Ottawa Business Journal February 27, 2017

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Placing its bets

FORTY UNDER

Ontario’s lottery and gaming corporation close to making final call on private operator for raceway casino

Details on page 15

> PAGES 6-7

February 27, 2017 Vol. 20, NO. 9

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Sold on the future

Mitel CEO Rich McBee says company’s decision to divest itself of mobile division will help Kanata firm focus on what it does best. > PAGE 10

Capital’s King of PR Hill+Knowlton VP Jackie King has always kept the ‘big picture’ in mind while working her way to the top. > PAGES 14-15

Chief financial officer Jeff Kushner is one of the more than 60 employees who are helping to turn Epiphan Systems into a market leader. PHOTO BY MARK HOLLERON

Stars aligning for video trailblazers Epiphan Systems’ technology has found its way around the world — and into space Kanata company’s video capturing, streaming and recording equipment a favourite of customers from Harvard to NASA > PAGES 4-5

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Building a business out of a great idea uOttawa engineering students test their entrepreneurial chops

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great idea alone does not make for a successful company.

It takes a deep analysis of the market to find the windows of opportunity, understand the barriers to entry and how best to differentiate from the competition. And it of course takes a product or service that can deliver on its promise.

Since 2007, The University of Ottawa’s Faculty of Engineering has helped students understand what it takes to be a successful entrepreneur with learning experiences and a variety of competitive events.

One of these is the Prizes in Entrepreneurship and Innovation Entrepreneurship Concepts (EC-PEI) competition. Graduate and undergraduate students compete to develop the strongest business plan, under the guidance of seasoned mentors and coaches.

Seventy per cent of the evaluation is weighted toward having the most complete and rigorously thought out business plan.

The remainder comes from the quality of the presentation. On Feb. 8, six finalist teams squared off before the judging panel.

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GRASPING THE KEY TO COMMERCIAL SUCCESS While the actual commercial viability of the business plan isn’t necessary for this competition, several of the teams are already down the road of commercialization.

“The quantity and the quality of the student teams and what they bring to the table has steadily improved since we began this competition,” said Joe Irvine, event judge and Director of Innovation Support Services at uOttawa. “Many of these are not just ideas on paper, but viable startups that are

already making headway.

The interest and support for entrepreneurship across the campus has just exploded in recent years.”

Along with Irvine, the judging panel included Nolan Beanlands, Coordinator of Startup Garage and Technology Partnerships Associate at uOttawa, and Frank Bouchard, Co-Founder of Wipebook and Manager of Outreach for the Faculty of Engineering.

THE RUNNERS UP The other three finalist teams were awarded runnerup prizes of $1,000 each.

They were:

Elad Tzemach, from Vitualens, demonstrates their immersion therapy solution to overcome fear of public speaking.

AND THE WINNERS ARE …

First Place: Kegshoe Michael Eagar, Torin Regier, Adrian Pawliszko The team at Kegshoe, not only compete for the title of top beer aficionado, they have already established a growing business providing specialized software to the brewing industry. The company’s first product, a keg-tracking platform, has already secured 35 customers on four continents. Customers improve their logistics, reduce losses from errant kegs and better manage product delivery. Kegshoe is about to launch a CRM platform for the industry with inventory integration.

The first-place prize was $5,000.

Second Place (tied): Taskrilla - Jonathan Ibrahim, Daniel Laframboise Finding a qualified and trustworthy contractor for work around the house can be challenging. Taskrilla is taking its cue from online marketplace Airbnb to help consumers find what they need. Contractors pay a referral fee to be vetted and included on the Taskrilla network. That referral fee is reduced over time based on the positive customer reviews a contractor earns.

The second-place prize was $2,500.

Taskrilla’s Jonathan Ibrahim and Daniel Laframboise receive their second place prize from judges Joe Irvine and Frank Bouchard, along with Dr. Hanan Anis.

Cyphor - Michael Pawly and Angus Mclean: This team believes online privacy is a human right.

Cyphor is developing a platform that can encrypt any personal communication online, including email, instant messages and electronics files, even through other native apps.

HealthSensor - Dr. Miodrag Bolic, Dr. Sreeraman Rajan, Dr. Munir Tarar, Isuru Gunasekara, Baber Shah, Samuel Hadwen, Amer Adas Let’s face it – most seniors either forget to use or don’t like wearing monitoring devices or being video monitored. HealthSensor is developing a contactless wellness monitoring system for seniors that relies on radar sensors that track breathing patterns.

Dextra - Antoine Machaalani, Olivier Miguel, Midia Shikh Hassan, Roxanne Gauthier-Ferland This team is tackling the endemic issue of amputees in need of lowcost prosthetics, such as among the millions of refugees fleeing the Syrian conflict. The goal is to lever 3D printing to create cheap, functional limbs for as little as a tenth of the typical cost.

Adrian Pawliszko, describes Kegshoe’s new CRM platform for the brewing industry.

Second Place (tied): Virtualens - Elad Tzemach, Alex Comeau, Midia Shikh Hassan, Brandon Lusignan Public speaking is often cited as the number one fear in the world. For people who dread speaking in public but must do so, they have little recourse other

than expensive coaching.

The team at Virtualens is out to change that with immersion therapy using a virtual reality headset.

The platform tracks things like eye movement and provides feedback analysis.

The second-place prize was $2,500.

GET INVOLVED To learn how you can get involved in the Faculty of Engineering’s various student competitions as a competitor, judge or mentor, please visit engineering.uOttawa.ca/ entrepreneurship/studentcompetitions or contact Dr. Hanan Anis at hanis@uottawa.ca

Emond Harnden is celebrating its

30 anniversary in 2017! th

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e are pleased to announce that two of our associates have accepted our offer to join the partnership.

Fluently bilingual, Céline Delorme practices in all areas of labour and employment law. Since joining the firm in 2008, Céline has represented the interests of clients in grievance arbitrations, human rights applications, wrongful dismissal claims and contractual disputes in addition to providing advice on various labour and employment issues. Clients value her ability to understand the importance of their interests and champion these interests before various tribunals. Her practice is composed of clients engaged in various sectors, including school boards, universities and colleges, federal and provincial institutions and not- forprofit organizations. Céline demonstrates enthusiasm for her field of work and is always delighted to take on new clients and challenges.

Céline Delorme

Porter Heffernan

MONDAY, FEBRUARY 27, 2017

Porter Heffernan is a committed advocate in the courts and before administrative adjudicators. He has appeared on behalf of numerous clients before labour arbitrators, the OLRB, and other tribunals. He has also appeared before the Ontario Superior Court of Justice, the Divisional Court and the Court of Appeal, in respect of both employment litigation and administrative law matters. He has argued cases before the Federal Courts as well, assisting with and participating in multiple applications before the Federal Court and the Federal Court of Appeal. Porter is also the head of the firm’s Privacy and Information Management group. He leads this group in providing strategic advice to private and public sector organizations to make sure that they stay on top of their privacy obligations, and helps them respond appropriately and responsibly when mistakes happen. He also assists numerous federal and provincial public sector clients in meeting their obligations under access to information/ freedom of information legislation.

Founded in 1987, Emond Harnden has by far the largest group of lawyers specialized in labour and employment law in the National Capital Region and is one of Canada’s largest boutique labour and employment law firms.

Emond Harnden exclusively represents the interests of management in both official languages. Our firm fosters a spirit of respect and collegiality between partners, associates, and staff. We recognize that in order to provide the level of service our clients expect and deserve, we must be passionate about what we do. With that in mind, we are honored to welcome two more partners to our exceptional team!

Learn more: ehlaw.ca

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TECHNOLOGY

Epiphan Systems chief financial officer Jeff Kushner shows off some of the Kanata company’s leading-edge video capturing, streaming and recording equipment. PHOTO BY MARK HOLLERON

Kanata video firm’s products out of this world Epiphan Systems’ streaming and recording equipment has become a favourite of customers in more than 100 countries – not to mention on the International Space Station

BY DAVID SALI

MONDAY, FEBRUARY 27, 2017

david@obj.ca

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s product endorsements go, NASA’s seal of approval likely ranks right up there with the best of them.

So when prospective clients find out Epiphan Systems’ technology is used to help capture and transmit video of experiments on the International Space Station, it can be very useful selling tool – to put it mildly.

“You don’t put something in the space (station) unless you know it’s going to survive the mission and it’s going to work every day,” Epiphan vice-president of marketing David Kirk says in an interview with OBJ at the firm’s Kanata

head office. “It helps to speak to the robustness of the product.”

The Ottawa company’s equipment was again called into service on the space station earlier this month, when it helped capture video of space particles as part of the European Space Agency’s Plasma Kristall-4 research mission. It’s the fourth ESA mission to use Epiphan’s technology, with up to 11 more expected over the next three years.

NASA and the ESA are but a couple of Epiphan’s 30,000-plus clients around the world. Founded in 2003 by former Nortel executive Mike Sandler, the firm has managed to fly under the radar despite maintaining a constant presence thousands of kilometres above the Earth.

But Epiphan has begun to step out of the shadows, thanks in part to its

connection with agencies such as NASA. Among Epiphan’s most enthusiastic champions is former U.S. astronaut Leroy Chiao, who spent six months on the International Space Station in 2004 and 2005. He now serves as a consultant for Epiphan, and, on occasion, an unofficial celebrity spokesperson.

“It definitely opened some doors at some of the aerospace companies,” says Mr. Kirk. “If we book a meeting with a new channel partner … and at one of those meetings an astronaut who happened to be a commander of a space station is going to be present, suddenly the president of the company wants to be in the meeting. He opens a lot of doors that otherwise take a little bit more time to get through.”

Over the past decade and a half,

Epiphan has continued to add marquee names to an impressive roster of customers that includes Harvard University, IBM and Microsoft.

The 60-person firm makes durable, lightweight devices that capture, stream and record video – typically from “closed” sources, including medical devices such as ultrasound machines or office equipment such as video cameras that isn’t directly connected to computer software.

Users can then connect Epiphan’s video “grabbers” and streaming devices to smartphones, tablets or computers via USB cables for easy playback and sharing on a variety of platforms.

Among the company’s biggest fans, Mr. Kirk says, are promoters of live events such as business conferences who use

READ IT AND REAP: its social media streaming devices to broadcast video of keynote speakers and seminars, for example, to a much broader audience via their Facebook or YouTube channels.

“It’s kind of a fun space to be in,” he says.

After years of “steady-as-you-go” revenue growth, Epiphan is now on a bit of a tear, Mr. Kirk explains. When he was hired five years ago, he essentially was the entire marketing department. Today, his group numbers 10 employees and counting.

Like many private companies, Epiphan doesn’t reveal its annual revenues, but Mr. Kirk says they are in the eight-figure range and the firm is profitable.

“It’s definitely curving upward,” Mr. Kirk says of Epiphan’s revenue trajectory.

“And most of that is just the prevalence of video in almost everything that we’ve got our hands in. They’re all growing very, very quickly and that’s pushing our growth.”

The firm works with a network of channel partners around the world who resell and distribute its products in more than 100 countries. Mr. Kirk says partnering with agents who are already entrenched in foreign markets is a much more efficient path to growth for the

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“If we book a meeting with a new channel partner … and at one of those meetings an astronaut who happened to be a commander of a space station is going to be present, suddenly the president of the company wants to be in the meeting.”

– DAVID KIRK, VICE-PRESIDENT OF MARKETING AT EPIPHAN SYSTEMS

company than trying to build a sales network of its own from scratch.

“We’re competing against some much larger companies that are wellestablished,” he explains. “Part of what we need to do is get our fingers in a lot of places (such as trade shows) and talk about our products. It’s just a much better way to scale.”

Three years ago, the firm opened a sales office in the United States, a market that now accounts for about 50 per cent of Epiphan’s revenues. Mr. Sandler now works out of that office in Silicon Valley, a move that has paid off handsomely, Mr. Kirk says.

“That’s really helped us a lot,” he says.

“We’ve leveraged that into very good connections and partnerships, and now we’re trying to do something similar in

Europe (where Epiphan does about a third of its sales) and then we’ll move elsewhere.”

Accelerating that growth is a constant challenge, Mr. Kirk says, as is keeping up with constant changes in technology.

“Video is moving so quickly in so many aspects, whether it’s virtual reality or 3D,” he explains. “Cameras and video devices have come such a long way so quickly. The good side is there’s way more opportunity than we can possibly address. It’s more a matter of choosing the best things to do rather than looking for something to do.”

Epiphan will keep focusing on its current product lines, he says, and happily let others stake their claims in emerging fields such as VR. “There’s lots of guys jumping into

VR,” Mr. Kirk says. “We looked at it and said, ‘OK, that’s an interesting market and we might play on the periphery of that market, but we’re not going to be a VR (company).’ It’s not our bread and butter.”

Meanwhile, the firm is also in expansion mode here in Ottawa, with plans to add another 3,000 square feet to its current footprint on March Road as well as embark on an aggressive hiring spree – which leads to yet another hurdle.

“We’re quite picky,” Mr. Kirk concedes, noting the company likes to take its time and find employees willing to buy into its corporate culture. “You can’t grow super quickly if it takes you six months to hire everybody. The market’s pushing us to grow more quickly, but we’ve got to get the right people to help us get there.”

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ENTERTAINMENT Raceway slots privatization bid soon to have a winner OLG to announce successful applicant this spring; raceway operators in the running

BY DAVID SALI david@obj.ca

T

he Ontario Lottery and Gaming Corporation’s drive to find a private operator for the Rideau Carleton Raceway casino is heading closer to the finish line, with the agency expected to announce this spring who will take over the facility from the province.

OLG spokesman Tony Bitonti said earlier this month the winning bidder will be chosen from a short list of up to five contenders, all of whom were approved in a pre-qualification process that began last June and closed in October. He would not reveal exactly how many groups submitted final proposals and said a firm date has not been set for an official announcement.

“There are a lot of sensitivities,” he said. “All of these companies know who they are bidding against because it’s a small community.”

This spring’s announcement will be the culmination of a process that began in 2010, when the province asked OLG to launch a comprehensive review of Ontario’s lottery and gaming network.

The agency originally issued a request for pre-qualifications in November 2012 but did not issue an official request for proposals – the final stage before it decides on a private gaming operator.

A number of hurdles delayed the privatization plan, including the provincial election in 2014 as well as labour strife involving the horse track’s slots workers and the need to sign off on a new lease at the facility.

The OLG cancelled another request

The OLG is set to turn the Rideau Carleton slots over to a private operator. FILE PHOTO

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for pre-qualifications in late 2015 because it wanted a new lease in place before going ahead with the tendering process.

City council said in 2013 it wouldn’t support a casino at any other site, a position the OLG has agreed to honour.

The city, which receives a cut of revenue from the Rideau Carleton facility, has said it wants no more than 21 new gaming tables added to the 1,250 slot machines already at the site.

Under the current arrangement, the city receives 5.25 per cent of the first $65 million of net annual slot revenues, with its share declining on subsequent amounts. On average, the city receives about $5 million a year from OLG for its share of the facility’s slots revenues.

“Through modernization, the goal is really to increase the net profit to the province.”

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The private firm chosen to run the facility will be responsible for the casino’s day-to-day operations – including the funding of any renovations or new gaming offerings – and will take over the lease from the OLG. The city must approve any changes to the number of slot machines or gaming tables allowed at the site.

Mr. Bitonti said the province – which brings in about $2 billion a year in profits from casinos and lotteries – believes private operators are better equipped to maximize returns from Ontario’s 24 gaming facilities.

Under the new plan, the province will still get a significant portion of casino revenues but will no longer have to sink taxpayer dollars into capital expenditures such as maintenance and renovations, Mr. Bitonti explained.

“Through modernization, the goal is really to increase the net profit to the province,” he said.

The OLG says on its website the plan will allow the agency “to focus on its conduct and (management) role – maximizing the province’s return and ensuring Ontario’s Responsible Gambling standards are upheld.”

Rideau Carleton Raceway marketing manager Audree Vachon said the race track itself is among the private operators that have submitted a bid to run the casino but would not offer any details about its submission.

“We’re very optimistic and excited about the outcome,” she said. “Any way it goes, it’s going to be positive.”

COMMENTARY Disrupting conventional wisdom

Great River Media 250 City Centre Ave., Suite 500 Ottawa, Ontario, K1R 6K7 obj.ca TELEPHONE Phone: 613-238-1818 Sales Fax: 613-248-4564 News Fax: No faxes, email editor@obj.ca PUBLISHER Michael Curran, 238-1818 ext. 228 publisher@obj.ca

A common business mantra suggests established companies can’t be market leaders and disruptors at the same time. But a pair of Stanford business professors argue it’s not only possible, it’s essential for a major firm to do both if it hopes to survive Lead and Disrupt: How to Solve the Innovator’s Dilemma by Charles A. O’Reilly and Michael Tushman. Stanford Business Books, March 2016.

I

t has become conventional wisdom that established companies cannot be market leaders and market disruptors at the same time.

This thesis was originally articulated

by Clayton Christensen in his seminal work The Innovator’s Dilemma, which explored why large, established companies have difficulty prevailing in the face of disruption.

professors at Stanford Business School, draw on a decade of research and on their consulting experience to challenge Mr. Christensen’s argument. From their perspective, it is not only possible for incumbent companies to do both, it is absolutely necessary if they are to be able to survive in a fast-paced competitive environment.

Data clearly suggest that corporate survival in a rapidly changing environment has become a significant challenge.

Large successful companies are failing or faltering at an increasing rate. As the authors note, half a century ago the life

MONDAY, FEBRUARY 27, 2017

Large companies are failing or faltering at an increasing rate. Half a century ago the life expectancy of S&P 500 companies was 50 years. Today, it’s closer to 12

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In Mr. Christensen’s view, subsequently echoed by numerous books and articles on corporate innovation, the cultures, systems and organizational alignments that are responsible for the success of established companies make it difficult for them to respond to competitive challenges from new entrants with new capabilities and new business models. The names of market leaders that have failed because of the inability to rapidly adapt to technology and market changes include well-known firms such as BlackBerry, Blockbuster, Kodak and Polaroid among others.

Mr. Christensen went on to argue that it was impossible for established firms to maintain leadership in their traditional markets while at the same time being a disruptor because the skills, organization and culture required to do both are unable to coexist inside the same organization.

His solution to the innovator’s dilemma was to spin out disruptive businesses so that they are completely separate and independent from the incumbent organization.

The authors of Lead and Disrupt, both

expectancy of S&P 500 companies was 50 years. Today, it is close to 12.

As a result, CEOs increasingly need to be able to build organizations that can both succeed in their current markets and react quickly to disruptive threats. They can achieve this by taking what the authors refer to as an ambidextrous approach to the innovator’s dilemma.

Ambidexterity requires an organizational design that can succeed in mature industries where the keys to success are rigorous execution, incremental product improvement and close attention to customers and at the same time compete in an emerging business where success requires speed, flexibility and tolerance for mistakes.

Instead of spinning off the new enterprise, this hybrid structure gives the emerging business the ability to leverage assets from the larger organization that are unavailable to new entrants. These could be technological advantages, brand, access to customers, sales channels, manufacturing capabilities, proprietary data and others. By leveraging these

CHIEF MARKETING OFFICER Terry Tyo, 238-1818 ext. 268 terry@greatriver.ca EDITOR, PRINT CONTENT David Sali, 238-1818 ext. 269 david@greatriver.ca EDITOR, ONLINE CONTENT Peter Kovessy, 238-1818 ext. 251 pkovessy@obj.ca REPORTER Craig Lord, 238-1818 ext. 285 craig@techopia.ca

capabilities, the new venture gets a head start and has a competitive advantage over other new entrants.

The authors provide examples of successful ambidextrous companies, which they suggest provide a template for achieving ambidexterity. These include CIBA Vision, Cisco and IBM. The authors argue that achieving successful ambidexterity requires the following: Senior level support to protect and support the new venture; Physical separation from the large organization to break free of the old structure and processes and to allow the new business to align its people, structure and culture around the new mission; A careful design of the organizational interfaces to ensure access to the needed capabilities from the mature side of the business; And a vision, values and culture that provide a common identity across the units to ensure that everyone knows they are on the same team.

The authors make a compelling case for today’s CEOs to be able to design and manage organizations that are able to both lead and disrupt. For many, success in the future will depend on being able to orchestrate the many complex tradeoffs that ambidexterity requires.

However, while this is an interesting riposte to Mr. Christensen’s Innovator’s Dilemma, the challenges involved in achieving the type of ambidexterity the authors describe are likely to be extremely daunting for many large organizations. Mr. Christensen’s pessimism about the ability of companies to successfully accomplish this balancing act should not be dismissed too readily.

Micheal Kelly is the Dean of The Lazaridis School of Business and Economics at Laurier University and the founder of the Lazaridis Institute for the Management of Technology Enterprises.

CAMPAIGN MANAGER Cristha Sinden, 238-1818 ext. 222 cristha@greatriver.ca ADVERTISING SALES General Inquiries, 238-1818 ext. 286 sales@obj.ca Wendy Baily, 238-1818 ext. 244 wbaily@obj.ca Carlo Lombard, 238-1818 ext. 230 carlo@obj.ca CREATIVE DIRECTOR Tanya Connolly-Holmes, 238-1818 ext. 253 creative@greatriver.ca ART DEPARTMENT Regan VanDusen, 238-1818 ext. 254 regan@greatriver.ca Celine Paquette, 238-1818 ext. 252 celine@greatriver.ca FINANCE Jackie Whalen, 238-1818 ext. 250 jackie@greatriver.ca SUBSCRIPTIONS/DISTRIBUTION Patti Moran, 238-1818 ext. 248 subscribe@obj.ca PRINTED BY Transcontinental Qualimax 130 Adrien-Robert, Parc Industriel Richelieu Gatineau, QC J8Y 3S2 NEWS RELEASES Please e-mail to editor@obj.ca.

LETTERS TO THE EDITOR We welcome opinions about any material published in the Ottawa Business Journal or issues of interest to local businesspeople. Only letters with the writer’s full name, address and telephone number will be considered for publication. Addresses and phone numbers will not be published, but they might be used to verify authenticity.

Letters can be e-mailed to editor@obj.ca.

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Your Opportunities are Growing, So is Our Team WELCOME NATALIE SCHULER

You’re always looking for new opportunities to grow your business. That’s why MNP continues to add the best within the industry to meet your business needs. Please join us in welcoming Natalie Schuler to MNP’s Professional Services team in Ottawa.

As Assurance Partner and member of our Professional Services team, Natalie brings over ten years of experience providing assurance, accounting, taxation and business advisory services to diverse sectors, including not-forprofit organizations, owner-managed businesses and professional services with a focus on healthcare.

Whether you need assistance in assurance, succession planning, valuing and selling your business, forensics, specialty tax or SR&ED, Natalie and our entrepreneurialfocused team of local advisors will help grow and enhance the health of your business, so you get the results you need to stay competitive and profitable.

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Contact Natalie Schuler, CPA, CA, Partner, at natalie.schuler@mnp.ca or 613.691.4218, or Mike Dimitriou, CPA, CA, Regional Managing Partner at michael.dimitriou@mnp.ca or 613.691.4242

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TECHNOLOGY Mobile sell-off refocuses Mitel, CEO McBee says after Q4 loss

BY CRAIG LORD craig@obj.ca

M

itel Networks CEO Rich McBee struck an optimistic tone about the Ottawa-based firm’s post-mobile future, despite announcing a loss in the company’s fourth quarter earlier this month.

The decision to sell off its mobile division at a loss refocuses the company to its traditional growth model of converting existing on-premise customers to its cloudbased services, he told OBJ in an interview.

Mitel said in December that its mobile division, acquired through a $560-million purchase of Mavenir two years ago, would be sold at a loss to Sierra Private Investments LP in a deal worth $385 million plus equity. That deal is close to being finalized, Mr. McBee said on an earnings call last week.

Mr. McBee told OBJ the decision to divest its mobile division aligned with investors’ desires to “simplify the story” of the Kanata-based enterprise communications firm, a move analysts also hailed in December.

He said that while Mitel was hitting the right metrics in its mobile vertical, shareholders found the division “distracting” from Mitel’s core on-premise and cloud-based business.

The other significant reason was the directions of both the mobile and cloud sectors. Both, Mr. McBee said, required significant investment to continue their growth trajectory, and Mitel’s size would not allow it to invest in both verticals and see adequate returns.

“The bad choice would’ve been to make no choice,” he said.

While Mitel could have invested in mobile ahead of the advent of 5G connectivity, Mr. McBee said it made more

sense to refocus on the company’s core business model.

The sale made a heavy short-term impact on Mitel’s fourth-quarter results, which saw the company report a $209-million net loss. The loss can primarily be attributed to a $218-million goodwill impairment charge, which immediately follows whenever a company sells off an asset at a lower price than its value at acquisition. Excluding this charge, nonGAAP net income stood at $32 million for the quarter, a decrease from $36.3 million a year earlier.

Total company revenues stood at $310.9 million for the quarter, compared to $342 million year-over-year. Of this quarter’s revenues, $51.1 million were from the mobile division.

The mobile sale, which Mr. McBee said will not affect the jobs of any Ottawa employees, will allow Mitel to hold a share buyback program for investors and pay

Mitel CEO Rich McBee. FILE PHOTO

off a significant portion of its debt. He added the company is still well-positioned to make acquisitions, but that it must be careful to make investments that will contribute to its current business model.

That model, as Mr. McBee outlined briefly in the earnings call, revolves around developing more application-based technology. These apps will make calls smarter, such as allowing attorneys to press a button to automatically record call times with clients and bill accordingly.

By integrating its communications technology into the Internet of Things, Mr. McBee said Mitel can “give machines a voice.” He gave OBJ the example of a sensor detecting a water leak and calling a plumber itself.

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n innovative local initiative is helping Hydro Ottawa reduce its environmental impact while making a positive difference in the community.

Last August, the local utility launched its 2016 Go Paperless campaign that encouraged its customers to switch to e-billing. By the end of the year, thousands of residents had signed up to receive an e-mail when their bill is ready for viewing on a secure online portal.

However, the benefits extend far beyond the countless number of envelopes and paper print-outs that are no longer needed.

As an incentive, Hydro Ottawa donated $5 to CHEO for every customer who made the switch.

Hydro Ottawa donated an additional $5 for each individual who committed to making paperless

payments by registering in a preauthorized payment plan.

In total, the campaign raised $101,805, the most of any of Hydro Ottawa’s four e-billing campaigns to date. That’s enough to buy CHEO 41 patient monitors, or close to onequarter of its needs.

“These monitors are used almost every minute of every day,” says Jacqueline Belsito, Vice-President of Philanthropy and Community Engagement at the CHEO Foundation. The bedside equipment monitors a patient’s temperature, pulse, breathing rate and blood pressure, transmitting the data electronically to a nursing station.

It’s part of CHEO’s own push to go paperless, as the new patient monitors are compatible with CHEO’s electronic health record system.

Nurse Carol and Lily try out one of the upgraded patient monitors at CHEO.

Bryce Conrad, Hydro Ottawa’s President and CEO, calls the partnership with CHEO a “win-winwin.”

In total, the campaign raised $101,805, the most of any of Hydro Ottawa’s four e-billing campaigns to date.

“We’ve reduced our environmental footprint by reducing our paper use, made it easier for customers to access their account information and helped to make a meaningful impact in children’s lives and wellbeing at the same time,” he says.

Customers can still sign up to take advantage of the conveniences of e-billing by visiting www. hydroottawa.com

involved in the acquisition.

That works out to $12.50 a share, or about a 23.5-per-cent premium on the previous day’s closing price of $10.12.

The purchase price is in the lower half of the predictions made in January by analysts, who suggested Halogen was worth between $11 and $15 per share.

Also last week, Halogen reported a fourth-quarter profit of $146,000, an improvement on a $2.6-million loss a year earlier.

Total revenue increased nine per cent over the same period to reach $18.7 million.

The company was founded in 1996 as Manta Corp. before changing its name to Halogen and reinventing itself in 2001. It went public in 2013.

– OBJ staff

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ne of Ottawa’s largest publicly traded companies announced last week it’s been acquired by a U.S. competitor and private equity firm.

The move came slightly more than a month after Halogen Software said it was forming a special committee to explore ways of maximizing shareholder value in response to “significant interest” among prospective suitors in purchasing the local firm.

On Feb. 23, Halogen – which sells HR software-as-a-service solutions – said it reached a definitive agreement to be acquired by Saba Software, which is headquartered in Redwood Shores, Calif., and sells talent management software, for $293 million. Vector Capital – which privatized Ottawa software firm Corel twice in less than a decade – is also

Nathan MacKinnon

Ottawa’s Halogen sold to California firm for $293M

Sat., Mar. 4 at 7 PM

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UNIQUE EXPERTISE, PROVEN SERVICE DELIVERY

O

ttawa’s Calian Group operates with five diverse and distinct service lines: Health Services, IT and Professional Services, Training Services, Systems Engineering and Contract Manufacturing.

What’s the common denominator? The ability of Calian’s team to respond to its customers’ needs, building long-lasting relationships based on a proven model for program and service delivery.

The result is success through diversification and a host of well-served customers across the public and private sectors who speak to the strength of this approach.

But who are the individuals, the actual subject matter experts who drive Calian’s success? In this feature, we sit down with three (3) of Calian’s thought leaders who represent the Training, IT & Professional Services, and Health Services service lines.

PROTECTING ‘LIFE, PROPERTY, ENVIRONMENT’

MONDAY, FEBRUARY 27, 2017

Douglas Grant, Senior Emergency Management Analyst Training Services

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Calian delivers training solutions, teaching individuals or large groups. Engagements range from DND personnel about to deploy

overseas for high-intensity combat operations, to emergency preparedness and response. Contract wins in the latter category include Emergency Management British Columbia, the Vancouver Airport, the City of Kingston, the City of Ottawa and Bruce Power.

Douglas Grant, a former member of the CAF and a Certified Emergency Manager, worked with Atomic Energy Canada Ltd as the Manager of Emergency Preparedness before coming to Calian in 2016.

“People talk about protecting assets, people, technology, or ‘life, property, environment,’” he said. “This is my background and the order of priority for any organization.”

Grant and his team assist clients with every conceivable scenario: from cyber threats and natural disasters, to fire, theft and even terrorism.

Their work can extend beyond the initial event into the after action review aspects of recovery and the associated updates to business continuity planning. Calian is unique in the market in that

it can lever the resources of its other service lines to secure the IT/technology side of the equation as well.

Grant is quick to make the distinction between a policy document that sits on a shelf gathering dust and a truly actionable response plan that articulates clear roles and responsibilities at every level of an organization.

He works with clients to help them understand and develop a response plan tailored to their organization, and implement appropriate policies, procedures and staff training. His role is to facilitate, not dictate.

The pitfall he finds many organizations fall into is focusing too much on the tactical, front-line response to an event. There is often too little emphasis on what action must be taken and by whom at an executive or senior level.

For example, who will deal with regulatory or environmental authorities in the event of a chemical spill, or serve as the official media spokesperson?

“The first step is to determine your needs in a broad, regulatory sense,” Grant said. “Then start small, with the lowest level of responsibility.

Decide who should be tasked to do what and work up. The goal is to avoid duplication of tasks or assigning the wrong responsibility to the wrong person.”

A comprehensive and effective response plan isn’t something that can be cobbled together quickly, nor should it be a “side of desk” project assigned to an individual who may or may not have emergency management training or experience.

“It must be gradually built up over time, practiced and refined,” Grant said. “Appropriate training must be provided to those individuals with specialized roles to play. Organizations are beginning to understand that this is a strategic project like any other. It requires planning, timelines and resources to be successful, along with the counsel of an objective and qualified consultant.”

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‘YOU’RE ONLY AS STRONG AS YOUR WEAKEST LINK’ Bill Dunnion, Director Cyber Security & Solutions IT & Professional Services (ITPS)

Calian has a 30+ year heritage in delivering a diverse range of IT Solutions to enterprises of all sizes. Services include deployment of Enterprise IT Solutions, and management and operations of those systems, including IT Security Solutions. Calian’s diverse team of IT professionals has the experience and expertise to support complex initiatives and manage discrete IT functions in support of customers’ business and technology needs.

CONSISTENTLY RATED AS ‘SUPERIOR’ Scott Murray, Vice President Health Services

Dunnion said. “The time you realize you’ve been breached is not the time to decide what steps to take. You need to understand how you must triage a given situation and what corrective action it demands.”

If you don’t have an incident response plan, he adds, there are many models to draw from as a starting point.

“By not being prepared, your brand risks public embarrassment, loss of credibility in the marketplace and even lawsuits,” he said.

multiple disciplines, including operations, corporate strategy, business development, legal, finance and communications, he has worked with healthcare companies at all stages of development, from start-up to large public enterprises.

In 2004, Calian secured a pivotal contract to provide health services support for DND installations across the country.

“Calian had built a successful track record in delivering large national programs,” Murray said. “This expertise and experience, including a history of high customer and workforce satisfaction, translated perfectly to DND’s health requirements. Since 2004, Calian’s performance on the DND health contract has been consistently rated as ‘superior’ and Calian has become the employer of choice for the many health professionals who have worked with us.”

Calian has since parlayed this expertise and emphasis on employee and customer satisfaction to other markets, including corrections (federal, provincial and municipal) and oil and gas.

“In a period of constrained government spending during the late 2000s, we recognized the need to diversify,” Murray said. “We wanted to differentiate ourselves, to be a truly national player in an industry that is often broken up province by province. Being able to address health on a national scale was unique.”

Today, Calian Health manages a national network of healthcare professionals in over 60 different categories, from dental and medical

to occupational and mental health. Within the Defence community, Calian is also recognized for hiring veterans and supporting military families through programs like the Calian’s Military Family Doctor Network (MFDN) and Canada Company’s Military Employment Transition (MET and MET Spouse). For the past two years, Calian has been recognized as the MET Employer of the Year.

Calian Health clients now range from Shell Canada to Canada Border Services Agency,

RCMP and Correctional Services Canada.

Calian also owns and operates Primacy Management Inc., which manages the medical clinic program for Loblaw with over 140 clinics located in Loblaw banner stores (including Real Canadian Superstore®, Zehrs®, Loblaws® and No Frills®) across Canada.

“With our national perspective, we are constantly exploring new opportunities to grow and leverage our health networks and program delivery expertise,” Murray said.

Calian has grown into a $275-million Ottawa success story by making wise and strategic investments that lever its strengths into new markets and new opportunities. The Calian team has defined a clear vision and a winning culture that’s characterized by outstanding customer service and a “can do” attitude. This is the secret to Calian’s success.

To learn more about Calian Group, please visit www.calian.com

13 OBJ.CA

PRIMED FOR THE FUTURE

take and how to avoid falling into the traps set by cyber attackers.

In his practice, Dunnion is closely aligned with Calian’s Emergency Management team.

Like any emergency, the key to protecting from cyber threats is by having a clearly defined and rehearsed incident response plan.

“Given the reliance on technology in today’s business environment, every organization must invest the time and due diligence in a plan that includes broader business continuity planning,”

MONDAY, FEBRUARY 27, 2017

Calian Health manages large-scale networks of medical clinics and facilities across Canada, and delivers a complete range of healthcare professionals to customer sites. With a network of over 1,500 healthcare professionals, Calian is one of the largest national healthcare services providers in Canada.

Calian’s Health Services is led by Scott Murray. With over 25 years of experience across

One of these areas is cyber security. Calian can deliver a holistic security practice with solutions tailored to the needs of each client. This runs the full gamut from strategic consulting to tactical cyber security solutions for threat detection, business continuity and recovery. Calian has experienced recent success with clients from many sectors including utilities, law enforcement, municipalities and gaming.

Bill Dunnion heads up this practice area. A Queen’s engineer graduate with a varied career in telecommunications, he has spent the last 13 years in IT security consulting, integration and delivery.

He works with forward-thinking clients that understand traditional perimeter protection – the firewall – is no longer enough to ensure their security from relentless hackers and innovative malware. Instead, their strategy must have a proactive emphasis on detection and response.

Today’s cyber security tools features artificial intelligence and machine learning. But at the end of the day, technology will only ever be half of the answer.

“The greatest exposure for any organization is their end users,” Dunnion said. “You’re only as strong as your weakest link and that is usually your people. This is the most prevalent and hardest issue to solve when implementing an effective security posture.

“We provide solutions that, in effect, bubble wrap or help protect the end user from doing harm to themselves or their organization,” he said.

In addition to technology solutions, the most effective tool is educating end users, to understand the various forms that threats can

PROFILE SIX THINGS YOU SHOULD KNOW ABOUT JACKIE KING

1 2 3

She became a proud Canadian citizen in 2007. It was a border-crossing guard who motivated her to finally apply after scolding her for not having already done so.

“I said, ‘The next time I come through here, I will be a Canadian.’”

She is the first woman to manage the Ottawa office of H+K. She’s never missed an episode of the British soap opera Coronation Street.

4

To relax, she often heads on the weekends with her family and dog, Coco Chanel (a Scottie/Westie mix), to her secluded cabin in the woods, located in the Lanark Highlands.

5

She’s on the board of the Ottawa Chamber of Commerce and the Ottawa Integrative Cancer Centre, serves as co-chair of the Ottawa chapter of the International Women’s Forum Canada and sits on its national board as chair of its communications committee. She’s also a past board member with Canadian Women in Communications and Technology and Women in Defence and Security.

6

King starts each day at 5:30 a.m. by catching up on e-mails and reading the news and social media feeds. She gets home from work anywhere between 6 and 9 p.m.

Hill+Knowlton vice-president Jackie King. PHOTO BY CAROLINE PHILLIPS

‘I learn something from the people here every day’ Hill+Knowlton VP Jackie King credits a loving family and supportive colleagues for her rise to a senior role at one of the nation’s top public relations firms

MONDAY, FEBRUARY 27, 2017

W

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hen Jackie King was a wee lass of five, she was given a minor role in a community play. She had three lines. Just three. But when it came time for her to deliver them on stage, she froze and started to cry.

Very few audience members would have predicted then that King would one day land the role of general manager of the Ottawa office of Hill+Knowlton Strategies and would ultimately be promoted to national senior vicepresident at one of Canada’s most prominent public relations and public affairs consultancy firms.

Having worked her way up the corporate ladder, Ms. King is now responsible for developing and executing the office policies and corporate plan for the 75-person Canadian operation.

Simultaneously, she leads and manages multiple national and international client files.

Not bad for a shy Irish-Catholic girl from Northern Ontario.

“I’ve just been very, very fortunate,”

says Ms. King, 50, speaking in her corner office overlooking Parliament Hill. “I have a great leadership team, and the staff here are just phenomenal. They’re hard-working, dedicated, really engaged and care about each other.”

Ms. King acknowledges it’s impossible to keep everybody happy all of the time.

A more realistic goal, she says, is to make staff feel like they’re valued and to help them weather the ups and downs of the business.

“It’s about making people feel that no matter what happens, we’ll get through it,” she says.

Ms. King spent the bulk of her childhood in the tiny township of Manitouwadge, halfway between Thunder Bay and Sault Ste. Marie, after immigrating to Canada with her family from Limerick, Ireland.

Her father, Sean, was a hard rock miner, while her entrepreneurial mother, Mary Ann, raised five children. She also taught Ms. King that she was able to achieve anything.

“I’ve just been very, very fortunate. I have a great leadership team, and the staff here are just phenomenal. They’re hardworking, dedicated, really engaged and care about each other.”

– JACKIE KING, NATIONAL VICE-PRESIDENT AT HILL+KNOWLTON STRATEGIES

A bright and ambitious student, Ms. King attended an all-girls boarding school run by nuns in North Bay. A school trip to the nation’s capital left such an impression that she returned to study psychology at Carleton University.

After marrying young and immediately starting a family, she decided to mostly stay home with her

children until they were in school, working part-time jobs to bring in extra money and taking evening courses that were of interest to her.

“It was actually a blessing,” she says of those years. “In addition to raising my kids, I was also able to explore what I really wanted to do in my professional life.”

In the fall of 1997, she entered the

public relations program at Algonquin College. A few months later, her marriage ended. Suddenly a single mom of a five- and seven-year-old, Ms. King put herself through college by waitressing at the former Capital City Diner on Hunt Club and Merivale roads.

At times, she was tempted to quit school.

“But then I thought: I have two years; I just need to suck it up and plough through it,” says Ms. King. “I always thought of the big picture and the longer term, anytime I had doubt.

“I also wanted to set a really good example for my kids. I wanted them to be really proud of me and, more importantly, I wanted them to know that Dad’s not here, but Mom’s got this.”

The honours student set her sights on working at Hill+Knowlton after her college instructors sang its praises. Her six-week internship at the firm led to a full-time position in 1999.

Over the years, the company allowed her enough flexibility and work-life balance to also single-handedly raise her children. She was actively involved in her son’s hockey team and regularly volunteered at her kids’ schools. She would catch up on work after they went to bed.

Ms. King continues to enjoy a close relationship with both her daughter (and frequent travel buddy) Caitlin, 27, and her son, Jordan, 25, who’s getting married this fall.

“I would not be where I am – not only with the success in my career, but content and happy and satisfied with my life, if it wasn’t for all the people in it,” she says.

“My kids have been an amazing source of support. They always made me feel like I was the best mom ever, even when I wasn’t. Of course, there’s my colleagues and the leadership team here. I will continue to always grow as a leader. I learn something from the people here every day, right from those who are just starting with us to those who have been around longer than I have.

“I guess it really does take a village, and I have a great village,” concludes Ms. King, who ends our meeting the same way she began it: with a warm hug.

Caroline Phillips is a freelance journalist who has covered the capital’s social events scene for more than a decade.

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15 OBJ.CA

EVENTS

“There’s more cohesion, co-operation and brotherhood of the chefs here than in any other city in the country.”

– TAKEOVER WEEKEND CELEBRATION CO-HOST ROBIN DUETTA

Ottawa chefs ‘take over’ Novotel to honour industry’s top performers

BY CAROLINE PHILLIPS Special to OBJ

C

oconut Lagoon on St. Laurent Boulevard has become so busy that its chef and owner, Joe Thottungal, almost missed a party thrown partly in his honour on Feb. 20 because he had too many customers to serve back at his restaurant.

He did finally get away in time for the Takeover Weekend Celebration co-hosted by marketing and special events producer Robin Duetta and Jesse Bell, head chef of The Albion Rooms restaurant and a graduate of Algonquin College’s culinary program.

The party was held at The Albion Rooms nestled inside the Novotel Ottawa Hotel, near the ByWard Market. Guests helped themselves to a great spread of cheese and charcuterie and to drinks supplied by

Beau’s Brewery, Top Shelf Distillers and Creekside Estate Winery.

The annual event recognized the efforts of local chefs to help Mr. Thottungal keep his business running while he was away in Kelowna, B.C., for the Canadian Culinary Championships, where he recently won silver. He had qualified to compete after clinching top spot at a cooking contest held during the Gold Medal Plates event in support of Olympic athletes.

Mr. Thottungal, who was greeted with cheers and applause upon his arrival to the party, said his success at the competitions has been “very good, very good” for his restaurant, which serves South Indian cuisine. “(It’s) non-stop now,” he added.

Having other chefs pitch in while Mr. Thottungal was away at the championship is a testament to the uniqueness of Ottawa’s culinary community, Mr. Duetta said.

“There’s more cohesion, co-operation and brotherhood of the chefs here than in

Atelier’s Marc Lepine and Coconut Lagoon’s Joe Thottungal. PHOTO BY CAROLINE PHILLIPS

any other city in the country,” he said.

The takeover weekend tradition first began when it became apparent that Atelier chef and owner Marc Lepine was going to have to temporarily close his small restaurant – and lose an entire weekend’s worth of precious revenue – in order to compete in Kelowna in 2012 (he won the national championship that year and again in 2016). Not only that, but the travel

expenses for him and his accompanying team members would run around $10,000.

It was Ottawa chef Matthew Carmichael who offered to pull together a group of chefs to “take over” Atelier and keep it open while Mr. Lepine was competing.

It’s becoming customary in Ottawa for the winning chef to take charge of organizing “takeover weekend” the following year.

Mr. Duetta, who produces an annual foodie fundraiser for the Shepherds of Good Hope, says area chefs help him raise nearly $200,000 every year for local charities.

Attendees included chefs such as Briana Kim from Café My House, Jonathan Korecki, Jason Laurin from Essence Catering, Mr. Lepine, Charlie Part and Yannick La Salle from Les Fougères in Chelsea, Que., and Adam Vettorel from North & Navy.

Also there was food expert Margaret Dickenson, who’s one of the judges at Ottawa’s Gold Medal Plates competition.

GO INSIDE

OTTAWA’S BEST OFFICES

MONDAY, FEBRUARY 27, 2017

“Companies recognize that modern, attractive and efficient offices are needed to attract and retain talent.”

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Reading this in print format?

Check out www.BestOfficesOttawa.ca for video walkthroughs, interviews and more.

Thank You to our Sponsors and Donors!

SATURDAY

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A magical, elegant and unforgettable night! $37,000 raised for young people and music.

PHOTOGRAPHY fine art portraiture by michael gauthier

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Community Partners: Austrian Canadian Council, Justina Atelier, Morris Formalwear and Rent frock Repeat

THE LIST 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 15 MONDAY, FEBRUARY 27, 2017

15

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15 19 20

Company/Address Phone/Fax/Web Ceridian Canada 343 Preston St., 10th floor Ottawa, ON K1S 1N4 613-228-0222 / 613-228-1674 ceridian.ca Aon Hewitt* 600-333 Preston St. Ottawa, ON K1S 5N4 613-728-5000 / 613-728-5534 aonhewitt.com Mercer 550-55 Metcalfe St. Ottawa, ON K1P 6L5 613-230-9348 / 613-230-9357 mercer.ca Morneau Shepell* 601-350 Sparks St. Ottawa, ON K1R 7S8 613-238-4272 / 613-238-3714 morneaushepell.com Human Resource Systems Group 100-6 Antares Dr., Phase II Ottawa, ON K2E 8A9 613-745-6605 / 613-745-4019 hrsg.ca Boyden 500-116 Lisgar St. Ottawa, ON K2P 0C2 613-749-9909 boyden.ca TalentMap 202-245 Stafford Rd. W. Ottawa, ON K2H 9E8 613 248-3417 / 613 248-3418 talentmap.com David Aplin Group 910-350 Sparks St. Ottawa, ON K1R 7S8 613-288-2211 / 855-273-7393 aplin.com Xerox HR Services 1000-333 Preston St. Ottawa, ON K1S 5N4 613-798-2825 / 613-798-1742 xerox.ca/hrservices Hay Group 1200-81 Metcalfe St. Ottawa, ON K1P 6K7 613-288-7987 / 1-888-210-6976 haygroup.com/ca Business Sherpa Group 503-2039 Robertson Rd. Ottawa, ON K2K 2X3 613-797-7511 businesssherpagroup.com Odgers Berndtson 1301-155 Queen St. Ottawa, ON K1P 6L1 613-231-6666 odgersberndtson.com Optimum Talent 190 O’Connor St., 7th floor Ottawa, ON K2P 2R3 613-238-6266 / 613-238-3484 optimumtalent.com McConnell HR Consulting 603-260 Hearst Way Ottawa, ON K2L 3H1 613-836-4648 mcconnellhrc.com Right Management 830-360 Albert St. Ottawa, ON K1R 7X7 613-230-1311 / 613-230-1347 right.com Lee Hecht Harrison 201-111 Albert St. Ottawa, ON K1P 1A5 613-235-0076 / 613-235-9733 lhh-canada.ca CareerJoy 15 Fitzgerald Rd. Ottawa, ON K2H 9G1 613-907-1135 careerjoy.com Intersol Group* 300-205 Catherine St. Ottawa, ON K2P 1C3 613-230-6424 / 613-567-1504 intersol.ca Catalyst Research & Communications 78 Delaware Ave. Ottawa, ON K2P 0Z3 613-565-4081 / 613-565-9229 catalystottawa.com Andre Filion & Associates Inc. 800-275 Slater St. Ottawa, ON K1P 5H9 613-230-7023 / 613-230-7390 filion.ca

LARGEST HR CONSULTING FIRMS (RANKED BY NUMBER OF LOCAL EMPLOYEES)

No. of local employees

No. of contract staff

No. of CHRP certified HR professionals

No. of Canadian offices

Year founded

121

106

0

9

60

0

1

50

0

48

Key local executive

Major clients

Services offered

WND

Paul Elliott president

WND

Payroll; HR; EAP

8

WND

Geneviève Lemieux associate vicepresident and local practice leader

WND

Benefits; pension; talent; rewards; communication; strategy; commercial risk

1

12

1945

Susannah Crabtree principal and head of office

WND

Consulting services including health and benefits, wellness, retirement, employee communication, investment and human capital.

61

WND

15

1979

Jean-Paul Raymond managing partner, Ottawa office

WND

Consulting and third-party administrative services in employee assistance plans, disability management, health and wellness as well as pension and benefit plans.

30

10

2

2

1989

Suzanne Simpson president and CEO

Public and private sector; Competency-based management; assessment; Crown corporations; industry testing services associations

21

3

0

5

1995

Jim Harmon Michael Naufal managing partners

WND

20

8

1

3

1999

Sean Fitzpatrick WND president and founder

Employee survey platform and consulting services; engagement; 360; entry/exit; Pulse; customer surveys Contract, temporary and permanent placements across all divisions including IT, sales and marketing, engineering and technical, accounting and finance as well as office professionals. Executive search and payroll services.

19

WND

WND

10

2004

Arlene Hall branch manager

14

WND

WND

3

1994

Marc-Andre Vinson WND Ottawa market leader

13

5

4

10

1962

Francois Ducharme Philip Johnson vice-presidents

Public sector; Crown agencies; high tech; pharmaceutical; manufacturing High tech; NGOs; owner-operated businesses; private sector

Health; academia

WND

10

25

18

2

2008

Margo Crawford president and CEO

7

0

0

5

1986

Lili-Ann Foster managing partner

8

4

2

19

1985

Rob Notman WND chief operating officer

6

WND

6

1

2002

Tim McConnell managing partner

Senior-level executive search

Retirement consulting; investment consulting; health and productivity consulting; individual pension plans; technology solutions Total rewards benchmarking; benefits; rewards design; sales force incentives; rewards strategy; workforce rewards; executive pay; market research Full-service virtual human resources services provider covering all elements of HR from strategic business decisions through to operational activities, including recruitment, compensation and performance management.

Board, business and professional services; consumer products and services; education; energy and utilities; financial services; health care; information; mining and metals; not-for-profit; technology Talent development expertise and corporate effectiveness; career management and career transition; coaching; industrial psychology and organizational development; HR consulting services

NGOs; non-profit organizations; associations and agencies in Ottawa and New York

Compensation; organization analysis and design; HR outsourcing

WND

Outplacement; career transition; career development; talent management services including assessment and leadership development programs; executive coaching; performance and succession management

WND

Leadership training and development; leadership coaching; team development; talent management; talent acquisition; career management; career transition

5

10

WND

18

1980

Gary Fehr vice-president of client services

5

20

N/A

18

2001

Margo Hoyt Nancy Oakes vice-presidents

WND

Individual and team professional development, leadership and executive development; retirement and succession planning; career transition; branding and resumé development; outplacement; e-learning; training and development; assessment tools Employee and stakeholder engagement; organizational development and learning; strategic planning; performance alignment; cultural transformation; technology-enabled collaboration; crowdsourcing; social media

5

16

3

14

2002

Alan Kearns head coach and founder

5

20

0

4

1989

Marc Valois senior consultant and partner

WND

3

3

WND

1

1987

Lynne Tyler Joan Riggs partners

Non-profit organizations

Organizational development; HR policies, tools and strategic advice in the context of larger organizational goals and initiatives.

2

2

WND

6

1985

Claude Forget president

WND

Coaching and developing talent; assessment of potential and selection; career management and transition; organizational health

WND = Would not disclose. *Did not respond to 2016 survey – using data from previous years.

Should your company be on this list? If so, please send details to research@obj.ca This list is current as of August 11, 2016. © 2016 by Ottawa Business Journal. All rights reserved. This material may not be reproduced by any method in whole or in part without written permission by Ottawa Business Journal.

While every attempt is made to ensure the thoroughness and accuracy of the list, omissions and errors sometimes occur. Please send any corrections or additions by e-mail to research@obj.ca. OBJ lists are primarily compiled using information provided voluntarily by the organizations named. Some firms that may qualify for the list are not included because the company either failed to respond to requests for information by press time, because the company declined to take part in the survey or because of space constraints. Categories are drawn up in attempt to gather information of relevance to the Ottawa market.

Research by Patti Moran. Please send questions and comments to research@obj.ca.

FOR THE RECORD Contracts The following contains information about recent contracts, standing offers and supply arrangements awarded to local firms.

Defran Inc. 55 Breadner Description: 5th and 7th floor refit, PdP IV Buyer: PWGSC

$3,142,422 Ernst & Young LLP 99 Bank St. Description: Organizational development team Buyer: PWGSC $2,567,710 WSP Canada Inc. 2611 Queensview Dr.

People on the move Trevor de Freitas, founder and director of Ottawa-based DEFT Learning Academy, has been appointed to the board of directors of the U.S.based National Tutoring Association.

Mr. de Freitas is an educator in the “shadow education” field of private supplementary tutoring and only the second Canadian to serve in this role.

He is a professional engineer and an NTA-certified tutor, academic coach and trainer.

Leonard M. Gold has joined PerleyRobertson, Hill & McDougall LLP/s.r.l. as

and

Description: Kingston Mills Locks 46 to 49 Rehabilitation Buyer: PWGSC $1,658,760 WSP Canada Inc. 2611 Queensview Dr. Description: Elgin, Ontario – Jones Falls Locks 39 to 42 rehabilitation Buyer: PWGSC

$1,633,000 MA Independent Building Services Ltd. 5360 Kilby Ln. Description: Janitorial contractor – Connaught Range Buyer: PWGSC $1,149,749

a foreign legal consultant. Mr. Gold was previously a partner at Boston law firm Burns & Levinson LLP and managing director of Burns & Levinson Canada.

His practice will concentrate on crossborder business enterprise issues.

Colliers Project Leaders Inc., Tiree Facility Solutions Inc., in joint venture 2720 Iris St. Description: Project manager for real property – Regina/ Saskatoon, SK Buyer: PWGSC $1,050,000

Hats off

Advanced Chippewa Technologies 802 Nesbitt Pl.

Searidge Technologies has been selected by HungaroControl to receive its Best Partner Award for the role the company played in the implementation of the Hungarian air navigation organization’s integrated remote tower solution. Searidge was a significant contributor to one of HungaroControl’s main developments by providing remote tower technology.

and

present:present:

Description: ADP software Buyer: Citizenship and Immigration Canada $743,551 Lowe-Martin Co. Ltd. 400 Hunt Club Rd. Description: 2017 Finance Project Buyer: Department of Finance $553,804 Telesat Canada 1601 Telesat Crt. Description: Structural shapes, nonferrous base metal Buyer: Fisheries and Oceans Canada $507,630 InBay Technologies Inc. 580 Terry Fox Dr. Description: Computer systems

Guest Speaker: Gary Bettman, Guest Speaker: Gary Bettman, Commissioner, NationalLeague Hockey League Commissioner, National Hockey Friday, Friday, March 17,March 2017 17 2017 Horticulture Location:Location: Horticulture Building - Building Lansdowne Park Lansdowne Park Registration: Registration: 7:00 am 7:00 am Buffet Breakfast: Buffet Breakfast: 7:30 am 7:30 am Presentation: Presentation: 8:00 am 8:00 am

Chubb Edwards 8 Hearst Way Description: Fire alarm system maintenance (building related) Buyer: PWGSC $339,117 Systemscope Inc. 61A York St. Description: Multi-jurisdictional registry access service Buyer: Industry Canada $305,100 Rohde & Schwarz Canada Inc. 1 Hines Rd. Description: Radio test sets Buyer: DND $293,719

To learn more, please visit www.qch.on.ca/nominations for complete nomination requirements.

Applications are due March 31, 2017

CANADA 150

Breakfast Series FACT: Breakfast Series Mayor’s Mayor’s unique opportunity enjoy breakfast His Worship Mayor Jim Watson A uniqueAopportunity to enjoyto breakfast with Hiswith Worship Mayor Jim Watson hear from business and community leadersissues aboutcritical issuesto critical to Ottawa. and hearand from business and community leaders about Ottawa.

security (R&D) Buyer: PWGSC $500,481

53%

OTTAWA BUSINESS GROWTH SURVEY 2016

agree that both the preparation and events held for Canada 150 have a positive impact on Real Estate.

BUSINESS CONFIDENCE UP ACROSS THE BOARD ALMOST HALF OF BUSINESSES EXPECT MARKET GROWTH ACCESS TO SKILLED WORKERS REMAINS TOP CHALLENGE

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CANADA.CA PROJECT RIFE WITH COMMON, COSTLY MISTAKES: EXPERTS IT professionals say problems that have plagued massive projects such as Healthcare.gov are being repeated in Canada

BY CRAIG LORD

In February, in a cozy room in the Lord Elgin Hotel, I was part of a crowd of IT professionals and public servants attending a seminar called “Digital Transformation Under the Obama Administration: A Retrospective.”

Each of us were there to hear Tom Cochran, the former director of digital platforms at the White House. For about a half hour, he took us through the frustrating process of changing attitudes in the White House to adopt and embrace the digital tools necessary to govern efficiently. The failures along the way were numerous, and he was honest about what he saw in his tenure. Among them, the online component of former president Barack Obama’s Affordable Care Act, Healthcare.gov.

Though it wasn’t Cochran’s project, he saw the website’s lag times and routine failures in signing up millions of Americans for healthcare online as a “monumental disaster.”

“It’s important to recognize there are failures, and we should not repeat these failures. I see giant IT projects failing all the time. It’s the same mistake, always: Somebody comes up with a great idea, and it gets bigger and bigger,” he told the crowd.

Cochran took a few questions at the end of his talk, and I asked him if there were any ongoing IT projects he sees in the Canadian government that are repeating mistakes he saw during his tenure at the White House.

“I can tell you one: Canada.ca.”

MONDAY, FEBRUARY 27, 2017

BIGGER ISN’T ALWAYS BETTER

TECHOPIA.CA

02

Canada.ca is the name of website consolidation project initiated by the former Conservative government. The goal is to bring 1,500 government websites down to a single platform as a way to streamline access to government services for citizens.

Project discussions began in 2013, and in 2015, Adobe and its partners were awarded a $1.54-million contract to provide a proprietary solution for the new content management system.

Page migration has already commenced, but the project’s completion has been delayed by a full year, with the most recent

TOM COCHRAN, FORMER DIRECTOR OF DIGITAL PLATFORMS FOR THE WHITE HOUSE, SEES MANY COMMON IT MISTAKES BEING MADE ON CANADA.CA. PHOTO BY CRAIG LORD.

I don’t know if there’s a single example of a government IT project of that scale that is successful.

— MIKE GIFFORD, OWNER OF OTTAWA WEB CONSULTANCY OPENCONCEPT

cost estimates ballooning to more than $9 million, according to government figures. A government spokesperson told the Ottawa Citizen last year that the project was always expected to exceed the initial contract value, but that costs remain within the “approved financial envelope,” the value of which remains unspecified.

Healthcare.gov faced similar challenges.

Cochran says the original price for the project stood at $93 million, but quickly rose to $292 million, and by the time the website was fully delivered, total costs were well over $1 billion.

Last month, the Canadian government posted about its project on, you guessed it, Canada.ca. The post said that the new

site has received 590 million visits since the project’s launch, and that mobile usage has increased by 150 per cent since 2013.

However, it’s unclear if these visits are being driven by the website renewal initiative.

Cochran says that the Canada.ca project sounds well-intentioned, and there likely is room for some website consolidation, but that the scale of the project may ultimately doom it. Ottawa experts agree.

“I don’t know if there’s a single example of a government IT project of that scale that is successful,” says Mike Gifford, owner of Ottawa web consultancy OpenConcept, who also attended Cochran’s talk. “I think it’s both unrealistic and not particularly useful.”

The problem with having a single publishing system for the entire federal government is that departments often have different needs when it comes to publishing.

Parks Canada and Services Canada interact differently with citizens, for example, and therefore have needs for distinct publishing tools and speeds.

Bringing dozens of government department teams onto the same page, then, is a complicated, time-consuming and costly process.

“I wouldn’t throw good money after bad money,” Cochran said when I asked how he’d fix the Canada.ca project. “That’s a hard, bitter pill to swallow. No one wants to say they messed up. But I think it’s better than continuing down the wrong road.”

deal of leverage to charge high licensing fees because it owns the platform.

Adobe did not respond to requests for comment on this story before press time, but in a blog post on Adobe’s website, project executive Alexandra Noseworthy says the firm’s platform will provide the government with comprehensive oversight of its web properties. Additionally, Adobe’s solution provides built-in analytics to generate a better understanding of exactly how citizens are interacting with their government online.

Smith says he was among the industry representatives who met with government officials before they released the request for proposals, and at that time he was given the impression that open-source solutions would be considered. But when the RFP was released, the government asked for a warranty to guarantee the platform’s security, which Smith says precluded any possible compliant open-source solution.

“The government was looking for a technology that offered a warranty … In the world of open-source, especially with Drupal, the idea of warranting the software that’s being developed for free by 100,000 developers around the world is too big of a liability for any company to take on,” he says.

As it stood, Smith says smaller companies were dwarfed by the expectations of the RFP and had little opportunity to put together a compliant bid. Ultimately, three bids were submitted, none of them based on open-source technology, and Adobe was determined to be the only compliant bidder.

OPENING UP TO OPEN-SOURCE

I spoke to Cochran after his talk had finished, and asked him what he felt the most important factor was in shifting an administration’s attitude to embrace technology and open-source solutions.

“You need to have a leader or leaders that are supportive and believe in it. They don’t necessarily have to understand the intricacies of technology, but they do have to understand the positive impact that it will have on the business of government,” he said.

The good news, then, is that Prime Minister Justin Trudeau seems quite open to open-source, going as far as to expressly include it in his ministers’ mandate letters.

“Government and its information should be open by default,” reads Minister of Public Services and Procurement Judy Foote’s letter. Gifford says Trudeau’s approach to open government is taken straight from the Obama administration.

In his new role as the public sector vicePROCUREMENT PROBLEMS president at international web developer Concerns of scale aside, problems with Acquia, Cochran is making a point of visiting Canada.ca may have started with the Canada because he sees opportunities for procurement process itself. the kinds of digital transformation he was a Chris Smith, CEO of Ottawa-based part of in the United States. web development company Opin, Cochran says one of the major keys to attended Cochran’s talk as well. He says the success is in dividing government IT projects procurement proposal was not set up to into small, doable chunks and building on genuinely consider an open-source solution. those successes.

Open-source web development tools, such Gifford says that this compartmentalized as the popular Drupal platform, are built, approach, combined with the adoption of maintained and consistently updated by a open-source technology, is the best way community of coders. to provide more opportunities for local One benefit of open-source is that companies. there’s no vendor lock-in: It’s easy for “It’d be much easier for small businesses the government to shift providers while in the Ottawa area to win bids using openretaining the core platform. Smith says in source software to work with government the current case, the government is locked departments,” he says. “It’s not too late. into the contract, and so Adobe has a great There’s lots of ways that change can happen.”

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“I think as a company, if you can get those two things right — having a clear direction on what you are trying to do and bringing in great people who can execute on Follow TECHOPIA on Twitter @techopiaOTT or like us at Facebook.com/techopiaOTT the stuff — then you can do pretty well.” – MARK ZUCKERBERG, CEO OF FACEBOOK

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ONTARIO’S HEALTHCARE SYSTEM IN DIRE NEED OF AN INNOVATION INJECTION Techopia takes a look at what’s

wrong – and the Ottawa innovators doing something about it

MONDAY, FEBRUARY 27, 2017

BY CRAIG LORD

TECHOPIA.CA

04

Bill Charnetski loves his job.

For a little more than a year now, Charnetski has served as Ontario’s chief health innovation strategist. He’s been mandated to remove any barriers to advancement in the province’s healthcare system, largely by encouraging the adoption of technological solutions.

He’ll tell you himself that his job is not an enviable one, as the system he’s tasked to fix is in serious need of repair.

“If you wanted to go out and design a procurement model to block the introduction of innovation by small and medium enterprises, you’d be hardpressed to do better than the Ontario healthcare system,” Charnetski told the crowd at Ottawa’s inaugural Industry, Issues & Insights luncheon in February.

“The healthcare system is not sustainable. It needs to improve. And there is no way it’s going to improve without investment.”

And yet, Charnetski repeatedly told the gathered crowd of healthcare stakeholders and industry leaders that he does indeed love his job.

For him, the prospect of innovation in healthcare is about more than striving to reduce waiting times and keep the population healthy: It’s the opportunity to fuel an economic engine for the entire province.

The numbers don’t lie: The 2016 Ontario budget allocated $52 billion to the province’s healthcare system. When entrepreneurs hear a figure like that

related to any field, Charnetski says, their eyes should light up with dollar signs.

Ontario needs to win in the knowledge sector, he said in his speech.

From hospital to classroom Algonquin College launched a new digital healthcare program this past September to give students, many of whom are working physicians and nurses, training in how to effectively use the latest healthcare innovations.

“It aims at giving students a better understanding of digital technologies surrounding the healthcare system,” says program co-ordinator Haitham Tamim.

On the other side of the spectrum, the oneyear certificate is also aimed at IT and business management professionals who are looking to bridge their skills into a career in healthcare.

The program’s structure addresses a concern CHEO chief executive Alex Munter raised to Techopia: Medical professionals are under extreme demands in their day-to-day work, and their mandate does not allow for nearly enough time to develop the tech skills that are increasingly required to meet the needs of modern medicine.

As such, classes in the digital healthcare program are often held on Friday nights and Saturday mornings, as well as online, to allow working professionals to fit the program into their schedules

Manufacturing will likely never return to its prominent place as the driver of Ontario’s economy, and the time is now for businesses, cities and countries alike to be investing in healthcare.

The future of health innovation, Charnetski says, will be in the form of devices in three key verticals: digital, virtual and mobile health. Today’s healthcare needs are for technologies that will improve access to records, allow for at-home connectivity between physicians and patients, and provide new ways to visualize disease, ailments and injuries.

Solutions to these problems, Charnetski says, are exportable and in demand worldwide.

Knowing this, though, is not enough for health innovation to take hold in Ontario.

An example of the missing piece can be found in HIP613, a program recently launched in Ottawa by CHEO, alongside sponsors IBM and Gatineau-based software firm Macadamian. The program connects engineers, coders and designers with CHEO’s clinicians to identify the biggest problems in healthcare.

Hospital CEO Alex Munter says the key to healthcare innovation lies in these clinician-led solutions.

“I think that’s the magic in the formula, as it were. It really is a partnership between those (who) have the technical expertise and those who are working with these problems on a day-to-day basis,” Munter told Techopia in an interview.

Both Charnetski and Munter highlighted Clearwater Clinical as a prime example of local innovation. CHEO’s Dr. Matt Bromwich founded Clearwater and helped to develop ShoeBOX, a portable iPad audiometer. The device allows patients to perform hearing tests from home, without the need to clog up a hospital waiting room. On the other side of the app, a physician analyzes the test remotely and can instantly send feedback and updated diagnoses.

Munter says technology like this improves patient experiences, reduces

Healthcare is an industry that still uses fax machines. We need to catch up and we need to meet the expectations of our patients and families.

— ALEX MUNTER, CHEO CHIEF EXECUTIVE

stresses on the system and will help hospitals keep pace in a rapidly evolving field.

“Healthcare is an industry that still uses fax machines. We need to catch up and we need to meet the expectations of our patients and families,” he says.

While he stresses the importance of healthcare innovation to Ontario’s economy, Charnetski emphasizes that the ultimate goal for the sector is to help people.

At the close of his speech, he told the audience about a dinner he had with a friend where he told her about the work his office was doing. She listened intently, and then asked the $52-billion question: “As a patient, in two years, what am I going to see that’s different?”

Charnetski was struck. He took that quote back to his office, told his colleagues about it and posted it in large type above the photocopier.

He told the crowd: “That’s what drives us. That’s why I love this job.”

LEO LAX’S HIGH EXPECTATIONS FOR L-SPARK PORTFOLIO COMPANIES TECHOPIA.ca

THE INNOVATORS Techopia has identified four of the many individuals in the city working on unique healthcare solutions.

We’ve profiled them below by asking them to reply to three key questions: Q1: How will your work change the way a patient receives healthcare?

Q2: What makes you Q3: What is the biggest passionate about innovating obstacle you face in making in healthcare? your vision into reality?

Get to know Ottawa’s healthcare innovators. > PAUL LEM CEO of Spartan Bioscience, developer of the portable DNA test Spartan Cube

Q1: Spartan has designed the world’s smallest DNA analyzer, the Spartan Cube, to bring the power of instant diagnosis to everyone. It’s so small, it can be held in the palm of your hand. Imagine suddenly having the power to perform a DNA test whenever and wherever you wanted.

It would enable immediate treatment.

You could identify which drugs are right for your genes, diagnose if you have an infectious disease, prevent cancer, safeguard your food and water, and keep your family healthy. That’s our vision – to bring DNA testing out of the lab and into every hospital, doctor’s office, pharmacy and, eventually, your home.

Q2: Before becoming an entrepreneur, I was a medical doctor. I saw so many injustices in the healthcare system, it infuriated me. I remember treating a patient who had advanced tuberculosis.

Normally, a chest X-ray should look clear, but his looked like a snow storm. He was from up north and didn’t have access to doctors. By the time he reached us, his lungs were destroyed. It was really sad to think it could have been prevented if someone could invent a fast DNA test.

It is because of patients like this we are developing the Spartan Cube. This type of testing technology could enable developing countries and remote towns to leapfrog hospital labs. We want to make diagnosis and healthcare accessible to everyone.

JANE WANG

co-founder of Turnstone Biologics, researcher with The Ottawa Hospital

Q1: We are developing novel

biotherapeutics for treating cancer patients. Our goal is to create treatments that are more effective and less toxic than conventional chemotherapeutics.

This kind of therapy not only selectively attacks the tumour, but is also designed to stimulate the patient’s immune Q1: We are all about taking the proactive system to recognize and destroy their Q1:What we do results in higherapproach to care and ensuring that there is cancer. We are testing our ideas now in quality care by engaging patients with easy compliance and adherence to health cancer patients, and if our approach notifications, reminders or healthcare regimens by helping working professionals proves successful we expect that patients education personalized for them. fit health routines into their busy lives. We would have long-term responses with This helps prepare them for their do not treat patients, but help employers fewer side effects. appointment, to ask them how it went, keep their employees mentally, physically to see how they are progressing on the and emotionally healthy by working Q2: As a scientist I am intrigued by the recommended treatment, and to nudge mainly on stress-related issues, back pain complexity of the disease we call cancer. them towards better health. Our software and other chronic disease risk associated It has been extremely interesting to also provides a platform for feedback with sedentary lifestyles. have been working on this problem surveys to continuously improve over the last 30 years as the innovations patient experience. On the provider Q2: I’ve worked at hospitals and as a in research technology have allowed side, Cliniconex ensures our software project manager on global clinical trials, the scientific community to make optimizes clinic workflow wherever it so I saw how well-managed care routines unprecedented advancements in our is deployed. When a clinic is humming, can help change people’s health outcomes. understanding of how cancers develop providers are able to devote more time to However, I found all the effort to be quite and provided insights on how best to healthcare instead of administration. reactive as we often catch patients already develop new therapies. This new and on a decline. The issue really hit home expanding knowledge base makes it a Q2:The work we do helps people. I have when we caught my mom’s cancer in stage very exciting time to work in this field. experience in telecom, enterprise IT, three, and we lost her within six months.

Aside from trying to solve the “cancer developer tools and software security, I became obsessed with bringing great problem” from an intellectual point cloud system management. Each of these adherence and compliance routines and of view, I am strongly motivated to try industries were complex, nuanced and technology to these problems. I believe and find new therapeutic approaches sizable. Healthcare is exactly like this, that in the next 10 years, there will be as cancer is a disease that affects all but what you do can affect people in a ubiquitous solutions such as Optimity that Canadians. I believe that we need positive and meaningful way: That is, the help establish your individualized health innovative new treatments as soon way they experience their healthcare. baseline and predictively cares for your as possible to help stop the suffering high-risk health issues. of patients affected by this disease in Q3: Expectations are low, but patients Canada and around the world. should feel justified in demanding Q3: We need to continuously work to better service and more timely service. improve the acceptance and adoption Q3: There is little doubt that more Patients need to fully grasp that they of a daily, proactive approach to people financial support for cancer research are at the centre rather than deferring who are currently healthy. Many busy is desperately needed to accelerate centricity to their provider or a healthcare professionals take their health for granted the discovery and development of institution. We also work in a poor until the symptoms persist for too long. novel cancer treatments. We know so culture of experimentation for quality I think to be useful for the masses, the much more about this disease than and productivity. There is a rich history priority should be about changing ever before, and so every dollar has a of innovation in treating disease, but why mindsets and creating great products major impact in trying to find cures for have administrators never lived a similar that decrease the effort needed to keep this disease. It is frustrating to see the innovation culture? mindful and well, by intelligently utilizing many bright young minds of the next Canada needs a commitment from artificial intelligence algorithms built on generation of scientists unable to fully our government to quality healthcare actuarial models and medical-grade data explore their ideas simply because of a that is expected to continuously improve from mobile and wearable technology. lack of funding.

CEO of Cliniconex, provides software to improve patient engagement before, between and after visits to a physician

CEO of Optimity, a platform to help businesses optimize employee healthcare

05 TECHOPIA.CA

the length of time it takes to bring a medical device to market. It takes an average of three to seven years to bring a medical device from concept to market (according to medical researchers).

Then once it’s developed, we have to get approvals and run clinical trials. It has taken Spartan more than 10 years of research and development to launch the Cube. That takes a lot of vision and a lot

ANTHONY MAR

DR. JOHN BELL

MONDAY, FEBRUARY 27, 2017

Q3: Spartan’s biggest obstacle has been

of perseverance. People used to tell us we would never achieve our goal and seeing our vision finally come to life is amazing.

year after year. Whereas we have privacy commissioners for each province, we don’t have a single healthcare quality commissioner. In other countries, physicians’ reimbursement is tied to quality. Why isn’t ours?

OTTAWA ENTREPRENEUR BRINGS 3D PRINTING TO TECHCRUNCH STAGE TECHOPIA.ca Ottawa’s corporate cupid Leonard Gold, a recently hired lawyer at Perley-Robertson, Hill & McDougall LLP/s.r.l., wants more local firms to access U.S. financing

I

’ts a perennial problem facing Ottawa businesses: There are too few venture capitalists in Canada to support the rapid growth of the city’s most promising firms.

A leading local law firm, however, has a solution.

Earlier this year, Perley-Robertson, Hill & McDougall LLP/s.r.l. hired veteran U.S. lawyer and foreign legal consultant Leonard Gold.

“That’s always been my calling card – access to financing,” says Mr. Gold, who was previously a partner at Burns & Levinson LLP in the U.S. “I really am excited.

We have these good Canadian companies and there’s great potential for them.”

In a recent survey of Ottawa businesses, more than one-quarter of respondents named access to capital as the most important issue facing local firms over the coming five years.

Robert Kinghan, the head of PerleyRobertson, Hill & McDougall’s business law group, says he’s seen the challenges firsthand.

“Some businesses are having a hard time finding financing in this city and have to look elsewhere,” he says.

Enter Mr. Gold.

His specialties include connecting Canadian companies to venture capitalists in the U.S. Mr. Gold, who also previously served as managing director of Burns & Levinson Canada, says local companies looking for financing should think about their options south of the border. The market is roughly 10 times as large, and many venture capitalists and private equity

Rob Kinghan, Partner and Head of the Business Law Group with Leonard Gold, the firm’s new Foreign Legal Consultant.

“Investors are looking to Canada to find opportunities.” investors are experienced entrepreneurs who have founded and sold companies and are able to share their expertise.

“It’s not only money, but it’s smart money,” Mr. Gold says.

On the other side of the table, he says U.S. investors are increasingly interested in highquality foreign firms.

“Good companies in the U.S. are overshopped and overvalued,” he says.

“Investors are looking to Canada to find opportunities.”

MONDAY, FEBRUARY 27, 2017

Leonard M. Gold 613.566.2810 lgold@perlaw.ca www.perlaw.ca

TECHOPIA.CA

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Mr. Gold has previously been called a “corporate cupid” for his ability to match businesses with investors. He ensures prospective investors understand the companies they’re meeting in advance, in contrast to so-called “pitchfest” events where prospective financiers are sometimes learning about their prospects for the first time.

Mr. Gold also connects clients with coaches in his professional network to review their presentations and help them perfect their pitch.

“One of the difficulties (for entrepreneurs) is they spent too much time (talking about) how great a product is from a technology perspective,” Mr. Gold says. “The investor assumes the product works technically. They want to know about the market and ROI.” Mr. Gold, who has extensive experience in the practice of bankruptcy and insolvency in addition to his U.S.-Canada relations practice, says he’s in preliminary discussions about establishing a program he calls “The Pipeline” that involves recruiting Canadian companies – mostly from Ottawa – and scheduling meetings with investors in Boston.

Mr. Kinghan says the addition of Mr. Gold to the Perley-Robertson, Hill & McDougall team comes at an ideal time. The law firm has a large securities practice that’s seen an uptick in activity over the last 12 months.

“To get these companies to that level and then help them continue to expand, we need someone with that experience in the market,” he says.

Mr. Gold says the U.S. investor community will look favourably on doing business with Perley-Robertson, Hill & McDougall.

“Global law firms are expensive and you don’t get access to the real talent.

Early stage and growing companies need expertise and a (law) firm that’s price sensitive,” he says.

MAYOR WATSON, SIR TERRY MATTHEWS LEADING TECH CRUSADE TO QUEEN’S PARK TECHOPIA.ca

REVIVING SALES SKILLS IN OTTAWA Computerized marketing techniques are promoted as fast, inexpensive and effective. But do they actually work?

I hear it every day in Ottawa.

“Our sales are slowing down.”

“Google Ad Words are not bringing in new business like before.”

“I receive more ‘Unsubscribe’ requests than new prospects.”

The technology industry is increasingly showing symptoms of a plague that’s affected us all: Relying solely on social selling and email campaigns to generate sales.

Forgotten is the personal contact, which many have been quick to label as too slow and inefficient, and frankly, dreaded.

The results? Lost markets, declining sales and unrealized profits.

Last month I met with Invest Ottawa and learned that more than 75 per cent of the high-tech incubator companies are planning to offer products and services that already exist in the marketplace. The big question is always the same: How will they differentiate themselves from the crowd and position their products for success?

eventually realized Google would only give so much. The company subsequently increased investments in outbound sales, emphasizing live conversations with potential customers.

The sales team learned how to overcome sales objections through storytelling techniques and found new market opportunities with U.S. colleges and universities.

Meanwhile, the company’s workforce ballooned from 20 employees in 2013 to more than 100, requiring two separate expansions at its 2255 Carling Ave. office.

So, what can be learned from i-Sight’s experience?

that creates an emotion and desire for the product.

This is even more important in an era when it’s so easy to research technical information about a product that educated customers may know more about a company’s offerings than the sales team themselves.

CONVERTING TRUST TO CASH As a director of sales, I used to receive on average more than 30 prospecting emails or LinkedIn connect requests a month. In contrast, over the course of six months I only received two phone calls.

Yes. Two. We ended up buying from both of these companies (one was the CRM system and another one was a dialing solution for the outbound team).

Personal contact is what leads to sales.

While marketing builds brands – which, in turn, builds trust – sales are done one-onone in the trenches.

This is where that trust is converted to cash.

Ed Bilat is the North American president of Beyond Consulting.

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Live prospect engagement is hardly new.

After all, for centuries direct contact was the only way of identifying a need or promoting a product. But there’s been a drastic switch in the last decade towards interaction-free, computerized marketing techniques. They’re promoted as fast, inexpensive and effective. But do they actually work?

ENGAGING WITH CLIENTS Sure, it is easy to electronically send a Enter i-Sight. This Ottawa company makes message to thousands of prospects. But it’s customized software that compiles, stores even easier for those thousands to say “no” and analyzes data on all types of business or, more commonly, ignore it completely. misbehaviour, including violations of As i-Sight shows, successful companies federal privacy laws, bullying and fraud. realize that there’s no substitute for human The company originally offered generic interaction and no marketing automation case management software. It did not pay system to replace genuine, two-way off well, in large part because the market conversations. was already too crowded.

These companies are the ones The solution was simple at the time: that enjoy the biggest successes and Engage directly with the clients and start sales breakthroughs. Communication, talking to the market. persuasion, listening, negotiation – all After initiating dialogue with many these skills can and must be learned, clients and prospects, i-Sight identified implemented and mastered in order to a unique need for customized software develop the corporate ability to stay in that did not force users into rigid, pretouch and immediately respond to clients’ configured solutions. changing underlying motives, desires and As a result, it created a distinctive fears. ecosystem that caters to the specific needs of a wide array of clients in the ADVANTAGES OF OUTBOUND SALES TEAMS investigation markets. Since then, the The biggest advantage of the outbound company has propelled itself into a sales team is its scalability. Once you global leader providing configurable case establish the call ratios and metrics, you’re management software for investigations. able to forecast the sales outcome.

Because the company’s market Granted, live contact can be perceived analyses – based on direct communication as annoying, ill-timed and insistent.

– brought such solid results, it was natural Indeed, it’s not uncommon to find sales to introduce the same approach to teams that lack the skills to break the ice, business development. build trust and develop a relationship.

I-Sight’s initial marketing focused on Storytelling opens doors and influences pay-per-click advertising, but the firm decision-making by sharing a narrative

CONNECTED ON THE GO Check out TECHOPIA newsfeed on your mobile device at techopia.ca

TECHOPIA LIVE Every Monday, Techopia sets up a studio in the middle of Invest Ottawa’s incubator space at the Innovation Centre at Bayview Yards. Then, we invite entrepreneurs and fascinating personalities to come by, sit in our comfy orange chairs and talk about the cool things they’re doing or the issues in tech they’re facing. Finally, we turn on the camera and stream it live, directly to your Facebook page.

This is Techopia Live.

Below, you’ll find a collection of insights we’ve heard during recent Techopia Live shows. If this sounds like a show you’d like to see, follow us on Facebook and tune in every Monday at 12:15 p.m. to be a part of the conversation!

GENM CEO MOE ABBAS AND PERLEY-ROBERTSON, HILL & MCDOUGALL IMMIGRATION LAWYER WARREN CREATES. PHOTO BY CRAIG LORD.

WHAT OTTAWA BUSINESSES SHOULD DO AMID TRUMP’S ENTRY BAN FIGHT SNOWED IN STUDIO FOUNDER JEAN-SYLVAIN SORMANY, CAPITAL GAMING EXPO OWNER JILLIAN MOOD, AND BREAKFALL FOUNDER JASON NUYENS. PHOTO BY CRAIG LORD.

BREAKING DOWN THE GROWTH IN OTTAWA’S GAMING SECTOR If the goal of Techopia Live is to shift the conversation and break long-held notions, our chat on Ottawa’s gaming sector checked every box.

Ottawa lacks a thriving gaming sector? Wrong. Jillian Mood, new owner of the Capital Gaming Expo, shared her enthusiasm for the city’s independent gaming sector with the live Facebook audience.

“We have such a strong indie community, it’s insane,” she said.

Representing that cohort on the show were game developers Jason Nuyens and Jean-Sylvain Sormany, who took the chance to break down other stereotypes about the industry, such as the assertion that gaming is just “teenage boys in the basement” (women game too!) and the surprising role that strong social skills can play in building your career in the industry.

Warren Creates, an immigration lawyer at PerleyRobertson, Hill & McDougall, and GenM CEO Moe Abbas joined us the week after Donald Trump declared his entry ban as we tried to make sense of the chaos for concerned Ottawa companies.

Creates broke down the current state of affairs, and gave his best advice to those unsure of travelling for business or continuing work with the United States.

Abbas, an immigrant entrepreneur himself, opened up about his own fears of traveling south of the border given the political climate. Yet, ever the businessman, Abbas also encouraged the audience to pay attention and find the opportunities in the chaos.

“The greatest opportunities for entrepreneurs are in times of conflict,” he said.

IVERSOFT SOLUTIONS CO-FOUNDER VICKI IVERSON. PHOTO BY CRAIG LORD.

VICKI IVERSON IS THE WOMAN AND THE CODE BEHIND OTTAWA’S IVERSOFT After Iversoft Solutions completed its first acquisition and set its sights on triple-digit revenue growth in 2017, we decided to bring in co-founder Vicki Iverson to find out how she has been building such a rapidlyexpanding company.

In addition to her thoughts on how emerging virtual reality can impact the gaming industry and beyond, Iverson talked about how she realized her own goals in the field. As an advocate and role model for women in tech she says making her way in as a developer came down to persistence and focus.

“I never really looked at the barriers. I’ve always just ignored them and continued on my way,” she told Techopia Live.

MONDAY, FEBRUARY 27, 2017

HOW AUTONOMOUS DRIVING CAN FIX OTTAWA’S POTHOLES

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In the lead up to the Kanata North BIA’s summit on autonomous vehicles, the BIA’s executive director, Jenna Sudds, joined BlackBerry QNX’s Grant Courville and autonomous driving policy expert Barrie Kirk to talk about how the emerging technology can solve Ottawa’s pothole problem.

Well, they talked about more than that. Kirk also explained about how Ottawa can extract value by investing in the $10-trillion industry.

“For the city of Ottawa, there’s an opportunity to redesign the entire city. It’ll change infrastructure, it’ll change parking, it’ll change people’s lives,” he told the live audience.

Courville, as part of the team trying to make autonomous driving technology into a reality, said he’s never been more excited by a technology, and discussed the many ways we could see it implemented on our city streets. Chief among his examples? The potential for massive reductions in accidents and fatalities through the use driver-assisted technology.

CAVCOE EXECUTIVE DIRECTOR BARRIE KIRK, KANATA NORTH BIA EXECUTIVE DIRECTOR JENNA SUDDS, AND BLACKBERRY QNX HEAD OF PRODUCT MANAGEMENT GRANT COURVILLE. PHOTO BY CRAIG LORD.

WHAT’S HAPPENING Stay up to date with TECHOPIA’s calendar of events at techopia.ca

MARCH EVENTS Some on-ice fun, an introduction to code, an award show rivalling the Oscars and multiple events recognizing women in entrepreneurship are on the docket this coming month.

MAR. 1-2: THE 12TH ANNUAL INVEST OTTAWA CORPORATE HOCKEY CHALLENGE Invest Ottawa’s annual Corporate Hockey Challenge will provide Ottawa’s business community with a unique chance to get together for good times on and off the ice. Want a great opportunity to network with other firms, suppliers and partners? This two-day tournament offers the opportunity to do just that, while rewarding staff with a fun, teambuilding event!

MAR. 2: JOURNEY TO THE TOP: THE WHAT, WHY AND HOW OF SCALING Join Kirk Dando for an exclusive presentation on the “What, Why and How of Scaling”, targeted specifically to CEOs of Ottawa tech companies.

Kirk will discuss the predictable three stages that every business goes through as it grows and the 12 warning signs that your high-growth company may be close to stalling. This talk is short on theory and full of real-world practical solutions and stories Kirk has gathered from helping thousands of growth-hungry leaders like you.

MAR. 4: HTML [500] OTTAWA

The Bootstrap Awards are back after a threeyear hiatus. Wesley Clover’s regular Tech Tuesday event provides the forum this time around with the award reception at Marshes Golf Club. Check Techopia.ca for a full list of winners.

MAR. 8: WOMEN IN BUSINESS CONFERENCE 2017 ‘From the Voices of Women,’ is a full-day conference of thoughtprovoking speakers and inspiring stories by women leaders who have made their mark in business and society. From the corporate boardroom and entrepreneurship to social enterprise, our distinguished speakers will inspire, educate and challenge you to invest, network and reach your goals.

MAR. 22: WOMEN’S DAY – BUSINESS AND COMMUNITY BUILDER’S BREAKFAST Ottawa Opportunities Network’s annual Women’s Day breakfast celebration brings together many of Ottawa’s diverse business professionals to meet, mix and mingle over a delicious breakfast! Get your chance to hear our wonderful speakers, network and start to build new connections!

OTTAWA’S 2017 BOOTSTRAP AWARDS WINNERS LACE UP FOR GALA Tickets are still available for a seat at the freshly rebooted awards reception

limited flow of venture capital in the city has meant most startups have had to tighten their laces to get their start.

“What we want to do is celebrate those people who are struggling, working their tails off, self-financing and doing it the hard way,” Stein says.

A full list of the winners can be found below, with the exception of the fastest growing startup award, which will be announced live by Mayor Jim Watson at the awards reception on March 7. Tickets are still available for the event! Register now through Wesley Clover’s Tech Tuesday online.

WINNERS OF THE 2017 BOOTSTRAP AWARDS: Green Award: Spectrafy Innovation Engineering & Technology Award: iBionics Best Mobile Application: award shared

by Bluink & Punchtime Best Guerilla/Social Marketing Campaign: Grype Bootstrap Capital Award: Ottawa Media Group Community Impact Award: NuGroceryform Fastest Growing Startup: TBD

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The Bootstrap Awards are returning in 2017 after a threeyear hiatus with a new owner and a new sponsor.

Winners, ranging from from a zero-waste grocery store to a new way to punch out at the end of the day, will be honoured at the awards reception held at Marshes Golf Club in March.

The annual awards, previously put on by Bruce Firestone’s Exploriem incubator, are meant to celebrate the best of Ottawa’s self-financed companies. Shopify, You.i TV and Telepin Software are among local companies that received recognition at the event in its original iteration.

When Firestone stepped down from Exploriem in 2013, he passed the mantle to the Ottawa Network, saying that the organization was free to take on the event if it wished.

David Stein, vice-president of the Ottawa Network, says the organization is always looking for opportunities to connect individuals and companies in the tech sector.

The Bootstrap Awards stood out as something left behind that still had value.

“Why can’t we do this again?” Mr. Stein asked himself. He has since reached out to Wesley Clover to partner on the awards, and has connected with local organizations such as Smart & Biggar, TiE Ottawa, L-Spark and Lead to Win to spread the word and provide input on a rebooted version of the awards.

Stein’s collaborative approach runs counter to what he has seen recently in Ottawa: Organizations that build up silos, closing themselves off from the wider entrepreneurial community.w “The Ottawa Network has always been about breaking down silos,” he says. “When we can co-operate and do things together, the ecosystem benefits.”

Mr. Stein says that bootstrapping has been relevant to Ottawa startups ever since the collapse of Nortel. A

MONDAY, FEBRUARY 27, 2017

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MAR. 7: THE OTTAWA BOOTSTRAP AWARDS 2017

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Collaborate with CEED The Centre for Entrepreneurship and Engineering Design (CEED) focuses on improving design, entrepreneurship education and the student experience at the uOttawa Faculty of Engineering.

Collaborate with our students and Faculty with CEED through various options:

MONDAY, FEBRUARY 27, 2017

INTERNSHIPS: whether it is hiring coop students, or interns, our students can be of great value to your organization and could even become your future employees.

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CLIENT-BASED DESIGN PROJECTS: we are always looking for new and interesting design projects for our students in which they are challenged to find solutions to industry and community problems.

Want to discover first hand the ingenuity and creativity of our students?

Come join us for DESIGN DAY, March 29th. Students will showcase their design projects: wearable technologies, robotics, hydroponics, accessible designs, and much more.

You have an idea for a collaboration, a project or would need our students as interns in your organization; connect with us now!

engineering.uOttawa.ca/NSERC

SILICON VALLEY (VERY) EARLY STAGE ACCELERATOR COMES TO OTTAWA TECHOPIA.ca

THE CIRCUIT BOARDS USED TO RUN SENSTAR’S TECH ARE MANUFACTURED A FEW KILOMETRES AWAY IN CARLETON PLACE.

“OUR BURIED CABLE, THAT’S WHERE OUR IP LIES. WE MAKE EVERY FOOT OF THE BURIED CABLE THAT GOES OUT THE DOOR,” SAYS JEREMY WEESE.

ALL VARIETIES OF SENSTAR’S FENCING AND SENSOR EQUIPMENT RUN THROUGH AND AROUND THE 800-METRE PERIMETER OF THE 10-ACRE TESTING SITE.

MADE IN OTTAWA: SENSTAR’S SECURITY PLAYGROUND The largest private test facility for sensor and security

equipment is right here in the National Capital Region. they’re always coming up with crazy things to try to test this,” says Jeremy Weese, senior vice-president and chief operating officer Just a short trip down Carp Road will take at Senstar. you to the headquarters of Senstar, the 35The primary advantage of having a year provider of perimeter security systems testing site in Ottawa is, counter-intuitively, for jails and prisons worldwide. Travel a the annoying weather. While designing little further, and you’ll find yourself on equipment that can function in all climates the grounds of the world’s largest private is certainly more complicated, Senstar’s test facility of its kind, a 10-acre site where advantage is being based in a region that Senstar’s team tests each of its fences, hits nearly every extreme, from harsh cold sensors, cables and the software that makes and winter blizzards to sweltering heat in it all run. the summer. The company’s competitors, In addition to hwosting the occasional which Weese says are based in Arizona barbecue, the site offers a chance for staff and the south of France, don’t have the to get out of the lab and into the outdoors, same access these environments, and can’t where the equipment is put to use and has confidently tell clients their tech will work its limits tested. in a blizzard. Senstar, on the other hand, Tests can range from monitoring can. response to wind and weather to tossing All of Senstar’s products are balls through the wiring to see what will manufactured in-house or nearby. The set it off. For all it’s practical use, the site buried cable tech that gave Senstar its start is essentially a playground for Senstar’s are wound in its production facilities, and engineers. even the circuit boards that power the “That’s part of the fun of having this site. sensors are made by a company in Carleton All of the guys in the development group, Place. they’re hands-on, not desk engineers, they Weese says it doesn’t make sense for want to get out, they want to do things. So Senstar to outsource the production

THESE SENSORS, COMMON TO NUCLEAR POWER PLANTS, CAN DETECT THE DIFFERENCE BETWEEN A WALL OF STEAM COMING OFF A REACTOR AND THE THREAT OF AN INTRUDER STEPPING BETWEEN THE WIRES.

SENSTAR’S OMNITRAX IS PURPOSELY DESIGNED TO BE A BAD COAXIAL CABLE. IT RELEASES SOME OF THE TRAVELLING ENERGY SO THAT A CORRESPONDING CABLE CAN DETECT THE LEAK – AS WELL AS ANY DISTURBANCES ABOVE GROUND.

BY CRAIG LORD ALL PHOTOS BY MARK HOLLERON

is an obvious one: The more Senstar manufacturers in the Ottawa area, the more work there is to go around for local firms.

“The whole goal is to keep Canadians employed,” he says.

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overseas. If there’s an issue anywhere in the manufacturing process, he can swing by the facility on his way into work and fix it.

That’s not easy to do when the factory is in China.

The second benefit of local production

MONDAY, FEBRUARY 27, 2017

JEREMY WEESE, SENIOR VICE PRESIDENT AND CHIEF OPERATING OFFICER AT SENSTAR, HAS BEEN WITH THE COMPANY SINCE 1999. SENSTAR ALSO DEVELOPS THE SOFTWARE TO DISPLAY THE SECURITY EQUIPMENT’S INTERFACE. THIS SCREEN SHOWS, WITHIN A METRE, WHERE A DISTURBANCE OCCURS ON THE FENCELINE.

OTTAWA’S HEALTHCARE RS INNOVATOT NEED S TO BE DONE IN ONTARIO’S

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CONNECTING TECH

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VOL. 1, ISSUE 8

MONDAY, FEBRUARY 27, 2017

WHO ARE OTTAWA’S HEALTHCARE INNOVATORS? PAGES 4-5

IS CANADA.CA DOOMED?a’s digital

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OTTAWA’S HEALTHCARE INNOVATORS EXPLORING WHAT NEEDS TO BE DONE IN ONTARIO’S HEALTHCARE SYSTEM, AND WHO IN THE CAPITAL IS DOING IT

SELLING OUT

Ed Bilat talks about what’s missing in Ottawa sales skills Page 7

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