Busola Adeniji, Director of Finance and Administration
Emma Menchefski, Communications Manager
Emily Bednarz, Communications Specialist
Volume 35 • Issue 4
Business Voice is published 8 times a year for members of the Halifax Chamber of Commerce and Metro Halifax’s business community. Views expressed in Business Voice are those of the contributors and individual members, and are not necessarily endorsed by, or are a policy of, the Halifax Chamber of Commerce.
No part of this publication may be reproduced without written consent of the publisher. While every effort has been made to ensure accuracy, the publisher cannot be held responsible for any errors or omissions that may occur. All images are contributed unless otherwise stated.
Please address editorial enquiries and changes to information to:
Halifax Chamber of Commerce
100-32 Akerley Boulevard
Dartmouth, Nova Scotia B3B 1N1
Tel: 902-468-7111
Fax: 902-468-7333
info@halifaxchamber.com
www.halifaxchamber.com
Cover Image Credit: Basha Koncepts Media
New leadership, steady course
DON BUREAUX PRESIDENT & CEO HALIFAX CHAMBER
Afewmonths into this role, I can tell you one thing with certainty: our business community doesn’t shy away from a challenge.
It’s been an eventful year. From tariffs to ongoing economic uncertainty, businesses of every size and sector have
had to adapt and find new footing. Since joining the Chamber, I have witnessed our community’s resilience, innovation, and willingness to show up for one another. This experience has only deepened my confidence in what we’re capable of together.
Spring also brings meaningful change to our Board of Directors, and I want to take a moment to honour that.
First, a sincere thank you to outgoing Chair Joanne Bernard. Joanne led the Board through a demanding year with grace, sharp strategic instincts, and a keen sense of humour. Her commitment to our members has left a real mark, and I’m grateful to have had the chance to work with her.
Stepping into the Chair role is Donna Harding, and I can think of few people better suited to this moment. Donna spent over two decades in the Canadian Navy, built a provincial real estate brokerage from the ground up, and
has served the Chamber’s Board with the same precision and collaborative spirit she carried through every chapter of her career.
What makes Donna’s tenure particularly significant is the convergence of her background and Halifax’s biggest upcoming opportunity. Nova Scotia is home to approximately twenty percent of Canada’s defence and security workforce, and federal investment in the sector is set to grow substantially in the years ahead. Having a Naval veteran at the helm of the Chamber board at this moment is an asset our members will benefit from directly.
We also welcome five new members to the Board, whose expertise will strengthen our work across advocacy, member engagement, and strategic growth.
I hope to see you at our upcoming events this spring. As always, we’re in your corner. ■
CHAMBER EVENTS
Tuesday, May 5
POWER LUNCH
RBC Advice Spotlight: Business Fraud Prevention & Employee Retirement Plans
12:00PM - 1:30PM
Halifax Chamber Boardroom FREE for members
Thursday, May 14
LUNCHEON
NS Healthcare with Minister Thompson and Karen Oldfield
11:00AM - 1:30PM
Halifax Marriott Harbourfront Hotel
Friday, June 5
WORKSHOP
AI in the WorkplaceA Practical Guide for Business Leaders
8:30AM - 4:00PM Halifax Chamber Boardroom
Thursday, May 7
BUSINESS AFTER HOURS
Dalhousie University
4:00PM - 6:00PM
Kenneth C. Rowe Management Building FREE for members
Friday, May 15
WORKSHOP
Diversity, Equity, Inclusion and Belonging
8:30AM - 4:00PM
Halifax Chamber Boardroom FREE for eligible businesses
Friday, June 12
SIGNATURE
WONDER WOMEN CONFERENCE 2026
8:00 AM - 4:30 PM
Halifax Convention Centre
THANK YOU TO OUR APRIL EVENT SPONSORS!
Friday, May 8
WORKSHOP
What If Your Pricing is Your Biggest Profit Problem? An AIAmplified Masterclass
8:30AM - 4:00PM
Halifax Chamber Boardroom FREE for eligible businesses
Wednesday, May 20
SIGNATURE
Annual State of the Municipality with Mayor Andy Fillmore
10:30AM - 1:30PM
Halifax Convention CentreConvention Level
Starting Monday, June 15
WORKSHOP
Scrum for Teams
12:30PM - 4:00PM
Halifax Chamber Boardroom
3-Day course taking place every Monday starting on June 15 FREE for eligible businesses
For a full list of Chamber events, visit: halifaxchamber.com/events
Tuesday, May 12
NETWORK
Walk & Talk with the Halifax Chamber
12:00PM - 1:30PM
Walking Trail in Bedford TBC FREE for members
Friday, May 22
WORKSHOP
Crisis Management: Recession-Proofing Your Business
8:30AM - 4:00PM
Halifax Chamber Boardroom FREE for eligible businesses
Wednesday, June 24
POWER LUNCH
Weathering the Digital Storm: Cyber Readiness for Halifax Businesses
12:00PM - 1:30PM
Halifax Chamber Boardroom FREE for members
Partner with the Halifax Chamber on an upcoming event!
Contact Josh Creighton, Corporate Partnership Specialist at josh@halifaxchamber.com or call (902) 481-1229 to get started.
Learn more at: halifaxchamber.com/awards
CATEGORY SPONSOR: CATEGORY SPONSOR:
EXPORT BUSINESS OF THE YEAR MARITIMES IMMIGRATION CONSULTING
CATEGORY SPONSOR:
NOT-FOR-PROFIT BUSINESS OF THE YEAR FEED NOVA SCOTIA
INNOVATIVE BUSINESS OF THE YEAR ARUNA REVOLUTION
CATEGORY SPONSOR:
CATEGORY SPONSOR:
CELEBRATION PARTNERS:
AV PARTNER:
BUSINESS OF THE YEAR HALIFAX INTERNATIONAL AIRPORT AUTHORITY
ADVOCATE PARTNER: SUIT PARTNER:
PREMIERE GALA PARTNER:
CATEGORY SPONSOR:
BUSINESS LEADER OF THE YEAR LILLIAN (MISSY) SEARL – PERIOD EQUITY ALLIANCE SOCIETY
NEW & NOTED
We welcome our new Chamber members
Jo-Anne McLean
Are you a new Chamber member?
Get listed in New & Noted! To get started, contact Mandi Bowser at (902) 468-7111 or mandi@halifaxchamber.com
AIT WORLDWIDE CANADA INC.
Susan Mulholland Goffs, NS (902) 873-5285
canada@aitworldwide.com aitworldwide.com
Transportation - CUSTOMS BROKER/FREIGHT FORWARDER
ALPHA TRAVEL & TOURS
Alpha Travel & Tours is a locally owned tour company specializing in premium small-group experiences across Nova Scotia. Based in Halifax, we offer professionally guided coastal tours designed for cruise passengers and independent travelers who want a relaxed, well-organized, and informative experience. We focus on quality over quantity, maintaining small groups to ensure comfort, flexibility, and personal attention.
Altitude Revenue Group is a Nova Scotia-based consulting firm specializing in revenue growth strategies, airport concession development, and strategic planning facilitation. Led by Jo-Anne McLean, who has over 25 years of revenue growth expertise, the firm partners with organizations, airports, and national brands to unlock new opportunities and deliver practical, results-driven strategies.
Alton Flex Workspace is a 100% Canadian, locally owned coworking and office provider in downtown Halifax on Barrington Street. Inspired by the town of Alton in the heart of Nova Scotia, we offer flexible offices, coworking, and project space with parking available, while partnering with IWG to connect members to the international network via Regus.
PJ Cheng
Halifax, NS (902) 429-1600
Leasing@AltonOffices.com altonoffices.com
Real Estate/Construction - REAL ESTATE COMMERCIAL
AUDOJI INC.
SMS marketing offers higher click rates than email, social media, and web ads. Audoji brings your brand to life by transforming traditional text messages into engaging, fun, audio-visual experiences. Designed for small, community-centred businesses, our easy-to-use platform drives real impact. Chamber members receive an extended trial-connect with us for your free demo.
Best Kind Edibles is a women-led and owned Nova Scotian cannabis brand, crafting premium gummies inspired by unique flavours and inputs. Known for its playful branding and high-quality ingredients, Best Kind blends creativity with compliance to deliver consistent, approachable products that celebrate East Coast character while appealing to modern cannabis consumers across Canada and beyond.
Georgia Pothier
Dartmouth, NS (902) 440-1456
georgia@bestkindedibles.ca bestkindedibles.ca
Industrial & ManufacturingMANUFACTURE/PROCESS
BRAULT ROOFING
Brault Roofing is a national commercial roofing contractor specializing in flat roof construction, maintenance, and repair. We help building owners protect their roofing assets through comprehensive inspections, preventative maintenance programs, and quality workmanship. Serving clients across Canada, we’re proud to support Halifax’s commercial property community with reliable roofing solutions.
Dylan Collins
Bedford, NS (902) 240-2242
dcollins@braultroofing.com
braultroofing.com
Real Estate/ConstructionCONTRACTOR/CONSTRUCTION
BRICKLYN CONTRACTING INC.
Ethan Price Bedford, NS (902) 817-3833
bricklyncontracting.com
Real Estate/ConstructionCONTRACTOR/CONSTRUCTION
BROWNING CONSTRUCTION INC.
Joshua Browning Dartmouth, NS
josh@jbrproperties.ca
Business & Prof. Services - PROJECT MANAGEMENT
BZ LOCKSMITH & GARAGE DOORS LTD
Yonatan Bregman Bedford, NS (782) 641-1155
bzdoorsnovascotia@gmail.com
bzlocksmithandgaragedoors.ca
Safety & Security - SECURITY SYSTEMS/LOCKSMITHS
C & C COMMERCIAL CLEANING SERVICES INC
C & C Commercial Cleaning Services
Inc. is a trusted provider of commercial cleaning and facility care services across Halifax Regional Municipality. Since 2016, we have supported offices, property managers, and commercial facilities with dependable janitorial services, detailed cleaning, and a commitment to quality that keeps workplaces clean, safe, and welcoming.
Charmaine Cormier
Dartmouth, NS (902) 478-6112
cccleaningservices46@gmail.com
cccleaning.ca
Industrial & ManufacturingCLEANING/JANITORIAL
CAKES FOR YOU
Cakes for You is a boutique home-based baking business specializing in custom cakes, cupcakes, cookies, and dessert tables for celebrations and events. The brand is known for its elegant designs, fresh flavors, and personalized touch, serving families, corporate clients, and community events with treats that look stunning and taste just as good.
Nikhila Shaju
Halifax, NS (902) 891-0991
Nikhila.shaju@gmail.com
Restaurants, Food & Beverage –BAKERY
CALIBRATICS
Calibratics isn’t a tech company - we’re entrepreneurs obsessed with bottom-line results. We built what many call the world’s best AI for business owners: a digital executive team that plugs into your company to uncover hidden revenue, reclaim costs, and sharpen decisions fast. We partner long-term, so clients outgrow their targets.
Jordan Harper Halifax, NS (519) 588-4778
info@calibratics.com calibratics.com
Computers, IT & TechnologyTECHNOLOGY MANAGEMENT
CONSCIOUS SURVIVAL GUIDE INC
Most professionals prepare endlessly for high-stakes moments and still don’t land as expected. Conscious Survival Guide, Inc. solves that. Through the psychology-backed Perception Architecture Method™, Madusha Ranaweera helps clients win by working backwards from what matters most: understanding exactly how their audience thinks, feels, and reacts.
Madusha Ranaweera Bedford, NS (902) 478-7034
madusha@conscioussurvivalguide. com
conscioussurvivalguide.com
Business & Prof. ServicesCONSULTING (GENERAL)
DAZ DESIGN
Natalia Zaharov Dartmouth, NS (902) 989-3776
Contact@dazdesign.ca
Home & Garden - INTERIOR DECORATORS
EDUNOVA
EduNova Co-operative Limited is a non-profit association of education and training providers based in Nova Scotia. Working with its members, EduNova focuses on collaborative recruitment, student retention, and the internationalization of student experience. Its innovative Study and Stay™ programs support international students during their studies and post-graduation as they transition from student to professional.
Andrew Champagne
Halifax, NS (902) 424-8178
natasha@edunova.ca studynovascotia.ca
Not-For-Profit Groups - NOT-FORPROFIT GROUPS
FIA FIA YARNS
Cameron Roberts Halifax, NS fiafia.ca
Shopping & Specialty Retail - RETAIL (GENERAL)
FINTREE CONSULTING
Fintree Consulting is a Nova Scotiabased bookkeeping and business advisory firm supporting small businesses and entrepreneurs with bookkeeping, tax services, financial analysis, business registration, and strategic guidance. Founder Saritha Sujith is a finance professional and QuickBooks Certified ProAdvisor.
Fortinet is leading the cybersecurity evolution in Canada through integrated, high-performance cybersecurity solutions. With major investments across Canada and more than 31,000 customers nationwide, Fortinet supports enterprises, service providers, SMB, and public sector organizations through its unified Security Fabric platform, reducing complexity and strengthening resilience.
The Atlantic Regional Office of Global Affairs Canada helps companies in this region grow internationally. Our team on the ground in Halifax, Moncton, Charlottetown and St. John’s is part of the Trade Commissioner Service global network providing trade programming at events in Canada and abroad, funding, and export advice.
Suzanne Drisdelle Halifax, NS Atlantic-Atlantique.TCS-SDC@ international.gc.ca tradecommissioner.gc.ca Government - EXPORT/BUSINESS DEVELOPMENT
HATKA HOMES
Hatka Homes is a Nova Scotia modular housing company building smart backyard homes and high-quality compact dwellings for homeowners. Female-led and family-operated, we deliver locally built attainable homes with European construction expertise, efficient layouts, and thoughtful spaces that expand living options and support multigenerational households.
When teams are stuck in chronic tension, conflict and pressure, leaders need practical help. Patricia Zeggelaar Bower of Integrated People Solutions brings 30+ years of experience providing realworld leadership coaching, team diagnostics and leadership labs that ensure leaders cut through what’s really getting in the way, bringing clarity, progress and relief.
Patricia Zeggelaar Bower
Halifax, NS (902) 476-1642
patricia@ipeoplesolutions.ca ipeooplesolutions.ca
Education & Prof. DevelopmentTRAINING PROGRAMS
KABAB LAND RESTAURANT
Mansooreh Ahmadi
Bedford, NS (902) 989-7268
kebabcuisineltd@gmail.com
Kababland.ca
Restaurants, Food & BeverageRESTAURANT
KATIMAVIK YOUTH SERVICES
Katimavik is a national youth services organization with nearly 50 years of experience supporting workforce and community development across Canada. Through FuturePerfect, a 12-week employability program, Katimavik partners with Halifax-area employers to place motivated young people in meaningful roles while providing a wage subsidy and reducing hiring risk.
Zachary Hewitt Montreal, QC (514) 868-0898
tahern@katimavik.org
Katimavik.org
Not-For-Profit GroupsCHARITABLE ORGANIZATIONS
MAIN SQUEEZE SOCK CO
Nicole Horechuk
Halifax, NS (902) 317-1851
nicole.horechuk@hotmail.com mainsqueezesockco.com
Health Care - HEALTH AND WELLNESS
NEXTEAL CODEWORKS INC
At NexTeal Codeworks, we blend innovation with expertise to help businesses thrive in the digital age. From AI-powered insights to seamless integration across their disconnected platforms, our solutions empower SMBs to operate smarter, faster, and more efficiently. Based in Halifax, we’re passionate about transforming ideas into impactful, data-driven outcomes.
Nahid Mehrabi Bedford, NS (782) 446-5616
info@nexteal.ca nexteal.ca
Computers, IT & TechnologySOFTWARE CONSULTING
NEXTER SPARK COMMUNICATIONS
Tamalee Andersen, founder of Nexter Spark Communications, is building a platform for dialogue designed for thoughtful adults who value depth and independent thinking. She convenes structured conversations that help people think clearly and connect without the pressure of performance—prioritizing listening over winning and reflection over reaction. Three formats are available: the free monthly Red Balloon Café, the biweekly Conversation Club, and intensive Deep Dive Cohorts.
Tamalee Andersen
Mount Uniacke, NS (902) 222-1055
nexterspark@gmail.com nexter-spark.com
Communications - PODCASTING
NOURISH NOVA SCOTIA
Nourish Nova Scotia inspires and equips young people across the province to learn about food and transform the food systems around them. Through our programs and advocacy, we work to improve access to nutritious food, create positive experiences with food, and support young leaders to make our food system better
Aimee Gasparetto
Halifax, NS (902) 401-0324
aimee.gasparetto@nourishns.ca nourishns.ca
Not-For-Profit GroupsCHARITABLE ORGANIZATIONS
NOVA SCOTIANS HELPING NOVA SCOTIANS ASSOCIATION
Nova Scotians Helping Nova Scotians Association is a community-driven nonprofit connecting people through sport, wellness programs, food support, and inclusive events. We create spaces where youth, families, and communities feel supported and empowered, while building stronger, healthier communities across Nova Scotia.
Novasound Hearing and Balance Center provides comprehensive audiology services, including hearing tests, hyperacusis and tinnitus care, concussion-related audio-vestibular assessment, dizziness and vertigo evaluation, and auditory processing testing for children and adults. Located in Halifax, the clinic offers specialized vestibular diagnostics and patient-centered care to improve hearing, balance, and quality of life.
Saeed Malayeri
Halifax, NS (902) 444-7788
info@novasound.ca novasound.ca
Health Care - HEALTH CARE SERVICES, GENERAL
OPTIV ADVISORY INC.
OPTIV partners with founders, CEOs, and leadership teams to clarify strategy, align priorities, and drive measurable growth. Through strategic planning facilitation and executive coaching, OPTIV helps organizations turn ambitious vision into focused execution, stronger leadership, and sustainable performance across growing companies and entrepreneurial organizations.
Eva Munro Barnes
Kings Head, NS (403) 660-3094
hello@optivco.io optivco.io
Business & Prof. ServicesPLANNING
PROCARE HALIFAX
JJ Gionet
Halifax, NS (902) 456-2760
Procarehalifax@gmail.com procarehalifax.com
Industrial & ManufacturingPRESSURE CLEANING
RED EAR MEDIA
Red Ear Media builds digital marketing and AI-powered systems for small and medium-sized businesses. We help turn interested visitors into leads while freeing your team to focus on higher-value work. We don’t do long-term contracts - work with us because you see results, not because you have to.
Swiftech Software Testing Services Inc. delivers end to end quality assurance for technology organizations, supporting defect free software launches. With rising AI adoption and digital transformation, we provide functional, API, automation, performance, and UAT testing. We partner with companies across Canada and the USA. Founded by Shirish, a QA expert with nearly 20 years’ experience.
Shirish Deshpande Halifax, NS (902) 401-1198
connect@theswiftech.com theswiftech.com
Computers, IT & TechnologyCOMPUTER SOFTWARE
TELECON ENTERPRISE
Telecon is a leading Canadian telecommunications infrastructure provider delivering design, build, and maintenance services for wireline, wireless, and broadband networks. The company supports major carriers and general contractors with turnkey solutions, emphasizing safety, reliability, innovation, and scalable deployment across urban and rural markets.
Ubuntu Media is an independent studio founded by Israel Ekanem and Monica G. Bell committed to telling important stories that deal with topical issues through documentaries, narrative film, commercials, podcasts and social media.
UnMasked Brands helps leaders and organizations communicate with clarity, confidence, and impact. We deliver event keynotes and hosting that energize audiences, and brand storytelling workshops that help teams and professionals articulate their voice, strengthen leadership presence, and build authentic connections. Founded by Fatu Kaba, a keynote speaker, TEDx Argyle St organizer, and founder of the Canadian International Peace Summit.
Headquartered in Ontario with over 20 locations, WellCare Insurance Corp.
Nova Scotia is the company’s first location outside Ontario. Our brokers proudly represent their communities, and we look forward to connecting and growing with families and individuals throughout Nova Scotia.
Within The Hour is a free app that lets any business maintain client lists and send instant notification in the event of an opening or availability. Built for healthcare and HIPAA compliant, it can be used in any circumstance where people are waiting.
Alex de Saint Sardos
Halifax, NS
Adesaint@wthapp.com withinthehour.app
Health Care - MEDICAL TECHNOLOGIES
XOIP TEL
XoIP-Tel, a Bell Sales Partner proudly based in the Maritimes, provides business mobility, dedicated internet, phone, fax, and cloud communication solutions. We create cost-effective telecom bundles with guaranteed savings, reliable connectivity, and personalized local service designed to keep Atlantic Canadian businesses connected, productive, and growing.
Jay Chowdhury Fredericton, NB (855) 964-7835
Jay.Chowdhury@xoiptel.com xoiptel.com
CommunicationsTELECOMMUNICATIONS
YASH DEVELOPMENTS INC
Yash Developments is a Halifaxbased real estate developer focused on thoughtful, long-term community building. Our latest project, The Nest at West Chezzetcook, features accessible single-level homes designed for real life-supporting young families, agingin-place, and multigenerational living through smart layouts and enduring value. We’re proud to help shape vibrant, future-ready communities.
Yash Patel
West Chezzetcook, NS (902) 549-1893
Info@yashdevelopments.ca Yashdevelopments.ca Real Estate/ConstructionDEVELOPER
ZACK DAIGLE PHOTO + VIDEO
Zachary Daigle Boutiliers Point, NS (902) 305-7119
Zviad Archuadze helps Atlantic Canadian businesses expand internationally and access new market opportunities, while supporting public and non-governmental organizations in economic development, partnership building, and organizational growth. With 30+ years of experience, he connects local priorities with global networks to develop practical projects and collaborations that deliver measurable results.
Zviad Archuadze Dartmouth, NS (514) 627-7514
archuadze.Zviad@gmail.com linkedin.com/in/zviadarchuadze Business & Prof. ServicesCONSULTING (GENERAL)
MEMBERS IN THE NEWS
How our members are growing Halifax
CUA AWARDS $125,000 IN COMMUNITY GRANTS
CUA has awarded $125,000 to 27 projects, organizations, and small businesses across Nova Scotia through its 2026 Community Investment Grant Program, including Chamber members Couch of Hope, Rooted Rose Community Acupuncture, and Autism Nova Scotia . Recipients span five categories: Small Business; Community; Health, Wellness & Recreation; Sustainability; and Arts & Culture. This year, 68% of total funding—$86,000—went to organizations supporting BIPOC, LGBTQ+, and disabled communities. Since 2015, CUA’s grant program has distributed over $650,000 to Nova Scotia initiatives.
STRONG 2026 CRUISE SEASON KICKS OFF AT THE PORT OF HALIFAX
The Port of Halifax launched its 2026 cruise season on April 7, welcoming the Viking Polaris. The season runs through November 5 and features 189 calls by 28 cruise lines and approximately 363,000 guests. Highlights include expanded Norwegian Cruise Line itineraries, Carnival Cruise Line returning to the region, and an overnight call from the Queen Mary 2 on July 7–8. Cruise generates nearly $200 million annually for Nova Scotia’s economy.
CELEBRATE YOUR CURVES: A YEAR OF RECOGNITION AND GROWTH
2026 has been a defining year for Celebrate Your Curves Fashion. Honoured as New Business of the Year 2026 by the Halifax Chamber of Commerce and named a Canadian Choice Award Winner, the brand continues to gain national attention. Founder Navdeep Parmanand has also been recognized as one of the Top 25 Most Powerful Women in Atlantic Canada 2026. The brand is expanding its Reshape initiative, focused on upcycling and textile recycling.
AUTISM NOVA SCOTIA APPOINTS INTERIM CEO
Autism Nova Scotia has appointed Vicki Harvey as Interim Chief Executive Officer. Vicki has been part of the organization since its early beginnings, contributing to programs, services, and advocacy efforts across the province, including the development of Nova Scotia’s Autism Action Plan. “As a parent and advocate, I know first-hand the value of this work and what it means to Nova Scotians,” says Harvey. Autism Nova Scotia also extends its thanks to outgoing CEO Amanda Alexander for her leadership and contributions to the organization and province.
BUZZBRONCO POWERS RECORD ENROLLMENT AT KINGSTON UNIVERSITY LONDON
Kingston University London’s Help to Grow Management program more than doubled its enrollment in a subsequent cohort, following accessibility improvements by Halifax-based BuzzBronco. The company conducted web accessibility audits, user experience redesigns, and content revisions to improve inclusivity and navigation. “We’re thrilled to see our accessibility enhancements continue delivering measurable results for educational programs worldwide,” says Ghazaleh Afrahi, Co-founder of BuzzBronco.
COUCH OF HOPE CALLS ON LOCAL BUSINESSES TO PARTNER FOR MENTAL HEALTH
Couch of Hope is seeing increased community engagement as more Nova Scotians seek accessible mental health support. To date, the organization has provided over 19,000 free counselling sessions and helped train the next generation of therapists. Couch of Hope is seeking partnerships with local businesses through funding, in-kind support, or volunteer involvement to strengthen communities and improve access to care.
THE CYR METHOD MARKS ONE YEAR OF TRAINING IN ATLANTIC CANADA
The Cyr Method is celebrating its first year of providing specialized training to organizations throughout Atlantic Canada. Founded by Mishkin Cyr, the practice integrates negotiation, communication, leadership, and sales—drawing on thirteen years of experience managing multi-million dollar contracts and government projects. The methodology offers tactical tools for de-escalation and boundary management, helping teams protect margins and improve internal accountability.
CANADIAN QUEER CHAMBER OF COMMERCE LAUNCHES NEW BUSINESS NETWORK
The Canadian Queer Chamber of Commerce (CQCC) has launched The FAM, a business network aimed at supporting and connecting 2SLGBTQIA+ business owners across Canada. Unlike other CQCC programs, The FAM is available exclusively to self-identified members of the queer community. Through training, spotlight opportunities, and access to capital, the program eases the path for a marginalized group facing unique challenges in running and growing a business.
ALTON FLEX WORKSPACE OPENS IN DOWNTOWN HALIFAX
Alton Flex Workspace, a 100% Canadian, locally owned coworking and office provider, opened in July 2025 at Barrington Tower in Scotia Square. The only coworking space in Halifax’s city centre capable of hosting up to 20 team members in a dedicated campus-style workspace, Alton offers flexible coworking, short-term offices, and project spaces for hybrid work. Chamber members receive a 10% discount on office contracts longer than six months.
NOVA SCOTIAN APP TACKLES HEALTHCARE WAIT LISTS
Within The Hour (WTH) is a phonebased app designed to fill last-minute healthcare openings by notifying entire wait lists simultaneously, on a first-come, first-served basis. Developed by Nova Scotia-based Dr. Alex de Saint Sardos, WTH launched in an ophthalmology clinic in Bridgewater and has received universally positive patient feedback. The app requires zero integration and is fully HIPAA/PHIA compliant. Learn more at withinthehour.app.
THREE DARTMOUTH COMPANIES RECEIVE FEDERAL DEFENCE INVESTMENT
Survival Systems Limited , MilAero Electronics Atlantic Inc. and GSTS, and have received a combined $3,251,398 in federal funding through the Regional Defence Investment Initiative and Regional Tariff Response Initiative. The investment supports equipment purchases, technology development, and workforce and facility expansion across the three Dartmouth-based aerospace and defence companies. Atlantic Canada is home to nearly 10,000 direct aerospace and defence jobs, representing 20% of national defence industry employment.
STATISTICS CANADA IS HIRING FOR THE 2026 CENSUS
The 2026 Census of Population takes place in May 2026, and Statistics Canada is hiring approximately 32,000 people across Canada for supervisory and non-supervisory positions. Census data supports planning and evaluation of essential community services including health care, housing, education, and transportation. To learn more or apply, visit census.gc.ca/jobs.
THIRTEEN CHAMBER MEMBERS NAMED AMONG ATLANTIC BUSINESS MAGAZINE’S 25 MOST POWERFUL WOMEN
Atlantic Business Magazine has revealed its 2026 list of 25 Most Powerful Women in Atlantic Canada—and thirteen Halifax Chamber members are among the honourees: Joanne Bath ( Kittiwake), Victoria Belbin (ACADA), Cheryl Copage-Gehue (Clearwater Seafoods), Denise Daley ( Nasore Wellness), Nancy Foran ( ESG Partners Inc.), Suzanne Fougere ( Events East Group), Rebecca Landry (Commissionaires Nova Scotia), Anna Marenick (Nova Scotia Health), Elizabeth Murphy ( Bloom Funding ), Navdeep Parmanand (Celebrate Your Curves), Angela Simmonds (A Team Coaching ), Rhonda Tulk-Lane (Atlantic Chamber of Commerce), and Jen Warrington ( The Warrington Group). Congratulations to all! Photo by kelly clark fotography for Atlantic Business Magazine.
JA NOVA SCOTIA BUILDS YOUTH FINANCIAL LITERACY THROUGH COMMUNITY COLLABORATION
JA Nova Scotia has been working with a growing network of community partners to deliver in-class programs, including More Than Money and Our Business World. Recent collaborators include Service Learning students from SMU’s Psychology and Sociology programs, participants from the Military Youth Conference, and interns from NSCC and Citadel High School. Together, they’re bringing financial health, work readiness, and entrepreneurship education to Nova Scotia youth. Learn more at janovascotia.ca.
NOVA SCOTIA ASSOCIATION OF REALTORS WELCOMES NEW BOARD PRESIDENT
The Nova Scotia Association of Realtors has a new President of the Board of Directors: Sandi Carroll of Keller Williams Select Realty in Kentville.
Built to lead
When Donna Harding first arrived in Halifax as a twelve-year-old sea cadet, she couldn’t have mapped what came next: twenty-four years in the Canadian Navy, a global real estate brokerage built from scratch, and now the Chair of the oldest English-speaking Chamber of Commerce in North America.
Harding was born and raised in a small fishing community on the south coast of Newfoundland, where weekends and vacations meant time on the water, often sailing to remote corners of the province. That early relationship with the sea shaped a great deal of what came after. “I grew up on the ocean and learned to respect it at a very early age,” she says. “That respect for the sea eventually led both my brother and me to the Navy, and that is why we are all avid sailors today, as is my husband.”
When her training as a sea cadet brought her to Halifax for the first time, Harding knew that this city was where she wanted to build her life. She has never stopped building since.
As Harding steps into the role of Chair of the Halifax Chamber of Commerce Board of Directors for 2026–2027, she brings a philosophy forged through decades of collaborative, impactful, community-minded leadership.
A path through service
Harding’s early instinct was to join the military college program straight out of high school. At the time, women weren’t admitted. So, she found another way in, enrolling at Memorial University and then the Newfoundland Community College to study accounting while she waited to join the Canadian Armed Forces.
She entered as an Army Private (Finance Clerk), worked full-time, and completed additional university courses on evenings and weekends to earn a spot in the University Training Program at Royal Military College. She graduated from RMC in 1996 with a
Emily Bednarz
degree in Political Science and a minor in Business—the same year, as it happens, that outgoing Chair Joanne Bernard completed her own Political Science degree at Mount Saint Vincent University.
“While our backgrounds are very different, our experiences have synergy in that we both went through our careers having to blaze trails and build bridges,” Harding says of Bernard. “We both have degrees in Political Science, we both lost
our parents young, and close together, and we both chose careers that required us to step up as women at a time when that was not always the norm.”
Harding’s time in the Military, where she started as a young private and retired as a senior officer in the Navy, gave her a framework for leadership that still governs how she operates today. “I often found myself forging a path as the only woman in the field, the boardroom,
Meet Donna Harding, Chair of the Halifax Chamber Board of Directors for 2026/2027 By
PHOTOS BY BASHA KONCEPTS MEDIA
Donna Harding (right) will Chair the Halifax Chamber Board of Directors for 2026/2027, with support from Past Chair Hon. Joanne Bernard (left) and Vice Chair Katherine Risley (center).
a provincial real estate
collaborative spirit she carried through every chapter
or the wardroom at sea,” she says. “This journey equipped me with essential skills for any CEO role, including a strong work ethic; logistical, accounting, and strategic planning skills; government relations and community philanthropy; teaching, coaching, and mentoring experience, along with the ability to lead very large, diverse groups of people.”
The core principles she carries from that era are direct: lead by example, give respect before expecting it, and treat teamwork as the only route to the best solution. “We are all so much stronger when we approach challenges with a team mentality,” she says.
Bernard has seen those principles in action. “Donna will transition into the Chair role seamlessly because her work as my Vice Chair has been hands on, engaging, purposeful, and has had tremendous impact not only on the organization but the people around her,” Bernard says. “She rolls her sleeves up and gets to work, and I think a lot of that comes from her years in the Navy.”
Katherine Risley, Managing Partner at KBRS and incoming Vice Chair of the
Halifax Chamber Board of Directors, agrees. “Donna brings together a combination of strong governance experience, entrepreneurial leadership, and operational insight,” she says. “As an entrepreneur herself, she has built, and scaled a real estate brokerage in a highly competitive, relationship-driven industry—experience that translates well to the Chamber’s mandate of supporting growth, advocacy, and member value.”
Risley also points to Harding’s board experience as a particular asset. “Donna has served on multiple boards, and this experience has given her a deep understanding of the role of the board and its effective oversight,” she says. “She’s also incredibly inclusive, collaborative, and has a great sense of humour—all things that facilitate a strong working relationship between members of the board and in building relationships with our members and external partners.”
Building something together
In the Navy, Harding met her husband, Sébastien. They have been married for over twenty years and have
spent most of that time working side by side. When Harding launched Harding Real Estate, Sébastien left the Navy in 2010 to grow it alongside her. In 2018, they opened the first Engel & Völkers franchise east of Quebec. They chose this franchise brand because it stands for luxury service, at every price point.
Harding and Sebastien believe in providing only the utmost of competence, systemization, professionalism, and global marketing for their clients. Harding points out that this reflects the brand values of Engel & Völkers, as the founder always says, “Every home is a mansion, regardless of price point.” With that approach and brand promise, they grew the brokerage from a single micro-office with a team of five to seven locations and one hundred advisors and staff in only three years, servicing the province from Cape Breton to Yarmouth. All of that growth happened, notably, in the middle of a global pandemic and brought with it their successful in-house charity, A Home for Everyone (AHFE). Their advisors give contributions at closing from their commissions
Don Bureaux (centre) joined the Halifax Chamber as President and CEO in March 2026. On Harding leading the Board as Chair, Bureaux says: “I can think of few people better suited to this moment. Donna spent over two decades in the Canadian Navy, built
brokerage from the ground up, and has served the Chamber’s Board with the same precision and
of her career.”
“Having worked with Donna over the past several years, I’ve seen firsthand the thoughtfulness, curiosity, and innovative perspective she consistently brings to board discussions,” says Vice Chair Katherine Risley (right). “I’m very much looking forward to working closely with her as we focus on supporting the Chamber and its members capture the economic opportunities that lie ahead for our region.”
to AHFE which since 2020 has placed three families into homes with another coming in 2026. They believe that giving back to the community is a responsibility that their Brokerage family shares.
The brokerage runs, by design, like a family. All locations are pet-friendly (Harding’s two Jack Russell terriers, Gracey and GiGi, go everywhere they do), and the culture reflects a commitment to inclusion and shared success. “The days and weeks are busy as we travel around Nova Scotia to support our small team, but we have a VP of Operations, Stephanie Perrault, who has been with us now for eleven years,” Harding says. “Stephanie is the heart of our Brokerage team, and a big part of our personal family. We could not do any of this without her.”
Her sons are woven into that same fabric of drive and community. Jacob, her eldest, is an advisor with the company, a videographer and a coach with the Special Olympics, recently leading his Halifax basketball team to numerous medals over the past three years. Lucas is in his second year at Saint Mary’s University, studying toward a career in
medicine while playing defensive back for the SMU Huskies and working two part-time jobs. The family connection extends to their Beneteau in the harbour.
When there is time to breathe, Harding paints landscapes while Sébastien trains for marathons. “We enjoy sailing up and down the south shore and around Halifax,” she says. “We are a very close-knit family, and we love spending time with our two boys whenever we can.”
A year of collaboration
Harding’s transition from Vice Chair to Chair is a continuation of her work on the board. Under Bernard’s tenure, the two worked in close partnership through a demanding year—overseeing a CEO search, navigating tariff uncertainty, and managing the pressures of a volatile geopolitical climate. “In the past year, working with Joanne has been a true collaboration,” Harding says. “We synced very early on, and given the huge weight of work, Joanne and I shared workloads in every way possible to ensure we each contributed. In other words, we divided and conquered.”
What she takes from Bernard’s leadership is as much personal as professional. “I so respect Joanne, her background, sense of community and I love her use of humour in dealing with the issues of the day,” Harding says. “Having grown up in Newfoundland, humour was a big part of our culture and of a leader’s presence, and Joanne does this with such grace and wit. She does not hesitate to make light of the moment to induce smiles and laughter, while still getting to the crux of the situation and results.”
Bernard reflects Harding’s sentiment with equal warmth. “Donna’s attention to detail, governance, and strategy is one of the best I have ever seen in my career,” she says. “And on top of it all, she is kind, caring, and a hell of a lot of fun. I value her friendship and her leadership, and I look forward to both of those in the coming years.”
Risley shares that enthusiasm. “Having worked with Donna over the past several years, I’ve seen firsthand the thoughtfulness, curiosity, and innovative perspective she consistently brings to board discussions,” she says. “I’m very much looking forward to working closely
“Donna’s attention to detail, governance, and strategy is one of the best I have ever seen in my career,” says Hon. Joanne Bernard, Past Chair. “And on top of it all, she is kind, caring, and a hell of a lot of fun. I value her friendship and her leadership.”
with her as Vice Chair this coming year, particularly as we focus on supporting the Chamber and its members capture the economic opportunities that lie ahead for our region.”
A full-circle moment
If there is one area where Harding’s particular biography converges with Halifax’s biggest upcoming opportunity, it is defence.
Nova Scotia represents approximately twenty percent of Canada’s defence and security workforce with only six percent of the country’s population. The Department of National Defence spent $2.4 billion in the province in 2023–24, representing roughly five percent of provincial GDP. That figure is set to grow substantially as Canada works toward its NATO commitment of five percent of GDP on defence spending by 2035.
The numbers attached to that spending are significant: a ten-year contract for sovereign space launch capability, a Regional Defence Investment Initiative, the Naval Shipbuilding Strategy, infrastructure upgrades, and the NATO DIANA Headquarters.
At the centre of this growth is a city where women now command both the Atlantic Fleet and CFB Halifax.
For Harding, the moment carries weight that goes beyond economics. “For me, this is a truly ‘full circle’ moment,” she says. “It is deeply meaningful to see the government focused on the defence of our country, ensuring our service people have the necessary tools, equipment, and training to create sovereignty for this country we call home, as well as recognition for their critical work, and for veterans. Sovereignty has long been a word used to describe intent, but today, it describes strategy—one that is necessary for our country to move forward in today’s climate.”
She does not plan to let the opportunity pass the Chamber’s members by. “This is a significant opportunity for our members,” she says. “It is very serendipitous that a Naval veteran is chairing the Chamber board at a time like this, as I understand the military community and am eager to help businesses navigate the many opportunities.”
The 2026 Defence Industrial Strategy’s target of awarding seventy
percent of defence contracts to Canadian firms over the next decade makes local readiness not just an aspiration, but an imperative. The Chamber’s role, as Harding sees it, is to connect businesses with information, policy influence, and each other—equipping them to take full advantage of what is coming.
The city she chose
Halifax’s housing crisis is a topic Harding approaches with both the expertise of someone who has watched the market from the inside for years and the urgency of someone whose employees and children live in it. “I find the situation extremely frustrating, as this is not a quantity issue—our vacancy rate is creeping up to the six percent and higher range,” she says. “This is a price-pointspecific issue.”
New construction has concentrated on apartment units, particularly on the peninsula and in downtown Dartmouth, while affordable inventory for first-time buyers and downsizers has not kept pace. She is watching the federal Build Canada Homes initiative closely and sees modular construction as a credible part of the solution—but calls on all levels of government to work together on the tax and financing conditions that make affordable condominium and starter-home development viable.
Transportation and infrastructure matter too. “We all collectively need to ensure the city remains accessible for our children, our grandparents, and future Nova Scotians,” she says.
Beyond defence and housing, Harding wants to deepen the relationship between the Chamber and HRM’s municipal councillors, strengthen the culture of inclusion, diversity, and accessibility that she sees as inseparable from the East Coast identity, and ensure that every director on the Board is heard. Her vision for the year is, at its core, the same vision she has carried from Newfoundland to the wardroom to the brokerage floor: lead from within the team, not above it.
“I am so proud of the Board of Directors of the Halifax Chamber,” she says. “We have such a huge wealth of experience, business leaders, and collaborators, and I am very excited to help the Board navigate the next year,” she says. “These are times of geopolitical and economic uncertainty, but also a time of opportunity.” ■
Balancing representation in Nova Scotia
Growth, equity, and the evolving electoral map
NICK CUNNINGHAM SENIOR POLICY ANALYST HALIFAX CHAMBER
While the province’s decision to create a protected electoral riding for the Acadian community of Chéticamp represents a thoughtful approach to ensuring voices are heard and communities are represented based on their cultural identity, this change comes at a time when rapid population growth in urban areas like Halifax are raising important questions about the equity and balance of representation across a growing province.
What are electoral boundaries?
In Nova Scotia, electoral boundaries (or electoral districts) divide the province into geographic areas known as ridings, each of which elects a representative to the provincial legislature. These boundaries are periodically reviewed and adjusted to reflect changes in population, while also considering factors like community identity, geography, and cultural representation.
Individuals who wish to serve as elected officials (typically affiliated with political parties or running as independents) campaign within a riding to earn the support of voters. If they win, they become a Member of the Legislative Assembly (MLA), responsible
for representing the interests of their constituents, contributing to debates, reviewing and voting on legislation, and helping shape provincial policy and decision-making.
Background
In February of 2026, the provincial government passed legislation to create a new electoral district in the community of Chéticamp in the county of Inverness in Cape Breton to improve the representation of Acadian Nova Scotians.
Under Nova Scotia’s House of Assembly Act, an electoral boundary review is required at least once every 10 years. In practice, this means the province typically establishes an independent Electoral Boundaries Commission once per decade to assess and recommend changes.
While the last full review took place in 2019, setting the next scheduled review for 2029, reviews can occur sooner if prompted by legal considerations, as was the case with the 2025 Chéticamp review.
Why does it matter?
Concerns were raised at Law Amendments about whether conducting a targeted review ahead of the scheduled 2029 timeline, focused solely on the Chéticamp riding, might reset the clock for the next full electoral boundary review, potentially delaying it until 2035 during a period of historic population growth.
Additional concerns are that it sets a precedent for one-off, legislated boundary changes and could delay broader representation reviews, affecting fast-growing regions like the Halifax Regional Municipality (HRM).
Has Nova Scotia conducted early boundary reviews before?
The clearest example before 2025 is the 2018 to 2019 electoral boundary review, which was conducted earlier than
the strict ten-year cycle. That review followed a series of court challenges and the work of the Commission on Effective Representation in 2017 to 2018, which prompted the province to revisit boundaries sooner than expected.
More broadly, Nova Scotia’s history shows that while boundary reviews are normally done every ten years, exceptions have occurred when legal rulings intervene. The 2025 Chéticamp focused review fits this same pattern. It was triggered by a Supreme Court of Nova Scotia’s decision that found the previous boundaries failed to provide effective representation for Acadian Nova Scotians under the Charter.
What is different about 2025 is the scope. Previous early reviews, like the one leading into 2019, were province wide. The Chéticamp review is unusual because it is a targeted, single region intervention, rather than a full system-wide reassessment.
So, in essence, Nova Scotia has stepped outside the regular schedule before, but almost always due to court driven requirements and usually through broader reviews, not one-off adjustments focused on a single riding.
Source: Statistics Canada. Table 14-10-0459-01 Labour force characteristics by census metropolitan area, threemonth moving average, seasonally adjusted.
Recent population changes
Since the last full electoral boundary review in 2019, Nova Scotia has experienced a period of significant population growth, with much of that increase concentrated in HRM. This shift has reshaped where people live, work, and access services, placing new pressures on how representation is distributed across the province.
Between 2019 and 2025, Nova Scotia’s population grew by 87,800 people, with 76% of that increase concentrated in the Halifax Regional Municipality. As a result, HRM’s share of the provincial population rose from 47% in 2019 to 50% by 2026.
Source: Elections Nova Scotia
Recent provincial electoral boundary changes
Before the 2019 review, 47% of the population in HRM was represented by 39% of MLAs. After the 2019 review, that same 47% was represented by 41% of MLAs. Following the 2026 changes, 50% of the population is now represented by 40% of MLAs.
Recent federal electoral boundary changes
Elections Canada conducted a review in 2022/23, driven by population growth identified in the 2021 census and the need to rebalance representation across the Nova Scotia. An independent commission reviewed where people are living and adjusted riding boundaries, so each one reflects a similar number of residents. While Nova Scotia kept its total of 11 federal seats, many ridings were reshaped and renamed to account for growth, particularly in and around Halifax.
Considerations for policy-makers going forward
Looking ahead, policymakers have several options in how they approach future electoral boundary reviews, ranging from maintaining the current timeline to adjusting it. One option is to
wait until the regularly scheduled 2029 review, which would provide stability and aligns with the established review cycle. Another option would be to delay the next full review to 2035, which could reduce the frequency of boundary changes, but may also allow representation imbalances to deepen over a longer period and increase political pressure from fast-growing regions. A third approach could involve advancing the timing of a broader review, offering greater responsiveness to demographic changes but raising questions about consistency and system-wide equity.
Each of these paths carries trade-offs related to timing, fairness, and the principles guiding representation. As Nova Scotia continues to grow and evolve, the approach taken to electoral boundary reviews will play a key role in shaping how we balance governance throughout Nova Scotia.
Building the province’s future workforce
Meet Junior Achievement Nova Scotia
Since 1969, Junior Achievement Nova Scotia (JA) has educated and empowered students to make thoughtful decisions about financial health, work readiness, and entrepreneurship. A member of the world’s largest youth-focused education organization, JA equips students from grades 3 to 12 with essential skills that directly support long-term economic growth and workforce development.
JA programs align with the Nova Scotia provincial curriculum, strengthening classroom learning through practical, real-world applications. Students explore budgeting, career pathways, entrepreneurship, and business fundamentals—gaining a clear sense of how their education connects to future goals, including employment. This curriculum alignment lets schools integrate JA programming seamlessly while enhancing student engagement.
A defining advantage is accessibility. All programs are provided at no cost to schools and students, ensuring equitable access across urban, rural, and remote communities. Programs run in-class and after school, with some engaging business professionals as volunteers who bring real-world experience and industry insight directly to students. These connections give youth a clearer picture of career possibilities within their own communities.
JA also extends its reach through the JA Canada Digital Campus, an online learning platform offering interactive modules in financial literacy, entrepreneurship, and career exploration. The platform allows students to learn at their own pace and supports blended and independent learning.
By investing in students early, JA builds a financially stable, confident, and skilled future workforce—one that will strengthen Nova Scotia’s businesses, communities, and economy for years to come.
Honouring Excellence: Nova Scotia Business Hall of Fame
The Nova Scotia Business Hall of Fame celebrates the province’s most accomplished business leaders, recognizing those whose vision, leadership, and dedication have had a lasting impact on Nova Scotia’s economy and communities. Each year, an esteemed group of Laureates is inducted to honour their lifetime achievements and enduring influence on industries and future generations.
The Hall of Fame also introduced the Legacy in the Making Award, which recognizes emerging business leaders who demonstrate exceptional promise, innovation, and leadership early in their careers—reflecting a commitment to celebrating both legacy and the future of business excellence in Nova Scotia.
These achievements are celebrated at the annual Business Hall of Fame
Gala, JA’s premier fundraising event. The evening brings together business leaders, community members, and JA participants for a night of recognition and connection. Proceeds support JA Nova Scotia, empowering the next generation with the skills to succeed. Visit nsbusinesshalloffame.ca to learn more.
Learn more about JA at: janovascotia.ca
The AI mirror
Why the revolution is succeeding but the business is struggling
We are currently navigating the “Messy Middle” of the AI Revolution. On one hand, tools like ChatGPT, Gemini, and Claude have achieved the fastest adoption rates in history. On the other, boardrooms and markets are starting to ask a pointed question: “If everyone is so much more productive, why isn’t the company making more money?”
To understand where we are going, we have to look past the hype and confront three uncomfortable truths about the current landscape.
1. The Financial Bubble vs. The Structural Shift
There is a high probability that the AI market is in a bubble. Capital expenditure (Capex) for data centers and GPUs is at an all-time high, while clear, sustainable revenue models for Large Language Models (LLMs) remain elusive.
However, we must distinguish between asset pricing and utility.
• The Dot-Com Parallel: In 1999, the bubble burst because the infrastructure (high-speed internet) wasn’t ready for the ideas.
• The AI Reality: Today, the ideas (the models) are ready, but the infrastructure is expensive.
Whether Nvidia’s stock dips or a major AI lab pivots, the structural shift
is permanent. AI has already begun to disrupt every knowledge and service workflow. And with the advancement of Robotics, blue collar work is not far behind.
Is ChatGPT the Yahoo of Browsers or the MySpace of social media? Maybe. But that’s irrelevant to the impact on your business (Though it might be a significant hit to your investments).
Bottom line: A market correction won’t stop the automation of labor; it will simply force the technology to become more efficient.
2. The Productivity Gap: The “Measurement” Problem
We are witnessing a “Productivity Paradox.” Individuals report saving 20% to 50% of their time on tasks like drafting reports, coding, or data analysis. Yet, this rarely translates to a 20% to 50% increase in corporate net profit. Why?
The Arbitrage Failure: Most businesses are still using 20th-century metrics (hours worked, billable units) to measure 21st-century output. If an employee uses AI to finish a 5-hour task in 1 hour, but the organization doesn’t have a strategy to “re-invest” those 4 hours into high-value strategic work, that efficiency is lost. It evaporates into “shadow work” or simply disappears.
This is particularly important if you sell hours or days. That total value goes completely to the client if you don’t find a way to capture some of it. The market will push the price lower as AI takes the time to complete these tasks to zero.
To capture the value of AI, firms must:
1. Move from Time-based to Outcome-based pricing.
2. Audit Workflows: Identify where AI is “completing” work versus where it is “augmenting” work.
3. Strategic Re-indexing: Shift human talent away from commodity outputs (which AI can do) toward “premium” logic and relationship management.
3. The Human Paradox: The “GPS Effect” on our Brains
This is perhaps the most “sneaky and nefarious” cost of the AI era: Cognitive Atrophy.
Think of the “GPS Effect.” We have become so reliant on digital maps that many of us have lost the internal “spatial map” required to navigate a city without a blue dot. AI creates the same risk for thinking. If we offload analysis, writing, and critical synthesis to an AI, our “mental muscles” for those tasks begin to weaken.
The Verification Trap: To “verify” an AI’s output, you actually need to be more skilled than the AI. If a junior analyst never learns to build a financial model from scratch, they will lack the intuition to spot a subtle (and confidently presented) hallucination in an AI-generated spreadsheet or statement.
The Solution: The “Cognitive Gym” Forward-thinking organizations and individuals must treat cognitive skills like physical fitness. We no longer need to lift heavy stones to survive, but we go to the gym to stay healthy.
• For Firms: This means creating environments where “manual” deep work is encouraged and protected.
• For Individuals: This means using AI as a “sparring partner,” not a ghostwriter. You must own the logic before you automate the output.
The Bottom Line
The AI revolution isn’t about “installing” new software; it’s about redesigning how we think and how we value human effort. The winners of this era won’t just be those who have the fastest tools, but those who maintain the sharpest minds to direct them.
The bubble may burst, but the disruption is just getting started.
How will you invest in the health of your firm and your brain? ■
MATT SYMES FOUNDING PARTNER SYMPLICITY DESIGNS
Women in leadership
Four Nova Scotia women reflect on visibility, courage, and what it means to shape the next generation of leaders
Joanne Bernard Past Chair, Halifax Chamber of Commerce Board of Directors
For Joanne Bernard, women’s leadership isn’t just about who holds the title—it’s about who’s watching.
“It’s really important that women take on leadership positions in community, be present in boardrooms,” she says. “It is also important for women to be present in the capacity where they’re not only leading with the traits that they have inherited, but that they’re modeling that for the generation that may be behind them.”
Bernard sees visibility as the work itself. “Women lead differently. They offer different perspectives. They have different lived experiences, and it’s important to capture that.”
Donna Harding Chair, Halifax
Chamber of Commerce Board of Directors
Donna Harding’s path to leadership began in a small Newfoundland community, shaped by a father who believed
women belonged everywhere.
“During my formative years, he really pushed me to step out as a leader,” she says. That push carried her into the Canadian Navy, where women were a minority—but opportunities existed for those willing to reach for them.
Today, Harding looks at the Nova Scotia business community and sees the shift she once only imagined. “I look at all of those wonderful female leaders shaping our future,” she says. “I am proud and thankful to see that women are finally getting the place in society where they can effect meaningful change.”
Suzanne Gravel Past President, Nova Scotia Association of REALTORS®
Suzanne Gravel’s leadership story starts with survival—and with her children watching.
“As a young single mother and single woman, it became apparent to me that I had to take charge of my own life,” she says. “It was important to me for them to see that it was ok to be a woman alone,
be a single parent and have a successful career.”
For Gravel, becoming a leader wasn’t a leap—it was a series of them. “This happened by taking baby steps, leaps of faith and watching the leaders in front of me setting examples for me to follow.” She credits NSAR with giving her both the platform and the tools to pass that knowledge forward.
Sandi Carroll President, Nova Scotia Association of REALTORS®
Sandi Carroll grew up as the only girl among six brothers—and learned early that leadership is something you claim.
“It came very naturally to try and extend some leadership into that role,” she says. Her father’s advice has stayed with her: “Aim high and don’t hold back. Choose your own path and be involved in all that you do.”
Now stepping into the presidency at NSAR, Carroll carries that message forward. “I definitely encourage anyone, especially young women, to step up and enter into a leadership role.” ■
Psychological safety
The case for building workplaces where people contribute freely and input matters
ASHANTI LEADERSHIP PDS
Apsychologically safe workplace is one where people feel able to speak up, share ideas, ask questions, admit mistakes, and raise concerns without fear of embarrassment or punishment. It creates the conditions for individuals to show up as themselves and contribute fully to their work.
The concept of psychological safety was introduced by Amy Edmondson at Harvard in 1999. She describes it as a climate where people feel comfortable expressing themselves and taking interpersonal risks. In practical terms, this means employees trust their leaders and colleagues, feel respected and valued, and believe their input matters. Mistakes are not ignored or punished but addressed quickly and constructively, without blame.
This kind of environment does not happen by accident. Organizations must be deliberate in building a culture where openness and trust are encouraged. When leaders recognize the importance of creating space for ideas, creativity, and innovation, teams are more engaged and productive.
Human beings need certain conditions to thrive. Building on Maslow’s hierarchy of needs, many experts now see psychological safety as a foundational requirement for people to perform at their best. Without it, individuals are less likely to contribute, collaborate, or
When people stay silent about concerns or errors, the consequences can be serious, including poor performance and organizational risk. A culture of silence often leads to missed opportunities and avoidable failures.
take initiative. Research supports this view, with a large majority of employees reporting that psychological safety is essential in the workplace.
It is important to clarify what psychological safety is not. It is not about being agreeable all the time or avoiding difficult conversations. It does not mean lowering expectations or ignoring accountability. In fact, it supports high performance by allowing people to pursue excellence without fear. Honest feedback, respectful disagreement, and constructive conflict are all part of a psychologically safe culture.
There are also common misconceptions. Psychological safety is not about ignoring problems or pretending everything is fine. It is not about leaders taking credit for others’ work or controlling employees more tightly. It does not eliminate failure. Instead, it treats mistakes as opportunities for learning and improvement. When people stay silent about concerns or errors, the consequences can be serious, including poor performance and organizational risk. A culture of silence often leads to missed opportunities and avoidable failures.
Leadership plays a central role in shaping psychological safety. Team performance depends heavily on whether individuals feel safe to contribute. Leaders set the tone through their actions and behaviour. When they encourage openness and demonstrate respect, they create an environment where people feel supported.
An example of this can be seen in workplaces where leaders actively foster trust and connection. Simple practices, such as ensuring employees are not isolated or creating informal spaces for open
conversation, can make a meaningful difference. When leaders participate in these spaces without judgment, it signals that honest dialogue is welcome.
In the current work environment, many employees continue to feel the effects of the pandemic. This makes it even more important for leaders to pay attention to mental and emotional well-being. Demonstrating empathy, self-awareness, and compassion helps employees feel understood and supported. Leaders who acknowledge their own limitations and vulnerability create space for others to do the same.
Cultural differences can also influence how psychological safety is experienced. In some cultures, speaking up may feel uncomfortable due to strong respect for hierarchy. Organizations must be mindful of these differences and find ways to ensure all voices can be heard, even when individuals may hesitate to speak directly.
Building psychological safety takes time and consistent effort. It requires clear communication, strong role modelling, and ongoing support. Leaders can encourage this by being transparent about challenges, asking thoughtful questions, listening carefully, and providing constructive feedback. They should also ensure that speaking up does not lead to negative consequences.
In practice, a psychologically safe workplace is one where people contribute freely, learn from mistakes, and feel that their ideas matter. Open communication becomes the norm, and creative thinking is encouraged. This kind of environment not only supports individual well-being but also strengthens organizational performance and innovation. ■
ANN DIVINE FOUNDER & CEO
Diversification is sustainability
Why organizations and businesses cannot rely on a single revenue source
AMANDA ROGERS CEO IPLUME WRITING INC.
Over the past several weeks, Nova Scotia’s nonprofit sector experienced something that many organizations know all too well: funding uncertainty.
When news first broke that several provincial grants would be reduced or eliminated, organizations across the province began assessing what the changes might mean for their programs, staff, and the communities they serve. For many, these grants support essential services relied on every day.
Days later, the province announced that $53.6 million in funding would be reinstated. While this brought relief, it also highlighted a broader lesson. Whether an organization depends on a government grant or a company relies heavily on a single client, reliance on one source of income creates vulnerability. When circumstances shift, even well-run organizations can find themselves scrambling to adapt.
Organizations and businesses that navigate uncertainty most successfully tend to have diversified revenue streams.
In the nonprofit world, this is often referred to as a balanced funding mix. Grants may be one part of that mix, but they are rarely the full picture.
Sustainable organizations combine multiple sources of support, including government funding, foundation grants, sponsorships, fundraising, and earned revenue.
Each source contributes to the overall financial picture. If one changes, others help sustain the work. When organizations rely too heavily on a single grant program, they risk being placed in a difficult position when priorities shift.
The same principle applies in the business community. Many companies begin with a single major client or dominant revenue stream, which often makes sense early on. Over time, however, this can become a risk. If that client changes direction or reduces spending, the impact can be immediate.
Businesses that diversify their revenue streams create greater stability. This might include expanding into new markets, developing complementary services, or building multiple client segments.
Diversification does not eliminate risk, but it reduces the likelihood that a single external decision will disrupt the organization.
For nonprofits, building diversified funding often begins with stepping back and looking at the bigger picture. Grants are only one piece. When organizations zoom out, they can identify additional opportunities to support long-term sustainability, including community fundraising, partnerships, events, and earned-revenue programs.
Over the past several years, I have worked with nonprofits and community organizations across Canada, navigating this challenge. What they are experiencing is not a lack of commitment or impact, but an increasingly competitive and complex funding landscape. Organizations that build stronger funding strategies, develop multiple revenue streams, and improve how they communicate their impact are better positioned
to navigate uncertainty.
Equally important is developing the internal capacity to pursue these opportunities strategically. Organizations that map their funding landscape, track opportunities in advance, and strengthen how they communicate their impact are better positioned to compete for available resources.
The same is true for businesses evaluating long-term growth. Diversification is not about abandoning what works. It is about strengthening resilience so organizations can continue operating when circumstances change.
Nova Scotia benefits from strong collaboration between businesses, nonprofits, and community organizations. These partnerships support vibrant communities, economic development, and essential services.
Moments like the recent funding uncertainty are a reminder that sustainability is rarely built on a single revenue stream. It is built on a balanced foundation.
When organizations and businesses invest in diversifying their revenue streams, they position themselves not only to withstand change but to remain strong contributors to the communities they serve.
To learn more about funding strategies, grants, and building diversified funding models, visit: iplumewriting.com/learning
EVP in action
The competitive edge companies can’t afford to ignore
AMIT KHURANA PRESIDENT & CEO CORPORATE ACCESS SEARCH GROUP INC.
In today’s shifting talent landscape, one thing is clear: employees have more choices—and more expectations—than ever before. Companies can no longer rely on salary alone to attract and retain top performers. They need a compelling offer that speaks to what employees truly value. Enter the Employee Value Proposition (EVP): the strategic blueprint defining what people get when they choose to work—and stay—with you. For many executives, EVP has jumped from HR jargon to boardroom priority. And with good reason. Gartner research shows that organizations with a strong EVP experience 69% lower attrition and a 30% boost in new-hire commitment. In a world shaped by hybrid work, rising turnover, and increasing demand for flexibility and purpose, EVP has become one of the most powerful differentiators in the talent market.
Why EVP is the new employer superpower
A high-impact EVP does more than help companies fill roles. It drives three critical outcomes:
• Attraction: Candidates are paying closer attention to the full employee experience—not just compensation. A clear EVP signals why your workplace stands out.
• Retention: When expectations align with reality, employees stay longer and feel more connected.
• Engagement: People do their best work when they believe their organization values, supports, and invests in them.
In a tight labor market, these advantages aren’t just helpful—they’re transformative.
What makes a modern EVP work
A compelling EVP is built on four foundational pillars:
1. Career growth opportunities: Today’s workforce doesn’t just want a job; they want a path. Mentorship programs, leadership development, and transparent internal mobility give employees confidence that they can build a future within the organization.
2. Compensation and benefits: While pay remains critical, employees increasingly prioritize benefits that reflect real life—flexible schedules, paid time off, wellness resources, and personalized perks that support balance and well-being.
3. Culture: Culture has become the deal-maker—or deal-breaker. Environments rooted in inclusion, respect, and transparency build trust and loyalty. And trust is currency in the modern workplace.
4. Learning and development: The fastest-growing companies invest in continuous learning. Upskilling, coaching, and structured development programs not only strengthen skills but reinforce the message: “We’re betting on you.”
Together, these elements create a promise employees can believe in—and a brand talent gravitates toward.
The biggest EVP mistake leaders make
Here’s the trap many CEOs fall into: building an EVP based on assumptions rather than evidence.
Leaders often design what they think matters to employees—without
actually asking them. But employees are quick to spot inauthenticity. An EVP that overpromises or misrepresents reality does more harm than good.
The fix? Listen.
Surveys, focus groups, engagement data, and exit interviews uncover what employees truly value. This insight becomes the backbone of a credible EVP—one that is inspirational, not aspirational.
Think of EVP as a mirror, not a vision board. It should reflect who the company genuinely is today, while pointing confidently toward where it’s going next.
Make it real across the employee lifecycle
An EVP can’t live as a slogan on a website. It must show up in how people are recruited, onboarded, recognized, developed, and supported. When the EVP becomes the thread connecting every stage of the employee journey, it elevates the experience from good to exceptional.
Your company’s secret sauce
At its core, an EVP is a promise—to your current employees and the ones you hope to attract. When done right, it becomes a powerful “secret sauce” fueling loyalty, motivation, and high performance.
In a workplace era defined by constant change, organizations that invest in a clear, authentic EVP won’t just keep up—they’ll lead. Because when companies design work that works for people, people deliver work that works for companies.
Learn more about Corporate Access Search Group Inc.at: corporateaccess.ca
AI isn’t waiting for your next training cycle
Why learning and development must happen every day in the age of AI
SUSAN POWER FOUNDER & CEO POWERUP LEADERSHIP
It’s learning every day. Iterating every hour. Improving with every prompt.
AI evolves daily, and so must leaders. Continuous learning fuels human judgment, growth, and resilience. So the real leadership question becomes: Are your people learning at the same pace?
AI changed the game— permanently
For decades, learning and development lived in neat boxes: quarterly workshops, annual programs, “one-and-done” training. But that model is officially obsolete.
AI evolves continuously. Skills decay faster. Roles reshape in real time. The half-life of knowledge is shrinking faster than most organizations are ready for. In this environment, learning isn’t an event. It’s a daily leadership practice.
The new risk isn’t AI, it’s complacency
AI isn’t the threat. The real risk is leaders who stop being curious. Teams who rely on yesterday’s expertise. Organizations that confuse experience with relevance.
High performers don’t leave
When
leaders learn daily, they normalize curiosity, create psychological safety, accelerate capability, and turn change into momentum.
because AI exists. They leave when growth stalls and leaders stop investing in their future. People don’t disengage from work. They disengage from leadership experiences that no longer stretch them.
Daily learning, human advantage
Here’s the paradox: as AI becomes more capable, human skills become more valuable, not less. Daily learning strengthens:
• Judgment in ambiguity
• Emotional intelligence
• Ethical decision-making
• Creativity and systems thinking
• The ability to ask better questions (AI’s real fuel)
AI can generate answers, but only humans can generate wisdom. And wisdom is built through reflection, feedback, experimentation, and continuous learning—not once a year, but every day.
What daily learning and development actually looks like
This isn’t about more content. t’s about embedding learning into how work happens. Try this:
• Five-minute learning moments in meetings
• Leaders sharing what they learned — not just what they delivered
• Micro-coaching instead of performance-only check-ins
• Encouraging safe experimentation
with AI and reflecting on outcomes
• Small practices, massive compounding impact.
Leadership is the growth engine
Here’s the truth many organizations avoid: if leaders aren’t learning, growth stalls—no matter how advanced the technology.
Employees are watching and asking: do leaders ask curious questions or defend old answers? Do they experiment or wait for certainty? Do they model growth or protect expertise?
In the age of AI, learning agility isn’t optional. It’s the fuel that keeps the growth engine running. When leaders learn daily, they normalize curiosity, create psychological safety, accelerate capability, and turn change into momentum. Leadership doesn’t just influence growth. It powers it.
AI will keep accelerating. That’s a given. The real differentiator won’t be tools. It will be the organizations that build curious, resilient, continuously learning humans behind those tools.
And that starts, as always, with leadership. If learning isn’t happening every day, neither is your future. Let’s build leaders who learn faster than change.
Learn more about PowerUp Leadership at: powerupleadership.ca
Selling strategies for bosses
How to hire and keep great salespeople
PETER SKAKUM CEO/FOUNDER TANGENT STRATEGIES INC.
Are you ready to hire a top-tier salesperson? Let’s get started. First, identify your candidates by carefully imagining the roles and responsibilities of a trusted selling professional. There are more than you might imagine. Second, I recommend the salesperson you hire be an extension of yourself. Why? Because this salesperson is going to represent you, your company and the best interests of your target markets. You are looking for people who:
• will increase your company’s market share by delivering ‘selling’ as an advisory, diagnostic, diplomatic, problem-solving customer service.
• will objectively and impartially help buyers make the most informed and timely buying decisions on behalf of their families or companies.
• will introduce, sustain and improve your company’s brand and reputation.
• will accurately represent you/your good name and reputation.
• will consistently represent the stellar reputation of your staff.
Talented salespeople are more than the products or services they sell. They help buyers make the most informed buying decisions. Will your next salesperson become one of the most valuable attractions to your company?
• will regularly attract new and more business to your company.
• will retain the valuable customers you already have.
• will be your eyes and ears out in the marketplace.
• can be trusted to speak on behalf of your company.
• can calm and appease the occasional upset customer and reconcile differences.
• will gather competitive market intelligence by conducting daily marketing research.
• will play an integral role in developing your company’s marketing strategy.
• will deliver selling as an objective, impartial, selfless customer service that can perfectly satisfy a buyer or find someone who can.
• will become a loyal, experienced mentor to your novice salespeople.
• will articulate your products and services in the context of buyer ‘needs’.
• will objectively and impartially interview prospective customers to accurately diagnose and qualify their needs.
• will speak graciously, intelligently, respectfully and admiringly about your company to their family, friends, peers and colleagues.
• will attract new and qualified selling talent to your company.
• will sell in ways that earn respect and admiration not only for your company but for the profession of selling.
• will work independently, in the best interests of your company, under minimal supervision.
• will keep your doors open, lights on, help you meet payroll and keep your staff employed.
• will help you keep your job as the boss.
• knows that by putting the satisfaction of customer needs ahead of personal gain...personal, professional and corporate gain will be the result.
• will operate with an entrepreneurial spirit.
• have senior management potential.
• will always have your back. Talented salespeople are more than the products or services they sell. They help buyers make the most informed buying decisions. Will your next salesperson become one of the most valuable attractions to your company?
Learn more about Tangent Strategies at: tangentstrategies.com
Part of performance
Why mental health is a business strategy, not a side conversation
In today’s business environment, performance is not only driven by strategy. It is shaped by how people think, respond, and relate under pressure. For many organizations, mental health is still treated as a support system. In practice, it functions as a performance system.
At Intentional Outcomes Counselling, this understanding came from years of working at the intersection of trauma, relationships, and real-world stress. What became clear is that most people do not struggle because they lack insight. They struggle because they do not yet have the tools to respond differently when it matters most.
The cost businesses often miss
Burnout rarely shows up as someone saying they cannot cope. It appears in slower decisions, missed details, increased tension, and quiet disengagement. Employees are present, but their capacity is reduced.
For businesses, this creates a ripple effect. Teams become reactive. Communication breaks down. Retention becomes harder to maintain. These are not isolated issues. They are patterns. Many workplaces respond by adjusting workload or encouraging time off. While helpful, these approaches do
Organizations that invest in relational skills see a shift. Conversations become clearer. Conflict becomes productive. Trust increases. This directly impacts performance, culture, and retention.
not address the core issue, which is how people are managing stress, emotion, and pressure in real time.
Strong businesses are built on strong relationships
The same patterns seen in personal relationships show up in teams. When communication is unclear, assumptions grow. When stress is unmanaged, conflict escalates. When people do not feel understood, engagement drops.
Organizations that invest in relational skills see a shift. Conversations become clearer. Conflict becomes productive. Trust increases. This directly impacts performance, culture, and retention.
From insight to action
A key difference in approach at Intentional Outcomes Counselling is the focus on skill development, not just awareness.
Insight helps people understand the problem. Skills help them change it.
Clients are supported in building emotional regulation, communication, and decision-making skills they can use in real time. This applies across contexts, whether in leadership, teamwork, or personal life.
Bringing this into practice
This approach is available through individual and couples counselling, as well as structured programs designed to build practical skills.
Whether someone is navigating burnout, low mood, or patterns within
their relationships that carry into daily life, this work focuses on building practical skills that create change. A brief initial conversation can help guide the direction.
Strengthening individuals, strengthening business
When individuals function differently, the business changes with them. Decision making improves. Communication becomes more effective. Teams operate with greater clarity and consistency.
For business owners and leaders, the opportunity is clear. Mental health is not separate from performance. It is a core part of it.
To learn more about current programs or to book a consultation, connect with Intentional Outcomes Counselling.
Learn more at: intentionaloutcomes.com
Retirement and peace of mind
Why benefits, not pay, are emerging as a competitive edge for employers
Attracting and retaining talent has become one of the biggest challenges facing Nova Scotia employers.
You see it in the pressure on wages, in the difficulty scaling teams, and in how competitive the hiring environment has become. For employers, that reality is already familiar.
What’s less obvious is how much of it ties back to employee financial wellbeing.
There’s a growing link between how employees feel about their financial future and how they perform day to day. When that future feels uncertain, it’s harder to stay focused, think long-term, and fully engage.
It shows up in subtle ways at first: delayed retirements, limited movement within teams, or people staying put for the wrong reasons. Over time, what seem like minor challenges begin to compound.Most employers recognize this at a high level, the challenge is that many of the tools in place today don’t fully address it.
Compensation used to carry most of the weight when it came to attracting and keeping people. If you paid competitively, you were generally in a good position.
In many sectors, wages have levelled out. To stay competitive, employers are placing more emphasis on total compensation, particularly benefits. For employees, retirement is a key factor when deciding whether to stay long-term. Not all retirement benefits are created equal.
A savings plan can look strong on paper. In practice, many employees still struggle to translate that into a clear picture of their future. That uncertainty often
lingers throughout their career.
Over the past few decades, the structure of retirement has shifted. Defined benefit (DB) pensions, once common in the private sector, have become far less prevalent. Defined contribution (DC) plans and group savings arrangements (GRRSPs) have taken their place. The risk shifted.
Individuals are now responsible for navigating investment decisions, market swings, and how long their savings need to last. For most people, that’s a lot to carry.
Some employees still have access to predictable, lifetime income in retirement and feel confident about what lies ahead. Others are left piecing things together with less certainty. The gap between those experiences is growing.
For employers, it affects retention, attraction, and the overall wellbeing of their staff. At the same time, there are real constraints. Building and managing a traditional DB plan isn’t realistic for most organizations. The question becomes, what options actually exist?
In other areas, there’s already a model to look at. Group health benefits have increasingly moved toward pooled structures. Employers pool premiums, gain scale, and access something that would be difficult to manage on their own.
That same approach is now possible on the retirement side.
Through the Public Service Superannuation Plan (PSSP), Nova Scotia employers, regardless of sector, can participate in a DB pension once limited to the public sector.
It’s built on shared participation and professional management, allowing organizations to offer predictable, lifetime retirement benefits without taking on the cost and complexity of running a DB plan themselves.
For employees, it means clarity and peace of mind; knowing what their retirement will look like. For employers, it provides a structured, stable approach that supports attraction, retention, and
long-term workforce planning, regardless of size.
At NS Pension, our vision is strengthening the retirement future of Nova Scotians. We support employers and employees joining the PSSP while offering flexible contribution options designed to meet business needs. Explore what’s possible.
If you’re re-evaluating how retirement benefits fit into your organization, there are new options available that may be worth considering.
To learn more, contact Brendon LeLievre, Senior Manager, Business Development, Nova Scotia Pension Services leliebre@nspension.ca 902-220-5742
Rethinking Pensions
There are many misconceptions about defined benefit pensions. The PSSP is designed to break down those barriers and show how modern DB plans can be cost-effective, accessible, and secure.
MYTH: DB plans are too expensive.
FACT: The PSSP offers multiple contribution levels so organizations can choose the option that fits their budget.
MYTH: They’re too complex for smaller employers.
FACT: The PSSP handles administration, leaving employers free to focus on their business.
MYTH: Only large organizations, like governments, can offer them.
FACT: The PSSP is open to employers of all sizes across Nova Scotia.
MYTH: It’s not worth joining if I’m close to retirement.
FACT: Eligible employees may have the option to purchase prior service, meaning past years with their employer could count toward their pension. This can make joining valuable, even later in your career.
