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PROSPECTUS Waiting for the other shoe to drop
Since OBJ last went to press in December, the whole world has changed. At least it feels that way. Few could have predicted the political drama that would unfold in the first three months of 2025, with all the twists and turns of a Tom Clancy thriller: the forced resignation of the prime minister, the U.S. president’s decision to initiate a tariff war and question Canada’s sovereignty, the confirmation of Mark Carney as Liberal leader, and a snap election. (I’m assuming the last development comes after our press deadline.)
Pause. Take a breath. That’s a lot.
On the fifth anniversary of COVID-19, all of this uncertainty seems familiar to entrepreneurs. They are dusting off pandemic playbooks and preparing for quick action.
During the pandemic, most private-sector companies went through rationalization; priorities were reset and teams restructured.
The public sector also experienced significant change during the crisis, but in a different way. Billions of dollars in spending were approved for urgent programs, causing the size of the public service to mushroom. Not to oversimplify it, but business got lean and government got big. The stats are well known: a 26 per cent increase in federal government employees and a 34 per cent increase in federal government executives in about a decade.
With another economic crisis on our doorstep, the common refrain is that Ottawa will, as usual, be insulated. I think the other shoe is about to drop.
RETOOLING THE ECONOMY
How Canada evolves from this disruptive Trump administration is
unknown, but many things seem certain. Priorities are about to shift as we retool the economy.
There is a long and urgent list of to-dos: lowering interprovincial trade barriers, shifting our trade focus to Europe and Asia, expediting projects of national interest such as new pipelines and LNG plants, and gaining access to critical minerals. Don’t forget spending on defence.
As Sprott professor Ian Lee told OBJ, this retooling will require billions of dollars in new investments, which is problematic given the size of the deficit. Tough spending choices are around the corner.
Whether Carney or Pierre Polievre wins the election, Ottawa should brace itself for an aggressive program review. Hopefully that’s less like Elon Musk brandishing a chainsaw and more like the approach suggested by the former clerk of the Privy Council: a structural overhaul, not a budgetcutting exercise.
Here’s the point. A program review will end with thousands of fewer public servants and that impact will be felt here in Ottawa. We don’t live in a steel or auto-sector town, but significant job losses are coming that could easily eclipse the mid-1990s.
Anyone who cares about the regional economy should start considering how Ottawa can adjust, as we wait for the other shoe to drop.
Michael Curran Publisher
Thanks Donald, we needed that
It was all going so well. Inflation was under control, interest rates were coming down. It felt like finally we had the pandemic squarely in the rearview mirror. Then: Trump.
I’m not certain exactly what has happened over the last few weeks, but I feel pretty sure that as soon as I put the period at the end of the last sentence in this note, everything will have changed again. I can’t even imagine what the businesses at the front lines of this tariff turmoil have had to endure. Change might be constant, but minute-to-minute about-faces are not cool.
Many of those front-line businesses count among some of our Fastest Growing Companies over the years. (Meet the 2025 crop in this issue.) One of the key components to growth for any company is expanding to foreign markets. And this got me thinking. Not so much about how the U.S. president enjoys throwing monkey wrenches, but about how his behaviour has given us a good kick in the pants, or at least a stern reminder.
Let’s start with how fantastic it’s been to see Canadians coming together to buy Canadian, shop local and support their communities. I think most of us have been surprised by how much awesome stuff is being produced right here at home. Then there’s the amazing creativity being demonstrated by so many businesses that are seeing the opportunity as well as the challenge in the current context. No need to say sorry!
It’s also been a good push for Canadian companies to look beyond the U.S. — our most
obvious export market — and consider how they might tackle other countries and other markets.
Finally, and this is a biggie, if Donald Trump motivates us to slay the ancient and evil interprovincial trade dragon, then all I can say is hallelujah.
Don’t get me wrong, I’m all in favour of international free trade. We should do everything we can as a country to encourage the flow of goods and services across borders. So much has been achieved in this area by a succession of federal governments. But in looking outward, let’s not forget to keep supporting each other, eh?
A FEW NOTES ABOUT THIS OBJ ISSUE
At OBJ, we’re also busy trying to keep up in a tough, competitive market. One of the things on our radar is continuing to evolve the way we deliver local business news, including through this newsmagazine. You may notice a couple of changes in this issue, such as an expanded Datebook and more feature articles. Keep your eye open for more changes in the coming months. And if you have suggestions for improvement, don’t hesitate to contact me at editor@obj.ca.
Anne Howland Editor in Chief
Events that will spring you into action in Ottawa-Gatineau
Do you have an event of interest to the business community? Let us know at editor@obj.ca
With spring on the horizon, there are lots of social and business events to get you out and about in the coming months and well into 2025.
In support of the Queensway Carleton Hospital Foundation, this breakfast event will raise funds for the foundation, offer business and community leaders the chance to network as well as recognize the impact that three individuals have had on local health care with a Luminary Award.
Ottawa Business After 5: Diefenbunker
MAR 26 5 p.m. to 7 p.m.
Diefenbunker Museum
3929 Carp Rd., Ottawa
This event allows attendees to network with other business leaders as they take a tour of the historic Cold War bunker, commissioned in 1959 by former prime minister John Diefenbaker.
CEO of the Year Breakfast with Andrew Waitman, Assent
MAR 27 8 a.m. to 9:30 a.m.
Telfer School of Management
Desmarais Building
55 Laurier Ave. E., Ottawa
Presented by the Ottawa Business Journal and the Ottawa Board of Trade, enjoy a breakfast discussion with the 2024 CEO of the Year, Andrew Waitman, followed by a question and answer session.
Greater Ottawa Home Builders’ Association Annual General Meeting
MAR 27 5 p.m.
Sala San Marco Event & Conference Centre 215 Preston St., Ottawa
Join members of the Greater Ottawa Home Builders’ Association for dinner as they showcase their achievements, milestones and future plans.
Laugh for the Cure
MAR 27 6:30 p.m. to 10 p.m.
Rogers Centre Ottawa 55 Colonel By Dr., Ottawa
Enjoy a night of stand-up comedy as local business leaders try their hand alongside seasoned pros, hosted by comedian Julie Kim. Proceeds benefit The Ottawa Cancer Foundation.
L-Spark Showcase: The Velocity Effect
APR 03 6 p.m. to 9 p.m.
Brookstreet Hotel
525 Legget Dr., Kanata
Join seven founders as they showcase six months of growth in this year’s L-Spark Showcase. The theme, “The Velocity Effect,” highlights the power of speed and precision in driving startup growth.
Taste of Little Italy
APR 08 6 p.m.
Preston Event Centre
523 Saint Anthony St., Ottawa
Presented by the Preston Street BIA, this event allows participants to sample dishes from different restaurants over the course of the evening.
City Building Summit
APR 23 8 a.m. to 4 p.m.
Rogers Centre Ottawa
55 Colonel By Dr., Ottawa
Presented by the Ottawa Board of Trade and Ottawa Business Journal, connect with city builders to see what is on the horizon for Ottawa’s future.
NACO Summit 2025
APR 29-30 8 a.m. to 5 p.m.
National Arts Centre
1 Elgin St., Ottawa
The National Angel Capital Organization Summit brings together delegates from across the innovation ecosystem, including founders, investors and innovation leaders.
CHIPS North 2025 Conference
APR 29-30 Brookstreet Hotel
525 Legget Dr., Kanata
In partnership with Canada’s Semiconductor Council, Kanata North Business Association and Invest Ottawa, this event is focused on driving commercialization, scaling exports, attracting investment and building customer-focused partnerships.
2025 Spark Soirée
MAY 02
6 p.m. to 10 p.m.
Infinity Convention Centre
2901 Gibford Dr., Ottawa
Hosted by Sam Laprade and Jamie Scott, this event aims to raise funds for the Ottawa Network for Education’s school breakfast program.
Bootstrap Awards 2025
MAY 06 Brookstreet Hotel
525 Legget Dr., Kanata
Presented by The Ottawa Network, this event highlights the achievements of self-capitalized businesses in the
Andrew Waitman, Assent
Ottawa Riverkeeper Gala
nation’s capital. The award ceremony will take place during the Tech Tuesday May meeting.
Ottawa Riverkeeper Gala
MAY 02 6 p.m. to 10 p.m.
TBD
A fundraising event to support the health and cleanliness of the Ottawa River with networking opportunities, musical performances, fine cuisine and an auction.
Canadian Tulip Festival
MAY 9-19 Commissioners Park, Ottawa
The Canadian Tulip Festival was established to celebrate the symbol of friendship between Canada and the Netherlands after the Second World War. It remains one of Ottawa’s best attended festivals.
Capital Music Awards
MAY 22 8 p.m.
National Arts Centre 1 Elgin St., Ottawa
The sixth annual Capital Music Awards will highlight those who have made a mark on the city’s music industry, presented by the Ottawa Music Industry Coalition.
Evening in the Maritimes
MAY 22 5:30 p.m. to 9:30 p.m.
The Westin Hotel 11 Colonel By Dr., Ottawa
Enjoy an evening of fine dining, entertainment and silent and live auctions in support of ABLE2 and people with disabilities in Ottawa.
Paint the Town Pink
MAY 29 5:30 p.m. to 8:30 p.m.
Ottawa Art Gallery, 50 Mackenzie King Bridge, Ottawa
This fundraising event supports the arts industry of Ottawa-Gatineau while offering live music, great food and a chance to connect with other professionals.
Taste for Hope
JUN 03 6 p.m.
Brookstreet Hotel 525 Legget Dr., Ottawa
A culinary event to raise awareness for homelessness in the city and raise funds for the Shepherds of Good Hope Foundation.
Governor General’s Performing Arts Awards
JUN 14 6:30 p.m.
National Arts Centre
1 Elgin St., Ottawa
Spend the evening celebrating Canadian talent in the performing arts with music, performances and a red carpet.
Ottawa Jazz Festival
JUN 20-29 Multiple locations around downtown Ottawa
Celebrating its 45th anniversary,
Ottawa’s jazz festival showcases the best of jazz with acts such as Samara Joy, Gary Clark Jr., Mavis Staples and Allison Russell.
Forty Under 40 Annual Gala
JUN 27 6:00 p.m. to 11:00 p.m.
Casino Lac-Leamy 1 Boulevard du Casino, Gatineau
Celebrate Ottawa’s brightest business stars, together with the Ottawa Business Journal and Ottawa Board of Trade.
VegOttawa Fest 2025
JUL 5 10 a.m. to 6 p.m.
Ottawa Conference and Event Centre
200 Coventry Rd., Ottawa
In its first iteration since 2019, this event will showcase the best of plantbased food and sustainability in the city. Attendees will experience cooking demonstrations, guest speakers and sample vegan-friendly products.
Ottawa Bluesfest
JUL 10-20 LeBreton Flats
Ottawa’s most popular music festival is back for its 30th edition and welcomes large acts such as Shania Twain, Hozier, Lainey Wilson, Def Leppard and Green day, to name a few.
Best Places to Work Career Expo
OCT 07 11:30 a.m. to 6:00 p.m. Rogers Centre Ottawa
55 Colonel By Dr., Ottawa
Meet face-to-face with employers from technology, homebuilding, manufacturing, professional services, the public sector and more. Explore education and training opportunities with all of Ottawa’s universities and colleges.
The VOscars Volunteer Awards Gala
OCT 23 Preston Event Centre
523 Saint Anthony St., Ottawa
This event highlights the achievements of the city’s volunteers and non-profits.
eSAX NetworkingEntrepreneur
NOV 12 5 p.m. to 10 p.m.
Horticulture Building, Lansdowne Park, Ottawa
In its first in-person event in five years, the Entrepreneur Social Advantage Experience (eSAX) invites entrepreneurs to get together and network during this tradeshow. The event will raise funds for sick and marginalized youth through the CHEO Foundation and the Kiwanis Club of Ottawa.
Aurora Ball: Celebrating Milestones
NOV 22 TBD
A night of dancing, dining and drinks featuring a performance by a surprise musical guest. Join The Ottawa Cancer Foundation in celebrating its 30th anniversary.
Best Ottawa Business Awards 2025
NOV 2025 TBD
Celebrate some of the city’s bestknown business leaders and companies at the annual awards gala presented by the Ottawa Business Journal and Ottawa Board of Trade.
Ottawa Jazz Festival Bluesfest
PHOTO: OTTAWA-TOURISM
WORKPLACE EVOLUTION
Remember that corner office?
From hierarchy to collaboration, how office design has changed
BY VANESSA CHIASSON news@obj.ca
There aren’t many people who can get nostalgic about a fax machine, but Jeff Snyder is one of them.
When Snyder joined Capital Office Interiors as a young salesman in 1994, he was handwriting estimates and sharing them by fax — the cutting-edge technology of the day. Now, fax machines are all but obsolete, and they’re just one of a number of massive changes in the business world that have affected office design.
In many ways, Snyder, who is now the vicepresident of sales and solutions with Capital Office Interiors, has been well-prepared for a career of witnessing change, starting when he was barely a teenager.
He sets the scene: “Mr. Llewellyn. Clayton
Park Junior High School in Halifax. 1986. He had this thing written on the chalkboard:
‘Knowledge doubles every 20 months.’ That was almost 40 years ago. That has continued to accelerate. So why do I always tell that story? Because you don’t know what’s going to happen in 10 years, let alone 20 years.”
Mr. Llewellyn was smart to predict an ever-changing world. When Capital Office Interiors was established by Mike McCarthy
in 1974, the office environment did not include computers. What it did have was traditional, conservative layouts and corner suites furnished to clearly communicate who the boss was.
Snyder says, “When you think about how organizations were set up, I would say it was in a very hierarchical fashion in those days. I think that’s been a change over the last 50 years. Not to say that hierarchies have gone away, especially in a government town.”
As more and more desks needed to accommodate computers, offices had to adapt to the new tech and optimize the environment for workers. Enter giant modular panels, influenced in part by the arrival in Canada of Ikea and its Scandiinspired design.
Then, things changed again. The computers got smaller — a lot smaller — and expansive desks fell out of vogue. Computers also became portable and the idea of isolating workers in stark cubes lost ground to a more open, collaborative approach, the inevitable influence of the tech generation.
Snyder recalls, “I used to handwrite quotes, and then what would happen is I would give it to an admin person to enter into the computer. It sounds so archaic, and that changed very quickly, from the time I started, within a few years. And then we all had our own computers.”
He adds that, in the early years, “The work was much more manual and we needed space to accommodate that” but now things have shifted to a more collaborative approach.
“Now we have a greater focus on inclusion and equity,” says Snyder, “and that had a big impact on space … The personal computer probably democratizes things to a degree … So we started to see less private offices and more of these cubicles.”
In fact, while the federal government is one of Capital Office Interiors’ oldest and biggest clients, it was the local tech scene that required the company to collaborate with a new kind of client.
“They did things a little differently,” Snyder recalls. “They were taking cues from
“People got used to working in certain ways, creating spaces that allow you to engage in different workloads at the place of work, where you have different spaces to choose from. That’s what we’re really seeing.”
JEFF SNYDER, CAPITAL OFFICE INTERIORS
some of the large, newly formed internet companies that had ideas of how work should happen. And it was a little more youthful; it was more team-oriented. It was dynamic. And we started to help them create spaces that kind of match that.”
That creative energy left a lasting impression. Snyder recalls, “The concept of work in a lot of offices was still tied, in a way, to individual workstations … but we started to see more collaborative areas … I remember visiting the Nortel campus, and they had something that resembled a work cafe where you could eat and socialize … They experimented with really small, private work pods, almost before their time, so things like that … were early days of creating different spaces where people could do their best work.”
He remembers the contrasting fashions sported by the sales teams that worked with
government clients versus those that worked with the high-tech sector. The first group would be frowned upon if they didn’t show up wearing a suit and tie, while the second group would be laughed at if they did.
Over the past five decades, the expansion and contraction of the federal civil service has also brought challenges. Over the years, the government has introduced new policies that require significant office space for administrative purposes, such as the introduction of the GST in 1991. The country has weathered recessions, enjoyed fiscal prosperity and experienced changes in government, all of which have influenced how people work in the public service.
And, of course, COVID-19 ushered in a new world of hybrid work. Its influence isn’t going away anytime soon, Snyder says.
“People got used to working in certain ways, creating spaces that allow you to
engage in different workloads at the place of work, where you have different spaces to choose from. That’s what we’re really seeing.”
Snyder says he and his team look at ways clients can maximize their design flexibility so their furniture can grow and adapt as they do. They also prioritize working with manufacturers that design products with
“backward compatibility” in mind, meaning that today’s modular wall will still function when combined with older models.
“I think we surprise people sometimes. ‘I thought I was here looking at a desk.’ Well, that’s the end result,” he says. “I like really getting into the core business issues that have space implications. It’s super fun.”
We’ve come a long way, baby, when it comes to office design. PHOTOS SUBMITTED
Why this adviser thinks 2025
will be a ‘really strong year’ for M&A activity
BY DAVID SALI david@obj.ca
While a fog of uncertainty has enveloped the Canadian economy as a potential trade war with the U.S. looms, Ed Bryant sees plenty to get excited about for his business in 2025.
The president and CEO of Ottawa-based Sampford Advisors, Bryant specializes in providing advisory services to midmarket tech companies that are pursuing mergers and acquisitions in Canada and the U.S.
years saw a lull in transactions as interest rates rose.
But total M&A deal values soared in the third quarter of 2024 to levels not seen since early 2021, according to a recent report from PricewaterhouseCoopers. Encouraged by the recent surge in activity, Bryant believes the Canadian M&A scene is poised for a major revival thanks to a series of macroeconomic and geopolitical shifts.
While M&A activity boomed in Canada early in the pandemic, the following few
OBJ sat down with Bryant to discuss the outlook for M&A activity in Canada as a whole and the National Capital Region in particular in the months ahead. The conversation has been edited for length and clarity.
OBJ: PwC is predicting a “steady increase” in M&A activity as the year progresses. How would you assess the market right now?
EB: It’s a bit of a cycle. Going back to COVID, 2020, 2021 and early ’22 was crazy. The level of activity was really high, like we’ve never seen before. But then, as interest rates rose in early ’22, the market really died down. It started to pick up a little bit last year, but it was in fits and spurts. It wasn’t a consistent pickup. As soon as the U.S. election happened, business has really materially picked up since November. Every month seems to get busier and busier. I think the sellers are back; before, the sellers didn’t want to sell their businesses — they were waiting for a better market. Now they’re really contemplating selling, and buyers are
being super aggressive as well. We’ve signed up a lot of new mandates in the last month. We’re having a lot of advance conversations with folks on new mandates as well. It’s as busy as we’ve been in two and a half years.
OBJ: In your opinion, why has the U.S. election triggered an uptick in M&A activity?
EB: A lot of people, both buyers and sellers, look at (the Trump administration) as business-friendly. If you look at the administration and how many tech folks are around it as advisers, they’re definitely leaning on tech. And it’s very M&Afriendly. Large-cap M&A the last couple of years in the U.S. was very hard to get done because of the (Biden) administration. So I think you’ve got the triple whammy of business-friendly, M&A-friendly and tech-friendly. Then you layer on the fact that a lot of the private equity funds had taken a couple of years off – they haven’t been deploying capital at the pace they should have been deploying it. And layer on interest rates coming down. That is definitely helping things as well. So it seems like all these things are kind of lining up for what we think is going to be a really strong year this year in terms of M&A.
OBJ: At the same time, the London Stock Exchange Group’s data showed mergers or acquisitions of Canadian companies involving a U.S. buyer were at a 22-year low in January, and overall M&A activity in Canada also fell last month compared with the previous year. What’s going on?
EB: There’s always a bit of a lag. When you announce an M&A deal, that deal was probably in process for six or nine months,
or maybe even longer. I think a lot of the stuff we see now is going to translate into a really back-end-weighted 2025. Canadian buyers are always more cautious than Americans. They’re just not as aggressive as some of the American private equity firms in particular. There’s so many tech companies in Canada that haven’t taken a lot of capital, where the tech founder is (in his or her) late 40s, 50s, looking to retire and a lot of their personal net worth is tied up in their business, and the only way they can monetize that is to sell it. There’s that whole wave that has to come, and that’s the supply side. Those people were waiting for a better market, but now they’re not waiting. They’re really thinking about when they go to market and when they sell.
OBJ: So let’s talk about the elephant in the room. Could a tariff war with the U.S. change the outlook for M&A?
EB: I’ve spoken to hundreds of tech CEOs across the country in the last three months. If you’re running a hardware business, then you’re very worried about tariffs. If you’ve got anything physical crossing the border, those CEOs are very concerned. Software
CEOs — and this is pretty consistent across all of them — I’ve never heard any real concern around tariffs. They feel like because it’s not a physical product, worst case if there is a tariff on it, they set up some subsidiary in the U.S., transfer some IP and they sell out of the U.S. to get around the tariffs. They also think it would be very hard to enforce. Someone accessing a Canadian SaaS product on the web, (how do you) apply a tariff to that? It’s quite difficult.
OBJ: What’s your sense of the M&A outlook for the National Capital Region over the next 12 months or so?
EB: I’m encouraged by things in the National Capital Region. I think there’s a lot of good, strong companies that are not just pure startups, but (in) that kind of scaleup area. While we haven’t seen a ton of capital flow into Ottawa in the last couple of years, I think that’s going to change. I think there will be some bigger M&A deals coming up over the next couple of years in Ottawa. I think Ottawa is going to benefit from the same wave that the whole of Canada will benefit from. We still have some very good companies, some good-sized companies, that will do M&A.
OBJ: Do you see any sectors being conducive for M&A activity?
EB: Everybody keeps talking about AI. There’s little pockets of AI, but I don’t see AI driving the M&A (agenda) in Canada. I see it more broadly — that any good B-to-B SaaS product is ripe for M&A. There are obviously things like cybersecurity and that sort of stuff. We are seeing a lot more traditional industry software-related stuff as well — whether that’s industrials or metals and mining, oil and gas, health care and healthtech. Everyone is looking at those industries as (being) behind on technology adoption and therefore ripe for more technology disruption.
OBJ: What about the falling loonie? Does that make our companies more attractive to U.S. buyers?
EB: It doesn’t mean the businesses are any cheaper, because businesses are typically valued as a multiple of revenue. So it doesn’t change the math. But what it does change is it makes a lot of Canadian companies look more profitable. A lot of them are selling into the U.S., so they’re getting U.S. dollar revenue, while their costs are predominantly (in Canadian currency).
A lot of companies are hitting record profit levels because of that spread. And that’s good for M&A (activity).
I guess you could see it both ways — that the buyer doesn’t believe the profitability because of the exchange rate, maybe. But on paper (the profits) look a lot better. If you’re a buyer and you want to lock in that cost differential, you could do that through exchange-rate hedging or whatever. I think it’s more positive than negative, for sure.
OBJ: Could a change in government in Ottawa have any potential impact on M&A activity?
EB: A lot of companies in Ottawa sell to the federal government. So there is uncertainty around what does the government spending cycle look like and does that get compressed, especially tech spending? There’s just uncertainty there, because you don’t know which way the federal election (could go). If there’s a complete change in government, I think there will be much more scrutiny around government spending. A Liberal government under someone like (Mark) Carney, the jury is out. But I would think Carney would be spending more on tech than the Conservatives would.
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COMMERCIAL REAL ESTATE
Retail rents rising as space crunch grows
BY DAVID SALI david@obj.ca
Ottawa’s retail space crunch has created enough pent-up demand to fill new plazas like one planned for Barrhaven “10 times over,” a prominent commercial real estate broker says even as the industry keeps a wary eye on a potential trade war with the U.S. that could disrupt the economy.
“There’s still little to no (retail) vacancy in Ottawa,” Candice Lerner-Fry, head of the retail leasing division at the local office of Marcus & Millichap, told OBJ in a recent interview.
“There’s still an appetite for retailers to expand, especially in new builds. Any new projects that are being announced, there’s a huge amount of interest.”
With new retail construction at a virtual standstill in recent years as escalating costs and rising interest rates kept developers on the sidelines, the supply of available quality space has all but dried up, CBRE said in its recent Canada retail rent survey.
The real estate firm said landlords are “often in receipt of multiple offers” when vacancies emerge.
CBRE is projecting rents at properties such as retail “power centres” and commercial space in mixed-use
choosing the higher-density projects,” she said.
“In a perfect world, you need new houses, and then you need a bit of industrial and then you need some retail. That’s not the trend we’re seeing. We’re seeing a huge amount of residential, very few new industrial and retail properties.”
Even when new developments do include a commercial component, it doesn’t always suit retailers’ needs, she added.
For example, she said restaurants usually require specialized HVAC systems, but builders might not take that into account when constructing a retail space.
“A lot of developers are still not getting retail experts to help them design the ground floor (commercial component), so sometimes it’s hard for retailers to wrap their heads around what is being built,” Lerner-Fry said.
“A lot of times it’s not being built with a retailer in mind or (taking into account) what is required. It’s not as desirable as pure retail development.”
The result is that retail space is at more of a premium than ever, she added.
developments to keep rising in 2025 to the range of $45-$55 per square foot.
Rents in mainstreet retail hubs such as the ByWard Market and Bank Street in the Glebe are also expected to soar past $50 per square foot, the firm added.
“Covenant of tenants remain key, but speed of deal and terms are decision drivers for landlords in the current market,” the report says.
Lerner-Fry says projects in Ottawa’s fast-growing suburbs such as Choice Properties REIT’s new 70,000-squarefoot pharmacy-anchored retail plaza on Cambrian Road in Barrhaven south that’s expected to be ready for occupancy in 2026 can’t get done fast enough.
“We have (enough) retailers to lease it 10 times over,” said the veteran broker, whose firm is handling the leasing for the Barrhaven project. “We’re way behind residential growth.”
Skyrocketing demand for rental housing has prompted many developers to shift gears from pure retail projects to mixed use, multi-residential towers that allow for more leasable space on the same footprint, Lerner-Fry explained.
“If you can (choose to) build a 20-storey residential tower versus a one-storey grocery store, a lot of the developers are
“There’s not enough retail being built for the amount of residential being built,” Lerner-Fry said.
“There are developments where landlords were going pure retail and now they’re redesigning to put highrise residential with a little bit of retail. That’s not sufficient for the amount of growth Ottawa is seeing.”
Marcus & Millichap is also marketing a 21,000-square-foot space on the corner of
“We’re seeing positive activity in the ByWard Market, which we haven’t seen in quite some time.”
JAMIE BOYCE, SENIOR VICE-PRESIDENT, CBRE OTTAWA
“A lot of times it’s not being built with a retailer in mind or (taking into account) what is required. It’s not as desirable as pure retail development.”
CANDICE LERNER-FRY, HEAD OF RETAIL LEASING DIVISION, MARCUS & MILLICHAP, OTTAWA
Merivale Road and Hunt Club Road that was formerly occupied by Upper Room Furniture, which closed its stores in Ottawa last year.
“The amount of interest we’re getting on that is ridiculous,” Lerner-Fry said. “There’s nothing available.”
While the suburbs remain a red-hot retail market, brokers say Ottawa’s core is also poised for a renaissance thanks to projects like Live Nation’s new music venue, which is slated to open in the former Chapters bookstore on Rideau Street at the end of the year.
“Urban spaces, they’ll pause, but they never stand still for very long,” said Kevin Houlahan, a sales representative with Colliers who specializes in retail properties.
“We’ve seen that in the Market with the closing of Blue Cactus. There’s somebody moving in behind.
“The core will continue to be a place people want to go some to live, some to work, some to do both.
“The downtown core is shifting from the traditional office district to a more dynamic, experience-driven community. I think consumer spending is going to come back a little bit as inflation stabilizes and interest rates come down. People want those experiences.”
Jamie Boyce, a senior vice-president in CBRE’s Ottawa office who also specializes in retail leasing, agrees the Market is showing signs of a retail revival.
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“We’re seeing positive activity in the ByWard Market, which we haven’t seen in quite some time,” he said.
Lerner-Fry said the recent opening of the new Planet Fitness location in the Sun Life Centre suggests there’s a growing appetite for lifestyle and “experiential” businesses to take a fresh look at the core.
“I think we’re going to see retailers … taking the leap and opening up downtown,” she said.
Still, while demand for retail space continues to rise, brokers say a potential trade war with the U.S. could throw a wrench into the works.
“It’s an interesting time to be alive. There’s a lot of what-ifs right now,” LernerFry said.
Boyce agreed.
“I don’t believe the (economic) fundamentals have changed, but the macro economy is definitely changing.”
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LOCAL BUSINESS
Two Carleton profs aim to help businesses ‘pull up their socks’ in face of U.S. tariffs
BY MARISSA GALKO marissa@obj.ca
Two professors from Carleton University’s Sprott School of Business have developed a program to help Canadian businesses counter the negative effects of U.S. tariffs and a potential trade war.
Tony Bailetti, academic director of the Technology Innovation Management program and a Carleton professor since 1971, developed the “Up Our Game, Canada” program for businesses in tandem with Ian Lee, director of the MBA program and an associate professor of strategic management.
“The original idea was to be able to help Canadian (small and mid-sized enterprises), which are the ones that are going to be most vulnerable to the tariff war with the United States and counter the negative effects,” Bailetti told OBJ. The 22-module program will be available through a series of YouTube
videos created with artificial intelligence using research by Bailetti and Lee. For audio learners, it will also be turned into a conversational-style podcast through AI.
The modules will fall under five categories: short-term cost reduction, market diversification, long-term adjustments, collaboration and advocacy, and value addition and differentiation.
The urgency in creating this type of program, Bailetti said, stems from the fear of what could happen to SMEs under the scenario of U.S. tariffs and a trade war.
years. That’s my expertise. What can I do to help?” Bailetti said.
Protecting current trade with the U.S., trading domestically and diversifying trade abroad are three of the ways Bailetti and Lee show businesses how to counter the impact of tariffs.
While Bailetti said SMEs are their “first audience,” they’ve now shifted to include policy-makers and investors as well.
“Investors have stopped investing in Canadian companies. I say this is probably a good opportunity for Canadian companies because now they’re forced to do things differently. We cannot do what we’ve been doing in the past because we’ll just lose. We need to change and the question now is, change to what?” he said.
Bailetti said the initiative is a businessworld equivalent of research methods developed by medical schools turning research into practice.
“These companies are going to cease to exist. I don’t think there’s a single SME in Canada that can survive (tariff threats) no matter what they do … I just can’t see how they’re going to compete. I see massive layoffs. A lot of these folks will move into the United States. There’s a tremendous amount of urgency for me not to sleep until this is done,” he said.
If the initiative is successful, Bailetti said he hopes it will help SMEs become more competitive.
“I think that the framework is going to be our guidepost to guide our little companies to be able to survive. If they cannot diversify, if we cannot do business in Canada and sell to each other and we cannot protect what we’ve been doing in the United States, there’s no business for us,” he said.
When U.S. President Donald Trump started talking about tariffs on Canadian exports in December, Bailetti said he knew he had to do something.
“I’ve been doing this for almost 50
“We take the literature that is relevant to this particular topic and leverage AI to be able to summarize and synthesize the literature. It helps us create the frameworks and the templates that you will see in the modules. We’re providing companies with playbooks. It’s very flexible from the application side, so as a company you’ll be able to use it and create company-specific templates that will suit your needs,” he said.
Bailetti said the name of the program reveals its intent.
“(Businesses) have to pull up their socks and be better in the future than they’ve been in the past,” he said.
With “great support” from the university and his peers, Bailetti said he hopes to bring his research to workshops across the country.
“We’re planning to do this across Canada. In order to do that, we are going to have partners. Hopefully every university and college in Canada would allow access to our materials and customize our workshops into things that are relevant (to that city),” he said.
“Investors have stopped investing in Canadian companies. I say this is probably a good opportunity for Canadian companies because now they’re forced to do things differently.”
TONY BAILETTI, ACADEMIC DIRECTOR, TECHNOLOGY INNOVATION MANAGEMENT PROGRAM, CARLETON UNIVERSITY
Busy canal skating season should mean strong year for tourism, officials say
BY MIA JENSEN mia@obj.ca
The Rideau Canal was frozen and packed with skaters this past winter, which is a good sign for Ottawa’s tourism sector this year, according to the Conference Board of Canada.
In its 2025 economic outlook for the Ottawa-Gatineau region, the Conference Board predicted that tourism is expected to boom in the region with a snowy and cold start to the year, especially when compared to the past two seasons.
“In 2023, we didn’t see the Rideau (Canal Skateway) open at all and then last season was the second-shortest season on record,” the Conference Board’s lead economist Richard Forbes told OBJ. “The short season, it really hurt tourism numbers. This year so far has been pretty frigid and the skateway has been booming over the last couple of weeks.”
Strong tourism could be especially important for the city’s economy this year, according to Forbes. While the Conference Board initially projected an economic turnaround for the region in 2025 due to interest rate cuts and lowered inflation, uncertainty around tariffs between the U.S. and Canada could lead consumers to once again tighten their purse strings and hunker down.
However, if domestic travellers know they
can visit Ottawa for a weekend to enjoy free winter activities like the skateway, Forbes said it’s a boon for the rest of the economy.
“We’ll see a lot of businesses benefiting from that; hotels, restaurants, especially with the GST holiday break until the middle of February,” he said. “We see a benefit to food services and accommodations and that ends up trickling down into more jobs created for the city and then ends up trickling down even more into retail sales and other parts of the city. There’s a lot of spillover effects from greater tourism numbers.”
Tourism also got a boost over the holiday season with the world junior hockey championship in December generating around $50 million in additional spending for the local economy, according to numbers from Ottawa Tourism.
While winter has always been a big draw for travellers to Ottawa, Forbes said summer is still the biggest tourism season for the city. And a strong winter, he said, could mean an even stronger summer.
“When the year starts so well, businesses have the capacity to hire more employees and they have more money to put into their business,” he said. “As the season goes into spring and summer, they actually have more ability to provide services. A couple years ago, a lot of restaurants and hotels were having a hard time finding workers. So the really strong start to the year really snowballs.”
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Celebrating the Life and Legacy of Garth Steele
It is with heartfelt remembrance and deep appreciation that Welch LLP celebrates the life and immense contribution of our dear colleague and friend, Garth Steele. Our deepest condolences go out to his family and friends.
Garth’s legacy at Welch was truly remarkable. He began his journey with the Welch in 1980 as a co-op student while pursuing his Bachelor of Mathematics at the University of Waterloo. We were fortunate that he chose to forge his career path with us.
Garth’s 40-year-plus career saw him as a trusted advisor to a wide range of personal, business, and not-for-profit clients. In addition to providing assurance and accounting services, he was an expert in the realm of commodity tax. Garth was awarded the prestigious Fellow of the Chartered Professional Accountants designation in 2018.
Throughout his journey with ALS,
Garth displayed remarkable courage by sharing his experience in his blog, Faith over Fear. His resilience inspired the The Garth Steele Faith over Fear Fund, which was created to encourage Welch partners and staff to push themselves outside of their comfort zones, to pursue goals that are meaningful to them.
There is so much more to say about our dear friend, Garth, who will be in our hearts forever. The legacy he leaves behind will continue to inspire, uplift, and guide us each day.
Please consider a donation to ALS Canada at www.als.ca.
SPORTS & ENTERTAINMENT
Brothers Trevor and Travis Hill help local biz elite fulfill their need for speed
BY MARISSA GALKO marissa@obj.ca
If you’ve ever wondered what Shopify’s Tobi Lütke, Ron Tomlinson of Tomlinson Group, and tech exec Richard L’Abbé do on their time off, you have a good chance of finding out in Calabogie — on the racetrack, no less.
TwoTh Autosport is a racing team based out of the Calabogie Motorsports Park, about 90 minutes west of Ottawa. Cofounders and brothers Trevor and Travis Hill started the team in 2010.
The Hill brothers were born with a love for the sport, watching Formula One races with their dad.
“Our father was very much a hobbyist and enthusiast in racing. We just grew up around sports cars and anything automotive. By the time we were eight and 10, we started go-karting. Our father said that with every dollar we made cutting grass or doing chores, he would match that dollar so we could buy our first go-kart. Travis and I both started our racing careers in 1998 around Ottawa and Toronto and it’s just grown from there,” Trevor told OBJ
now race all over North America in places such as Daytona, Indianapolis, Florida, Texas and Toronto. They’ve even taken their wheels overseas to race in France and Spain.
Over the past 15 years of business, TwoTh has brought home a number of accolades. Both Travis and Trevor won a Touring Car Championship in 2021 and 2023, respectively. In 2024, TwoTh won a team championship in the Historic Sportscar Racing (HSR) prototype challenge in Sebring, Fla. — a success achieved by Travis and Lütke, co-founder and CEO of Shopify.
Trevor said one of the greatest pleasures of his career with TwoTh has been the “amazing customers” that have also become friends throughout the years.
For example, Lütke became involved with TwoTh in 2017 and wanted to improve his racing skills. Travis began to coach him through the driver development program.
“We started (Lütke) in the Miata program because he wanted to grow his racing skills. He started at the bottom and worked his way up. Now he’s running the big prototypes and, as of this year, he competed at Daytona for the 24-hour race at the pro level,” Trevor said.
Trevor said other prominent clients include Tomlinson, president and CEO of R. W. Tomlinson Ltd., and his daughter Megan, as well as L’Abbé, founder and former CEO of Ottawa’s Med-Eng Systems Inc.
While the team works with a variety of cars — from Mazda Miatas, Honda Civics and Porsches to bigger prototype vehicles typical of a Formula One race — the majority of cars are owned by the drivers themselves.
About 15 years ago, Travis became a certified instructor for high-performance driving and got a job at the Calabogie Motorsports Park. To fill a growing need for people with a mechanical background, Trevor joined Calabogie a couple of years later. Almost immediately, the brothers were more successful than they had bargained for.
“It was just too much funding coming into our personal bank accounts, so we figured we had to start our business and make it more legit,” Trevor recalled. Through word-of-mouth and hard work, the Hill brothers grew their business and
“Ninety per cent of the cars that are in the shop are owned by the customer. The business (TwoTh) does own one or two little race cars, but we definitely don’t own all of them. The customer usually finances or buys their own asset. We own the tools, the equipment and the infrastructure to make sure the customer has a good experience,” Trevor said.
The fun starts when a racing schedule comes out, Trevor added.
“Once we get the calendar, we start mapping out where we can go and we look at different customers and ask them if there is any interest in particular races,” Trevor said.
Part of what the TwoTh team does is a driver development program.
“We’ll get kids that are coming out of go-karts that want to step into race cars and small business owners or government
Travis Hill (left) of TwoTh Autosport at Calabogie Motorsports Park. SUBMITTED PHOTO
workers who have always had an itch to go racing. It starts out like a beer league of racing, because we have a lot of club-level events,” Trevor said.
The team brings in professionals such as sport psychologists, data coaches, car engineers and athletic coaches to support the drivers.
“We treat it like a sports team. We try to schedule practice days and races. Every year, you have the option to continue where you are or try to move up a class,” Trevor said.
The team grows as race weekends approach, Trevor told OBJ, with the addition of “weekend warrior” crew members, bolstering numbers up to about 50.
While a large portion of revenues comes from the drivers, TwoTh also generates revenue with partnerships and corporate events.
“Yes, we run race cars, but we’re also starting to get more into the marketing side of things. Our YouTube channel and social media following are growing. We try to put content out two to three times a week so that usually is helpful to the brands and partners we have on board,” Trevor said.
“Some businesses want brand activations at racetracks. Some of the events we do can be in front of tens and hundreds of thousands of people. The Toronto Indy, there’s 100,000 to 200,000 people there,” he said.
And if someone has a taste for racing, TwoTh’s racecars are available for rent.
“Usually, if you have a car with us, it’s an unwritten rule that you have it available for anybody to utilize. It’s almost like a timeshare, without being a timeshare,” Trevor said.
Though the action-packed world of racing has its perks, Trevor said they’ve run into a few speed bumps along the way.
“I obviously like being in this sort of sporting industry, but I don’t think we definitely decided to do this because we wanted to be HR managers. I would never consider us businesspeople, because we don’t come from a business background, but you definitely have to run this like a business,” he said.
The day-to-day running of the business is facilitated by CFO and business adviser Steve Bruder.
Managing expectations has become
“For most customers that we’re dealing with, this is their golf game.”
TREVOR HILL
another issue, Trevor said.
“For most customers that we’re dealing with, this is their golf game. They have a higher expectation because they want to have fun, but they also want to do very well. So sometimes that’s a challenge; managing people and expectations,” he said.
In the winter, Trevor said the days are a little slower but it’s still a pivotal time as they prepare for weekends of racing.
“In the summer months we can race almost every weekend. I believe last year we had 38 or 39 weekends of racing. The winter months (consist of) a lot more maintenance and turnaround time
between events,” he said.
Trevor said interest in racing has picked up in recent years, especially with the popularity of the Netflix show “Drive to Survive,” a docu-series that follows the Formula One racing teams as they go through their seasons.
“You’d be surprised at how many people get out to Calabogie and don’t realize there’s a racetrack here. We get more interest in people following us online because of Tobi and the Tomlinsons, but the interest is growing,” he said.
Though Ottawa is not your typical market for racing, NASCAR is hosting a race at Calabogie Motorsports Park in July — a race Trevor would love to get in on.
“We’re trying to work on a NASCAR program. That’s more funding-dependent, but seeing there’s a race in our backyard we want to be a part of it. If that does happen, TwoTh Autosport will be in all four classes and I don’t know if there is a single business, let alone race team, that can say that,” he said.
Trevor said passion for the work is at the heart of what they do.
“The people within the team enjoy what they do. None of us want real jobs. We don’t look at this as a real job. We look at this as we all get to come in here and play. We’re in the fortunate situation to live and work in a want industry and not a need industry,” Trevor said.
TwoTh Autosport team as drivers Tobi Lütke and Travis Hill win the HSR prototype challenge in 2024. From left to right: Barry DeGray (fuel/transport), Kenny Riedmann (driver), Rowan Smillie (lead engineer), Adam Tierney (lead technician/shop foreman), Tobias Lutke (CEO, Shopify), Travis Hill (team principal/driver), Nadine Audette (hospitality), Trevor Hill (team principal/competition director/driver), Marc Warren (technician), Cameron Keighley (media). SUBMITTED PHOTO
Regional Roadtrips is an editorial feature focused on things to see and do in Eastern Ontario. The column is supported by Star Motors, Ottawa’s original Mercedes-Benz, Mercedes-AMG and Mercedes Van dealer.
Here’s where you can buy local in Ottawa and Eastern Ontario
BY LAURA BYRNE PAQUET news@obj.ca
Due to the recent tariff turmoil, buying Canadian is all the rage — and Ottawa and Eastern Ontario store owners are ready to respond.
“The explosion in paying attention to what’s really made here and what’s not … has been huge,” says Heather MitchellAdams, owner of Modern Thymes Health and Bulk Foods in Smiths Falls.
Katie Weststrate is the owner of Healthily Ever After, a health food shop in Merrickville. She says the store prioritizes local products — including milk, eggs, produce and honey — for environmental, economic, sustainability and health reasons. Local produce is fresher than imported alternatives, she notes, as well as less environmentally damaging to ship.
Not everything in the store is 100 per cent Canadian, she says. Even locally made granola may contain imported ingredients that can’t be grown here, such as almonds or coconut. Even so, supporting Canadian companies is a worthwhile goal, she argues.
“It all comes down to that — doing the best we can.”
Like other local shopkeepers, Weststrate points out that local products aren’t necessarily more expensive than national or international brands.
“We bend over backwards to keep staples as affordable as we can,” she says. “People really need to take the time to go and check before assuming (a small store) is more expensive.”
Keeping prices affordable is also a key concern for Emily Arbour, owner of Cheerfully Made Goods + Markets in Almonte. The shop sells clothing, jewelry, art, bath products, food and more, 90 per cent of it made by independent local artisans and crafters.
Arbour loves running the shop — “I’m in it for the brick and mortar, the customers in my store talking to me about their new puppy,” she says — but online sales help keep the store financially viable.
A significant portion of those online sales are to American customers. If a 25 per cent tariff is added to those Canadian exports, Arbour’s bottom line will take a hit, unless she can keep her export prices in check.
In addition, local makers often use imported American materials, such as wax and paint, so any retaliatory tariffs on incoming U.S. goods will affect those costs,
adding more pressure to prices.
Further complicating things, the Canadian dollar may keep falling, decreasing the relative price of Cheerfully Made’s products for online U.S. shoppers, but increasing the costs of imported supplies for makers.
On the bright side, Almonte entrepreneurs are already talking about ways they can cooperate to withstand the economic uncertainty. “We have quite a community to lean on,” Arbour says. “I think it will bring us together.”
Here’s where you can buy local in Ottawa and Eastern Ontario:
SHOPS
• Maker House Company, 987 Wellington St. W., Ottawa (gifts, books, home decor and more)
• Flock Boutique, 1275 Wellington St. W., Ottawa (clothing, accessories and jewellery)
• The Piggy Market, 400 Winston Ave., Ottawa (meat)
• Riverguild Fine Crafts, 51 Gore St. E., Perth (art and crafts)
• Wendy’s Country Market, 408 Fortune Line Rd., Rideau Lakes (food)
Award-winning Ottawa travel writer Laura Byrne Paquet shares her sightseeing tips for Eastern Ontario and beyond on her website, Ottawa Road Trips.
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1 PRESTIGE HOME IMPROVEMENT
REVENUE GROWTH: 982.78%
AGE OF COMPANY: 1-4 years
# OF EMPLOYEES: 20-49
Prestige Home Improvement specializes in energy-efficient HVAC solutions, simplifying government rebate processes and delivering turnkey services. It prioritizes sustainability, customer satisfaction and innovative solutions for homeowners across Canada.
HOW DID YOU GROW YOUR COMPANY’S REVENUES QUICKLY?
We scaled Prestige Home Improvement rapidly by taking a sales-first approach, unlike traditional HVAC companies founded by technicians. With strong sales backgrounds, Travis and I built the company with a larger vision — not just to operate, but to become a major industry player. While driving high-volume sales and strategic expansion, we built a strong foundation on integrity, customer-first service and leadership development.
Internally, we focus on growing our people, creating future leaders and fostering a culture of excellence.
WHAT WAS YOUR BIGGEST CHALLENGE OVER THE THREEYEAR PERIOD?
Our biggest challenge over the past three years has been building out our installation and service departments in two locations simultaneously. Scaling sales was our strength, but creating a full-service operation — recruiting
skilled technicians, managing logistics and ensuring top-tier quality — required a steep learning curve. Balancing rapid growth while maintaining customer satisfaction, efficiency and operational consistency across multiple regions pushed us to develop better systems, leadership and internal processes to sustain long-term success.
WHAT WILL BE YOUR BIGGEST CHALLENGE GOING FORWARD?
Our biggest challenge moving forward
Prestige Home Improvement
The 2025 Fastest Growing Companies is presented by GGFL LLP and supported in part by Nelligan Law.
2025 FASTEST GROWING COMPANIES
will be scaling to multiple locations while becoming completely hands-off in local operations. As we expand, maintaining a consistent company culture, service quality and operational efficiency across all offices will be critical. The key will be developing strong leadership teams, airtight systems and standardized processes that ensure each location runs smoothly without direct oversight. Scaling without sacrificing excellence is the next big milestone for us.
2 TRYCYCLE DATA SYSTEMS INC.
REVENUE GROWTH: 799.89%
AGE OF COMPANY: 5-9 years
# OF EMPLOYEES: 10-19
TryCycle Data Systems is a digital health innovator, fostering genuine human connections. It empowers health-care providers, communities and at-risk populations with solutions that elevate access to care and health outcomes.
HOW DID YOU GROW YOUR COMPANY’S REVENUES
QUICKLY?
Our growth stems from the trust we’ve
earned with the populations we serve and the investments that allowed us to scale. By addressing the unique challenges of Indigenous communities, veterans and at-risk youth, we’ve developed impactful tech solutions. Strategic investments, like the $1-million FedDev contribution from the Government of Canada, have supported our growth, however, it’s our team’s dedication to making a real impact that has fuelled our success.
WHAT WAS YOUR BIGGEST CHALLENGE OVER THE THREEYEAR PERIOD?
Our biggest challenge has been securing support from at-risk and vulnerable populations who are understandably cautious due to the uncertainty surrounding government funding and policy changes. These factors have led to a more conservative approach when evaluating new initiatives. Despite this, we’ve made progress and remain optimistic about building stronger support moving forward.
WHAT WILL BE YOUR BIGGEST CHALLENGE GOING FORWARD?
Navigating the current economic and political climate — rising tariffs, spending cuts and market uncertainty — are concerns that will affect every business. These pressures will only deepen the mental and human health crisis, making the community-driven solutions we deliver even more critical. As we expand, our focus will remain on delivering real value and trust, while staying true to our mission.
3 MY CATERING GROUP INC.
REVENUE GROWTH: 736.41% AGE OF COMPANY: 10-14 years # OF EMPLOYEES: 100-249
My Catering Group provides premier catering services across the National Capital Region and operates as an internal caterer for multiple federal museums.
HOW DID YOU GROW YOUR COMPANY’S REVENUES QUICKLY?
In 2022, we grew our company’s revenues quickly by securing internal catering contracts with every federal museum in the downtown core, including the Canadian Museum of History, the Canadian War Museum, the National Gallery of Canada, followed by the Canadian Museum of Nature in 2023 — an achievement no other company has accomplished. As a locally owned and operated business, we keep our bottom line within the NCC region, reinvesting in the local economy and supporting many other small businesses. Unlike our multinational incumbents, our approach ensures that our success directly benefits
John MacBeth, Trycyle Data Systems
2025 FASTEST GROWING COMPANIES
our community, fostering strong regional partnerships and sustainable growth.
WHAT WAS YOUR BIGGEST CHALLENGE OVER THE THREEYEAR PERIOD?
Our biggest challenge over the three-year period was scaling rapidly. Expanding to operate three cafés, along with catering events at federal properties, created significant staffing challenges. Coming out of COVID-19, the hospitality industry was already facing a labour shortage, making it even more difficult to find and retain qualified staff. We went from employing six full-time staff to 20 within just two months, requiring us to quickly adapt our hiring, training and operational processes. Despite these challenges, we’ve continued to grow, now employing over 100 people.
WHAT WILL BE YOUR BIGGEST CHALLENGE GOING FORWARD?
Our biggest challenge going forward will be balancing the rising costs in our industry — such as inflation in food prices, increasing labour wages and operational expenses — while remaining mindful of our clients’ budgetary constraints. We understand that everyone is feeling the impact of these economic shifts and our goal is to continue providing exceptional service and quality while working collaboratively with clients
operations and meet the growing demand across many sales channels, including direct to consumer and national retailers.
WHAT WAS YOUR BIGGEST CHALLENGE OVER THE THREEYEAR PERIOD?
Since 2021 there has been a massive downturn and momentum in indoor agriculture due to both macroeconomic headwinds and highly public bankruptcies. Despite these industry setbacks, we continued to stay focused on our goals. We have successfully innovated in biotechnology, hardware and software while steadily growing demand and revenue. We’re thrilled for the next chapter of our growth in 2025 when we shift from R&D to scaling up operations and anticipate seeing significant growth in the coming years.
5 MEERKAT MARKETING
REVENUE GROWTH: 668.86% AGE OF COMPANY: 1-4 years # OF EMPLOYEES: 5-9
Meerkat Marketing is a boutique marketing agency focused on building local Ottawa brands.
HOW DID YOU GROW YOUR COMPANY’S REVENUES QUICKLY?
Our rapid revenue growth comes down to a clear focus on the Ottawa market and a commitment to helping other businesses grow. We believe that the more our clients succeed, the more we succeed — it’s a collaborative approach that has fuelled our expansion.
to find solutions that align with their needs. At the same time, we’re focused on driving growth and expanding revenue in a highly competitive landscape, particularly against large corporations like Aramark, Sodexo and Compass Group operating venues such as the Rogers Centre Ottawa and the Canadian Tire Centre. Finding innovative ways to offer value without compromising on quality will be essential.
4 FORAGE HYPERFOODS INC.
REVENUE GROWTH: 694.63%
AGE OF COMPANY: 1-4 years
# OF EMPLOYEES: 20-49
Forage Hyperfoods is a mission-driven startup dedicated to expanding access to sustainably grown food, focusing on health-conscious products that promote wellness and environmental responsibility.
HOW DID YOU GROW YOUR COMPANY’S REVENUES QUICKLY?
We identified a growing demand for functional and healthy foods with simple and clean labels. We evaluated the entire value chain of the mushroom sector and identified key areas for disruptive innovation. We created a plan and received support from local and international investors to scale up our
WHAT WILL BE YOUR BIGGEST CHALLENGE GOING FORWARD?
In the next stage of growth, we need to bring new consumers into the world of mushrooms. Distribution and subsequently education of the customers within the new distribution channels will need to be invested in. The mushroom category is the fastest-growing produce category in retail, however, when presented with new varieties it could be intimidating to consumers who have not prepared them before.
We’ve also been fortunate to receive incredible support from local business owners, both through direct referrals and their continued trust in our services. Ottawa’s business community has been the driving force behind our growth and we’re proud to be part of it. By consistently delivering exceptional results for our clients, we’ve experienced significant organic growth and that momentum continues to build.
WHAT WAS YOUR BIGGEST CHALLENGE OVER THE THREEYEAR PERIOD?
Forage Hyperfoods
Meerkat Marketing
2025 FASTEST GROWING COMPANIES
Our biggest challenge over the past three years has been structuring the company for growth. As we expanded, finding the right team to support and drive that growth was crucial. Building a business is all about the people and we’re proud to now have a core group of talented individuals who are the foundation for our future. With the right team in place, we’re better positioned than ever to continue delivering results and scaling our business. Huge shoutout to our team — their dedication and expertise make all the difference.
WHAT WILL BE YOUR BIGGEST CHALLENGE GOING FORWARD?
Our biggest challenge going forward will be continuing to grow our team. Finding the right local talent who align with our values and vision is essential to maintaining the quality and service our clients expect. As we expand, another key challenge will be bringing our local, community-focused approach to new markets while staying true to what has made us successful in Ottawa. We’re committed to scaling with intention and ensuring that our growth never comes at the expense of the relationships and results that got us here.
6 XRADAR CANADA INC.
REVENUE GROWTH: 583.81%
AGE OF COMPANY: 5-9 years
# OF EMPLOYEES: 5-9
Xradar is a leading provider of concrete scanning, non-destructive testing, structural investigation, void and crack detection, and corrosion mapping across Canada.
HOW DID YOU GROW YOUR COMPANY’S REVENUES QUICKLY?
By consistently providing high-quality concrete scanning services, we cultivated strong client relationships that naturally generated a steady stream of referrals and repeat business. Furthermore, our dedication to innovation played a pivotal role in our growth. By continuously investing in research and development, we continue to learn from mistakes and update our concrete scanning methods that are faster, more accurate, and more cost-effective than traditional approaches. Our superior services, backed by a unique guarantee on all work, instilled confidence in our clients and differentiated us from competitors.
WHAT WAS YOUR BIGGEST CHALLENGE OVER THE THREEYEAR PERIOD?
The past three years have presented unforeseen challenges. The realization that numerous job sites necessitate security clearance was unexpected and disruptive. The absence of a dedicated business development team to engage potential clients also impeded progress. Maintaining a balance between recruiting and training an adequate number of employees to meet demand during peak
periods while simultaneously persuading businesses to select our services over competitors, proved difficult.
WHAT WILL BE YOUR BIGGEST CHALLENGE GOING FORWARD?
Our immediate challenges are maintaining our high service standards as our customer base grows and ensuring that new hires are not only proficient in their roles but also fully embrace and embody our company culture and values. We’re also facing the challenge of increasing our brand awareness and recognition within the business community. We still feel that many potential clients are unaware of our existence and the range of services we offer.
7 MAVERICKS DONUT COMPANY
REVENUE GROWTH: 469.72% AGE OF COMPANY: 5-9 years # OF EMPLOYEES: 20-49
Maverick’s began operations in 2016 with one small location in the heart of central Ottawa. Spending the first four years perfecting its recipes, and building a name for itself in Ottawa, the company quickly became recognized for being the one true “Maverick” of the local donut world.
HOW DID YOU GROW YOUR COMPANY’S REVENUES QUICKLY?
We grew our company’s revenues quickly by focusing on quality, innovation and strong community connections. Our products are freshly made each day, with carefully crafted menus that appeal to a wide range of customers. We continuously refine our offerings to keep our menu exciting and relevant, ensuring repeat business and strong word-of-mouth marketing. Additionally, we developed valuable partnerships with organizations, charities and sports leagues, which helped expand our brand’s reach and drive large-volume sales. These collaborations not only increased revenue but also reinforced our presence as a community-focused business.
Mavericks Donut Company
XRadar Canada
2025 FASTEST GROWING COMPANIES
WHAT WAS YOUR BIGGEST CHALLENGE OVER THE THREEYEAR PERIOD?
One of our biggest challenges over the past three years has been navigating the rising costs of goods and labour while maintaining the quality and value that our customers expect. Inflation has driven up the price of key ingredients, packaging and operational expenses, while higher interest rates have made expansion and investment more difficult. Supply chain disruptions, especially during the pandemic, forced us to adapt quickly — sometimes sourcing alternative ingredients or suppliers to ensure consistency across our locations. Despite these challenges, we remained committed to growth, expanding our presence through strategic partnerships and national brand-building efforts.
WHAT WILL BE YOUR BIGGEST CHALLENGE GOING FORWARD?
Our biggest challenge going forward will be managing sustainable growth as we continue to expand Maverick’s Donuts nationally. Scaling a brand while maintaining product quality, customer experience and operational efficiency requires careful planning and execution. Rising costs, labour shortages
and economic uncertainty will remain ongoing hurdles and navigating new markets comes with logistical and brand awareness challenges. Additionally, ensuring consistency across multiple locations while fostering strong relationships with franchise partners will be key to our long-term success.
8 MYVELOFIT
REVENUE GROWTH: 377.98%
AGE OF COMPANY: 1-4 years
# OF EMPLOYEES: 5-9
MyVeloFit uses AI and computer vision to empower cyclists to improve their riding position at home.
HOW DID YOU GROW YOUR COMPANY’S REVENUES QUICKLY?
I believe we launched the right product at the right time. While we began developing our main product before COVID, we officially launched in late 2020 during the pandemic. The global cycling boom, driven by lockdowns and a surge in outdoor activity, created an ideal environment for our product. With so
many people taking up cycling, MyVeloFit became a valuable tool to help them get started comfortably and efficiently. Since our product was novel to the industry, it also attracted media attention, which helped increase awareness and accelerate adoption.
WHAT WAS YOUR BIGGEST CHALLENGE OVER THE THREEYEAR PERIOD?
Scaling our system to handle increased demand. In our first year, we rarely processed more than 500 videos per week. Today, we’re approaching 5,000 videos per week, which puts significant and consistent load on all our systems. Ensuring seamless performance and reliability at this scale has been a critical challenge, requiring continuous improvements to our infrastructure.
WHAT WILL BE YOUR BIGGEST CHALLENGE GOING FORWARD?
The global cycling boom has ended and, in some ways, the industry is experiencing a correction. Since many of our users first discover our product when purchasing a new bike, slower bike sales could impact our growth. This slowdown began in 2024, but we’ve been able to continue growing despite these trends. Additionally,
broader economic factors such as tariffs and a potential economic downturn could pose challenges. However, we are focused on diversifying our user base and finding new ways to engage both new and existing cyclists to sustain our momentum.
9 H2 ANALYTICS INC.
REVENUE GROWTH: 355.64%
AGE OF COMPANY: 5-9 years # OF EMPLOYEES: 20-49
H2 Analytics empowers mission-driven teams with innovative solutions that enhance organizational readiness, situational awareness and security effectiveness in an evolving threat landscape.
HOW DID YOU GROW YOUR COMPANY’S REVENUES QUICKLY?
Our rapid growth has been driven by a combination of factors. We’ve expanded our customer base beyond defence to include public safety and security, brought our flagship software (EASE) to market and begun expanding into international markets. Achieving this has required exceptional commitment and hard work across product, sales and operations to maintain alignment in pursuit of our shared vision. These efforts have paid off
MyVeloFit
2025 FASTEST GROWING COMPANIES
and enabled us to secure larger contracts, reach new customer segments and strengthen relationships with existing clients. We are strategically positioning ourselves as a market leader by continuing to innovate and expand our reach. This leadership position not only drives growth but also enhances our value proposition as we scale.
WHAT WAS YOUR BIGGEST CHALLENGE OVER THE THREEYEAR PERIOD?
Our biggest challenge over the past three years has been navigating the complexities of selling to government organizations while maintaining strategic focus. This required balancing lengthy procurement cycles and client budget constraints with the need to adapt to client requirements. At the same time, we remained committed to our long-term vision.
To succeed, we had to be patient and persistent, strategically aligning our product roadmap and resources to meet client needs without compromising our vision or burning out our amazing team. This delicate balance of adaptability and strategic focus was crucial in driving growth while overcoming the inherent challenges of the B2G procurement landscape.
WHAT WILL BE YOUR BIGGEST CHALLENGE GOING FORWARD?
Our biggest challenge will be scaling sustainably while growing our customer base across domestic and international markets. As a bootstrapped software company, we’ve relied on strategic discipline to balance investments in sales, engineering and operations. Looking forward, we are excited to quickly grow our team and tackle bigger opportunities. To do so, we’re focused on building sustainable scalability through strategic partnerships and investments. By collaborating with investors and organizations that share our vision, we aim to enhance our growth potential while maintaining operational efficiency. These partnerships will be key to expanding our market reach and driving long-term success.
10 TRELLIS CORP.
REVENUE GROWTH: 343.75%
AGE OF COMPANY: 5-9 years
# OF EMPLOYEES: 20-49
Trellis is an AI-powered SaaS platform that accelerates top-line growth and maximizes profitability for brands on e-commerce marketplaces through advertising automation, dynamic pricing and datadriven insights.
HOW DID YOU GROW YOUR COMPANY’S REVENUES QUICKLY?
At Trellis, we prioritize direct selling, relationship-building and closing deals — ensuring that our sales team is at the heart of our growth strategy. But what truly sets us apart is our balanced approach to lead generation. We don’t rely on just one channel; instead, we leverage a mix of outbound outreach, strategic events and inbound interest to keep our pipeline strong and diverse.
This multi-channel approach not only fuels growth but also fosters tight collaboration between sales and marketing. Our teams work hand-inhand to refine messaging, target the right prospects and convert leads into longterm customers. The result? A seamless
WHAT WILL BE YOUR BIGGEST CHALLENGE GOING FORWARD?
As we continue to scale, our biggest challenge will be balancing innovation with capital efficiency. Growth at this stage isn’t just about adding more resources — it’s about making strategic investments that drive long-term success while maintaining strong unit economics.
On the innovation side, we need to keep evolving our product to stay ahead of market demands, optimize for customer needs and expand our capabilities in ways that drive real value. The challenge is ensuring we’re prioritizing the right product enhancements while maintaining a fast, agile development cycle.
engine that drives sustainable revenue while delivering real value to our clients.
WHAT WAS
YOUR BIGGEST CHALLENGE OVER THE THREEYEAR PERIOD?
Over the past three years, our biggest challenge has been scaling our sales and marketing efforts while ensuring we continue to grow efficiently. Early on, we relied on outbound, but as we scaled, we needed a repeatable, data-driven growth engine. That meant refining our go-tomarket strategy, expanding our sales team and optimizing lead generation to maintain momentum.
At the same time, rapid growth brought another challenge — scaling customer success. Acquiring new customers is only part of the equation; keeping them engaged, supported and successful is just as crucial. As our customer base grew, we had to build a high-impact CS team, improve onboarding and ensure we could drive retention and expansion without overwhelming our resources.
Balancing growth and retention has been key. We’ve worked hard to align sales, marketing, and customer success so we’re not just closing deals but also delivering long-term value.
At the same time, we must stay capital efficient. Scaling sales and marketing requires focused execution — we need to double-down on what works while testing new channels that drive sustainable growth. Similarly, customer success needs to scale without ballooning costs, ensuring automation and efficiency without losing the personal touch.
Ultimately, the question is: How do we grow aggressively while keeping our burn rate in check?
11. BETTER GROUP
REVENUE GROWTH: 326.97%
AGE OF COMPANY: 1-4 years
# OF EMPLOYEES: 5-9
Better Group provides premier operational and accounting services for residential and commercial real estate, offering expert turnkey solutions that drive success from development to occupancy.
12. ZODIAC LIGHT WAVES INC.
REVENUE GROWTH: 320.00%
AGE OF COMPANY: 15-19 years
# OF EMPLOYEES: 10-19
Zodiac is a full technology stack provider in the health-care industry since 2006. We provide a total technology solution to the nursing home and retirement home sector across Canada.
Trellis Corp.
2025 FASTEST GROWING COMPANIES
CALLING ALL RISING BUSINESS STARS
13. PROXI.ID
REVENUE GROWTH: 311.96%
AGE OF COMPANY: 1-4 years
# OF EMPLOYEES: 5-9
Maximizing sales and conversions for digital commerce vendors by instantly verifying their customers’ eligibility for gated offers and discounts.
14. WIPEBOOK
REVENUE GROWTH: 306.87%
AGE OF COMPANY: 10-14 years
# OF EMPLOYEES: 10-19
Wipebook is a paper company that sells dry-erase flipcharts and notebooks for the K-12 education sector.
Silver Birch Power Corp. supplies natural gas to consumers of all sizes, offering customized energy plans and competitive rates tailored to each company’s consumption needs.
16. REAL STRATEGY ADVISORS LTD.
REVENUE GROWTH: 198.05%
AGE OF COMPANY: 5-9 years
# OF EMPLOYEES: 10-19
A people-focused commercial real estate brokerage providing management consulting, workplace strategy, design, tenant representation, furniture procurement, and construction management.
17. KIDSCANSWIM CANADA
REVENUE GROWTH: 184.25%
AGE OF COMPANY: 5-9 years
# OF EMPLOYEES: 100-249
KidsCanSwim Canada is a leader in the delivery of learn-to-swim lessons for babies and children in Canada.
18. DESIGN CENTRED CO.
REVENUE GROWTH: 176.76%
AGE OF COMPANY: 5-9 years
# OF EMPLOYEES: 10-19
Design Centered Co. is a UX design and digital transformation agency creating inclusive, sustainable solutions for public service and enterprise clients guided by impact-centred design.
19. CELEBRIGHT INC.
REVENUE GROWTH: 138.13%
AGE OF COMPANY: 5-9 years
# OF EMPLOYEES: 20-49
The leader in permanent holiday lighting, blending smart technology, eco-friendly design and timeless elegance. Invisible by day, brilliant by night.
20. HERTFORD ADVISORS
REVENUE GROWTH: 119.16%
AGE OF COMPANY: 5-9 years
# OF EMPLOYEES: 5-9
We provide outsourced finance solutions, from bookkeeping to contract CFO, for small companies across Canada, with a focus on the Ottawa region.
Thanks to all companies that participated this year:
How Emond Harnden Helps Employers Navigate the Complexities of Employment Policies
Neglecting small steps around employment policies can sometimes lead to significant costs
Emond Harnden Legal Counsel
Alanna Twohey says there’s one main thing she always tells employers when they’re crafting their employment policies.
“They’re not worth the paper they’re printed on if your employees don’t know what they say,” she explains. “Having a policy is great. But it’s not going to protect you, as an employer, if you haven’t made sure your employees have read it, reviewed it, and signed off on it.”
That’s just one of many key insights Twohey has for employers with questions about employment policies, their interplay with employment contracts, and related best practices. Let’s get into the rest.
‘Cost them upwards of $600,000’
Illustrating the critical importance of policy-related employer-employee communication is a 2024 Ontario case, Boyer v. Callidus Capital Corp., which resulted in the employer paying hundreds of thousands of dollars in damages to a former executive.
The reason? The employer failed to prove that the employee was aware of the company’s use-it-or-lose-it vacation policy, or that bonuses were only to be paid during active employment. “There was no evidence that this executive had ever been provided with or was aware of these policies,” explains Twohey.
“The employer put mechanisms in place for exactly these circumstances, but missed the critical final step of making sure the employee had reviewed the policies and was aware of them” she adds. “And that cost them upwards of $600,000.”
That’s why Twohey says it’s crucial for employers to give plenty of notice before implementing or updating employment policies, along with ample time to ask questions. Ideally, employees should also acknowledge in writing their receipt and understanding of the new or modified policy.
Which policies are required by law in Ontario?
While there can be legislated differences, often depending on company size, Twohey says the basics of drawing up, implementing, and communicating required employment policies are fundamentally the same for most organizations.
Companies throughout Ontario, for example, must abide by the Occupational Health and Safety Act (OHSA)’s policy requirements around health and safety, workplace violence prevention, and workplace harassment prevention.
The Accessibility for Ontarians with Disabilities Act also sets out requirements for accessibility policies.
Other mandatory policies in Ontario include the ones prescribed by the Employment Standards Act, 2000 around electronic monitoring and disconnecting from work (for companies with 25-plus employees).
“Policies often have really specific requirements, and you might need legal advice to know what policies apply to you and what you have to do to meet those requirements,” explains Twohey.
Which policies are recommended?
When it comes to voluntary employment policies, Twohey says these often depend on the nature of the particular workplace. The most common recommended policies are the type “you’d see in an employee handbook or manual,” she explains, including rules around confidentiality, social media and technology use, and codes of conduct.
policies should be handed to employees when they sign their agreement. “Make sure the two go hand in hand,” she says.
“That way, down the road, the employee is way less likely to claim they were unaware.”
Always seek legal advice when changing policies or contracts
Given the potential for damages if a step is missed, however, Twohey recommends consulting with legal counsel when crafting employee manuals.
“Just to make sure,” she says. “There are some points where you need a bit of legalese, or the wording needs to be specific.”
What about employment contracts?
It’s also important to remember that employment contracts and policies aren’t the same thing, and that things like vacation time and termination entitlements may best be determined individually.
As Twohey explains, employers should ask themselves, “Do you have the same entitlements for all your employees? If it’s something you’re going to negotiate with each employee, it’s best addressed in the contract.”
Twohey says contracts should reference the employment policies the employer wishes to incorporate into the contract, and that those
Changing or updating policies can also be risky because employees can claim constructive dismissal if an employer unilaterally changes significant employment terms.
Twohey says the same best practices apply here: if you’re making a change, always provide ample notice, allow employees to ask questions, and be sure to get their sign off.
And, to cover your bases, always check with your lawyer.
“The bottom line is that, if you’re making a significant change to an employment contract or policy, always seek legal advice to mitigate risk.”
To receive regular updates on labour and employment law, subscribe to Emond Harnden’s complimentary Focus Alerts.
How Event Design can be a force multiplier for your next business event
Event Design takes the heavy lifting of event planning off your shoulders, creating memorable experiences for organizations from Ciena to Shopify
Event Design Group Inc. Director of Corporate Events
Angela Spicer says she has a unique technique for tracking customer satisfaction at the hundreds of events her company stages each year.
“I like standing inside the door, invisible to guests, before an event is about to begin. When the doors open and people enter, I watch their reaction,” she explains. “Hearing them comment about how incredible the space looks is so rewarding and demonstrates that we really do deliver above and beyond the client’s expectation.”
These words summarize the essence of Event Design, an Ottawa-based full-service turnkey event production company known for transforming ideas and concepts into memorable and impactful experiences.
Spicer, along with her husband and partner Neil O’Doherty who founded Event Design, started by executing one-off events. Now, three decades later, the company has evolved into a successful enterprise that produces upwards of 200 high-powered events each year for organizations like Ciena, Shopify, and TD Bank.
‘We become an extension of the client’s team’ What sets Event Design apart, Spicer says, is its shared commitment to success with the event holder throughout an event’s many stages, from conceptualization to execution.
“Once we take on an event we become an extension of the client’s team. We work on their vision from start to finish, custom branding the event and sometimes even suggesting additional elements,” she says.
Spicer says this approach can help de-stress organizations planning complex and high-pressure events.
“Given our wealth of experience, extensive inventory,
innovative ideas and solutions, attention to detail and personalized customer service, we’re able to take a lot of stuff off the client’s plate,” Spicer says, adding that some clients have partnered with Event Design for more than 20 years.
One of those clients is Giant Tiger Stores Ltd., which has worked with Event Design for more than 25 years. “Our collaboration has been nothing short of remarkable,” explains Alison Scarlett, the company’s head of PR, communications and corporate social responsibility. “Their talented and creative team consistently turns our visions into fantastic experiences. Whether we’re working together on a large conference or a local event, they are extremely adaptable and can quickly pivot as projects evolve.”
Case in point: For the past six years, Event Design has produced Ciena’s popular Vectors event, a month-long behind-the-scenes tour for customers and partners of the company’s R&D labs and innovations, by custom wrapping the venue with Vector-related graphics, erecting digital wayfinding signage, and converting the cafeteria into an upscale dining lounge complete with themed décor.
Event Design customizes every engagement to deliver the best package within the client’s budget.
A full range of event design and coordination services
It’s also a great place to work and do business with, as evidenced by Event Design’s multi-faceted team of event coordinators, producers, CAD artists, graphic specialists, carpenters, craftspeople, and installation/dismantle experts.
“Most of our team of 12 full-time employees have been with us for over 10 years,” Spicer notes, “sharing
our commitment to delivering creative, memorable and flawless events for our clients.”
Event Design’s range of services include digital and signage display, design and production, along with furniture, experiential, and exhibit solutions. It recently released an AI-powered, automated mobile live translation service for event attendees.
The company owns Ottawa’s largest inventory of display systems. It also has its own sound, lighting, audiovisual, and related production equipment to tackle an events portfolio including galas and receptions, press conferences, annual general meetings, employee appreciation events, festivals, fundraisers, trade shows, sporting events, and experiential marketing events.
Executing top-shelf events for tier 1 clientele
Event Design’s clientele includes The Ottawa Hospital, Queensway Carleton Hospital, Children’s Hospital of Eastern Ontario (CHEO), The Royal, Nordion, Ciena, Shopify, the Kanata North Business Association, Giant Tiger, TD Bank, Scotiabank, Bank of Montreal, Carleton University, Algonquin College, Bell, Tamarack Ottawa Race Weekend, Ottawa Bluesfest, and the Public Sector Network.
“We’ve worked with Event Design Group across multiple events, and every time, they have delivered nothing short of excellence,” says Director of Sponsorship Operations, North America Dani Tomassini of the Public Sector Network. “Their professionalism, creativity, and attention to detail set them apart in the industry. No matter the scale or complexity of the project, they always go the extra mile to ensure everything is executed flawlessly.”
Now entering its fourth decade, Event Design aims to continue developing and producing successful occasions, attracting new clients, and—in keeping with Spicer’s approach to tracking customer satisfaction—observing their customers having a great time at world-class events.
uOttawa’s Desjardins Elevator Pitch Competition shows student entrepreneurship is booming
Éric Nelson says there’s something in the air these days at uOttawa regarding entrepreneurship.
“You see it in the numbers, but also the attitude of students towards entrepreneurship,” explains the Telfer School of Management Professor.
“We’re seeing a change in how students view their professional future. There’s a growing understanding that the job market isn’t the way it used to be, and students are very attuned to this.”
That’s one reason why uOttawa’s Desjardins Elevator Pitch Competition has seen more uptake among students across a variety of departments— from business, to law, engineering, and the social sciences—each year of its five-year history.
The competition, which assembled uOttawa’s sharpest young entrepreneurs to pitch their business ideas to a distinguished panel of judges, including uOttawa staff, Telfer alumnus, and Desjardins representatives, was held this past Nov. 12.
A ‘core event’ on the Telfer School’s calendar
Nelson says participation in this year’s competition among students grew nearly 30 percent year-overyear, reflecting the wide variety of experience among applying students and the overall maturity of their businesses.
The competition features three entry categories: Idea, Validation, and Traction, with three finalists emerging in each category. There’s also a People’s Choice prize awarded to a fourth company. Entrants for each level are at different levels of business maturity:
• The Idea category (first place: A Postnatal Retreat) is for new, relatively raw ideas that need to be developed.
• The Validation category (first place: Green Veil Packaging, formerly Ecolantern) is for ideas that have been developed that need product and customer validation.
• The Traction category (first place: Steampunk Education) is for companies who already have a solid foot in the market or are ready for launch, and need some extra funding.
• The People’s Choice category (winner: Fastfind.ai), voted on by competition attendees.
Nelson says most entrants are technologyrelated businesses. Businesses in the Idea category generally require operating money to run initial market studies or customer validation activities,
while Validation businesses often need regulatory and legal advice. Traction companies generally need a cash infusion to help with product launches and marketing campaigns.
Growing uOttawa’s entrepreneurial
ecosystem
The Desjardins Elevator Pitch Competition is a significant part of Entrepreneurship Month at uOttawa and the school’s overall entrepreneurial ecosystem, which aims to foster collaboration among different faculties and promote an entrepreneurial mindset among students.
It’s all part of uOttawa’s focus on fostering an entrepreneurial mindset among students. Such a mindset enables students to identify opportunities when others see obstacles while encouraging initiative, persistence, and flexibility—all critical for success in today’s competitive landscape.
A helping hand for entrepreneurs
The competition is primarily sponsored by Desjardins, a cooperative financial group with deep roots in the Canadian entrepreneurial community. In addition to running a business incubator and accelerator, the organization focuses on giving its 400,000 business members support that goes beyond traditional financing, like mentoring and legal services.
“We want to reach entrepreneurs at every stage of their evolution. It’s essential to support young people with big ideas throughout their entrepreneurial journey. uOttawa is providing an important platform here because they’re fostering new ideas—and encouraging concepts that already have traction in the market. Support for the Canadian entrepreneurial community doesn’t stop at funding. Collectively, we need to create an ecosystem that incorporates financial advice, mentorship and the transfer of knowledge from one generation to the next,” said Guy Cormier, President and CEO of Desjardins.
The cooperative funds upwards of $20,000 in total prizes for competition winners, including $1,000 for first place in the Idea category, $3,000 for the Validation category, and three prizes for the Traction category (from $10,000 for first place to $1,000 for third place). The Peoples’ Choice winner receives $2,000.
All of the winners also receive professional guidance and advice courtesy of in-kind sponsorships from local businesses and other competition stakeholders.
Hold your next event in a unique cultural setting and first-class amenities at the region’s flagship museums
Imagine enjoying a perfectly seared entrée surrounded by Indigenous art and culture, while enjoying breathtaking views of Parliament Hill. Or sipping a glass of wine in a glass-walled space featuring an impressive collection of large artillery and military vehicles, and panoramic views of Ottawa’s skyline. These are just some of the unforgettable experiences you can offer guests when you book an event at the Canadian Museum of History or Canadian War Museum.
As two of Canada’s most-visited museums, these remarkable venues regularly host events ranging from corporate banquets and product launches, to cultural events and weddings, to major conferences and festivals.
“These are unique spaces,” says Cathy Mitchell, Head of Facility Rentals at both venues. “These venues not only expose guests to this country’s culture and history, but also foster a strong connection to Canada’s identity.”
State-of-the-art theatres
Many organizations are already familiar with the museums’ banquet halls. But both museums also have fully equipped theatres and versatile meeting spaces that are perfect for conferences, annual general meetings, product launches, board meetings, and other business events.
The Canadian Museum of History offers two theatres that will elevate any event:
• The Theatre seats 500 guests in comfort, with integrated state-of-the-art sound and lighting systems.
• The CINÉ+ Theatre, with 295 seats, is the only largeformat 3D cinema and giant dome in the National Capital Region, making it a unique option for film screenings, conferences, and corporate events.
At the Canadian War Museum, the Barney Danson Theatre is a truly versatile space. Its movable proscenium arch, collapsible stage, and retractable
bleachers make it readily adaptable to presentations, meetings, banquets, and shows. This is also where OBJ hosted its highly successful OBJ 2025 Book of Lists Launch Party!
Seamless events and exceptional support
Hosting an event at one of these world-class venues gives you access to a full range of services, with attention to detail.
Dedicated staff: From planning to execution, expert sales delegates and event coordinators handle all onsite logistics. Security and hosting staff, movers, and technical support are also provided, allowing you to focus on your event.
Professional setup and high-quality equipment: Both museums offer professional sound systems, professional kinetic and other lighting, and mobile A/V kits to ensure a high-quality experience, while minimizing the need for external rentals.
“Once we connect with a client, we ensure that security, hosting, and technical needs are fully covered,” Mitchell says. “We have our own technical equipment, along with dedicated staff technicians to support events seamlessly.”
And, of course, the food
My Catering Group is the dedicated in-house catering service for both museums. This local business is deeply committed to Ottawa and the surrounding region, and takes a personalized approach to providing exceptional, scalable dining experiences for events of any size. My Catering Group hires and buys locally as well, giving back to the community. Their involvement and partnership with La Tablée des Chefs, a food recovery program, underscores their commitment to sustainability.
The museums also have an additional curated selection of approved caterers, able to offer a variety of dining options to meet the unique needs of any event.
To decide which space would best suit your next event at one of Canada’s premier museums, please visit the websites of the Canadian Museum of History and Canadian War Museum.
Grand Hall – Canadian Museum of History
Theatre– Canadian Museum of History
LeBreton Gallery- Canadian War Museum
Barney Danson Theatre - Canadian War Museum
Mann Lawyers grows litigation practice with pair of savvy veteran additions
Ottawa firm expands its already deep bench of litigators, broadening its robust dispute-related service offerings
Full-service law firm Mann Lawyers has built a longstanding reputation for delivering high-quality legal services to its clients in all its service areas, including its litigation practice, over its 30-plus-year history in the Ottawa area.
The firm has now taken another solid step in that direction with the addition of two seasoned and experienced litigation lawyers, Elena Mamay and Raymond Murray, as
part of the firm’s litigation team.
The addition of Mamay and Murray underscores the firm’s commitment to providing clients with the highest calibre of representation in complex litigation matters.
“Joining Mann Lawyers, a firm renowned for its commitment to client service and excellence in litigation, marks an exciting new chapter in my career,” explains
Mamay, who comes to Mann Lawyers from another litigation firm in Ottawa and brings years of experience in complex civil and commercial litigation and estates and trusts disputes.
Mamay will continue to litigate complex civil and commercial litigation matters, estates and trusts disputes, and will also helm the firm’s construction litigation practice at Mann Lawyers.
“I am eager to collaborate with such a talented team, leverage my experience to help clients resolve their disputes efficiently, and contribute to the continued growth and success of the firm’s litigation practice,” she adds.
Murray comes to Mann Lawyers after decades of civil, commercial and estate litigation experience at another full-service firm in Ottawa.
“It has been an exciting time, being with a well-rounded group of lawyers that have the knowledge base to investigate and litigate intricate matters,” he says.
Murray will remain focused on litigating complex commercial and estate disputes; investigating, defending and prosecuting faulty estate administrations, fiduciary and trustee breaches, and contested powers of attorney; as well as dealing with insolvency matters.
The addition of Mamay and Murray allows Mann Lawyers to bolster the depth of its experienced and talented team of litigators— which includes family law, along with environmental and employment litigation—and to expand the firm’s service offerings, including supporting clients through a broader range of disputes and litigation matters.
“I’m thrilled with the addition of both Elena and Raymond to our litigation group. Both bring a wealth of experience and knowledge from their years of litigation practice, and their addition has enriched the strength of our litigation group,” says Alexander Bissonnette, practice lead of the firm’s Commercial Litigation Group.
“Adding Elena and Raymond will help us better assist and serve our clients in navigating their disputes and litigation matters.”
Joining Mann Lawyers, a firm renowned for its commitment to client service and excellence in litigation, marks an exciting new chapter in my career - Elena Mamay
photos by Ashley Fraser
Maj. Alex Gordon, a serving member of the Canadian Grenadier Guards, upskilled through the ServiceNow and Strategic Portfolio Management (SPM) Fundamentals course, which led to him working as a project manager in the CWEP program beginning in November 2024.
Trusted Canadian Armed Forces veterans building digital careers, helping federal organizations fill critical digital skill shortages
In 2020, the Government of Canada launched a purpose- and impact-driven Cyber Workforce Enablement Program (CWEP) to achieve two important objectives. One, help working-age Canadian Armed Forces (CAF) Veterans successfully transition from military careers to new civilian careers in digital technologies. Two, give federal departments access to trusted, security-cleared, digitally trained public service professionals at a time when the demand for such resources is greater than the supply available in the federal public service. In addition to CAF veterans, the program includes military personnels’ and veterans’ spouses as a way of supporting the Canadian Armed Forces family unit.
The CWEP provides participants with training, coaching, and hands-on experience through contractual employment, with an opportunity to forge full-time employment should the participant and hiring organization see mutual value in forging such
a relationship. Since its inception, 217 veterans have had this unique opportunity to work with more than 15 federal departments, and more than 40 have been extended full-time employment offers with the Government of Canada.
At the time of launch and seen over and over again, retired CAF members make excellent candidates for this type of program. As a result of their military training and experience, they are trained to be mission-focused problem-solvers with strong team-building and collaboration skills. Veterans have spent their careers training and doing exceptional things as parts of a team for the benefit of Canada. This program is helping them continue to do so in their post-military careers.
The journey begins when the participant enrolls in the CWEP, at which point they complete an aptitude test, a psychometric test, and further assessments related to cultural fit and learning style, to help
uncover which IT career paths for which they would likely be best suited and would provide them with career satisfaction.
Once the candidate selects their training path, they commence certified training consisting of both theoretical and hands-on practical training, concluded with a capstone project to ensure the learner is prepared for placement.
The program aims to train candidates in career areas that are highly satisfying to the learner while bridging the gap between supply and demand in hard-to-fill IT roles, increasing the likelihood of placement and long-term satisfaction. It’s helping create a high-demand digital workforce while also proactively aiding Canadians who have served our country and are looking to start a new chapter for themselves and their families.
Veterans need our collective support, and the federal government needs access to trusted, secure digital talent. However, with the current CWEP program set to expire March 31, 2025, the program is at risk, requiring fast and decisive action on the part of the federal government. Much work is needed to modernize and digitalize ways of working. Doing so will enable more operational and financial efficiency and effectiveness, a better-equipped, future-ready federal workforce, and greater value for Canadians. Veterans should continue to be part of the solution, delivering a win for all.
Affordable modern living comes to Little Italy with new apartments
Prime location combines bike paths, transit access, and vibrant dining options
With easy access to some of Ottawa’s best restaurants, miles of bike paths and a modern, brand-new living space, Taggart Realty Management is adding to the city’s rental accommodation inventory with 93 Norman.
Located in Little Italy, steps from the O-train, the nine-storey property features 122 units with a large mix of floor plans to choose from (studios, one bed, one bed + den, two bed and two bed + den and a three bedroom unit) in the building.
“We want people to feel like they are living in a beautiful space that is close to so many exciting things, like restaurants, bike paths and transit,” says Andrea Taggart, who works in residential leasing at Taggart Realty Management.
Other amenities include a gym, two rooftop
patios, a smart building system, parking, storage, bike lockers and secure parcel lockers. Despite the building’s proximity to lively Preston Street in Little Italy, it is on a dead end street, creating a more tranquil vibe for residents.
Another attractive aspect of 93 Norman is its affordability, Taggart says, adding that the apartment is a particularly good fit for students, seniors, young families, newcomers to the city and professionals. The fact that all utilities (except hydro) and high-speed internet are included in rent, increases its affordability.
The building, despite its August 1st opening, is already 60 percent leased, Taggart says, highlighting that the apartments are in demand.
Like most Canadian cities, Ottawa continues to suffer from a lack of affordable rental housing, and Taggart Realty Management is aware of the challenges faced by both residents and newcomers to the city. That is why the company is committed to contributing to the city’s stock of rental accommodation.
In addition to 93 Norman, the company has released accommodation in recent years in other locations, Taggart says. These include an apartment in Ottawa’s trendy Centretown neighbourhood and another on Wellington Street. Tamarack Flora, just off Bank Street, is in the heart of the city for people who prefer downtown living and getting around on foot, bicycle or transit. Like 93 Norman, this rental building is affordable with plenty of amenities like rooftop gardens for those long summer nights, bike storage and modern finishes. At 1140 Wellington St., you’re close to both theatres and the Ottawa River. And like the other apartments, this Barry Hobin-designed building, which was completed in 2018, comes with modern amenities. “It’s a great location,” says Taggart.
Wherever you choose to live, Taggart’s accommodations are guaranteed to provide a comfortable, modern experience that is in a prime location.
Entrepreneurial success builds Westboro Village community
Westboro Village’s welldeserved reputation as a delightful community in which to live and work has been enhanced by the presence of many locally owned businesses. They are assisted by the Westboro Village Business Improvement Area, whose staff are dedicated to helping local entrepreneurs grow and thrive.
Here are three successful female-owned businesses who have chosen Westboro Village to build or expand their businesses.
Shilhav Mayo had a dream, after working for 10 years in big chain bookstores, of starting her own local bookstore. That dream came to fruition in October 2023 when she opened Westboro Books in the heart of Westboro Village.
Mayo knew it was a special location because “Westboro is a very family oriented, tight-knit community, that likes to support local businesses,” she says. “And I wanted to bring something a little different. I had this dream of a space that invites the community in to enjoy every type of book.”
Westboro Books carries a wide range of reading, including bestsellers, a large selection of children’s books, and also collections with additional literary and philosophical value.
Westboro Books is also very big on promoting local authors. “We have a very large local author section, and have held events to support the launch of local author books. The community is happy to support them,” says Mayo.
Mayo and her employee, Amy Oldfield, also hold community based events, including writing workshops and book clubs. “We’re constantly working on new ideas to attract the community in,” she says.
Annie Létourneau and her husband Keir Menzies are proud owners of The Ten Spot, which offers a comprehensive set of beauty services.
Létourneau, who previously worked at Bell Canada as a business analyst, says working in the beauty industry and making people feel good about their appearance, appealed to her from a very young age. “So when the
opportunity came up, I said, ‘I’m ready for this.’”
Létourneau and Menzies purchased the Ten Spot’s Westboro location in 2024. They also own franchises in the Glebe, Barrhaven and Kanata, employing about 10 women at each location.
The Ten Spot provides services for nails, laser hair removal, waxing hair removal, and brow wax and lash tint. “We do the basic manicure, pedicure, and also apply builder gel. We offer a range of facials, including peels and dermaplaning,” Létourneau elaborates.
Létourneau calls Westboro Village “a very special spot” to run a business. “It’s visually appealing, the shops are wonderfully diverse, and there’s an array that I adore. Additionally, we have a varied clientele, including students, numerous families, and retirees who visit us,” she says.
When Juliana Graf opened Heartbreakers Pizza along with her husband Andrew Chatham and sister-in-law Lizzie Chatham in early March 2020, little did they know that the COVID-19 pandemic
was just days from causing a total shutdown.
“Talk about survival mode. It was very scary and tough. But it also challenged us to really focus on what we were doing and get good very quickly. I think we were incredibly lucky that we had pizza so that we were able to switch to take out easily,” recalls Graf.
Prior to opening Heartbreakers, which now has 25 employees, Graf and her husband ran a bakery in Perth for five years. They are planning to open a second location in Westboro later this year.
Graf says Westboro has “a lovely mix” of well established and new businesses that are very well maintained.
“We really value the product that we’re making, and are always trying to be better. We feel that the ingredients we use, and our good quality service and kindness sets us apart,” says Graf, who takes pride in using Canadian products.
Shilhav, Annie and Juliana are three of the many female leaders in Westboro Village that make it the cozy and thriving neighbourhood its residents and visitors love. The Westboro Village BIA is proud to share that more than 40% of businesses in the area are women-owned and women-led and cross a variety of sectors. Visit westborovillage.com for more.
Juliana Graf (left) and Shilhav Mayo (right). Credit to MIV Photography.
Evening in the Maritimes
May 29, 2025 – Westin Ottawa
Hotel
Ottawa’s business and community leaders set sail for an East Coast-themed event featuring delicious food, unique auction items, and curated prizes.
Join us for a whale of a good time to raise funds to support people living with disabilities in Ottawa.
Building a Better Ottawa
Success starts with a trusted partner in design
Ottawa is facing many challenges: we need more housing that achieves better sustainable density to create homes for families and support small businesses for a diverse economy. We need to build more #PlacesForPeople that reflect the goals of our city plans.
We need to build better, build faster and building lasting value.
Architects DCA has a history of providing the sort of infill development that achieves the goals of our clients while contributing positively to our city. Some of our earliest work included what was, at the time, the tallest wood building in the city. Since then we have added numerous contemporary projects on our (virtual) drawing boards. Our work meets our client’s objectives for quality, on-time and on-budget solutions.
We advance progressive approaches to good investment with better life cycle cost analysis. Investing up front in design helps reduce operating costs and create a more durable building that leads to less maintenance and better performance. This leads to better tenant retention, reducing vacancies and improving the bottom line while creating better places for people to thrive.
Some of our current work includes mass timber buildings that focus on quality and cost effectiveness. Typical apartment building projects may require expensive tower cranes, street closures and present months or years of disruption to neighbours. A mass timber project, however, can be installed in a matter of weeks or months, not years. Mass timber buildings can reduce the cost of drywall, speed up construction and improve the finished quality, resulting in a faster return on investment.
Architects DCA has mass timber buildings currently in design and construction in Ottawa, Petawawa and Gander, NL. These buildings are designed and built with Canadian lumber, relying on no steel or other components that may be the subject of tariffs in an on-going trade battle. That improves
stability for our clients, helping ensure predictability and budget certainty while also improving their return on investment.
Quality is key. Investing in design helps ensure our clients get the best results by making sure we have the time and resources to design well, think of solutions and resolve conflicts on paper before trades arrive on the scene. That investment might mean spending a tiny bit more up-front on professional fees but can result in fewer changes and delays during construction.
As Ottawa looks to address falling housing targets, our city is still trying to meet provincial or federal funding goals. It is essential that we address the housing crisis in ways that don’t undermine the quality of life for existing and future residents. Building super tall towers in a sea of single detached homes creates conflict; at the same time, when we have a neighbourhood of highrises, we shouldn’t hold up development of remaining land in the area
that is arbitrarily set at lower density. We should plan, and zone, for the city we aspire to be.
If we can find ways to build better, build faster, use less material and become less dependent on imported materials, we can create the sustainable, healthy, affordable city we aspire to be.
Design is key. At Architects DCA we focus on the key issues to make projects a success. We work closely with trusted planners, engineers and clients to design projects that meet their objectives, delivering proven results and outcomes.
Our city is facing multiple challenges: we need more housing and sustainable results; we need buildings that work with their communities and provide the homes and businesses our city needs; we need outcomes that are on budget and deliver lasting value.
Architects DCA is a trusted partner to find those solutions through creativity, collaboration and technical skill.
HÔTEL CASINO LAC-LEAMY (EN. 176702)
How can we amplify our presence in a loud world?
Canadian business leaders who think boldly and act decisively will define the next era of growth.
Calian betting on defence biz as global uncertainty grows
BY DAVID SALI david@obj.ca
Calian Group’s CEO says the Kanata-based firm is doubling down on its defence business as it projects demand for its cybersecurity, training and space technology to soar in the face of growing geopolitical instability.
Kevin Ford told analysts in a recent earnings call that Calian sees “significant macro tailwinds” for its growing range of defence-related services that include everything from military training simulations to advanced cybersecurity software.
Several factors are driving demand for Calian’s products, Ford explained, including growing U.S. pressure on Canada to boost its defence spending, as well as conflicts such as the war in Ukraine that “are compelling all NATO countries to accelerate their defence efforts, explore wartime measures and adapt to the potential reduction of U.S. contributions to joint operations.”
technical engineering education for naval and maritime communities, has been “firing on all cylinders” since Calian bought the company last May.
Calian recently hired a “U.K. defence industry veteran” to head its operations in Britain, and Ford said the company will keep pushing to beef up its defence business across the Atlantic by adding more services and acquiring new IP.
“I think we’ve got a good thing happening,” he said. “I think it’s just going to be the start of growing our presence in the U.K. and Europe for sure.”
Calian’s leadership team used the call with analysts to tout other recent moves aimed at bolsting the firm’s defence business, including the launch of a new U.S.-based subsidiary that will focus on attracting defence and government clients and the hiring of a new senior executive, retired Canadian major-general Roch Pelletier, who will be responsible for finding new customers and strengthening Calian’s existing business relationships in the defence sector.
investments we’ve made and the assets we have are much more compelling than they were even three or four years ago.”
Calian said it sold $330 million worth of defence products in fiscal 2024, accounting for 44 per cent of all revenues.
“Defence is, and will continue to be, a key market for Calian,” Ford said. “The demand for these solutions has never been greater.”
At the same time, the CEO acknowledged Calian is “navigating a period of significant uncertainty” amid the threat of a trade war between Canada and the U.S. and the possibility of more widespread economic upheaval as protectionist measures loom.
of and we want to make sure we remain competitive in that space,” Houston added.
Ford also said Calian has experienced a “few delays and slowdowns” in securing government contracts as Parliament remains prorogued.
He said he has been “proactively engaging” with members of Parliament and other federal officials to stress the need for the government to follow through on procurement agreements.
“Despite these challenges, I think Calian is well-positioned to achieve another record year,” Ford said, pointing to the company’s efforts to diversify its product offerings and penetrate new markets through acquisitions.
Ford said Calian is already a “significant player in the defence industry,” adding the company continues to expand its presence in Europe through moves such as its acquisition of U.K.based defence firm Mabway.
Ford said Mabway, which specializes in large-scale defence role-playing environments that simulate real-world operational environments and provides
Chief financial officer Patrick Houston said that while more than 20 per cent of Calian’s revenues now come from U.S. customers, “not a lot of that is in defence.”
He said he expects that to change as the new U.S. subsidiary finds its footing.
“It’s only been a couple of months, but I think we’re already starting to see some positive momentum there,” Houston said. “This is a longer-term play, but I think the
Asked about the potential impact of U.S. tariffs, Houston said only about five per cent of Calian’s revenues come from goods exported to the U.S. from Canada.
He said the company is “proactively making plans to minimize any potential impact” of tariffs, including “alternative sourcing” and delivering more services to American customers from inside the U.S.
“Certainly, it’s something we’re aware
Asked for an update on Calian’s M&A activities, Houston said the firm hasn’t finalized any deals recently because potential acquisitions it looked at didn’t meet its “internal return metrics.”
“That being said, we have a strong pipeline of potential targets and we’re engaged in many discussions,” he added. “We’re optimistic we’ll get a few deals done this year.”
Discover Technata event builds bridges between tech companies and talent
Ottawa boasts the highest concentration of technology talent in North America. With such a large density of businesses – ranging from promising startups to global giants – Kanata North is Canada’s Largest Technology Park.
The Kanata North Business Association is ideally positioned to host an annual Discover Technata Career Fair and Tech Expo. Every year, thousands of professionals network with companies and potential employers during a daylong event at Brookstreet Hotel.
Some of the biggest names in tech return annually, including Ross Video, Warner Bros. Discovery, Nanometrics Inc. and more. Participating companies enjoy multiple benefits including access to a rich talent pool, brand exposure, and opportunities to collaborate.
“Discover Technata provides an opportunity for Fidus to engage with talent in our community through facilitating the human face-toface connection,” says France Todd, Fidus’ Director, Human Resources. “Fidus’ participation provides opportunities for relationship building, exchanging ideas, and sharing information about the impact individuals can contribute by working on our innovative customer projects in electronic system design and development.”
Erin Rogers, HRPB Senior Manager with QNX, similarly praises the event. “Discover Technata is an invaluable opportunity for QNX to connect with a diverse range of exceptional candidates in one place. Our Recruitment team and hiring managers have consistently attended the event for many years and have always come away impressed with the talent it attracts.”
Registration is now open for both attendees and sponsors/exhibitors for the 2025 fair, occurring on April 2nd, 2025 from 10AM – 6PM at the Brookstreet Hotel. Companies both local and international wishing to participate are encouraged to act quickly – exhibitor registration closes on March 28th. Click here to register or for more information.
Visit www.discovertechnata.com/career-fair/ to register or for more information.
Attendees visit the Kanata North Business Association’s booth at the 2024 Discover Technata Career Fair.
With Canadian nationalism enjoying a resurgence amid the brewing threat of a trade war with the U.S., Jon Lomow thinks the time is right for consumers to buy into his indoor farming business — literally.
Lomow, the co-founder and president of Ottawa-based Fieldless Farms, hopes to raise more than $1 million for his company through equity crowdfunding platform FrontFundr.
For a minimum investment of $250, virtually anyone can own a piece of Fieldless Farms. The company is selling preferred shares at a price of $1.896 per unit on FrontFundr, which was launched in 2015 and is now available to retail investors in eight provinces and the Yukon.
The Ottawa entrepreneur met FrontFundr founder Peter-Paul Van Hoeken last year and was “super impressed” with Van Hoeken and his concept. The idea of launching a crowdfunding campaign for Fieldless intrigued him, he said, and it became
“(Lion’s mane is) more of a high-end (product) similar to tinned fish, where you just can throw it on a salad or put it in your pasta.”
even more appealing in light of brewing concerns about skyrocketing food costs if U.S. President Donald Trump makes good on his tariff threats and Canada retaliates.
“We have 11,000 recurring customers monthly who love our product and shop specifically in stores to find our product,” Lomow said. “We thought it was the perfect sort of retail customer to hit — if they love the business, they love what we’re doing, they’d be interested in owning a little piece of it and supporting it.”
Indeed, Canada’s reliance on food imports has become a hot topic.
Lomow said Fieldless Farms, which has boosted its monthly yields by 50 per cent over the past six months, is ready to respond to the growing buy-local movement.
“It’s a little serendipitous with the timing,” he said. “Obviously, supporting Canadian food has just become more important than ever. There’s a lot of that sentiment as well that I think is probably helping us.”
Founded in 2019, Fieldless Farms cultivates lettuce, kale, spinach and mushrooms at a 60,000-square-foot indoor facility in Cornwall.
Fieldless’s products can now be found in about 75 stores across Ontario, including Farm Boy and select locations under Loblaws’ Real Canadian Superstore and No Frills banners.
The firm, which has raised more than $20 million in venture capital, says it has increased its total output by 70 per cent over the past 12 months and is now selling everything it produces as it pushes to add more capacity to its Cornwall facility.
Last week, the company added another product to its roster: fresh-cut basil, which it grows in partnership with another nearby indoor farming enterprise. Next up for Fieldless is specialty mushrooms in a can, with tins expected to hit shelves in the second quarter of 2025.
“We’re inventing a category that doesn’t exist,” Lomow says, noting that while consumers can now buy canned mushrooms that are suitable for use in soups and casseroles, Fieldless’s offerings, which will include lion’s mane and cinnamon caps, will be “more of a high-end (product) similar to tinned fish, where you just can throw it on a salad or put it in your pasta.”
While Lomow is confident Fieldless will reach its $1.1-million fundraising target on FrontFundr, he says the company will require even more capital to get its farm up to peak capacity.
About 90 per cent of all leafy greens consumed in this country are imported, with most of that produce coming from the U.S. According to Fieldless, nearly half a billion dollars worth of lettuce, spinach and herbs is consumed annually in Ontario and Quebec alone — about 95 per cent of it produced in other countries, mainly the U.S.
Now, many industry observers fear a tariff war could drive up vegetable costs — which were already projected to rise between three and five per cent in 2025, according to the annual Food Price Report — even more than predicted.
Once that happens, he predicts Fieldless will hit revenues of “well above $10 million a year” as it focuses on serving more of Ontario and Quebec, markets that are within easy driving distance of its current facility.
“It’s hard to imagine the need to go beyond that very quickly,” Lomow says. “We can make a pretty big impact by focusing on those two provinces. We’re super close to the border and we can go to the U.S. at any time, but that’s not really our mission at the moment. We want to first make sure that we’re feeding Canadians.”
Jon Lomow of Fieldless Farms thinks the time is right for people to buy into indoor farming. FILE PHOTO
Don’t get left behind: Keep pace with the job market by AI upskilling at uOttawa
From workplace generative AI to specialized deep learning and NLP, uOttawa’s Faculty of Engineering offers a range of reskilling options
UOttawa’s Paula Branco was a math teacher in Portugal for more than a decade before deciding to boost her career by going back to school.
“I’m one of those people that came back to the university a few years after doing my first graduation,” she explains with a laugh.
While it was a big decision, Branco says re-skilling gave her additional cutting-edge technical skills—including those around AI and machine learning—that launched her into an assistant professorship at uOttawa’s School of Electrical Engineering and Computer Science.
Most people who go back to university don’t become professors. But for Branco and her colleague, Associate Professor Hussein Al Osman, the accelerating AI revolution means there’s never been a better time to reinvent your career. From finance to healthcare, marketing to engineering, AI-driven tools are streamlining operations, automating tasks, and changing the way businesses in Ottawa and elsewhere compete.
For professionals across all sectors, staying relevant means adapting, and that starts with gaining the right skills.
A labour transformation ‘as significant as the Industrial Revolution’
Branco and Al Osman say there’s a huge opportunity right now for members of the workforce—or those who may be between opportunities—to add AI skills to their CV and improve their careers.
• According to LinkedIn, AI-related roles have seen a 74% annual growth rate over the past four years.
• And 87% of executives say they’re experiencing skill gaps in their workforce, according to McKinsey.
“We haven’t seen a labour transformation as significant since the Industrial Revolution, except the Industrial Revolution was slow. This is fast,” explains Al Osman, an associate director at uOttawa’s School of Engineering Design and Teaching Innovation.
“Things are changing at a fast pace. There’s definitely a sense of urgency to try to acquire the necessary skills to allow
you to maximize your chance of success,” he adds. “Digital transformation is happening now. We need to be ready for it, to have the right skills to benefit from the opportunities that are coming our way.”
The competitive edge of AI skills
Employers aren’t just looking for software developers—they want business professionals, analysts, and decision-makers who understand how AI can be leveraged for strategic advantage.
Branco says it’s “hard to think of any sector” that hasn’t been fundamentally affected by AI. “Most job seekers will need to have at least some AI-related skills, whether it’s understanding AI-driven data analytics, automation, or machine learning applications,” she says.
“Our programs target professionals looking to upskill or reskill. Some are already in the workforce, some are looking to change professions,” adds Al Osman. “We see a lot of students coming from business, healthcare, and other industries who recognize that AI will play a critical role in their fields. They want to come back to school or study part time so they can open up new opportunities for themselves.”
He says many students in the Faculty of Engineering’s AI-related courses don’t have a technical background. “These programs are designed to be highly customizable, because we know people have different objectives,” he explains.
“So it really depends on what they want out of the program. Students can tailor it depending on what they’re comfortable with and their career goals, and get introduced to these concepts while taking into account that they don’t come from a computer science background.”
Some of the AI-related graduate programs across Ottawa’s Faculty of Engineering include:
• Electrical and Computer Engineering with a Concentration in Applied Artificial Intelligence
• Master of Interdisciplinary Artificial Intelligence (online)
• Computer Science with a Concentration in Applied Artificial Intelligence
• Systems Science and Engineering with a Concentration in Interdisciplinary Artificial Intelligence
• Digital Transformation and Innovation
Specialized and technical AI skills include coding and other functions around natural language processing (NLP), computer vision and image processing, machine learning, and deep learning. These skills can translate into jobs across multiple domains including video surveillance, healthcare, drug development, surveying, marketing, and finance.
Cutting-edge practical skills, with an ethical foundation
Both professors say the main bonus of going back to university to learn AI is the combination of practical skills and foundational ethical guidelines that just aren’t taught anywhere else.
After all, says Branco, using AI without ethical guidelines or best practices can be risky and dangerous. “We don’t just teach students how to use or develop tools. We also teach students how to use and build them responsibly. And you really don’t get the full spectrum of what that means by taking an online course.”
Is now the time to upskill?
With AI adoption accelerating across industries in Ottawa and elsewhere, the question isn’t whether AI will impact your career—it’s how prepared you are to adapt. The right skills can mean the difference between keeping up with change and leading it, or falling behind.
As for Branco’s decision to go back to school years ago? She doesn’t regret it one bit.
“My advice is: If you’re thinking about it, don’t wait. Because tomorrow is already here. And these skills are just going to become more valuable in the job market.”
Lindy Ledohowski offers her view on the local tech scene
BY MARISSA GALKO marissa@obj.ca
From professor to tech founder to banker, Lindy Ledohowski has worn many hats in her career.
Starting out as an educator, she taught at the University of Waterloo as a literature professor. Ledohowski took her background in education into Ottawa’s tech space in 2015, crafting EssayJack, an online academic tool for students and educators. The platform was designed to help students put together essays and other academic papers while allowing educators to create and correct assignments. EssayJack was acquired by Wizeprep in 2021, where Ledohowski continued as chief operating officer until 2023.
Last year, Ledohowski took on a new role with RBCx as its vice-president of relationship management, helping to support tech companies in the National Capital Region.
OBJ spoke with Ledohowski about Ottawa’s tech sector, the use of artificial intelligence, and the projects she oversees at RBCx.
This transcript has been edited for length and clarity.
your customers’ data in this world of AI? There’s also financing and how the macroeconomic context changed. So, I sold my company in 2021. The fundraising and the economic situation in 2021 was very different than it is now. Things kind of crashed around 2022 or 2023, depending on your sector. It hasn’t necessarily gotten back up to the same way. For tech companies, depending on where they were in their growth cycle, it means that if they raised money in 2021, they may have had a large valuation. In the tech sector, those venture capital investment funds were looking for growth metrics with the assumption that, as you hit growth metrics, there would be a time to then have another infusion of capital to continue growing. As the world changed, economically speaking, that had an impact on tech.
Q: What’s keeping you up at night?
others. It’s a very community-oriented tech ecosystem. So you have this really helpful tech community, but it is not as big as some of the other markets and so it is always hard to fight for some of the funding dollars. It’s one step harder than it is if you happen to be based in San Francisco, for instance. So how do we make sure that the whole world knows that there is this very special tech happening here.
Q: What’s on your mind when it comes to tech in Ottawa?
Q: What stands out to you about today’s tech sector?
I don’t think you can have any kind of conversation about tech without talking about the importance of AI and where we’re going with AI. It is changing the tech space. Within the bank, we’ve been working on AI, RBC Borealis, since 2016. It’s an AI hub for research and knowledge, which is central to the bank. There are some key AI principles that the bank takes very seriously, like privacy and security, accountability, fairness, responsibility and transparency in terms of disclosure, those things which are key to a bank’s use of and development of AI tools. I think it applies to tech companies, broadly speaking. How do you create AI that doesn’t expose companies to external undue risks? So, for example, in the bank, none of us can use ChatGPT, the risks are too great that proprietary data could be shared with a third party and a bank is never going to do anything like that. That’s risky. I think tech companies in Ottawa broadly are making those kinds of choices. What are the risks and how do you protect your data and
Oh my goodness, so many things. As a tech founder, what I found is that traditional banking wasn’t always great for tech companies since you’re typically dealing with complex IP, which is not an asset that can easily be sold off if a bank needs to recoup bad loans. RBCx was founded with the mission of doing tech banking differently, of figuring out how to support tech companies in a way that made better sense and didn’t just apply traditional banking to tech companies. That mission was what drew me to RBCx and wanting to be part of that solution. In a few years, we’ve made so much progress in the way that we can help support tech companies. What keeps me up at night is the fact that we’re still a work in progress. We’re not at the end of our story. There’s work to be done. Will we be able to deliver on that amazing opportunity and vision of doing tech banking differently and better?
Another thing is that Ottawa, in my view, is a very special tech context. So you’ll see commentary coming out of Invest Ottawa that says Ottawa is a bootstrap city and, in many ways, it is. Many of the tech companies here develop not with that VC funding model all the way through, but with sweat equity and hard work and selffunding, which is really exciting and special. What you also have is when somebody exits a bigger company, they go and become an angel investor in new startups and support
I am very excited by tech in Ottawa. The thing that Ottawa has really going for it is that it’s a very well-educated population. There’s a dedication to partnerships with institutions of higher learning. For example, I’m sitting at Hub350 in the Kanata Tech Park. RBCx is a partner, Carleton University is a partner, the University of Ottawa is a partner. You have a great connection between businesses and students.
Q: What projects are you working on right now?
In my current role, I am no longer in the kind of tech and development oversight role, but RBC, not just RBCx, has something called Nomi Insights. It’s a way to provide financial insights. The bank sees itself as a digitally enabled relationship bank. So we want our tech to be good, but we never want to lose sight of that personal connection. With the companies I work with, I get to have a front row seat to see what they’re building, the new and exciting things that they’re bringing to market. It’s everything from microchips to software as a service, to AI robotics, to interventions in space or the construction industry. So there are all kinds of fields where the technological advances that Ottawa companies are doing are super exciting and I get to see that, but I get to support them as a tech banker, as opposed to supporting them as a tech developer myself.
I joined RBCx to try to do tech banking differently. RBCx has different kinds of lending products where we look at different metrics. So it might be, if you’ve done a venture capital raise in your tech company, we can lend against that. Or if you do have a subscription model business, we can lend against that. Or, if you are applying for a Scientific Research and Experimental Development (SR&ED) claim and, while you wait for your money from the government, we can finance.
