire to connect in meaningful ways, a willingness to share what they’re learning, and a shared commitment to doing HR work that is thoughtful, grounded, and human.
An Invitation to Join Us
Whether you’re navigating a tricky
workplace dynamic, shaping policy, or just want to stay connected in a field that’s always evolving, we welcome your voice.
Join us! We exist online as a LinkedIn group and we host live, in-person events throughout the year. Bring your questions, your experience, and your willingness to learn out loud. The group is open to anyone working in or alongside HR who’s committed to building healthier, more effective workplaces.
Join us here: www.linkedin.com/groups/13114495/
Clariti is owned and operated by two Founding Partners - Tara Azulay and Kevin Barwin - and has built a team of 55+ associates (consultants, coaches, facilitators, and investigators) across the country. We have had the pleasure of working with over 800 different organizations across all sectors and industries.
BEST PLACES TO WORK 2025 — SPONSORED CONTENT
Our mentorship program, competency development map and feedback meetings help team members grow from student to Partner.
Staff gather for an evening of bowling, one of several social outings organized to build workplace connections outside the office.
A group of employees compete in a round of archery tag as part of a recreational event organized through the company’s culture committee.
Employees take part in a laser tag match during a team-building event aimed at encouraging collaboration and camaraderie.
Building success together: HW Partners invests in employee growth and work-life balance
Ottawa-based accounting
firm fosters growth, inclusivity,
and community,
earning a spot among the best places to work.
HW Partners, formerly Hendry Warren LLP, has been recognized as one of the 2025 Best Places to Work, a testament to its commitment to fostering a collaborative, inclusive, and growth-oriented environment. Over the past decade, the Ottawa-based accounting firm has more than doubled in size, a success attributed to its dedicated team and exceptional client service.
A CULTURE OF GROWTH AND SUPPORT
At the heart of HW Partners’ success is its belief in team-based growth and success. The firm prioritizes open leadership and mutual support, creating an atmosphere where team members feel valued and empowered.
Professional development is a cornerstone of the firm’s philosophy. A formal mentorship program pairs employees with experienced team members, guiding career growth and development. The firm is dedicated to creating a culture of continuous learning, providing access to accredited professional development platforms, on-demand learning specifically for accounting and taxation professionals and in person training sessions to build both technical and soft skills.
“Our mentorship program, competency development map and feedback meetings help team members grow from student to Partner,” says Shaina Watt, a partner at HW Partners and one of the six current partners who started with the firm as a co-op student.
The firm emphasizes fair, transparent, and bias-free hiring practices, utilizing structured interview processes and standardized evaluation criteria to assess candidates equitably.
ATTRACTING AND NURTURING TALENT
HW Partners has a targeted strategy to recruit and retain Generation Z talent, with approximately 95 per cent of its hiring coming from university campus engagement. The firm actively participates in campus recruitment events, co-op education programs, and student networking initiatives to connect with emerging professionals early in their careers. This approach is designed to align with the values and expectations of Gen Z, offering meaningful work, opportunities for growth, and a strong sense of contributing to the firm’s success. Recently they have announced their sponsorship of the Sprott School of Business Employability Passport program to help nurture the next generation of professionals.
The firm emphasizes fair, transparent,
and bias-free hiring practices, utilizing structured interview processes and standardized evaluation criteria to assess candidates equitably. Beyond recruitment, HW Partners focuses on creating an inclusive environment where employees of all backgrounds feel valued and supported.
BALANCING WORK AND LIFE
HW Partners understands the importance of work-life integration, an issue with many professional service firms. It offers flexible work hours, and summer Fridays off. Its hybrid work model allows team members to work both remotely and inoffice, providing the benefits of increased employee satisfaction, greater autonomy, and improved focus during remote work, while in-person days strengthen team cohesion and communication. The firm addresses the challenges of consistent
communication and maintaining a unified culture through regular staff check-ins, setting clear expectations, and providing intentional team-building activities throughout the year.
Beyond the office, the firm fosters a sense of community and fun through social events such as BBQs, bowling, escape rooms, and laser tag. Giving back to the community is a core value for HW Partners and staff are encouraged to participate in initiatives such as volunteering on local not-for-profit boards of directors, delivering holiday turkeys and supporting local charity events.
HW Partners’ recognition as a Best Place to Work underscores its dedication to its people, its commitment to professional excellence, and its positive impact on both its employees and the broader community.
Employees and partners gather to mark Knak’s 10th anniversary, celebrating a decade of growth for the Ottawa-based technology company.
Knak employees at their 2025 company onsite in Ottawa.
Knak named a best place to work: Building bold careers in a people-first culture
Ottawa-based tech company recognized for its bold mission, merit-driven culture, and industry-leading platform.
Knak, a leading Ottawa-based SaaS company, has been named one of the 2025 Best Places to Work in Ottawa. Founded in 2015 by co-founder and CEO Pierce Ujjainwalla, Knak has built a fast-moving, high-impact environment where ambition, growth, and innovation come together to power the future of marketing.
Knak’s hybrid work model is built for momentum — with three in-office days encouraged each week to spark connection, accelerate development, and drive alignment across teams. This rhythm helps employees share ideas openly, solve problems faster, and stay focused on impact, while still giving them flexibility to manage their work and life.
“Our hybrid model has accelerated onboarding, strengthened team culture, and helped us move faster as a business,” says Ujjainwalla.
Remote employees also join the team in Ottawa twice a year — once for a company-wide onsite and once for department-level onsites — ensuring that everyone has the chance to connect in person, align on priorities, and build stronger relationships.
At Knak, success is driven by performance, ideas, and outcomes. We’ve built a clear career architecture and job leveling framework so employees know exactly how they can grow — and what it takes to get there.
Knak pairs that clarity with a strong focus on learning and development, giving people the tools, training, and opportunities to accelerate their careers while shaping the future of marketing.
As Ujjainwalla puts it:
“At Knak, we’re building a place where people accelerate their careers, raise the bar, and do the best work of their lives.”
HOW KNAK WINS TOGETHER
At Knak, values are the foundation of how the company works and wins together. They guide decisions, shape collaboration, and keep the team focused on what matters most.
These values push Knak to move fast without losing focus, to take smart risks and own the outcome, and to continually raise the bar. They encourage curiosity, adaptability, and learning in a rapidly changing world. And they reinforce transparency, which builds the trust needed to solve challenges together.
ATTRACTING THE NEXT GENERATION OF TALENT
Knak is built for people who want to push their craft further than ever before. It’s a place where ambitious talent thrives — where the best ideas win, no matter where they come from, and where employees see the results of their work every day.
With AI powering both its platform and its operations, Knak gives employees the chance to be at the forefront of one of the fastest-moving industries in the world.
BUILDING THE FUTURE, TOGETHER
Knak exists for a bold mission: a nocode, decentralized, fully integrated email and landing page creation platform for marketers. The competition is fierce, the margin for error is small, and time is limited — but that’s what
makes Knak a place where the best work of your career happens.
With its ambitious vision, rapid growth, and uncompromising culture of impact, Knak continues to stand out as one of the Best Places to Work in Ottawa.
Our hybrid model has accelerated onboarding, strengthened team culture, and helped us move faster as a business.
Knak employees take part in a company ski day, one of several team-building activities hosted each year.
Staff at Alliance Engineering take part in a workplace ping pong tournament organized to encourage friendly competition and team spirit.
Employees and guests join Alliance Engineering’s annual golf tournament, one of the firm’s longstanding traditions for networking and team building.
Alliance Engineering & Construction Ltd. - Success Built on People, Powered by Innovation
Ottawa
firm honoured as one of Ottawa’s 2026 Best Places to Work
Alliance Engineering & Construction Ltd. stands as a testament to the power of a positive and engaging workplace culture. Recognized as one of Ottawa’s 2025 Best Places to Work, Alliance has cultivated an environment where passion, innovation, and teamwork aren’t just buzzwords, they are the foundation of its success.
Established in 2010, the firm has seen continuous growth, marking its 15th anniversary with a stellar reputation. Clients consistently request their services by name for mechanical and electrical contracting, a clear indicator of the quality work delivered by their dedicated team. This success is underpinned by an atmosphere brimming with energy and camaraderie, where low staff turnover and a steady increase in job applications speak volumes about employee satisfaction. Alliance also embraces the latest construction technology, producing full BIM drawings, with paperless workflows and leveraging advanced tools to deliver projects with precision and efficiency.
A COMMITMENT TO EMPLOYEE WELL-BEING
Alliance understands that a thriving company starts with thriving employees. The firm goes above and beyond to foster a supportive and rewarding environment. From memorable moments such as Friday group breakfasts and lunches to exciting company events, golf tournaments, and other celebrations, the company
prioritizes appreciating and recognizing its team’s achievements.
“Our commitment to our team’s well-being is paramount,” says Peter Paciorek, president of Alliance Engineering & Construction Ltd. “We believe that when our employees feel valued and supported, they are empowered to do their best work.”
This commitment extends to offering flexible schedules, comprehensive health and dental plans, and RRSP contributions for future planning. Unique perks like extra-long summer weekends and an inviting modern workspace, complete with a golf simulator and ping pong table, further enhance the work environment, promoting both relaxation and team spirit.
INVESTING IN PROFESSIONAL GROWTH
Alliance doesn’t just attract talent; it nurtures it. The company is dedicated to its team’s professional growth through continuous learning opportunities, mentorship programs, and clear pathways for career advancement. Financial support for job-related training, coverage for MBA programs, and payment for engineering certification exams demonstrate a tangible investment in their employees’ futures.
CHAMPIONING DIVERSITY AND INCLUSION
Recruiting and retaining a diverse workforce is a core value at Alliance. The company actively promotes opportunities for women in construction,
Alliance Engineering employees gather during the company’s 2024 Christmas celebration, an annual event bringing staff together to mark the holiday season.
encouraging general foremen to sponsor apprenticeships and mentor new talent. Equal employment opportunities are fundamental, ensuring fair hiring practices and career growth for all.
“What makes Alliance Engineering and Construction special isn’t just the projects we deliver — it’s the people behind them,” says Karine Génier, director of finance and human resources. “This recognition reminds us that culture matters — that building together, supporting one another and celebrating along the way makes Alliance more than just a workplace.”
Alliance actively recruits Generation Z employees through strategic partnerships with Algonquin College and the University of Ottawa, offering robust internship and co-op programs that provide meaningful, hands-on experience. This proactive approach ensures a steady influx of talented young professionals who become key contributors to Alliance’s future growth.
We believe that when our employees feel valued and supported, they are empowered to do their best work.
News + Data = OBJ Insider
An OBJ Group Subscription gives your team access to powerful news and data. Keep your team informed and identify new business opportunities.
Exclusive online content
OBJ Data Centre
Printed publications mailed
Email newsletter summaries
Monthly prize draws
Easy management of group First month free.
Contractor or employee? Ensure the role fits the classification, or risk liability
Misclassifying employees as contractors can expose your business to significant legal and financial jeopardy
In these times of economic unpredictability, some business owners are seeking greater workforce flexibility by turning to different kinds of work arrangements. These might include using contractors instead of hiring someone as an employee. But if you’re not careful in how you structure these contracts, you could be setting yourself up for significant complications and additional costs down the line, according to Emond Harnden LLP.
“If you misclassify a worker as an independent contractor when they are actually an employee, you could be liable for certain statutory entitlements they would have been owed as an employee, such as overtime pay, vacation entitlements, or termination entitlements, even if those amounts were not provided during the working relationship,” said Zoriana Priadka, an employment lawyer with the firm.
Contractor or employee? It comes down to several factors
Determining whether someone should be considered a contractor or an employee can be tricky. It comes down to a combination of factors such as:
• The degree of control the individual has over their own work
• Whose tools they use
• Whether there’s any financial risk to the worker related to their work or opportunity for profit
• Whether the individual works for multiple businesses (an “independent contractor”), or just one (a “dependent contractor”)
• How integrated the individual is into your company’s business While these terms can be spelled out at the beginning of the contract, the situation can become muddier if work arrangements change over time.
“A great question came up during a recent webinar: can I have my contractors wear company T-shirts at the company barbecue?” added Priadka. “One of the factors decision-makers consider when assessing worker status is the degree of integration in the workplace – do they have a business card with your logo? Do they have a company email signature? Are they listed on your website or internal directories?
Do they attend staff meetings or social events?
“As nice as the sentiment is to want to include them at the company barbecue in the summer or whatever the case may be, these gestures can make it look like the individual is integrated into your company as an employee rather than operating independently. It’s important to maintain a clear
contracts and work arrangements to make sure both parties have abided by the terms of the agreement.
If in doubt, contact your employment lawyer
distinction between employees and independent contractors. Otherwise, you risk inadvertently suggesting that the individual is an employee, which may undermine your intended classification.”
‘It usually isn’t a problem, until the worker disagrees’ Employers often enter these situations with the best of intentions: Hiring someone for specific work and thinking there’s a well-understood agreement in place between the worker and the business. Priadka says issues tend to emerge at the dissolution of the arrangement.
“It usually isn’t a problem, until the worker disagrees at the end of the relationship, seeks legal advice, which may suggest they should be classified as an employee with all the associated entitlements,” she added. “That’s when you might get a demand letter, a claim, or even a Ministry of Labour investigation.”
The best way to avoid these kinds of classification issues is to involve qualified employment lawyers in the establishment of these contracts and – especially if you’re taking over an existing business that makes use of contractors – review existing
If you’re concerned about the relationship with a contractor in your organization, Priadka recommends getting in touch. That’s because making more informed decisions by clearly defining these relationships at the contracting stage helps employers minimize risk.
“Apart from getting the proper contract signed, a lot of the advice we give our clients tends to be practical, such as relinquishing control over the contractor’s day-to-day,” she said. ““It’s about considering how a court would view the entire working relationship, not just the intentions at the time of signing the contract. Simple changes can make the difference, because it is very much an analysis based on where the scale is tipping.” To learn more, listen to Emond Harnden’s recent webinar with the Ottawa Business Journal on the dangers of misclassifying a worker as a contractor – and the potential legal and financial liabilities that could result from that.
A gift to inspire others: Major CHEO donation fuels expansion, redevelopment
CHEO Foundation hopes $500k donation by Modern Niagara inspires other business leaders to do the same
When Modern Niagara committed to donating $500,000 over five years to the redevelopment of CHEO, it did so because it believes in giving back to its community.
“I can’t think of a better place to make a donation,” says Brad McAninch, CEO of Ottawa-based Modern Niagara, “for what CHEO does and means to the community in terms of the service it provides and what it means for families in Eastern Ontario to have that service there.”
McAninch says his mechanical, electrical, HVAC and plumbing firm with offices across the country is “fortunate enough to be in a position to make a donation of that size – and with the redevelopment, it seemed like the right time to do so.
“CHEO has this ambitious project that it’s undertaken to continue to improve the services it provides. So when you look at the whole thing, it just makes a lot of sense,” he says. “We were founded in Ottawa in 1959 and employ a lot of families. Even within our own company, plenty of our employees and their families are glad to have CHEO in the city.”
McAninch recalls that his own brother was in and out of CHEO when he was young and he doesn’t know what his parents would have done without its services.
A $220M redevelopment fundraising campaign
CHEO Foundation has launched its biggest fundraising campaign ever — it aims to raise $220 million through community donations — to support a 10-year campus redevelopment plan that includes a $459-million integrated treatment centre at its Smyth Road campus. The funds raised will ultimately help CHEO transform pediatric care by remodeling, reimagining, and adapting to the growing and increasingly complex care needs of children and youth in the region.
CHEO also has a strategic commitment to reduce to 50 per cent by 2029 the number of children waiting for services beyond what is clinically recommended.
The ambitious plan and Kids these Days fundraising campaign will address the mental health crisis so young people have access to the support they need, says Steve Read, president and CEO of CHEO
Foundation. It will also improve access to emergency care, design new ways to support and care for kids living with complex care needs, and improve medical and surgical outcomes through better research, modernized facilities, and the latest technology innovations.
It will also enhance diagnostic tools and research to give kids a brighter future.
“Our catchment area has grown significantly beyond Eastern Ontario in the last 50 years – we now serve Western Quebec, Northern Ontario, and Nunavut, and from a research perspective, it’s boundaryless,” Read says. “We are inviting people to help us transform pediatric care.”
Read says the half-million donation from Modern Niagara is a “huge help” to the campaign and that he’s encouraged by the response from other businesses and families as well.
“Modern Niagara has been a very good partner for a long time and since they’ve stepped forward and are acting as a leader in this response, I know others will follow suit,” Read says, adding that the campaign is expected to make it to the halfway mark by the new year.
I can’t think of a better place to make a donation
Modern Niagara: A long legacy of giving back
Modern Niagara has established a tradition of giving to CHEO for nearly 30 years. Emily Jamieson, vicepresident, corporate philanthropy and community engagement, CHEO Foundation, says this large donation was a very welcome gesture.
“Having a donor who understands the importance of our redevelopment to the community and giving back is essentially what allows us to thrive as a healthcare facility,” she says. “It’s just one of the reasons that Modern Niagara is such a wonderful partner.
“To work with a company like theirs is a privilege, and we’re hoping that gifts like this can inspire more people to give to CHEO as well.”
Brad McAninch, CEO of Ottawa-based Modern Niagara
From left to right: Lane Campbell Vice President and Area Manager, Construction - Ottawa, Brad McAninch, CEO, Modern Niagara Group, Steve Read President and CEO, CHEO Foundation, Jory Flood Corporate Development Officer, CHEO Foundation
HEIN APPOINTS SHAWN BERUBE AS NEW PRESIDENT
Berube’s appointment signals the next chapter in HEIN’s succession strategy, ensuring stability while charting a path for the company’s future.
HEIN, a renowned general contracting and construction management firm, is pleased to announce that, effective August 1 , 2025, Shawn Berube was appointed as President and Chief Operating Officer.
st
Shawn has nearly 20 years of experience at HEIN, including seven years at the senior leadership level. He first joined the company in 2006 as a site superintendent and advanced to project manager in 2017, Vice President in 2018, and Board member in 2021. Shawn is a Past President of the Ottawa General Contractors Association of Ottawa and was recognized by the Ottawa Board of Trade and the Ottawa Business Journal as one of Ottawa’s Forty Under 40. Shawn has a proven track record of leadership, a deep understanding of HEIN’s operations, and a strong commitment to the company and the construction industry. These qualities position him well to lead HEIN into its next phase.
“I am deeply honoured to step into the role of President and Chief Operating Officer of HEIN, and to be able to build upon the strong legacy of those before me,” said Shawn. “This is an exciting time in our company’s history. I look forward to collaborating with our dedicated team to grow our culture of “Constructing Excellence” and ensure we continue to provide exceptional value to our clients, partners and all those connected to HEIN.”
ABOUT HEIN
His appointment represents a pivotal step in HEIN’s long-term succession strategy. Mark Dalton, who held the position of President of HEIN for the past 11 years, chose to start his transition towards retirement. He will remain with the company as a member of its Board of Directors and as its Chief Executive Officer.
“Shawn’s appointment as President and COO is a testament to the strong internal talent within the HEIN organization. Having worked closely with him over the last decade, I can absolutely say that both the Board and our staff have full confidence in his leadership, his ability to build relationships with our key stakeholders, and his ability to guide our team and operations into the future,” said Mark Dalton. “I could not be prouder to pass the torch of leadership to Shawn. HEIN is in good hands.”
Founded in 1988 by Roland Hein and Helmet Mueller, HEIN is one of the only general contractors in the city of Ottawa to be owned, 100% by its employees. With over 40 team members, the company specializes predominantly within the ICI construction sector. Over the past three decades, HEIN has earned a reputation as a premiere builder in Eastern Ontario with a strong base of repeat clients.
Shawn Berube - President & COO
Separating or divorcing?
Don’t get caught in the gifts and inheritances trap
Legal nuances around gifts and inheritances can lead to unpleasant surprises
if you’re not prepared, says Perley-Robertson, Hill and McDougall LLP
While separations are nothing new, Jack Song says litigation around large gifts and inheritances upon separation have become much more common over the past several years.
That’s partially due to the affordability crisis, says the lawyer in Perley-Robertson, Hill and McDougall LLP’s Family Law Group. “It’s tougher and tougher for younger generations to afford a home,” he explains.
“We’re seeing younger people receiving gifts and help from their parents or other relatives to fund large expenses, like the honeymoon or matrimonial home.”
But Song says the legal nuances around gifts and inheritances upon separation can be much more complex than some people think – especially around the matrimonial home – which can lead to a nasty surprise if you haven’t done your homework.
‘There are ways to lose your protection’
“Net family property” is a legal term describing the difference between a spouse’s net worth on the date of separation and date of marriage. This property must be divided equally (“equalization”), subject to certain exceptions; one common exception is around gifts and inheritances received by a spouse during the marriage.
• Section 4(2) of Ontario’s Family Law Act provides that property acquired by gift or inheritance from a third person after the date of marriage is exempt from equalization, along with income from that property as long as “the donor or
testator has expressly stated that it is to be excluded from the spouse’s net family property.”
• The value of the gift or inheritance at the time of separation, not at the time of receipt, is the amount excluded.
This leads many facing separation to believe that any gift or inheritance is exempt from equalization. But that’s not the case if the gift was used to finance a matrimonial home, or used to purchase a joint asset (in the latter case, the spouse can lose half the exclusion).
Song says misunderstandings around what’s exempt and what’s not can have profound consequences.
“It can sometimes be a trap for people,” he explains, “because they may think they’re safe from sharing with their spouse, but they fail to understand that there are ways for them to lose that protection. This is especially common around the matrimonial home.”
Best practices around inheritances, gifts, and equalization of net family property
Even if people know the law intimately, Song says determining a spouse’s net family property after years of marriage can still be a huge challenge.
“It’s actually impossible if you didn’t have any records,” he says. “Banks only keep records for up to seven years, and for non-cash assets it’s even more difficult when it comes to finding evidence that it even existed.”
That’s one reason why Song advises the following best practices to ensure spouses protect themselves in the event of a separation.
• Consider a marriage contract or cohabitation agreement: Marriage contracts or cohabitation agreements colloquially known as “prenuptial
agreements” can be drawn up at any time before or during a marriage. It’s something he recommends, especially if you’ve got large gifts or inheritances on the way. “It forces you to have an inventory of your assets. You’re putting in an agreement that your spouse acknowledges you have in fact brought those assets into the relationship.”
• Acquire a gift letter or will: Whomever provides the gift or inheritance can make your life easier – especially if you want to derive income from your gift or inheritance – by providing a gift letter or will explaining that the donor wants the gift or inheritance excluded from equalization. For wills, Song says most Ontario lawyers typically include a Family Law Act clause that covers inheritance exclusions, but if you’re concerned, it’s important to check and make sure.
• Keep your receipts (and a separate bank account): Traceability is always a lot easier with proper documentation such as receipts, gift letters, or wills. But what’s even more important, Song says, is keeping a dedicated bank account to deposit funds from gifts and inheritances. “Can we legally establish that the money you have on the date of separation is part of the money that you received as a gift or inheritance?” And that can be next to impossible if you mix those funds with your day-to-day operating accounts.
• Be aware of the rules around joint accounts: Putting your gift or inheritance into a matrimonial home means you lose the entirety of the exclusion, but that’s not the case with joint accounts. “You’re still able to exclude your half of the joint account,” Song explains.
If you expect to receive a large gift or inheritance, consult one of PerleyRobertson, Hill and McDougall LLP’s family lawyers about how it may be impacted by a separation – and the best way to manage the situation.
CAA Business membership offers big benefits for small businesses
First-ever commercial membership supports businesses with CAA’s trusted insurance, roadside, and membership offerings
A big small business idea that’s about to change the way entrepreneurs think about CAA started with a conversation about pennies.
Last year, Jeff Walker – President and CEO of CAA North & East Ontario – was chatting with board member Sean Davies, a Thunder Bay-based business entrepreneur.
At the time, the casual conversation was about what small businesses could do to grow despite economic uncertainty. Davies remarked that even saving a few pennies on the dollar in his transportation industry companies would add up over time.
can do more than save a few pennies. They can save on roadside assistance, CAA’s on-site Pit Crew for tire swaps and oil changes, get access to savings on commercial insurance and group benefits, plus discounts on CAA memberships for staff.
“There are major gaps in terms of really good value, quality of customer service and convenience for these business owners,” explains Walker. “The CAA Business membership will work as hard as they do. Our goal is to show them how much value they can get from working with us.”
medium-sized companies,” says Walker. “We don’t want all the best employees gravitating to the big guys; we want great employees to get all the virtues and benefits of being in the small and medium-sized sector, with benefits that are comparable.”
Through Sterling Brokers, which caters specifically to small and medium-sized companies, CAA Business members can get a discount on their Employee Benefits program. With its focus on SMEs, Walker says Sterling is very unique.
TRUSTED COMMERCIAL ROADSIDE AND VEHICLE MAINTENANCE
Keeping a fleet on the road and reducing downtime for things like tire swaps and oil changes is a cost of doing business, but with CAA Business, members get access to CAA’s 24/7 emergency roadside support for commercial and company vehicles.
The remark struck a nerve with Walker – as did a series of additional insights about the roadblocks smallto-medium enterprises (SMEs) face every day, like staff retention, the cost of maintaining fleet vehicles or getting roadside assistance, and the hefty entry fee for group benefits and insurance.
“We did some research and began to see there were some major gaps in the things small businesses need to succeed and compete,” says Walker. “From where we were sitting, it looked like an opportunity to start a new line of business.”
The result is CAA Business, the first-ever commercial membership developed entirely to support businesses with CAA’s trusted insurance, roadside, and membership offerings.
With CAA Business, SME owners
According to Walker, joining CAA Business for just $99 gives companies access to an à la carte menu that allows them to then purchase benefits like commercial roadside assistance, commercial Pit Crew, group benefits, employee memberships, and business insurance at a member discounted rate.
GROUP BENEFITS BOOST STAFF RETENTION
Walker, a 2025 Excellence Awardee for Canadian HR Champion – CEO from Human Resources Director Magazine, says that investing in your employees is one of the best ways to protect your business by reducing employee turnover. For instance, group benefits show employees they are valued by giving them a real economic benefit.
“We can offer a version of largecompany benefits to small and
“What we observe is that everybody’s clamoring for the big fish, because there’s enough margin in it to make it worth their time,” says Walker, adding that CAA and Sterling take a different approach. “We focus on business with 5 to 100 employees; it’s worth it for us to be able to give those folks value they couldn’t otherwise get.”
With the added option of purchasing CAA Memberships at a generous discount for staff, CAA Business members can unlock even more perks for employees, including discounts at hotels, museums, sporting events, airport parking and participating Shell fuel stations.
“We have a whole array of benefits for consumers and we’re going to do the same exact thing for businesses,” says Walker. “Our friends at the Ottawa Senators have offered our Business Members the opportunity to get 10 per cent off if they rent a suite at a Sens game this coming season. You’ll save hundreds of dollars right there, more than what it even costs to sign up for the CAA Business membership.”
“Let’s say your truck has broken down in Barrhaven and your home base is Orleans,” he says. “Calling one of these towing enterprises will probably cost you upwards of $700 to bring that truck in. If you’re working with CAA, the value proposition will be a heck of a lot less than that, plus you’ll have cost certainty around what it would cost you per year for those vehicles.”
In addition, CAA’s commercial Pit Crew offers on-site mobile services, such as tire and oil changes and cab cleanouts, which drastically reduces the amount of time fleet vehicles are out of commission and off-site.
But for Walker, the tacit benefit of a CAA Business membership is the quality service guarantee that comes with CAA as one of Canada’s most trusted brands.
“We know that our customer satisfaction is industry-leading,” he says, pointing to CAA North & East Ontario’s phenomenal growth, which has led all CAA and AAA clubs for the past few years. “The combination of that value proposition and the really high level of customer service is why so many people trust us.”
Why you should hold your next business or life event at the National Arts Centre’s unique spaces
With five banquet rooms, impeccable service, and fabulous food, the NAC has everything to ensure your event is a grand success
What’s the first thing that comes to mind when you think of the National Arts Centre (NAC)? Most likely it’s a memory of an exceptional performance you watched.
However, the Crown corporation also has five visually stunning banquet rooms which host about 750 events a year, including meetings, conventions, galas, cocktail receptions, and weddings – making it a prime location to hold your next business event or conference.
Discover NAC’s ‘undiscovered’ spaces
After its renovation a few years ago, the NAC also unveiled four sparkling new meeting rooms: the O’Born Room, Al Zaibak Lantern Room, Rossy Pavilion, and Canada Room.
“Each of these rooms have been thoughtfully and uniquely designed, with varying sizes and seating capacity, and natural light from floor-toceiling windows showcasing stunning views of the downtown,” says General Manager of Food and Beverage Nelson Borges.
The O’Born Room, for example, is known for its 32foot floor-to-ceiling windows offering an extraordinary 360-degree view of Parliament Hill, Rideau Canal, and surroundings. It recently hosted the Alliance of Area Business Publishers (AABP) Summer Conference cocktail party, hosted by OBJ, this past June.
All the rooms are soundproof, have great acoustics, and have been built along the building’s perimeter to safeguard against clashes with performing arts events. They’re outfitted with state-of-the-art audiovisual equipment, minimizing the need for clients to
bring their own, and don’t have permanent furniture or fixtures – making it easy for clients to transform the room to their requirements.
Ensuring a first-class event, from start to finish
The NAC’s world-class catering team consistently aims to exceed guests’ expectations. “Every client who books an event with us is provided with a dedicated sales manager who assists at each stage, from room selection, to event planning, to menu selection,” explains Senior Sales and Catering Manager Lisa Levia. “A banquet captain then takes over who ensures the plan is perfectly executed. On the day of the event, the banquet captain ensures everything is running seamlessly. We also follow-up after the event for feedback.”
NAC can provide all the professional-grade equipment, entertainment, and décor you need, or you can bring your own.
First-time clients can expect attractive rates when booking events in one of the banquet rooms, as can repeat clientele who book multiple events in a year or clients flexible on dates, given the lower off-season rates.
Experienced, top-notch staff and the ‘best food in the city’
“The biggest asset we have is our incredible staff who are all fully-bilingual, well-trained, seasoned professionals. While the hospitality industry in general has a high churn rate, most of my team of 140 employees have been with us for decades,” says Borges.
When people book an event at NAC they’re usually wowed by the rich and panoramic views, but what they don’t expect is the exceptional food. “Our food quality is top-notch and always consistent,” Borges explains. “We use seasonal produce sustainably and locally sourced, have our own rooftop vegetable garden, and we make our own honey.”
NAC also has some of the most seasoned chefs in the city and a multicultural kitchen team, 70 per cent of whom are people of colour. “We’re well-equipped to cater to any kind of event, be it an international conference or an ethnic wedding, with customized menus for every client,” says Borges. “This is why we don’t permit outside catering for any event – because we already offer the best food in the city.”
The Resident Chefs program, featuring emerging culinary talent from across Canada, also contributes to this diverse culinary offering. Currently in its sixth year, selected chefs are invited to spend a week in residency, curate a menu for the NAC restaurant, and cater an event.
Additionally, NAC’s catering team works closely with Global Affairs Canada to cater for official events featuring visiting dignitaries, such as an official dinner held for former U.S. President Joe Biden at the Canada Aviation and Space Museum, followed by an after-party at NAC’s Canada Room.
“The trust and confidence that Global Affairs Canada has in our protocol service team is proof that no event is too challenging for our highly-skilled team,” Borges adds. Stay tuned for more exciting developments at the NAC to help make your next event a first-class experience.
Why Prince Edward County is the perfect venue for Ottawa businesses looking for a change of pace
Featuring breathtaking vistas, indoor and outdoor activities, and restaurants and wineries galore, The County is sure to surprise and delight companies looking for something different
If you’re seeking an exciting new location for your next corporate retreat or business event, look no further than Prince Edward County (PEC). Geographically, this picturesque Ontario island is just a short drive from Ottawa,Toronto, Kingston and Montreal, making it ideal for a company conference, meeting, event, or team-building exercise.
It’s also a convenient getaway for businesspeople spread across different cities wanting to meet in the middle.The County, as it’s also called, is perfect for longer stays, too, with a plethora of year-round indoor and outdoor activities to choose from.
“In a world of virtual calls and back-to-back meetings, employee engagement and connection is becoming increasingly important,” says Alex Portman, owner of The Eddie Hotel & Farm, situated on 78 acres just north of West Lake. He’s also president of Stay PEC, a tourism marketing group for the area.
“Prince Edward County is ideal for small to medium-sized corporate groups looking to combine in-person work time with unique and engaging social activities that bolster inperson connection,” he adds. “From brainstorming new ideas for work to breaking bread with a local wine-maker to a group e-bike tour on the Millennium Trail, the County has so much to offer to get your team to connect and collaborate off screen.”
Why make PEC your next stop for business and pleasure?
Bordered by Lake Ontario, the St. Lawrence River, and the Bay of Quinte, PEC’s 800 km of shoreline features three expansive beaches, including the world-famous Sandbanks Beach. It also has three acclaimed national parks, as well as three popular towns – Picton, Bloomfield, and Wellington.
All this makes PEC a sought-after summer hotspot for business and pleasure travellers.The award-winning hospitality destination has received recognition by the Condé Nast Traveller’s Readers’ Choice Awards (Top Hotels in Eastern Canada), Michelin Guide’s picks for Ontario’s boutique stays, Travel + Leisure’s Best New Hotels list, and Tripadvisor Travelers’ Choice Awards.
PEC also has more than 900 accommodation options to choose from – including boutique and luxury hotels, B&Bs,
TheCounty.com
Parsons Brewing Company
inns, cottages and one- to eightbedroom home rentals at a range of price points – more than 25 restaurants run by some of Canada’s top-rated chefs and restaurateurs, and more than 40 wineries, cideries, breweries, cocktail bars and distilleries.
That’s along with many cafes, coffee shops, boutiques, antique shops, art galleries, bookstores and shops selling locally-produced artisanal goods.
Evolving into a four-season destination
PEC has recently seen more people visiting in the off-season, says Sonia Houle, owner of Clarke Road Retreat, an eightbedroom home rental near downtown Picton. Spring and fall has fewer crowds, making it easier to snag restaurant reservations or sip cider on a crisp afternoon.
“During this shoulder season, there’s also higher accommodation availability with lower night-minimums,” adds Houle.
“For corporates, team-building exercises like oyster shucking, knife sharpening, flower arrangement, cheese and wine tasting are a hit in the off-season,” she explains. “Restaurants, shops, museums and art galleries are now open year-round, even in the winter.We also have the Millennium Trail, a 46-km abandoned railway line that winds through various towns that is very popular for hiking and biking throughout the year.”
Another major four-season draw is the recently opened Wander the Spa, Ontario’s first-ever lakefront Nordic spa
featuring a 10,000 square foot hydrotherapy circuit with saunas, steam rooms, pools, and cold plunges, and a restaurant featuring seasonally-inspired menus.
PEC’s year-round calendar of local events, festivals and concerts includes the Prince Edward County Jazz Festival, Countylicious, Maple in the County, County Adaptation Film Festival, and other events. Guided winery tours with wine tasting and food pairing are also available year-round.
‘PEC is really starting to bubble up’ PEC offers a peaceful haven for those who just want to get away from it all and enjoy relaxing days and the unhurried pace of life amidst the tranquility of nature. Houle says that while most small towns tend to be limited in terms of one or two notable attractions, PEC has multiple, offering many of the conveniences and world-class hospitality of a big city while maintaining its famous small-town charm.
“Many operators here, including The CAPE team, come from corporate event backgrounds, ensuring a polished, professional feel while still embracing the charm and warmth of the County,” explains Jake Curl, GM of the CAPE, a 19thcentury estate turned event space with modern amenities.
“The slower pace, scenic beauty, and boutique venues inspire creativity, spark collaboration, and encourage meaningful connections.”
Business retreats and similar events are often held in The County, such as the 2025 Ontario Heritage Conference that saw over 200 participants
“PEC is really starting to bubble up,” says Houle, a PEC resident for the past nine years. “Given its welcoming atmosphere, over the past decade many talented creatives from all walks of life have moved here permanently, adding to the cultural richness and arts scene. More restaurants, wineries, and hotels have opened.
“Here you can find all the ingredients a traveller looks for, whether traveling for business or leisure, as an individual, in a group, or as a family. It truly is a hidden gem with something for everyone – and those who have experienced PEC often return.
guides.
We’re simplifying agentic AI to drive real enterprise value.
Learn how today
Growcer goes global after acquiring U.S. competitor’s assets
BY DAVID SALI david@obj.ca
As demand for its indoor farms surges across Canada, Ottawabased Growcer has dramatically expanded its international customer base after acquiring the assets of a bankrupt U.S. competitor.
Growcer bid US$2.6 million at auction earlier this summer to purchase vertical farming containers produced by Freight Farms, a Boston-based business that ceased operations last spring. Growcer also bought the U.S. firm’s intellectual property, including its proprietary software.
The deal immediately springboards Growcer, which has already supplied modular vertical farming units to 125 customers across Canada, into a position of global prominence in the emerging industry. Freight Farms manufactured more than 800 vertical farming containers for customers in 30 countries — units that will now be under Growcer’s umbrella.
“Our No. 1 priority was to ensure continuity for their (customers), and we realized that the best way to do that was going to be to put a bid in to acquire the assets,” Growcer co-founder and CEO Corey Ellis told OBJ
Launched in 2011, Freight Farms was among the first companies to manufacture and sell container farms that grow produce indoors rather than underground.
But despite raising more than US$43 million in funding, the company struggled
to capitalize on its first-mover advantage. Last year, Freight Farms scrapped a plan to go public on the Toronto Stock Exchange via a special-purpose acquisition company, and the firm ultimately ran out of cash.
Freight Farms joins the ranks of other high-profile U.S. vertical farming operations such as Plenty and Bowery Farming that collapsed under the strain of rising energy costs and razor-thin margins.
Still, Ellis is confident Growcer has made a good buy. He said Freight Farms’ staffing and overhead costs “were far too big for their current needs and the current size of their revenues,” adding he believes the company’s units can be money-makers under the stewardship of Growcer, which has been profitable for the past 18 months.
“We know this industry is viable if the business is managed in a prudent, judicious way,” Ellis said. “We felt a responsibility to their customers to take the baton and continue the mission that Freight Farms originally set out. Freight Farms was the pioneer in our industry. They really created the industry and the idea that you could put a farm inside a box and ship it pretty fast anywhere in the world. We wanted to carry that baton. We strongly believe in that vision for the world — that more local food is a good thing.”
While the two companies use similar growing technology, the units have their differences — for example, produce in Freight Farms’ modules is grown on “walls” rather than the horizontally stacked racks found in Growcer farms.
Ellis says Growcer will continue to sell both models, describing them as “complementary products” with their own particular appeal.
“We’ll give people the power of choice in this one,” he said.
Now at 30 employees, Growcer plans to hire two or three former Freight Farm staffers. For now, Freight Farm modules will continue to be produced south of the border, but Growcer also plans to start manufacturing the units at its factory in Winkler, Man.
The move to pick up Freight Farms’ assets comes as Growcer is reaping the benefits of surging demand for locally grown produce — an uptick driven in part by concerns about potential tariffs on imported food from the U.S. as well as the growing sense of urgency among Canadian municipalities looking to address rising food insecurity.
Growcer’s climate-controlled modular units can operate in temperatures as low as -40 C. Each unit is 40 feet long, 10 feet high and 10 feet wide — about the size of a cargo container — and sells for $250,000 plus shipping. Each unit can produce thousands
of pounds of leafy greens a year.
While the company initially targeted northern and Arctic communities where outdoor farms aren’t an option, Ellis says Growcer’s units are now drawing more and more interest from organizations in urban areas, such as food banks and schools.
“Food security, even in urban settings, is at a crisis point,” he said. “We are definitely seeing a big appetite for our solutions.”
Ellis said the trade war has put a spotlight on the fragility of the Canadian food supply chain, which relies on the U.S. for about 95 per cent of all leafy greens consumed in this country.
“There’s a really strong local food, call it ‘elbows up’ movement in Canada at the same time as there is a really strong need for more solutions for our food charities,” he said. “Where those two things meet I think is where there is a really exciting near-term opportunity.”
Still, the containers are a significant expenditure for organizations on tight budgets.
To that end, Growcer recently launched a fund to help customers finance the upfront cost of a farm’s purchase. The company then charges a $4,000 monthly fee for the container and its services.
Ellis says he expects the $30-million fund, which is backed by a mix of investor contributions and debt financing from the Royal Bank of Canada, to pay for up to 130 new farms across North America over the next three years.
“The goal is to reduce the capital barriers and make it easier for more organizations to start growing locally,” he explained.
In addition to making the units more affordable for organizations that otherwise might have to resort to taking out loans or refinancing land or property to buy them, the “farming-as-a-service” subscription model provides Growcer with a steady source of recurring revenue, Ellis added.
“It’s a win-win on both sides,” he said.
With a price tag of between US$140,000 and $180,000, Freight Farms’ units are about the same cost as a Growcer farm. Ellis says the company has already received orders for a “handful” of Freight Farm containers since it acquired the technology, and he hopes those are just the first of many more sales to come.
“What we aren’t certain of yet and what’s still to be seen is how quickly this will accelerate sales for us,” he said. “That’s still an unknown variable. We’re cautiously optimistic, is maybe the right way to put it.”
Growcer co-founder and CEO Corey Ellis. FILE PHOTO
Heidi Adams from Nokia on how Ottawa is wellpositioned to tackle AI
BY MIA JENSEN mia@obj.ca
Heidi Adams has one thing on her mind these days: AI.
In her work as head of global marketing, IP and data centre networks with Nokia, Adams spends a lot of time thinking about artificial intelligence, its implications and what infrastructure is needed to support its rapid proliferation.
In her view, Nokia and Ottawa are well-positioned to rise to the challenge.
“This is a two-and-a-half-billion-dollar business and we’ve got a lot of things going on and a great presence in Ottawa,” she told OBJ in an interview.
In this interview, Adams discusses her perspective on the meteoric rise of AI, how Ottawa can support the growing need for AI infrastructure, and whether AI is just another bubble waiting to pop.
This transcript has been edited for length and clarity.
OBJ: What stands out to you most about AI?
HA: One thing that just really catches me is AI and the crazy pace of technology evolution. AI is new, it’s all we’re talking about today, but AI has been around for over 50 years. In the ‘90s, we were talking about machine learning and in 2010 we talked about deep learning. It was really only with the advent of generative AI that things changed overnight. I can’t think of a time where I’ve seen technology become mainstream so quickly. If you think back on mobile phones, it took 16 years to get to 100 million customers. Netflix, 10 years to get to 100 million customers. ChatGPT? Two months. Wow. So this is incredible.
Now we’re starting to wrap our heads around this whole generative AI thing and its power in generating all kinds of content, from writing essays to writing software code, meeting summaries, social
“I would say life in tech is never boring and there are always new things to learn, new technology cycles.”
media content — it just continues to evolve. We’re just getting on top of that, but already AI is evolving. We’re starting to hear about something called agentic AI. It’s where AI is used to do more complex tasks that need multiple steps. Then we’re going to go to physical AI — robots and stuff like that. So keeping up isn’t easy, but to me what’s really amazing is this vast opportunity for people in leadership to use tools to solve problems in new ways.
OBJ: What is Ottawa’s role as AI evolves?
HA: If you think of AI infrastructure, you typically think of Nvidia. That’s in the
news everywhere and for good reason. This month, they reached a market cap of over $4 trillion, so they’re one of the world’s most valuable companies, but they’re not the only player in the market. There’s a lot more behind the scenes that’s required to develop and train these AI, the large language models that are underpinning everything we’re doing in AI these days.
When you think of AI, a lot of that capability goes into the data centre and we’re building new data centres to support demand for AI workload. Those data centres need power and cooling and security. A large AI data centre might consume a gigawatt of power and that’s enough to deploy electricity to over 5,000 homes. To get that much electricity, you would actually need to build a small nuclear power plant. You don’t get that everywhere. What we’re starting to see is more data centres are being built and they’re being built in different places. As a requirement, you actually need to be able to connect them and this comes back to the Ottawa tech community.
You need higher speeds to connect the data centre to AI servers, you need high speed and secure connections between those new data centres, and you need fast and secure and low-latency connections to get end users to the AI applications. So all this to say: networking is critical. Data centre network infrastructure for AI is a big area of investment for Nokia. And in Canada we have a team of over 2,200 engineers and staff that are working on data centre switching, IP routing, optical transport, network automation, all the things that support, in the background, the AI ecosystem. Ottawa is going to have a big role to play in AI from a networking point.
OBJ: What is the current state of the AI business?
HA: The business of AI: is it sustainable?
Are we in a bubble? Hyper-scalers like Microsoft, Alphabet and Meta are going to be spending in the range of $300 billion this year on AI technology and infrastructure. Huge. On top of that, governments and consortium enterprises are spending more on the applications and stuff that runs on top of it. But at some point, especially for businesses, you need to transition to ROI. With all this investment, at some point, you have to get a business benefit out of it.
There was a recently published article by MIT that found that 95 per cent of enterprise AI projects failed to return rapid revenue acceleration. So everyone’s investing, but it’s not necessarily doing any returns. But there were people who purchased AI tools to help them do stuff in their business and they were much more likely to succeed versus trying to develop something new in-house. What that tells me is there is a good opportunity out there for companies to identify the right AI use cases and implement them really well.
Not everything’s going to succeed, but the potential is really limitless. So are we in a bubble? It feels bubbly but I still think fundamentally there’s a ton of opportunity here. I don’t think that’s going to change overnight.
OBJ: What about AI makes you most excited?
HA: AI is an example of why a career in tech is so rewarding and why I’m really glad I ended up here. I would say life in tech is never boring and there are always new things to learn, new technology cycles. Just when you think things are getting quiet, new things pop up again. In my career in the networking and tech area, I’ve seen the internet go from a science project to part of daily life. Mobile phones went from giant bricks to modern smartphones, video streaming, social media and now the AI era. Underneath each of these technology shifts has been an evolution in the underlying networks and that’s been my focus for over 30 years. It’s been amazing to be a part of the industry and see how it’s evolved and really how it impacts how we work and learn, how we play and how we stay in touch with each other. So I’m excited about AI. It’s yet another cool technology transition and inflection point and it just keeps you learning and excited about what’s coming.
CANARIE taps Michael Tremblay as next CEO
BY DAVID SALI david@obj.ca
Nearly a decade ago, Michael Tremblay left the comfort of Microsoft’s executive suite because he couldn’t resist the chance to lead Invest Ottawa as the city’s main economic development agency moved to a new home and expanded its mandate.
Tremblay, 63, has been named president and CEO of CANARIE, an Ottawa-based corporation that works with partners in Canada’s 13 provinces and territories to provide high-speed wireless networks, cybersecurity tools and other critical digital infrastructure for researchers, students and startups in a range of industries.
He replaces former CANARIE chief
executive Kathryn Anthonisen, who retired earlier this year. Tremblay began his new job on Sept. 8.
The move comes less than two years after Tremblay left Invest Ottawa for a senior executive role at Kanata-based Calian Group, where he led the publicly traded firm’s IT and cyber solutions division.
Tremblay made his mark at Calian, spearheading changes that included shifting many of the firm’s customers to Microsoft’s AI-powered cybersecurity platform. It’s a job he’s enjoyed, and he said another career change wasn’t on his radar until he saw a posting for the opening at CANARIE.
“I feel the same way about this one as I did when I looked at Invest Ottawa years ago — as a means to do something really positive, in that example for Ottawa, and in this
Tech Leaders,
example for Canada,” he told Techopia. It’s the latest stop in an eclectic career journey for the tech industry lifer, who earned a computer science diploma from Algonquin College and got his start in the business selling semiconductors on March Road in the early 1980s.
Tremblay later held a series of senior executive roles at Digital Equipment Corp., EDS Systemhouse, JDSU, Fujitsu Canada and SAP before spending a decade as a vice-president at Microsoft Canada, where he oversaw the software giant’s public sector accounts in this country.
Then, in 2017, Invest Ottawa came calling. Tremblay jumped into the CEO’s role with gusto, steering the government-funded organization through major changes that included a move to a new headquarters at Bayview Yards, the launch of projects such as Area X.O — a training ground for autonomous vehicles, drones and other emerging smart city technology — and the expansion of IO’s programs aimed at turning local startups into global businesses.
Now, he’s poised to take on a new challenge at another growing non-profit organization with an even more ambitious
role in the Canadian economy.
“I just feel like it’s equipped me to come to the table with a variety of skills that are maybe a little bit unique in that respect,” Tremblay said of his wide-ranging career. “I’m very excited to take all of that and build on it and learn and contribute as much as I can with the background that I have.”
Citing Tremblay’s leadership experience at organizations such as Invest Ottawa and Calian, Larry Rosia, who chairs CANARIE’s board of directors, said the new CEO brings a “unique combination of skills and expertise” to the job.
“All of that really convinced me and my colleagues on the board selection committee that he was absolutely the right person to lead CANARIE at this exciting moment,” Rosia said.
Funded mainly by Innovation, Science and Economic Development Canada, CANARIE connects hundreds of postsecondary institutions and federal research labs across the country through ultrahigh-speed communications networks, providing the “backbone” for experts to share information and conduct cutting-edge research in fields such as health care.
CEO, Calian Group Ltd. Co-chair, Campaign to Create Tomorrow
Jabil expands Kanata facility and hires 40 new workers
BY DAVID SALI david@obj.ca
Electronics component maker Jabil plans to double its headcount in the National Capital Region after opening a new facility to test and package cutting-edge microchips and other photonics technology.
The St. Petersburg, Fla.-based company officially opened the new 17,000-square-foot research laboratory at its facility on Brewer Hunt Way in Kanata in August.
The expansion brings Jabil’s total footprint in Kanata to 43,000 square feet. Azmina Somani, the firm’s vice-president of R&D for photonics, says the publicly traded company, which now employs about 40 people in the Ottawa region, expects to hire an additional 40 engineers, technicians and other workers to staff the state-of-the-art facility.
Jabil has been designing, processing and testing electronics components on Brewer Hunt Way since 2014, serving blue-chip customers such as Nokia and Comcast. But much of the assembly of those products was done in Asia, meaning components were “ping-ponging” back and forth over the Pacific multiple times, Somani explained.
“The equipment and the devices travelled long distances and you could
not get all the capability in one place,” she said. “This was something missing in the supply chain.”
The new Kanata lab will be a one-stop shop where Jabil’s engineers can design, build and test advanced photonics products for AI and cloud data centre customers under one roof.
For example, its next-generation tools will allow the firm to create smaller and more efficient semiconductors that stack chips on top of each other, Somani said.
The lab also features new soldering ovens that leave behind far less residue than previous methods of assembling chips, creating a smoother path for the high-speed lasers that transmit the data that powers AI and other applications.
a trailblazer in the stillnascent industry.
“Ottawa will play a critical role in accelerating photonics solutions for our customers,” she told Techopia. “Our customers need to take their AI technologies to the next level, and we want to be a key manufacturer in that area.”
The company says the new site will also serve as a meeting centre, where customers from around the world can learn more about Jabil’s photonics manufacturing capabilities.
“Getting light (from lasers) in and out of components has become a challenging task,” Somani said. “We are gearing up to service that side of the business that’s upand-coming.”
She says the cutting-edge equipment at the Kanata facility will allow Jabil to test and assemble the latest in photonics technology, including co-packaged optics that use lasers to move data between chips at higher speeds than traditional copper cables while burning far less energy.
The data centres and other infrastructure that form the backbone of AI are notorious energy hogs, some consuming as much energy in a year as hundreds of thousands of homes.
But with co-packaged optics poised to transmit huge amounts of data cheaper and faster than traditional chips, demand for the technology is expected to skyrocket over the next few years as the processors that run AI models get more sophisticated and require ever-faster and more efficient chips.
Somani says the new lab will allow Jabil to more quickly deliver prototypes of new co-packaged optics technology to customers such as Kanata-based Ranovus,
Noting the firm has made a “significant investment” in the new lab, Somani said there is still enough space at the Kanata property to double Jabil’s existing footprint.
With the current clean room almost at full capacity, she said Jabil is already looking at adding space for more cuttingedge manufacturing technology within the next year or two.
Founded in Detroit in 1966, Jabil has 238,000 employees and operations in 30 countries.
The company, which trades on the New York Stock Exchange and is part of the S&P 500 Index, expects to generate revenues of US$29 billion in fiscal 2025.
Leading the Way in Quantum Innovation: uOttawa’s NexQT Institute
The NexQT Institute is pioneering quantum research and innovation while working with Kanata North to put it into action
UOttawa’s Nexus for Quantum Technologies (NexQT) Institute is at the forefront of one of the most exciting technology fields to emerge in the past decade. Through its work with the uOttawa Kanata North campus, the institute and its researchers are building strong connections with companies in Canada’s largest tech park, sparking collaborations that address industry challenges and innovation while driving both economic growth and societal impact.
“We have over 80 researchers in this institute, so there’s a lot of expertise to call upon,” says director and associate professor of physics at uOttawa Jeff Lundeen.
“We also have extensive laser and photonics facilities – one of the best array of laser and light sources in the world,” adds Lundeen, also the Canada Research Chair (Tier II) in Quantum Photonics and head of the Lundeen Lab for Quantum Photonics.
The NexQT Institute is interdisciplinary,
of three in the Americas – which connects Canadian researchers with leading German institutes for joint projects, exchanges, and workshops. Together, these centres position NexQT as a global leader in advancing and commercializing quantum technologies
Multiple applications for quantum sensing across industries, from geospatial to automotive to healthcare
One area of research strength at NexQT is quantum sensing, which has multiple applications: It can sense a gravitational field beneath the Earth’s surface to find geological deposits or locate underground utilities, or can be a substitute for GPS for aviation navigation, says Lundeen.
“If GPS drops out, which it does every now and then, particularly in military applications, you want to be able to know where you are on the Earth without having a reference to any GPS system.” The way you do that is through a sensor in your device that can accurately display your movements based on the acceleration of the device, he explains.
The uOttawa Kanata North Campus: Facilitating academicindustry collaborations, commercialization, and impact
From its strategic position in Kanata North, home to Canada’s largest technology park, the uOttawa Kanata North campus is continuing to create powerful pathways for NexQT researchers to connect and engage with industry leaders and government partners who share an interest in unlocking quantum’s potential.
The campus’s proximity to Kanata North companies helps foster agile collaborations where research breakthroughs can be tested, refined, and deployed in realworld applications, whether in aerospace navigation, advanced manufacturing, or secure communications.
spanning many uOttawa faculties including science, social sciences, medicine, engineering and law, reflecting the wide range of potential applications of quantum technology around computing, communications, materials and sensing. Research and applications in those fields have surged over the past ten years, says Lundeen.
The institute brings together worldclass research initiatives and infrastructure under one institute, uniting expertise across quantum sensing, photonics, and nanofabrication. Its flagship facilities include:
The NanoFab Facility, a $20-million nanofabrication hub in the Advanced Research Complex with cleanrooms, wet labs, and precision metrology spaces
The Joint Centre for Extreme Photonics (JCEP), a uOttawa–National Research Council partnership advancing both high- and lowintensity photonics research
The Max Planck-uOttawa Centre for Extreme and Quantum Photonics – one
Quantum sensing can also measure very small magnetic fields using a magnetometer, which can improve healthcare through “an MRI machine that isn’t a gigantic tube – one that you could wear on top of your head, and wouldn’t need to stay still for.”
“Making much smaller, more sensitive sensors means you can get away from some of these traditional constraints.”
In addition to quantum sensing, NexQT’s expertise spans quantum communication and cryptography, quantum computing and simulation, quantum materials, and quantum photonics.
NexQT researchers are developing secure communication systems using quantum key distribution (QKD), including the Canada Space Agency (CSA)’s QEYSSat mission, as well as quantum algorithms to accelerate drug discovery, optimize manufacturing, and model advanced materials.
Leveraging the NanoFab Facility and partnerships like the JCEP and Max PlanckuOttawa Centre, the institute is advancing the devices, lasers, and single-photon sources that will power the next generation of quantum technologies.
“As a leading research-intensive university in Canada, with a campus in the heart of the Kanata North tech park, we’re uniquely positioned to bridge cutting-edge research with the companies that can scale it globally,” says Sean Geddes, director, innovation and partnerships with the uOttawa Kanata North campus.
“Kanata North allows our researchers to work shoulder-to-shoulder with industry to accelerate R&D, drive specialized talent development, and translate innovations into solutions the world needs. For quantum technologies, that connection to the marketplace is a game-changer.”
Kanata North industry partnerships with NexQT researchers have already accelerated R&D initiatives, reduced time-to-market for emerging technologies, and opened doors to funding opportunities through joint industryacademic grants.
For Ottawa’s tech ecosystem, this collaboration helps local firms expand their innovation capacity and enhance their global competitiveness in a field projected to generate billions in economic value over the next decade, while keeping intellectual property and high-value jobs in the region.
Paul Corkum and NexQT researchers working in a photonics laboratory at the University of Ottawa’s Advanced Research Complex building.
Kanata North Smart Shuttle Making history with the www.kanatanorthba.ca
The nation’s FIRST medium-speed, all-season AUTONOMOUS shuttle travels Canada’s Largest Technology Park from October 2025 to January 2026. Members & partners of the Kanata North Business Association can hop on for FREE and experience a historic trip. Help blueprint the future of autonomous transportation. Learn more about this revolutionary project, its partners, route, hours of operation, and more. Not a member? Join us today.
Township of Augusta, $1,749,900
2318 Second Concession Road is a 6,240 sq. ft. commercial sports complex that offers endless possibilities. Built by R.D. Steele and set on 2.07 acres, it features two warehouses (including a former ice surface), private offices, kiosk space, foyer/reception, full kitchen, 4 washrooms, 3 showers, and a loading zone with two 8-ft. doors. With ample parking, it's only 1.6 km from Highway 401 and between two International Bridges. This versatile property suits contractors, distributors, recreational use or entrepreneurs. Rezoning may allow bigger potential for business, industrial, or community ventures.
Township of Elizabethtown-Kitley, $ 845,900
2872 Second Concession Road offers a valuable business opportunity to own this property on the corner of Sharpe's Lane/Kelly Road and the Second Concession intersection. With plenty of office space to work from, it's located just west of city amenities. Zoning C2-3 A2 allows for many different uses including retail. The building has 4,000 sq. ft., and the land size is 238.5 x 521.13 ft. irregular. It has a drilled well, is partially air conditioned, and there are 3 bathrooms Offering onsite-living or as a potential investment property, it has a legal apartment on the 2nd level.
