Ottawa Business Journal July 17, 2017

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Wise words

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Inside Ottawa’s galas, fundraisers and networking events

Klipfolio CEO Allan Wille shares his four top business reads for summer > PAGES 6-7

July 17, 2017 Vol. 20, NO. 19

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Spirit of friendship Thousands turn out to celebrate ‘remarkable relationship’ between Canada and the United States during Fourth of July festivities at ambassador’s home. > PAGE 10

Almost a decade after starting DavidsTea, David Segal has left that business to launch a new restaurant chain called Mad Radish. PHOTO BY MARK HOLLERON

Tea magnate turns over a new leaf DavidsTea founder, Ottawa native David Segal returns home to launch new salad chain Entrepreneur who took tea retailer coast to coast looks to redefine Canadians’ ideas about fast food with latest venture > PAGES 4-5, 13

Shopify’s royal tour Entrepreneurs get a brush with royalty during Prince Charles’ Canada Day visit to e-commerce giant. > PAGE 11

Is your condo board at risk of fraud?

See page three to learn how Nelligan O’Brien Payne can safeguard your investment.

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Ottawa lawyers scuttle attempted condo board takeover Nelligan O’Brien Payne condominium lawyer finds evidence of forgery, manipulation of election process

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hree individuals tried to gain control of a Toronto condo board and its multimillion-dollar budget by manipulating the director election process, an investigation by Ottawa law firm Nelligan O’Brien Payne has found.

Lawyers uncovered evidence of forged signatures, suspect proxy ballots and other irregularities in a case that illustrates the potential vulnerabilities facing thousands of volunteer-led condo corporation boards across Ontario.

Experts believe the group at the centre of this attempted condo board takeover has attempted similar schemes in Canada’s largest city.

The individuals – none of whom actually held title to a unit in the condo building they were seeking to represent – ultimately dropped out of the nomination race following the Nelligan O’Brien

Payne investigation earlier this year.

The candidates’ objectives were not clear, although one individual is the principal of a company that manages energy contracts for large buildings.

It’s possible that the group was looking to steer property management contracts to favoured businesses.

What is clear, however, is that it’s highly unusual for people who have no ownership interest in a property to seek out such a demanding volunteer board position.

“These are serial board members who have invested a significant amount of time and money into this scheme,” says Debbie Bellinger, a partner with Nelligan O’Brien Payne LLP and the leader of the firm’s real estate and development practice group, which represented the developer in this case. “The potential for fraud is huge because (condo corporations) are run by volunteers who oversee multimillion-dollar budgets.”

ELECTION MANIPULATION Some 1.3 million Ontario residents live in condominiums. A growing number of condo units are owned by investors who rent out their property and are generally not as engaged in the administration of the overall condo building as a typical owner-occupier.

This trend is one factor that’s created opportunities for individuals with ulterior motives.

In the Toronto case, several individuals arrived minutes before the start of the condo corporation’s inaugural meeting in January and submitted 91 proxy ballots in support of their candidacy. Experts allege this

last-minute submission was aimed at preventing careful scrutiny of the proxy ballots, many of which turned out to be forged, obtained by misrepresentation or signed by someone other than the unit owner.

The move immediately raised several red flags, starting with how individuals with no connections to the building could possibly secure 91 proxies in only a few days during the Christmas holidays from unit owners who don’t live in the building.

Additional irregularities quickly emerged. For example, one of the last-minute proxy ballots endorsing the suspicious slate of candidates was purportedly signed by a unit owner who was actually in attendance at the meeting and standing for election himself.

As signs of manipulation materialized, the property manager chairing the meeting cancelled the proceedings to allow for an investigation into the suspicious proxy ballots.

The developer of the condo building retained Nelligan O’Brien Payne LLP to investigate and to recommend a course of action. In addition to the issues uncovered at the meeting, lawyers found through the course of a six-week investigation evidence that some of the suspicious candidates had misrepresented themselves.

One member of the slate claimed in his resume, which was filed at the nomination meeting, to have an ownership stake in the building.

Lawyers dug through land registry records and found no evidence to support that claim. Additionally, they found parts of his employment history, which supposedly included a stint as a broker for real estate firm Re/Max, were false.

Additionally, in another case of misrepresentation, one of the proxy ballots was given by a unit owner to someone who falsely claimed to be a representative of the developer.

Following the investigation, the developer scheduled a fresh turnover meeting for February and retained a major accounting firm to scrutinize proxy ballots.

Despite pressure from the slate seeking control of the condo board, the

proxy ballots from the first meeting were tossed out after officials determined there was sufficient evidence they were tainted. The slate did not attend the second meeting and was not elected.

PROTECTING YOURSELF Ms. Bellinger – who represents both developers and condo boards – says there are several steps that condo boards across the province can take to protect themselves.

Developers should start by getting to know unit owners so they recognize the people – or at least their names – at the initial turnover meeting. At the same time, unit owners who purchased their property as an investment should be encouraged to take an active role in selecting board members.

It’s generally a good idea for condo boards to retain a lawyer. A professional can offer advice on how to prevent abuse by modifying a condominium’s bylaws.

For example, Ms. Bellinger says she expects to increasingly see provisions that require proxy ballots to be submitted several hours or even days before a nomination meeting so they can be verified. Directorships may also be limited at some buildings to people who actually own a unit, she says.

However, Ms. Bellinger says the best way for condo owners to protect themselves is to be involved in their community and become educated on the importance of their voting right.

“Owners need to take their say seriously,” she says. “It’s a multimilliondollar property, with multimillion-dollar budgets. Your vote may be just one vote, but collectively the owners need to stick together.”

WHAT CAN NELLIGAN O’BRIEN PAYNE DO FOR YOU? Find a lawyer or consultant by name or contact Nelligan O’Brien Payne by email at info@nelligan. ca, or by phone at 613-238-8080 or toll-free at 1-888-565-9912 (Canada) for assistance. Go online at nelligan.ca.

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RESTAURANTS “Diet is one of the biggest health issues of our time. Someone needs to make the investments in time, money and energy to really change the fast-food model, and we intend to do that in Canada.”

DAVIDSTEA FOUNDER DAVID SEGAL, ON LAUNCHING A NEW CHAIN OF SALAD RESTAURANTS IN HIS HOMETOWN

Ottawa native David Segal has returned to the city where he grew up to launch a new chain of salad restaurants. PHOTO BY MARK HOLLERON

DavidsTea founder goes green with new fast-food salad venture A decade after bringing tea retailing to the masses, Ottawa native David Segal is back home with an ambitious new plan to make salads the next big thing in fast casual dining

BY DAVID SALI david@obj.ca

MONDAY, JULY 17, 2017

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avid Segal has a major beef with the fast food business.

The Ottawa-born founder of DavidsTea believes Canadian consumers crave much more than just burgers and fries when they dine at quick-service restaurants, but continue to be frustrated at the lack of options available to them.

“I drive the 401, and I still have to eat at Wendy’s because there’s nothing else to eat,” the 36-year-old entrepreneur said during an interview at his new downtown restaurant venture, Mad Radish.

Mr. Segal recalled a recent trip to a supplier’s farm to further illustrate what he sees as a gaping crater in North America’s culinary landscape.

“We’re parked at an intersection in Barrie, Ontario,” he said. “And there at the intersection is a McDonald’s, two doors down a Burger King, across the street an Arby’s and across the intersection a Harvey’s. That’s $10 million in burger

business. Some of that needs to move towards healthy eating – if not all of it.”

A decade after launching the chain that brought specialty tea into the mainstream with stores from coast to coast, Mr. Segal is now determined to redefine Canadians’ ideas about fast food.

The first two Mad Radish locations are opening this month, one in the heart of downtown at the corner of Albert and Metcalfe streets, the other near Bank Street and Fifth Avenue in the Glebe.

The former tea magnate is taking his new mission seriously: Red meat is nowhere to be found on the Mad Radish menu, which features a dozen salads priced at an average of about $12.50 as well as a few soups and other dishes, all heavy on greens such as kale, spinach and cabbage, with fresh, locally sourced chicken occasionally added to the mix.

“Diet is one of the biggest health issues of our time,” he said. “Someone needs to make the investments in time, money and energy to really change the fastfood model, and we intend to do that in Canada.”

After leaving DavidsTea in early 2016 to “dedicate more of his time to exploring other entrepreneurial interests,” the graduate of Nepean High School returned to his hometown with a new sense of purpose.

He and Mad Radish co-founder Stephanie Howarth, the former head of marketing at DavidsTea, began planning the restaurant’s concept about a year ago.

They bolstered their team with a deep roster of well-respected industry veterans led by executive chef Nigel Finley, who held the same post at Toronto’s renowned Chase Hospitality Group, and director of operations Adam Tomczyk, a former executive with U.S.-based Chopt Creative Salad Company.

CHANGING STEREOTYPES “We really want to have the quality of food you get in fine dining with the speed of service you get in fast cash,” Mr. Segal said. “It’s a very chef-driven concept.”

Just as DavidsTea upended an industry often stereotyped as stodgy by tagging its products with catchy names such as

Jumpy Monkey, Mad Radish is hoping to entice hungry lunch-goers to feast on salads with zippy monikers like Mad Panzanella, Dill with It and Breakfast for Dinner – a particularly creative concoction that mixes blueberries, roasted beets, goat cheese and steel cut oats with the requisite spinach and kale.

The idea, Mr. Segal said, is to offer health-conscious consumers a nutritious menu that is not only tasty, but fun and filling at the same time.

“This isn’t rabbit food,” he insisted.

“The idea is not that you eat this and you’re hungry again in an hour, which is often what happens with salads. These are meals.”

While the idea of retail tea outlets was a novelty when DavidsTea broke on the national scene in 2008, Mr. Segal’s newest venture is entering a well-established and much more crowded field.

Canadians spend $24 billion a year at fast-food restaurants, according to a recent study from market research firm IBISWorld.

The industry has grown at a rate of

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about 2.8 per cent annually since 2012, the report says, adding that products with higher profit margins, including salads, “have become more prominent at traditional fast food restaurants.” Market leaders such as McDonald’s and Wendy’s that have long been known for their burgers now offer an array of salads and other vegetarian options.

Undaunted, Mr. Segal argues that calorie-counting Canadians remain starved for quality when it comes to fast food.

“I think that the demand still far exceeds the supply,” he said. “And I think that there’s a lot of people who aren’t doing it well.

There’s a lot of salad places out there … but there needs to be a level of investment with the culinary aspects of making a salad.”

Some industry experts agree the Mad Radish concept could be a massive hit if executed properly.

“People are not only eating healthier, they are seeking out that,” said Neil Lester, an Oakville-based consultant who has worked with major quick-service restaurant chains such as Tim Hortons. “I think if he keeps it focused and primarily just has an outstanding product, he could do very well by just carving away market share from other brands.”

Among those brands is Freshii, a Toronto-based chain that specializes in burritos and wraps in addition to salads and now has nearly 300 restaurants around the world. Michael Mulvey, a marketing professor at the University of Ottawa’s Telfer School of Management, said having two players in a similar space could actually help both increase their market share.

“They’re kindred spirits,” he said.

“Sometimes, having some nearcompetitors is a good thing because what you want to do is to create a sector. If they can work together to partition fresh food versus fast food, then the whole sector is going to grow and they’ll both thrive.”

Mr. Segal’s track record at DavidsTea should also serve him well because it’s helped him hone fundamental skills such as negotiating leases and understanding supply chains, Mr. Lester said.

“He’s got a running start on a lot of players because he has experience,” he said. “He knows the industry.”

Never short on ambition, Mr. Segal said he plans to open five more Mad Radish locations within the next year or so.

“It really depends on the real estate that’s available,” he added. “Our No. 1 objective right now is to make sure the customer really loves what we do.”

The serial entrepreneur said he believes his self-financed venture has the potential to be “way bigger” than DavidsTea, which now has more than 230 stores in Canada and the United States and generated revenues of $216 million in 2016.

“Everybody eats,” said Mr. Segal, whose first business was selling first-aid kits door to door as a teenager. “The market for tea is tiny; the market for salads is enormous.”

Continued on page 13

COMMENTARY Fantastic four: A leading CEO’s summer reading list Klipfolio co-founder Allan Wille is an avid reader who finds business books to be great sources of inspiration and insight. Here are his four top picks for summer:

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read every evening, usually before going to bed. I’ll flip between fiction and non-fiction, and in the non-fiction realm, books on how to succeed in business and grow personally are high on my list of interests.

Not all of these books are heavy and serious; some of them are fast and fun reads. What they all have in common is their ability to provide ideas and insights about situations I encounter every day at work. In fact, if you’re open to it, it’s easy to find useful insights even in works of fiction; I find them all the time.

Today, I’m providing my suggestion for a summer reading list based on business books I’ve recently read. I’ve found each of the four books here useful, and I recommend them to anyone looking for ideas, inspiration and insight.

These books are in no particular order. Numbers one and three focus on tactics, numbers two and four explore values.

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1. The Hard Thing About Hard Things: Building a Business When There Are No Easy Answers, by Ben Horowitz (HarperBusiness, 2014) The author, Ben Horowitz, is a co-founder and general partner in the venture capital firm Andreessen Horowitz. After running several product divisions at Netscape Communications (remember Netscape?), he became vice-president and general manager of America Online’s e-commerce platform division.

He was also co-founder and CEO of Opsware (formerly Loudcloud), which was bought by Hewlett-Packard in 2007 for $1.6 billion, and he served as vice-president and general manager of business technology optimization for software at HP. The book tells the story of Mr. Horowitz’s rise, and it chronicles the volatile career journey that has led him to where he is today: a leader of one of the largest and most successful venture capital funds in the United States.

The reader will get a lot of tough, unvarnished advice about dealing with a variety of difficult situations, everything from managing your cash to how to focus on what matters. As the Amazon blurb about his book says, it’s about providing “practical wisdom for managing the toughest problems

business school doesn’t cover.”

“Hard” is the operative word with this book.

The things Mr. Horowitz recommends are tough. No sugar-coating here! But overall, the advice is good.

For that reason, I think this book is a must-read for any entrepreneur, especially one whose business is going through a period of growth.

I also get the impression that Mr. Horowitz, too, is tough.

Perhaps too tough. It seems to me he ran his shops like a general runs an army, from the top down.

He was the voice and the decisionmaker, and very directive with his employees.

I suspect that his work culture and my work culture are not compatible. I think there are better ways to inspire a team than to come down hard on them.

But that speaks to one of the points I want to make about any kind of reading: You don’t have to agree with the author.

A good book provides the opportunity to learn, and sometimes some things make you bristle.

2. Lead By Greatness: How Character Can Power Your Success, by David Lapin (Avoda Books, 2012) David Lapin is a South Africanborn rabbi who is the CEO of Lapin Consulting International. His coaching is based on the principle that companies that discover their unique corporate souls can use that information to drive performance.

As his firm’s website explains: “With laser-beam precision, we go deep into the soul of a company to discover its unique capabilities, removing the blockages that prevent it from optimizing its full potential.”

Lead By Greatness, he says, was inspired by working with South African business leaders and Nelson Mandela and his government to transform the country from a repressive apartheid regime to a modern economy.

Mr. Lapin’s approach is in stark contrast to Mr. Horowitz’s. Where Mr. Horowitz is all about toughness, Mr. Lapin focuses on kindness. The core of his belief is that businesses succeed by understanding what drives them and building on that. Everything else is an output.

Mr. Lapin encourages CEOs to understand why they work and why their companies exist. He calls it their fingerprint.

For example, an individual CEO might be motivated to work in order to provide for his or her family.

In that case, it’s family that’s the driver; money is just an output. Other people may be motivated by money. (The reality is that most CEOs aren’t in it just for the money; otherwise they’d retire once they had earned enough. Instead, many go on to create new startups after a successful first venture.)

The book includes exercises that allow readers to discover what drives them personally and then apply the same methodology to management – for example, learning about what drives each member of the management team.

Mr. Lapin also encourages companies to develop a rationale for why they exist – a rationale that extends beyond making a profit. This company fingerprint becomes something to rally around, and it’s easy to sell to employees and clients because it is authentic.

What struck me most was Mr. Lapin’s consistent emphasis on the need to lead with authenticity, kindness and

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empathy. Those values permeate his entire approach.

His book provided me with important personal lessons about how to inspire people, how to work with people and how to communicate.

Allan Wille is a co-founder of Klipfolio and its president and CEO. He’s also a designer, a cyclist, a father and a resolute optimist.

In the July 3 issue of the Ottawa Business Journal a featured column by Michael Prentice (“Settling the age-old question of discrimination”) defended the Bank of Nova Scotia against an age-discrimination charge brought by a “retired university teacher and administrator” and supported by the Canadian Association of Retired Persons. I am the “Ottawa professor” to whom he refers, and his article concerns an application I currently have before the Human Rights Tribunal of Ontario.

The case involves Scotiabank’s withdrawal of a particular credit card benefit from its cardholders when they reach the age of 65, and the benefit concerned is some travel insurance coverage for trip cancellation or interruption costs. The card’s insurance certificate specifies two distinct causes for claiming this benefit, those that are medically related and those that are non-medical. They are covered in separate sections of the policy, but the age restriction is surprisingly applied to both of them.

As is made clear in the relevant documentation (which is in the public domain but seems not to have been fully read by Mr. Prentice, who apparently didn’t interview any of the parties to this dispute either), the case has nothing to do with medically caused travel cancellation or interruption. My HRTO application seeks to have the age restriction removed from the non-medical category of causes, a simple solution that the Bank of Nova Scotia will have been fighting for more than a year-and-a-half by the time our hearing takes place this October.

While there may be some justification for denying seniors such coverage for trip interruption costs caused by health issues, people aged 65 and over are no more likely to have their trips cancelled for non-medical reasons such as stormy weather or faulty equipment than are any other travellers – in fact, Statistics Canada figures indicate the opposite because they show that people over age 65 travel less than other adults.

According to the Ontario Human Rights Code, such discrimination is permissible only if

“reasonable and bona fide grounds” can be shown to justify it. Yet after Mr. Prentice muses about his own health tribulations as a travelling senior (which are unfortunate, but irrelevant to this case), he claims that it’s a “buyer beware” situation.

Surely that applies only when the thing the buyer should be wary of is lawful, and in this case it clearly isn’t because it violates the human rights codes in Canada.

I doubt that Mr. Prentice would support Scotiabank if it denied this benefit to women because of their gender or to members of the LGBTQ community because of their sexual orientation. Yet he claims that if the Bank of Nova Scotia chooses to withdraw it from those over 65 for the sole reason of their age, “that’s the bank’s business.” Such an argument makes a mockery of human rights, and it is especially insulting to seniors.

In its March 2016 response to my original complaint about this practice, the BNS president’s office justified it in two ways – first, that there’s nothing wrong with marketing this credit card as long as it also makes others available that don’t discriminate in this way. That is like a pharmacy claiming that it’s okay for it to push illegal drugs as long as it also sells legal ones, which is silly.

Second, the bank renounces any culpability because it provides notification to the cardholder that this benefit is to be withdrawn at age 65.

By this argument there would be no guilt in murdering someone as long as the killer informs the target that it’s going to happen, which is equally ridiculous. If a crime is committed, blaming the victim is not an adequate defence.

Fortunately, I am unaware of any other major Canadian bank that practises this unjustified discrimination against older persons. But that doesn’t absolve Scotiabank, which must be held to account for this breach of a basic human right, and Mr. Prentice should have condemned rather than condoned it.

Robin Farquhar, Ottawa

COMMENT ARY S

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4. Start with Why: How Great Leaders Inspire Everyone to Take Action, by Simon Sinek (Portfolio, 2009) Simon Sinek is a trained ethnographer, an expert on the study of people and cultures. He has used his training to analyze successful leaders and companies and pull from that patterns about how those individuals and companies think, act

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3. Made to Stick: Why Some Ideas Survive and Others Die, by Chip and Dan Heath (Random House, 2007) This book explores why some ideas – even ideas or concepts that are patently wrong or untrue – refuse to die. It is written by two brothers, Chip and Dan Heath.

Chip Heath is a professor at the Stanford Graduate School of Business, where he teaches courses on business strategy and organizations. Dan Heath is a senior fellow at Duke University’s CASE centre, which supports social entrepreneurs.

Together, they have co-authored three books. The first of these, Made to Stick, spent two years on the Businessweek bestseller list and was an Amazon Top 10 Business Book for both editors and readers. (Their website notes that their parents are just as happy that their sons are playing well together.)

Made to Stick is a scientific, psychological study about why some ideas are remembered, living forever with what seems a life of their own, while others are quickly forgotten.

An urban myth, for example, keeps getting repeated and repeated even though it’s just that – a myth.

By scientifically analyzing ideas like urban myths that refuse to die, the Heaths have come up with a formula for creating “sticky” ideas. And they explain how companies can engineer messages so that they have maximum “stickiness.”

I thought this is an interesting read for people who work in communications, and also for people in management.

It’s important to understand what makes ideas resonate with people – and equally important to understand how messages can be manipulated to maximize their attractiveness.

The book also raised a few red flags with me about manipulation, or the potential for manipulation, in communications and messaging. For me, it underscored the importance of applying your own code of ethics to messages. Engineer ideas for maximum stickiness? Sure, as long as it’s done ethically and with the right intentions.

and communicate. He also looks for environments in which people operate at their natural best.

Everyone, says Mr. Sinek, has a “why,” which he defines as “the purpose, cause, or belief that inspires you.” (In that sense, Mr. Sinek’s approach is similar to Mr. Lapin’s.)

By understanding their “why” – what motivates them – Mr. Sinek says people can wake up every day inspired to go to work and come home at the end of the day fulfilled by the work they do.

All too often, says Mr. Sinek, people look at work from the perspective of what, how, why: What they are going to do, how they are going to do it, and – if there’s time – why they do it.

He invites people to flip that around. He says they should start by understanding why they go to work, then how they work and finally, armed with that understanding, look for a job (the “what”).

The same applies to companies: They should create a vision about why they exist, then figure out how they want to work, and that will lead naturally to what they do.

The beauty of this approach, as I see it, is that it allows companies to pivot quickly.

If, for example, you are a company that builds typewriters and you define yourself as such, then you’re pretty well stuck building typewriters. If technology changes and everyone needs keyboards instead, it’s difficult to adapt.

But if you define yourself as a company that “liberates thought,” all of a sudden you’re free to change with the times. You can make typewriters, or keyboards, or anything else that can be defined as liberating thought.

Apple is probably the best example of a “why” business. Apple’s entire approach has allowed it to regularly question the status quo and branch out from simply making computers to doing an incredible range of things, from providing music to making watches.

The other thing that Mr. Sinek argues – I think persuasively – is that companies that build their identities around a “why” are more solid, and therefore less susceptible to manipulation (or manipulating customers).

A company without a solid “why” has to convince people to buy its products by offering discounts or banking on celebrity endorsements. But a company that attracts customers for reasons other than price (think Apple or Mountain Equipment Co-op) doesn’t have to rely on discounts to get people in the door. Customers are attracted to the philosophy, not the sticker price.

So there’s my list. I hope you enjoy it!

MONDAY, JULY 17, 2017

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08

r. Ian Stiell leads The Ottawa Hospital Emergency Medicine Research Group and is an active emergency room physician and clinical epidemiologist. His research has changed the way emergency room doctors across the world diagnose certain patients.

Funnily enough, it almost didn’t happen. His mother thought he was too “squeamish” to be a doctor so he never considered medicine as a career until he got to university, enrolled in math (“it wasn’t so exciting after all”), and transferred to biology.

A successful career trajectory involves a lot of hard work and a bit of good timing. When Dr. Stiell was a med student, the field of emergency medicine was just emerging. Prior to the 1970s, physicians on a rotating basis staffed hospital emergency departments. It takes a unique set of personality traits to be an emergency room doctor.

“We have very short attention spans,” quips Dr. Stiell, describing himself and his fellow emergency room physicians. “We want to fix things right away, and we’re stimulated by the fact that people are coming constantly and we need to sort them out and deal with them very quickly. So I think that appeals to a lot of us, the action-oriented types.”

Dr. Stiell describes his early days as the era of “eminence-based” medicine. Young doctors simply did what the older doctors told them to do. Happily for all of us, we’ve moved into an evidence-based age.

Dr. Stiell had been in practice for a few years when he decided to take on a Masters of Epidemiology, an area of medicine that studies diseases – how often they occur in different groups of people and how they can be controlled – knowledge that plays a major role in public health. Of course, a master’s degree requires a thesis, and a thesis requires research.

“I needed to do a thesis which required me to collect a lot of patient data in a very short period of time,” explains Dr. Stiell. “In those days, we saw ankle sprains all day long and I knew that we really didn’t pay much attention to them.”

There was no shortage of data. He was able to study 750 patients over six months at the Civic and the General Campuses. That research was the foundation of the Ottawa Ankle Rules.

These are “clinical decisions rules,” which result in a better, research-based way for medical professionals to diagnose medical problems.

Imagine a series of Yes/No questions. The Ottawa Ankle Rules consist of a list of questions the doctor asks the patient (such as, “Can you walk?”), while checking specific areas on the foot to assess the degree of pain. The answers determine whether the patient needs an X-ray or can go home.

If a patient with a sprained ankle is sent home, it frees up medical staff, and space, for other patients. This is especially important

in smaller hospitals with limited personnel.

“Ninety per cent of patients who have twisted their ankle just have a sprain and the X-ray will be normal,” explains Dr. Stiell.

The Ottawa Ankle Rules are now part of medical school curriculum and known around the world, but more importantly, as Dr. Stiell explains, they were also “the seedling that started a whole program of decision rules that we’re now studying.”

Clinical decision rules are the ideal way to expedite other conditions that tend to create higher volumes in emergency rooms and decision rules have been developed for conditions that are far more serious than a sprained ankle. Dr. Stiell has also been part of the team which developed the Ottawa Knee Rule, the Canadian CT Head Rule (for patients with minor head injuries and possible concussions), the Canadian C-Spine Rule (which helps physicians determine which trauma patients need imaging for potential cervical spine fractures), and, more recently, The Canadian Heart Failure Risk Scale and

170,000 VISITS TO THE OTTAWA HOSPITAL’S EMERGENCY DEPARTMENT EVERY YEAR.

DR. IAN STIELL, LEADER OF THE TOH EMERGENCY MEDICINE RESEARCH GROUP. PHOTO BY MARK HOLLERON the Ottawa COPD Scale for patients with Chronic Obstructive Pulmonary Disease.

“These are more complex cases where we’re trying to decide whether to admit the patient to the hospital because that’s a burden for the patient and for the health care system,” explains Dr. Stiell. “We have so few beds, so we’re trying to provide some objective guidance for doctors as to who really needs to be in the hospital.”

Other doctors and researchers at The Ottawa Hospital are working on their own decision rules. Dr. Jeff Perry, for example, has been developing clinical rules regarding TIAs. A transient ischemic attack (TIA) occurs when blood flow to part of the brain is suddenly reduced by a blood clot. Early treatment can help prevent a stroke. Dr. Venkatesh Thiruganasambandamoorthy has been developing rules for fainting, or syncope, because patients who faint might have a serious underlying heart condition.

“It’s how you identify those cases that are the needle in the haystack,” says Dr. Stiell.

Since the introduction of the Ottawa Ankle Rules, fewer ankle sprains are showing up in the emergency room. Dr. Stiell speculates some patients might be self-diagnosing (with a search for “Ottawa Ankle Rules” on YouTube, for example), or that walk-in clinics – which don’t usually have quick access to X-ray machines – have implemented the rules too.

Knowing how much research goes into medical care, even into something as seemingly mundane as a sprained ankle, should be reassuring for Ottawa residents.

It’s just one more thing that sets The Ottawa Hospital apart from other hospitals.

“I think if they come to The Ottawa Hospital they’ll know the doctors here are using the most up-to-date techniques and often are well-ahead of the curve because of the research environment they’re exposed to here,” says Dr. Stiell.

“We’re trying to base our practice on good solid evidence and in this field – emergency medicine – it’s new and there’s relatively little evidence, so the fact that more and more, we’re creating good evidence to help patients is great. I hope that continues for a long time.”

THE OTTAWA HOSPITAL

MAKING ALL THE RULES

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DOCTORS HERE ARE USING THE MOST UP-TO-DATE TECHNIQUES AND OFTEN ARE WELL-AHEAD OF THE CURVE BECAUSE OF THE RESEARCH ENVIRONMENT THEY’RE EXPOSED TO HERE. — DR. IAN STIELL, LEADER OF THE TOH EMERGENCY MEDICINE RESEARCH GROUP

MONDAY, JULY 17, 2017

09 OBJ.CA

OBJ.social

PRESENTED BY

Stories and photos

by Caroline Phillips

From left, Michael Waters, CEO of The Minto Group, with his wife, Sarah, and Carol Devenny, managing partner in Ottawa of PwC, and her husband, Grant McDonald, managing partner in Ottawa of KPMG.

Federal Transport Minister Marc Garneau addresses the crowd at the U.S. Embassy’s annual Fourth of July celebration.

The U.S. Embassy hosted 3,000 guests at the official residence of its ambassador in Rockcliffe Park for its annual Fourth of July celebration.

GALA

Canada, U.S. celebrate ‘remarkable relationship’ at Fourth of July bash

MONDAY, JULY 17, 2017

Canada really took one for the team, suffering through a soggy sesquicentennial on July 1 so that our friends to the south could enjoy a glorious Independence Day. Some 3,000 invited guests turned out to the annual Fourth of July celebration held on the sprawling lawn of the U.S. ambassador’s official residence, Lornado.

A vacancy sign has been hanging on the diplomatic position ever since Bruce Heyman’s departure in January, but U.S. President Donald Trump recently nominated Republican fundraiser and billionaire spouse Kelly Knight Craft for the role. She’s married to coal magnate Joe Craft.

Currently running the embassy is U.S. chargé d’affaires Elizabeth Aubin, who’s been in Ottawa for just over a year. She welcomed everyone from the limestonebrick home’s covered and columned verandah, speaking against the backdrop of the Stars and Stripes and surrounded by festive bunting.

Canadians and Americans enjoy a “remarkable relationship” that extends far beyond their 5,525-mile shared border, said Aubin before courteously converting the length to kilometres: 8,891.

The neighbouring countries see nearly 400,000 people and $2 billion in trade flow across that shared border each day.

As well, the cross-border collaboration of law enforcement agencies keeps both nations safer, she added.

“But what really defines our ties are the values that cannot be quantified,” said Aubin, who spoke in English and French. “I’m talking about the cultural and social ties, the shared values of democracy and freedom, the shared history of adventurous exploration in the search of liberty and freedom against persecution.”

Aubin briefly mentioned her own “unbreakable bond with Canada.” She’s married to a Canadian, Daniel Aubin.

From left, Shopify COO Harley Finkelstein, seen with his wife, Lindsay Taub, owner of Sundae School on Beechwood Avenue, along with David Segal, co-founder of DavidsTea and Mad Radish, and his wife, Emily.

From left, Larry Elliot, law partner at Borden Ladner Gervais, with his wife, Jennifer, BLG senior associate Heather Dawe and BLG partner Marc Jolicoeur.

She later told OBJ.social how it was the horrendous events of Sept. 11, 2001, that brought her and her husband together.

They met while she was a brand new diplomat at the U.S. consulate in Toronto and he was the tactical commander of the emergency response team for the RCMP’s “O” Division, assigned to watch over the consulate immediately after the terrorist attacks.

Federal Transport Minister Marc Garneau, who’s also chair of the cabinet committee on Canada-U.S. relations, addressed the topic of bilateral relations.

Garneau, who was the first Canadian in space, was introduced by Aubin as her “favourite astronaut.”

“No two countries share deeper or broader connections than Canada and the United States,” said Garneau, before quoting former president Ronald Reagan.

“We do, certainly, have a lot of history together. We have been allies for a long time. We are stronger because we can rely

on each other, in good times and bad.”

Earlier that day, Garneau had announced $2.1 billion in funding over the next 11 years for trade and transport infrastructure, from border crossings, ports and waterways to airports and rail networks. Other politicians in attendance included Orléans Liberal MP Andrew Leslie. The retired lieutenant general is parliamentary secretary to the minister of foreign affairs, with special responsibilities for Canada-U.S. relations.

The theme of this year’s Independence Day party was Summer Picnic in the American Tradition. Juno Award-winning soul singer Sean Jones kept everyone entertained and in the party mood on what turned out to be an idyllic setting for celebrating U.S. Independence Day. The picnic theme served up such al fresco favs as corn on the cob, ribs, beef sliders and Dairy Queen Blizzards, as well as fish tacos, deep-dish pizza, side dishes, drinks and more desserts.

Is the most valuable perspective the one you don’t have? ey.com/ca #BetterQuestions

OBJ.CA

10 © 2017 Ernst & Young LLP. All Rights Reserved. ED None.

ROYAL TOUR

NEW SHOPIFY BUSINESSES GET ROYAL TREATMENT DURING PRINCE CHARLES’ TOUR A group of bright-eyed entrepreneurs got a brush with royalty after Prince Charles dropped into Ottawa-based e-commerce giant Shopify while visiting the nation’s capital during the Canada Day 150 celebrations.

His Royal Highness came, under RCMP escort, to Shopify headquarters at 150 Elgin St. immediately after leaving a ribbon-cutting ceremony at the nearby and newly renovated National Arts Centre.

The entire room rose to its feet when the prince appeared. Playing in the background was the song What Do you Mean? by Canadian crooner Justin Bieber.

No word on whether the prince is a fan of the global pop phenom.

Prince Charles appeared curious and engaged as he interacted with the young entrepreneurs and innovators. He even participated in the exciting countdown – complete with confetti shower and rousing cheers – of 14 brand-new

Canadian businesses powered by Shopify’s online platform.

The prince’s job was to push the ceremonial green button. At his side were Shopify CEO Tobi Lütke (who recently made Twitter Canada’s list of 40 top executives), chief operating officer Harley Finkelstein (who was just named to Canada’s Top Forty Under 40) and the company’s director of policy and government affairs, Alexandra Clark, who bears a striking resemblance to her father, journalism icon Tom Clark.

The prince was also presented with gifts, including one of the signature wool blankets from The Opinicon – a resort located about one and a half hours southwest of Ottawa, bought and restored

by Lütke and his wife, Fiona McKean.

The prince was also joined on his tour of Shopify by Navdeep Bains, federal minister of innovation, science and economic development. Anna Lambert

was one of the attendees who met the Prince of Wales.

“He was so nice,” the director of talent acquisition for Shopify enthusiastically told OBJ.social afterward. “He asked really, really great questions. It was a little bit nerve-wracking.”

Lambert was part of the launch of a new online store, powered by Shopify, to promote local businesses. She’s partnered up with Heather Andrews and Nadine Hogan from Wheelhouse Cycle spinning studio as well as Katie Frappier and Régine Paquette from Victoire Boutique.

The five entrepreneurs have just started The Guild, a new space where people can connect and share ideas to elevate their business and community. It kicked off at the end of June in Cody’s Café at Shopify with speaker Janice McDonald, a wellknown serial entrepreneur and leadership expert. It’s holding its next event in September.

From left, Dallas Frazer, who launched Family

by Designs, seen with Shopify COO Harley Finkelstein and Prince Charles during a visit his Royal Highness paid to Shopify on July 1.

From left, Anna Lambert, director of talent acquisition at Shopify, with fellow entrepreneurs Heather Andrews, Nadine Hogan, Katie Frappier and Régine Paquette at Shopify headquarters on July 1.

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Hydro Ottawa puts customer engagement at centre of social media outreach Drone photography, live video places residents in the boots of utility workers

O

programs enable it to reach a much larger audience in more compelling ways than traditional methods such as paper mailouts.

It’s also a way of providing accurate and time-sensitive information on important issues such as the impact of this year’s spring flooding.

There was a considerable amount of misinformation being circulated about how the high water levels were affecting Hydro Ottawa’s operations. Using videos and social media, the local utility was able to set the record straight and explain what was happening on the Ottawa River.

With more than 200,000 views, its dramatic videos were also able to satiate the

A PICTURE PAINTS A THOUSAND WORDS, BUT A VIDEO SHOWS A THOUSAND PICTURES.

curiosity of local residents by showing them the raging waters. This assisted emergency workers, who issued several pleas to residents to stay away from flood-affected areas.

Footage of Hydro Ottawa’s facilities during the flood built on several previous videos of Chaudière Falls, which offered inside views of the utility’s unfamiliar world and gave Ottawa residents a rare glimpse into a massive piece of power-generating

infrastructure as well as a better understanding of how Hydro Ottawa operates.

Some two years into its new social media strategy, Hydro Ottawa continues to refine its content as it gathers more analytics data and gains an even richer understanding of what its audience wants.

Video offers particularly rich insights as it allows Hydro Ottawa to learn what information is useful and valuable to its customers.

11 OBJ.CA

showing the efforts that go into restoring electricity.

It’s part of a wider effort

by Hydro Ottawa to meet its customers’ need for real-time information and details about current events.

“With each new video, we learn more about our customers and the type of information they find helpful – critical to tailoring our efforts,” says Dan Seguin, Hydro Ottawa’s Manager of Media and Public Affairs. “At a time when customers are increasingly informed and enabled, their expectations for immediate account updates, high-quality, personalized products and services are growing.”

Hydro Ottawa’s digital customer engagement

MONDAY, JULY 17, 2017

n Jan. 3, Ottawa was hit with its first major winter storm of the new year. The region was blanketed by several hours of freezing rain and snow, causing tree branches to topple onto power lines and plunging thousands of residents into the dark.

As it has done countless times over the decades, Hydro Ottawa dispatched teams of workers to restore power to customers. But, as is increasingly the case at the local utility, a crew of communications experts also sprung into action to demystify the power restoration process. Over the next 11 hours, Hydro Ottawa published social media posts and live-streamed videos

OBJ.social

PRESENTED BY

Stories and photos

by Caroline Phillips

EVENT

Prince cuts ribbon on new and improved National Arts Centre Royal watchers don’t mess around. They showed up as many as five hours early – in the morning rain – in order to secure themselves a good spectator spot for when his Royal Highness arrived at the National Arts Centre on Canada Day. Prince Charles dropped into the NAC at 1 Elgin St. during his royal tour of the nation’s capital to help celebrate the successful completion of the first phase of a $110.5-million project to rejuvenate the NAC building.

The beautiful new space, designed

by Canadian architect Donald Schmitt, features a relocated box office, three times more washrooms and a gorgeous glass atrium and entrance in the hexagonal shape of the NAC’s original design.

The prince spent a couple of minutes shaking people’s hands and waving to the public before heading toward the red carpet – rolled out in his honour – and into the much-improved building for the ribbon-cutting.

Gov. Gen. David Johnston and his wife, Sharon, along with Heritage Minister Mélanie Joly and National Arts Centre president and CEO Peter Herrndorf and its board chair, Adrian Burns, were joined by other dignitaries, artists, architects, NAC staff and patrons as well as members of the public.

Herrndorf, who’s just been promoted to the highest-ranking Companion to the Order of Canada, has been hailed as one of the visionaries behind the rejuvenation project. The well-respected arts leader did not disappoint on his promise that the construction work would be “on time, on budget, with dazzling results.”

His dream has been to showcase a building that could serve as “the living room of the city,” with exciting public spaces and a wide range of activities to get the community engaged.

At $110.5 million, the project represents the federal government’s

From left, National Arts Centre president and CEO Peter Herrndorf with Heritage Minister Mélanie Joly, Prince Charles and Gov. Gen. David Johnston at the ribbon-cutting ceremony held at the National Arts Centre on July 1.

biggest investment in culture infrastructure, timed to mark the sesquicentennial.

The first investment into the architectural rejuvenation of the NAC was announced in December 2014

by the government of former prime minister Stephen Harper. In March 2016, Prime Minister Justin Trudeau’s government announced an additional investment of $114.9 million to upgrade production equipment in all of the NAC’s performance venues. The entire project will be completed in 2019 to mark the NAC’s 50th anniversary.

This fall, the NAC will open the second floor of the north atrium, including several public rooms for use as scenic performance and event space. Expect to see the cabaret-style Fourth Stage looking better than ever. By February, the Panorama Room will be back in business, and twice as big, as a 600-seat venue for conferences and larger-sized events. It will also offer enviable views of the Rideau Canal.

More than 1.2 million people make their way each year to the NAC, which presents and produces in excess of 1,300 events and performances in dance, theatre and music. It’s also the home of the National Arts Centre Orchestra.

Following the ceremony, the public was invited to roam the new spaces in the NAC and enjoy a weekend of free activities and concerts.

Business news on the go

MONDAY, JULY 17, 2017

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Continued from page 5 Nonetheless, the upstart salad chain faces a few significant obstacles, experts say.

The Ontario government’s plan to raise the minimum wage to $15 an hour over the next two years from the current rate of $11.40 is poised to boost labour costs throughout the industry in a big way, Mr. Lester said. In addition, Mad Radish’s products require a steady supply of fresh and tasty ingredients at reasonable prices – a need that’s fairly easy to meet in the height of summer but not so much in the dark days of December, he noted.

“You have to basically nail down that supply chain,” he said. “You don’t want to be shipping fresh produce hundreds and hundreds of miles.”

And since fast-food customers are generally looking to satisfy their hunger for pleasure as well as nourishment, Mad Radish’s dishes need to get foodlovers talking, Mr. Mulvey said.

“Ideally, I guess, is if you can create something that people truly crave, especially with fast food,” he said. “They need some signature salads that get people drooling when they just think about the mere possibility.”

Mr. Lester agreed a quality product

that generates buzz would go a long way toward helping Mr. Segal’s business clear some of its early hurdles.

“In the early months, he’s going to have to work that local trading area,

work the word of mouth and just make sure the product aligns with the expectations that consumers are going to have,” he said. “That will certainly give him a head start, for sure.”

Mr. Segal said there’s no reason Mad

Radish can’t duplicate the success he achieved with DavidsTea – and then some.

“I’m all in on this,” he said. “In terms of growth, I set no limits on this.

Time will tell.”

OTTAWA PERFECT SETTING FOR SEGAL’S SALAD DAYS When David Segal was eyeing a place to set up his next venture after exiting DavidsTea, his hometown seemed like the perfect choice.

Married with three young children, the serial entrepreneur said the city can’t be beaten for its quality of life, calling it “a great place to raise a family.”

But he said there’s far more to the place he left for Montreal as a young adult then just its green spaces, museums and bike paths. The nation’s capital, he said, can hold its own against anywhere in Canada when it comes to entrepreneurial talent.

“I can’t think of a better place to launch what we hope will be a national salad company than here in Ottawa,” said Mr. Segal, whose parents and younger brother also live here.

“There’s a new wave of entrepreneurship in this town that is truly special. I think there’s a ton of talented people here, and I think this city, over the next 20 years, is going to experience tremendous progress.”

Business success

in the Ottawa Valley

at Wendy’s at age 14. But it was his part-time stint as a salesman at Athletes World when he was in high school that really served as his introduction to retailing.

“I love watching the cycle of retail, what emotions (consumers) look for when they buy things, the satisfaction they get from products that help them with their lives,” he said.

His experiences as an entrepreneur have taught him some key lessons about business, he said: The greatest idea in the world won’t go anywhere if consumers don’t buy in and you can never have enough top talent around you.

“I always ask myself: Why does the world need what you’re doing?” Mr. Segal said. “I really believe in the mission we’re doing. We have a real purpose here.”

INSIDE

W E R F N E R COUNTY ss

ip and busine trepreneursh Stories of en y e Ottawa Valle success in th

eir stories at th d a re to e in gaz ee digital ma Download a fr

ty.ca n u o c w e r f n e investinr

CONTtEopNpoTrtSun:ities

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Investmen High tech Qualit y of life Key contacts

MONDAY, JULY 17, 2017

Shattering stereotypes, entrepreneurs and high-tech firms are winning business around the globe from Renfrew County.

Since his return, Mr. Segal has struck up close friendships with the likes of Shopify chief operating officer Harley Finkelstein and others in the city’s tight-knit business circle. He said that kind of support network is a definite plus when building a new enterprise from scratch.

“It’s a small entrepreneurship community here in town. There’s a few of us, but we all know each other.”

In a sense, the McGill commerce graduate is coming full circle by entering the restaurant game: His first job was working the fryer

THE LIST Company/Address/ Phone/Fax/Web

1 2 3 4 5 6

University of Ottawa – Telfer School of Management 55 Laurier Ave. E. Ottawa, ON K1N 6N5 613-562-5731 / 613-562-5164 telfer.uOttawa.ca Algonquin College School of Business 1385 Woodroffe Ave. Ottawa, ON K2G 1V8 613-727-4723 / 613-727-7790 algonquincollege.com Sprott School of Business, Carleton University 810 Dunton Tower, 1125 Colonel By Dr. Ottawa, ON K1S 5B6 613-520-2388 / 613-520-4427 sprott.carleton.ca Collège La Cité 801 Aviation Pky. Ottawa, ON K1K 4R3 613-742-2483 / 613-742-2479 collegelacite.ca Willis College of Business, Technology & Healthcare 85 O’Connor St. Ottawa, ON K1P 5M6 613-233-1128 williscollege.com Herzing College Ottawa 408-1200 St. Laurent Blvd.

Ottawa, ON K1K 3B8 613-742-8099 / 613-742-8336 herzing.ca/ottawa

No. of students trained locally in 2016

7,447

3,700

No. of local employees or faculty

212

150

LARGEST BUSINESS SCHOOLS (RANKED BY NO. OF STUDENTS TRAINED IN 2016)

On-site training?/ Custom rates?

Key local executive(s)

François Julien dean

Y WND

Dave Donaldson dean

Major clients Department of National Defence; Finance Canada; Public Services and Procurement Canada; Canadian Mortgage and Housing Corporation; Canadian Police Association; The Ottawa Hospital; Champlain Local Health Integration Network; YMCA Canada; not-for-profit organizations; private sector companies and boards of directors

Areas of specialization Bachelor of Commerce; MBA; Executive MBA; MHA; Master of Science; executive education; Master of Business in Complex Project Leadership; Graduate Diploma in Chartered Professional Accountancy; certificate programs; joint MBA and law programs; PhD in management

Y Y

Post-secondary students; business and industry

Business administration; accounting; materials and operations; marketing; HR; international. Applied degree: e-business supply chain; law clerk; office administration; accounting; SME; sport business; market/business intelligence; project management; paralegal Bachelors of commerce and international business; MBA; Master of accounting; PhD in management; co-op, internships; employer services; entrepreneurship; management research; executive and professional development programs

85

Linda Schweitzer interim dean

Y Y

Alcatel-Lucent; Bell Canada; Canada Border Services Agency; CHEO; CIBC; City of Ottawa; IBM Canada; Ottawa Police Services; Public Health Agency of Canada; Public Works and Government Services Canada; RCMP

750

79

Steve Goodwin director, school administration, hospitality and tourism

Y N

HRSDC; Montfort Hospital; Hawkesbury General Hospital; Ottawa International Airport; City of Ottawa; CMHC; federal government

310

50

Rima Aristocrat president

Y Y

Sophos; Fortinet; Check Point; federal, provincial and municipal governments; private sector; not-for-profit organizations

34

Dave McCormick campus president

Y Y

Medical Pharmacies Group; Computers for Schools program at Industry Canada; Fortinet; Innovapost; CIBC; Nova Networks; Bairn Croft Business; technology; healthcare; legal Residential Services; Ottawa Heart Institute; Villa Marconi

2,800

312

Accounting; management; HR; project management; finance; marketing; business administration; fast-track programs; continuing education; nursing; police services; culinary arts; skilled trades and apprenticeship Cyber and network security; mobile software developer; executive business administration; bookkeeping; accounting; payroll; finance; human resources; entrepreneurship; marketing; social media; OHS; business skills for IT professionals

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 July 11, 2017. © 2017 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.

THE LIST

MONDAY, JULY 17, 2017 OBJ.CA

(RANKED BY NO. OF OTTAWA BUSINESS TRAINING FACULTY)

Students trained Total students Key Ottawa-based executive trained Total Ottawa on-site in Ottawa On-site training? Major clients on-site in business staff and Custom rates? department (2016) Ottawa (2016) faculty

No. of Ottawa business training faculty

No. of non-faculty business training staff

1

Learning Tree International* 2300-160 Elgin St. Ottawa, ON K2P 2N8 613-237-0098 / 613-237-4588 learningtree.ca

62

WND

WND

WND

WND

WND Y Y

2

ctc TrainCanada (2 locations) 100-11 Holland Ave. Ottawa, ON K1Y 4S1 613-798-5353 traincanada.com

30

37

67

8,719

8,719

Rick Shore Y Y

2

Performance Management Consultants 109-858 Bank St. Ottawa, ON K1S 3W3 613-234-2020 / 613-569-1333 pmctraining.com

30

WND

30

5,000

2,600

4

Intersol Group Ltd.* 300-205 Catherine St. Ottawa, ON K2P 1C3 613-230-6424 / 613-567-1504 intersol.ca

27

WND

27

275

WND

Marc Valois president and CEO WND Y Y

WND

Hugh Wright manager of corporate training Y Y

WND

Nathaly Pinchuk executive director WND Y Y

Company/Address/ Phone/Fax/Web

14

LARGEST BUSINESS TRAINERS

5 5

Algonquin College Corporate Training 1110-340 Albert St. Ottawa, ON K1R 7Y6 613-727-7729 / 613-232-2065 algonquincollege.com/corporate Institute of Professional Management 2210-1081 Ambleside Dr. Ottawa, ON K2B 8C8 613-721-5957 / 613-721-5850 workplace.ca

25

25

14

WND

39

25

4,200

WND

Dan Hamilton vice-president Y Y

Areas of Specialization Corporate, instructor-led training for IT professionals and managers. More than Federal and provincial govern180 courses in topics such as project ment departments; Canadian financial institutions; telecommu- management, Agile, communication skills, ITIL certification, SharePoint, nications; technology firms SQL server, IT security and big data.

Provides instructor-led training soluFederal, provincial and municipal tions including training in certified government clients; corporate IT courses, desktop applications, and customers business management.

Federal and provincial government agencies and departments; Nav Canada, Canadian Seed Growers Association; Home Depot; Canadian Nuclear Laboratories; Mohawk Council of Kahnawake; VitalAire; Ferguslea Properties

Defence; construction; health care; public safety; environmental; government; non-profit organizations

Interpersonal skills; oral and written communications; management development; leadership; project and event management; performance management; organizational development; change management; customer service; administrative skills; human resources; personal effectiveness Behavioural interviewing; customer service; facilitative leadership; group facilitation; leadership communications; leading change; managing employee performance; project management; online collaboration; strategic and operational planning Leadership; management; project, program and portfolio management; business analysis; information systems security; lean; change management

Management training and development; HR management; recruitment; supervisory; assessment; trainer accreditation programs and courses

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 July 11, 2017. © 2017 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 People on the move Ross Video has named Jennifer Markey as vice-president of marketing. She assumes leadership of the company’s global marketing team and initiatives including public relations, demand generation, events and channel partner marketing. Before joining Ross Video, Ms. Markey held senior technical and management posts with companies that included 360pi, SkyWave Mobile, CrossKeys and IBM.

Hats off Clariti Group received two national awards from Canadian HR Reporter. The company was recognized with readers’ choice awards for outplacement services and leadership and team development training services.

Mike McLean, Ian MacLean, Art Monk and Terry Ludlow, all senior executives with Techinsights, have been named to the IAM Strategy 300 – the World’s Leading IP Strategists 2017. The IAM Strategy 300 is a peer-reviewed guide to globally renowned creators of IP value.

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

ADRM Technology Consulting Group Corp.

1052 St. Laurent Blvd.

Description: Informatics professional services Buyer: Privy Council Office $5,711,157 Mindwire Systems Ltd. 1545 Carling Ave. Description: Informatics professional services Buyer: Privy Council Office $5,588,842 QMR Staffing Solutions Inc. 75 Albert St. Description: Human resource services, business consulting/ change management; project management services Buyer: Canada Border Services Agency $4,000,000

Altis Human Resources (Ottawa) Inc. 102 Bank St. Description: Human resource services, business consulting/ change management; project management services Buyer: Canada Border Services Agency $4,000,000

Buyer: DND $2,623,860

Buyer: Natural Resources Canada $744,030

PricewaterhouseCoopers LLP 99 Bank St. Description: SAP technical TA vehicle Buyer: Employment and Social Development Canada $2,299,500

Advanced Chippewa Technologies Inc. 802 Nesbitt Pl. Description: ADP software Buyer: Library and Archives Canada $667,086

S.i. Systems Ltd. 170 Laurier Ave. W. Description: SAP technical TA vehicle Buyer: Employment and Social Development Canada $3,449,250

IBM Canada Ltd 3755 Riverside Dr. Description: Hosted technical services and facilities maintenance management software solution Buyer: Correctional Service of Canada $1,356,000

PricewaterhouseCoopers LLP 99 Bank St. Description: Human resource services, business consulting/ change management; project management services Buyer: Canada Border Services Agency $500,000

Alliance Engineering & Construction Ltd. 348 Patricia Ave. Description: HVAC upgrades Phase II Buyer: National Capital Commission $1,291,108

MGIS Inc. 23 Ballyboy St. Description: Human resource services, business consulting/ change management; project management services Buyer: Canada Border Services Agency $500,000

The Canadian Corps of Commissionaires 100 Gloucester St. Description: Commercial security guard and related services Buyer: Courts Administration Service $2,775,000 Veritaaq Technology House Inc. 1111 Prince of Wales Dr. Description: Management of equipment movement and management of records control

ESRI Canada Ltd. 1600 Carling Ave. Description: ADP software

UNWANTED COMPANY VEHICLES OR SCRAP METAL? We’re Back

at GreyHawk Golf Course!

Double-shotgun tournament

Running or not, we purchase surplus company cars, trucks, heavy equipment or junk metal (aluminum, copper, brass etc)

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When: Tuesday, August 29, 2017 12:30 p.m. - Shotgun Start

Location: GreyHawk Golf Club 4999 Boundary Road, Cumberland, ON

Sponsors:

Registration Fees: Foursome Ottawa Chamber Member: $800 + HST Non-Member: $900 + HST

For golf information, e-mail, info@ottawabusinessevents.ca or call, 613-236-7029 ext. 136

Media Sponsors:

Presented by:

REGISTER TODAY @ OttawaChamber.ca Don’t miss this fun-filled day on the greens!

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• Fun contests & great prizes • BBQ lunch • Networking cocktail reception • Delicious dinner

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MONDAY, JULY 17, 2017

Individual Players Ottawa Chamber Member: $200 + HST Non-Member: $225 + HST

NEED A COST EFFICIENT USED VEHICLE?

Vehicle and commodity metal prices are HIGH.

For the love of food!

From July 21 to August 3, in foodie-favourite Little Italy, come discover Preston Street’s eclectic collection of cuisines, talented chefs and exciting menus.

MONDAY, JULY 17, 2017

Enjoy three-course table d’hote dinner menus priced at $28 or $38 for a limited time.

OBJ.CA

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To view the full Presdelcious menus and for more information, go to

www.prestonstreet.com/Presdelicious