VOL 21 . NO 4
FA LL 2026
THE VOICE OF BUSINESS IN MISSISSAUGA
SUPPORT SMALL BUSINESS
SHOP LOCAL 06.
SHARED LEADERSHIP, STRONGER MISSISSAUGA
08.
THE DIGITAL INFRASTRUCTURE REQUIRED FOR CITY BUILDING
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VOL 21 . NO 4 | FALL 2026
SUMMARY
14.
WHEN TERMINATIONS FOR CAUSE GO WRONG
18.
THE LEADERSHIP DEBT WE DON'T TALK ABOUT
06.
SHARED LEADERSHIP, STRONGER MISSISSAUGA
Why a Vibrant, Connected Business Community Helps Every Business Succeed
08.
21.
WELCOME New Members of MBOT
22.
EVENTS RE-CAP
THE DIGITAL INFRASTRUCTURE REQUIRED FOR CITY BUILDING
CO N N ECT | 2026 . NO 4
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THE VOICE OF BUSINESS IN MISSISSAUGA Established in 1961, Mississauga Board of Trade proudly serves as a the Chamber of Commerce for the seventh largest city in Canada – the fourth largest city in Ontario. Mississauga Board of Trade represents all businesses in Mississauga. MBOT’s large, diverse and active membership has made us one of the most vibrant business associations in Canada. As the “Voice of Business” we advocate on policy issues that impact local business at all levels of government, and are influential in helping to shape policy decisions. MBOT also offers a wide variety of valuable business services and professional development programs, networking events and marketing opportunities, to help business grow, prosper, and get connected. PUBLISHER: David Wojcik President & CEO ceo@mbot.com
2026
BOARD OF DIRECTORS EXECUTIVE COMMITTEE: •
Robyn Saccon, BD Canada | Chair
•
Jonathan Borrelli, KMB Law | Immediate Past Chair
•
John McKenna, McKenna Logistics Centres | Vice-Chair
•
Amanda Pautler, University of Toronto Mississauga | Vice-Chair
•
Malaika Mendonsa, Doane Grant Thornton LLP| Treasurer
•
Paul Hainer, Insuranceland Inc.
•
Ritu Kohli-Sethi, Greater Toronto Executive Centre
•
David Wojcik, Mississauga Board of Trade | Ex-O�ficio
DIRECTORS:
EDITOR: Anthony Ferreria Digital Asset Manager aferreria@mbot.com
•
Anthony Petrucci, Palma Pasta Corporation
•
Dave Buchanan, DXC Technology
Ann Cozzi, Document Certification & Corporate Relations Manager - Executive Assistant acozzi@mbot.com
•
Dave Chopra, HCLTech
•
Gena Restivo, AstraZeneca Canada
DESIGN & LAYOUT: Katika Integrated Communications Inc. www.katika.com
•
Joanne Islip, Sheridan College
•
Malaika Mendonsa, Doane Grant Thornton LLP
•
Ryan O’Neil Knight, Detailing Knights
PRINTING: Katika Integrated Communications Inc. www.katika.com DISTRIBUTION: Katika Integrated Communications Inc. www.katika.com PHOTO CREDIT: John Goldstein and Jennifer Wood, Gold Media Anthony Ferreria, MBOT
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mbotontario © 2026. All rights reserved. No part of this publication may be reproduced or copied in part or as a whole, without the prior written permission of the Mississauga Board of Trade (MBOT). Advertising content and the comments, views and opinions expressed herein are those of contributors and do not necessarily constitute endorsement by MBOT. Publication Agreement Number 40012444.
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FROM OU R CHA IR
SHARED LEADERSHIP, STRONGER MISSISSAUGA WHY A VIBRANT, CONNECTED BUSINESS COMMUNITY HELPS EVERY BUSINESS SUCCEED There are moments when a city’s strength is revealed in the way its businesses stand together. Mississauga is in one of those moments. During uncertain times, no business succeeds entirely on its own. A home-based entrepreneur may depend on a local supplier; a neighbourhood shop on nearby employers and customers; a medium-sized company on specialized partners; and a multinational on the deep network of talent, services and innovation found across the city. Every business contributes something essential, and every business is stronger when the whole community is vibrant. That spirit was at the heart of the recent Mississauga Board of Trade deputation with Mayor Carolyn Parrish and members of Council. More than a presentation, it was a conversation about shared responsibility and the conditions that allow businesses of all sizes to thrive. Municipal leaders shape policy, infrastructure and public services, while business leaders bring practical knowledge from storefronts, offices, factories, loading docks and corporate headquarters. When those perspectives meet with openness and purpose, the entire city benefits.
ROBYN M. SACCON, CHE 2026 MBOT Board Chair, Vice President, Public Affairs at BD-Canada
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FRO M OUR C H AIR
Mississauga’s economy is an ecosystem. Small businesses bring character, responsiveness and entrepreneurial energy. Medium-sized companies create pathways for growth, develop talent and build resilient local supply chains. Multinationals connect Mississauga to global markets, attract investment and generate opportunities for firms around them. These businesses are not competing parts of separate worlds. They are customers, suppliers, collaborators, mentors and neighbours whose success is closely linked. This interdependence is why businesscommunity vibrancy matters so deeply. A strong network creates more than transactions: it creates confidence. It helps a new entrepreneur find a first customer, enables an established firm to discover a local partner and gives a multinational more reasons to invest and grow here. Vibrancy also reaches beyond the workplace. Businesses create jobs, mentor young people, support charities, sponsor community events and help families build secure futures. When the network is healthy, opportunity circulates and more people can succeed.
“DURING UNCERTAIN TIMES, NO BUSINESS SUCCEEDS ENTIRELY ON ITS OWN. ... EVERY BUSINESS IS STRONGER WHEN THE WHOLE COMMUNITY IS VIBRANT.”
For the MBOT community, this is a time to draw closer. Businesses of every size play an important role, and each can bring agility, fresh ideas, scale, experience and valuable connections to the table. By sharing expertise, welcoming new and diverse entrepreneurs, developing future leaders and creating new relationships, we build the conditions that enable businesses across our community to grow and succeed. No single company or institution has every answer, but together we can identify barriers sooner, open pathways to opportunity and build solutions with a wider impact. Shared leadership asks something of each of us. It asks government to remain accessible and responsive. It asks businesses to participate not only when challenges become urgent, but throughout the work of shaping our city’s future. It also asks all of us to look beyond the boundaries of our own organizations and recognize that another business’s strength can reinforce our own. Collaboration is not simply a response to difficult times; it is the foundation of a competitive, welcoming and resilient city. Mississauga has long been a place of ambition, entrepreneurship and possibility, playing an important role in the broader business community and creating opportunities for businesses of every size to succeed. That role— and the value of a vibrant, connected business community—was reflected in MBOT’s recent deputation to Council.
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FROM OU R PRE SI D E NT
THE DIGITAL INFRASTRUCTURE REQUIRED FOR CITY BUILDING
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FRO M O UR PRE SID ENT
“ROADS MOVE PEOPLE. PIPES MOVE WATER. DATA CENTRES PROCESS AND MOVE THE INFORMATION THAT INCREASINGLY POWERS EVERYTHING ELSE.” The discussion surrounding data centres is about much more than a single development proposal. It is ultimately a discussion about what kind of city we want Mississauga to be and whether we are willing to invest in the infrastructure that will support future generations. For over a century, communities have invested in roads, water systems, sewer networks, electrical grids, and telecommunications infrastructure. Those investments were not made because they were free from cost, impact, or controversy. They were made because leaders understood that prosperity depends on infrastructure. Today, digital infrastructure, like data centres, deserves to be viewed through that same lens. Data centres are not simply industrial buildings filled with servers. They are the utility plants of the digital economy. Roads move people. Pipes move water. Data centres process and move the information that increasingly powers everything else. Every resident who works remotely, accesses healthcare online, stores family photos in the cloud, studies online, conducts banking transactions, or communicates through digital platforms already relies on data centres every day. Most residents rarely think about a wastewater treatment plant. They rarely think about a data centre either. Yet modern life depends on both.
Infrastructure does not have to be visible to be vital. History teaches us that transformative technologies often arrive with uncertainty. When telecommunications first emerged, the equipment was noisy, expensive, and imperfect. Electricity brought concerns and challenges of its own. Yet previous generations chose to move forward because they understood that innovation improves through adoption, experience, and continuous improvement. If they had waited for perfection, we would not enjoy the benefits we take for granted today. The same principle infrastructure.
applies
to
digital
The next generation of medical breakthroughs, scientific research, artificial intelligence, and advanced manufacturing will depend on computing power unlike anything we have previously required. Researchers are already using advanced computing to improve cancer detection, analyze genetic data, model treatments, and accelerate discoveries that would have taken years using traditional methods. Of course, there are legitimate concerns regarding power consumption, water use, and noise. Those concerns deserve thoughtful review and appropriate mitigation. But every form of critical infrastructure involves trade-offs.
DAVID WOJCIK MBOT President & CEO
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FROM OU R PRE SI D E NT
Hospitals such as Credit Valley Hospital consume enormous amounts of power, approximately 31.7 million kWh annually. The transportation networks that helped build Mississauga, including Highway 401, Highway 403, the QEW, Highway 407, freight rail corridors, and Pearson International Airport, generate noise and other impacts on surrounding communities. Power generation itself requires significant resources. A nuclear generating station producing 1,000 megawatts of electricity can use between 400,000 and 700,000 gallons of water per day, and facilities such as Bruce Power produce approximately 6,400 megawatts of electricity. We acknowledge these impacts, mitigate them where possible, and ultimately accept them because we recognize that the benefits they provide are essential to our economy, our quality of life, and our future prosperity. The question should not be whether infrastructure has impacts. The question should be whether those impacts can be responsibly managed and whether the benefits justify them. This conversation is also about economic competitiveness.
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Businesses evaluating where to invest increasingly look at digital capacity with the same seriousness they consider roads, utilities, transit access, and available employment lands. Communities that prepare for tomorrow's economy attract jobs, investment, innovation, and talent. Communities that fail to prepare risk watching those opportunities go down the street to the next community. A strong commercial tax base helps pay for the roads, parks, recreation facilities, emergency services, and community programs residents depend on every day. Attracting private-sector investment is one of the most effective ways to support municipal services while reducing pressure on residential taxpayers. The issue before us is therefore larger than data centres. It is about whether Mississauga wants to be known as a city that embraces innovation, welcomes investment, and plans for the future or a City that changes the rules in the middle of the game.
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FRO M O UR PRE SID ENT
“COMMUNITIES THAT PREPARE FOR TOMORROW'S ECONOMY ATTRACT JOBS, INVESTMENT, INNOVATION, AND TALENT.”
infrastructure shapes economic growth for decades to come. Our responsibility is no different.
We should not view digital infrastructure as separate from community building. We should view it as the next chapter of the same story. Previous generations planned for roads, water systems, electricity, and telecommunications because they understood that infrastructure shapes prosperity. Our responsibility is to create the conditions for the digital infrastructure that will power the next generation of economic growth, innovation, and public services. The role of the City is to create a planning framework that allows essential infrastructure and economic opportunity to locate here when it serves the public interest. That is what municipalities have always done. Previous generations protected corridors for roads, utilities, railways, and telecommunications networks because they understood that
We must ensure that our planning policies recognize that digital infrastructure has become just as important to a modern economy. So, the question before Council is not whether Mississauga should approve a specific project or another data centre. The question is whether Mississauga will continue to create the policy environment that allows futurefocused investment to choose Mississauga over competing municipalities. A century ago, communities that embraced electricity positioned themselves for growth and prosperity. Today, communities that create a clear, predictable, and competitive environment for digital infrastructure are doing the same. A hundred years ago, a city that refused to accommodate electricity infrastructure would have limited its future. Today, a city that fails to accommodate digital infrastructure risks making the same mistake.
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CO N N ECT | 2026 . NO 4
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ME M B E R TA L K S
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cultural traditions of the Mississaugas of the Credit First Nation. Mural by Indigenous artist Philip Cote
CO N N ECT | 2026 . NO 4
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ME M B E R TA L K S
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MEMBE R TALKS
WHEN TERMINATIONS FOR CAUSE GO WRONG Terminating an employee for cause is one of the most serious disciplinary actions an employer can take against an employee. Getting it wrong is costly. In Wilsher v Olympic Wholesale Company Limited, 2026 ONSC 3620, Terry Wilsher was a Night Supervisor who spent more than 17 years with Olympic Wholesale (“Olympic”), an Ajaxbased food distributor. In October 2023, Olympic terminated Mr. Wilsher for cause after an internal investigation revealed he had engaged in “fraudulent activity” by editing employee timesheets and increasing employee hours. The alleged misconduct centred on a practice known within the Olympic warehouse as “topping up.” According to Mr. Wilsher, supervisors occasionally permitted employees to leave early once their work was completed and would then adjust their timesheets to reflect the remainder of the scheduled shift. He maintained that this was a longstanding and accepted practice that predated his promotion to supervisor. Olympic characterized the conduct as unauthorized payroll manipulation and argued that it amounted to fraud warranting immediate dismissal for cause.
“TERMINATING AN EMPLOYEE FOR CAUSE IS ONE OF THE MOST SERIOUS DISCIPLINARY ACTIONS AN EMPLOYER CAN TAKE AGAINST AN EMPLOYEE. GETTING IT WRONG IS COSTLY.”
ZOYA ALAM Lawyer, Pallett Valo LLP 289.805.4482 | zalam@pallettvalo.com www.pallettvalo.com
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ME M B E R TA L K S
“A DOCUMENTED POLICY, CONSISTENT ENFORCEMENT, AND A FAIR INVESTIGATION PROCESS COST FAR LESS THAN DEFENDING A FAILED CAUSE ALLEGATION IN COURT.” The Court disagreed. Applying the Employment Standards Act, 2000 test for just cause - wilful misconduct, disobedience, or wilful neglect that is neither trivial nor condoned by the employer - the Court found Mr. Wilsher received no personal benefit, never hid the timesheets, used his own credentials, and had never been given written policies or training on timesheet management. Evidence showed supervisors had followed the same practice for years. The result: no just cause to terminate Mr. Wilsher. Olympic was ordered to pay Mr. Wilsher 19 months of reasonable notice on account of his termination and an additional 14 months on top of the notice period for the failed cause-allegation. Mr. Wilsher was awarded approximately $187,000.00 before interest and costs.
For business owners and managers, Olympic highlights the following lessons: 1.
Enforce policies consistently: if a practice has been tolerated across a team, disciplining one employee for it invites legal exposure. Policies, training, and consistent enforcement of policies are critical.
2.
Run investigations fairly: give employees a genuine chance to respond and ensure investigators have the skill to act objectively.
3.
Match discipline to conduct: Any disciplinary response should be assessed considering the full circumstances and be proportionate to the misconduct at hand.
The case of Mr. Wilsher is a useful checkpoint for employers. A documented policy, consistent enforcement, and a fair investigation process cost far less than defending a failed cause allegation in Court.
The author would like to thank Derren Forman, Student-at-Law, for his assistance with this article. Source: Wilsher v Olympic Wholesale Company Limited, 2026 ONSC 3620.
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MISSISSAUGA INTERNATIONAL TRADE SUMMIT
MEMBE R TALKS
Tuesday, November 10, 2026 Mississauga Convention Centre
The Future of Global Trade & Market Diversification Join global trade leaders and industry experts to gain the insights, connections, and strategies needed to expand into international markets. Learn How To: Access 5 key global markets
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Event Highlights:
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Scan Here for More Information CO N N ECT | 2026 . NO 4
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ME M B E R TA L K S
THE LEADERSHIP DEBT WE DON’T TALK ABOUT Every business leader understands debt. We track financial debt. We budget for aging equipment. We invest in technology to avoid falling behind. But many organizations carry another liability that never appears on the balance sheet: Leadership debt. Leadership debt accumulates every time we promote a strong technical performer and assume they will naturally become an effective leader. It grows when coaching is delayed because operations seem more urgent. It compounds when accountability becomes inconsistent, difficult conversations are avoided, or development is treated as an expense rather than an investment. For a while, the business continues to perform.
Customers are served. Projects are delivered. Targets are achieved. That is what makes leadership debt so dangerous. It stays hidden until the interest payments come due. Engagement declines; high performers leave; decisions slow; culture drifts; strategy stalls between the executive suite and frontline. Many organizations respond with engagement surveys, retention initiatives, reorganizations, or new strategic plans. But what if these are not separate problems? What if they are symptoms of the same issue: a leadership capability gap allowed to compound over time? Today's leaders face extraordinary demands. They must navigate uncertainty, embrace new technologies, lead change, develop talent, build trust, and deliver results, yet many receive little preparation for these responsibilities.
“TODAY'S LEADERS FACE EXTRAORDINARY DEMANDS. ... YET MANY RECEIVE LITTLE PREPARATION FOR THESE RESPONSIBILITIES.”
WRAY CARVELAS CEO at Ascencia Group Inc. 416-627-3893 | wrayc@ascenciagroup.com
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MEMBE R TALKS
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ME M B E R TA L K S
“MANY ORGANIZATIONS CARRY A LIABILITY THAT NEVER APPEARS ON THE BALANCE SHEET: LEADERSHIP DEBT.” We would never ask someone to operate complex equipment without training. Why do we routinely place people in charge of teams and expect them to learn leadership through trial and error? Technical competence may earn a promotion. It does not automatically create the ability to lead. Leadership requires the ability to create clarity, build trust, coach performance, hold people accountable, develop talent, and connect everyday work to meaningful purpose. These capabilities rarely emerge by accident. They must be intentionally developed. This matters because leadership remains one of the most significant drivers of engagement, productivity, retention, culture, innovation, and performance. People engage when they
understand what is expected, believe their contribution matters, and trust the people they work for. Leaders create those conditions. Organizations are investing heavily in technology and strategy. Both matter. But neither will deliver its full value if leaders cannot bring people with them. The most dangerous leadership debt is not the debt you recognize. It is the debt you continue to deny while blaming the symptoms. So perhaps the question is not whether your organization can afford leadership development. The real question is:
How much is inadequate leadership already costing you?
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Contact Wray Carvelas wrayc@ascenciagroup.com 416-627-3893 www.ascenciagroup.com
N EW FRO MEMBER M OURLISTING C H AIR
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emergiTEL
Port Credit Business Association (PCBIA)
The Kind Matter Company
PROLOGIS
OLU HVAC Inc.
Lift North America Leap Digital Doubletree by Hilton Toronto Airport Driven By...Co Encore Canada Misk Accounting and Tax Ltd.
Beyond the Box CRM Solutions Inc. Haidilao Hot Pot PRIME HOME TRENDS Frank Inc. Disruptor Consulting AGA Benefit Solutions
Aura Finance Inc.
One Source for Human Resource and Leadership (OSHRL)
SFK Law
Fight My DUI Criminal Defence
The Canadian BrewHouse (Meadowvale) Ltd.
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Kare Chemical Technologies Inc.
Hatch Group Inc.
Ecopainting Inc. FICODIS | Reliable Bearing L & G HEATING and COOLING | L & G Industrial Maintenance Overseas Container Forwarding Inc. OLF Advance GSE Corp Avanorth Inc.
DIRECT LINX INC. Taxtronix Action Airsoft Club CRE8TIV XLENCE Creative Excellence MARCOM GLOBAL INC. Angle Media Group Memorial Galleries Inc. Sufi Canada
CO N N ECT | 2026 . NO 4
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EV E NTS RE-C A P
EVENTS RE-CAP MBOT Annual Talent Forum
AI MEETS TALENT
June 3, 2026 Featured speakers shared many key takeaways at this years Annual Talent Forum. How to increase revenue, integrate AI tools, boost productivity, and strategies to turn talent management into a revenue driver were all on the agenda. Presenting Partner
Premier Partner
Good Morning Mississauga (GMM) - July
MONTHLY BUSINESS NETWORKING
July 15, 2026 Another month of joining Mississauga professionals kickstarting your day with inspiring conversations, new business connections and fresh coffee. Join us for an energizing morning meetup that builds Series community each and every month.
Good Morning Mississauga (GMM) - June
Kickstarting your day with fresh coffee, friendly faces, and meaningful connections. Joining Mississauga professionals for an energizing morning meetup that inspires new ideas and builds community.
Series Sponsors:
MONTHLY 22 BUSINESS
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Series Sponsor
Sponsors:
MONTHLY BUSINESS NETWORKING
June 10, 2026
Venue Sponsor
Venue Sponsor
Series Sponsor
MONTHLY BUSINESS NETWORKING MBOT is delighted to invite you to our monthly Good Morning Mississauga Business Networking Session. This event promises to be one of valuable connections, insightful conversations, and new opportunities.
Features: Breakfast Networking
AL
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GOLF
EVENTS RE-C AP
TOURNAMENT
NINE, DINE & NETWORK
MBOT's Annual Golf Classic and Networking Dinner
NINE, DINE & NETWORK
July 7, 2026 at Lionhead Golf & Conference Centre A beautiful day was enjoyed while playing nine holes of golf with extra course games and activities. Followed by a lovely buffet dinner and networking event with a silent auction.
JULY 7, 2026
Lionhead Golf & Conference Centre 8525 Mississauga Road Brampton, ON L6Y 0C1
PRESENTING SPONSOR:
LUNCH SPONSOR:
DINNER SPONSOR:
LIVE AUCTION SPONSOR:
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CO N N ECT | 2026 . NO 4
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NEEWNTS EV M ERE-C MBER A PL IST I NG
MBOT Professional Development Series
LUNCH & LEARN - A.I. IN YOUR BUSINESS: SALES & MARKETING 2.0
June 18, 2026 In this session, Ben Molfetta, Co-Founder of Core Online Marketing, took a deeper dive into the “8 Step Model,” providing practical insight into each stage of the process, the tools and strategies required for successful implementation, and the key skill sets needed to lead change effectively.
MBOT Summer Connections
A NETWORKING LUNCH
July 22, 2026 Building connections and community at our summer networking lunch held at AMJ Furniture Shop with food provided by Avondale and 2FillFood.
Venue Sponsor Appetizer and Dessert Sponsor Food Sponsor
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EVENTS RE-C AP
Good Morning Mississauga (GMM) - August
MONTHLY BUSINESS NETWORKING
August 12, 2026 Venue Sponsor
Series Sponsor
Series Sponsors:
MONTHLY MBOT Summer BUSINESS PATIO PARTY & AFTER HOURS NETWORKING EVENT NETWORKING August 19, 2026
Sponsor Venue Sponsor
MBOT is delighted to invite you to our monthly Good Morning Mississauga Business Networking Session. This event promises to be one of valuable connections, insightful conversations, and new opportunities.
Features: Breakfast Networking Opportunity to book 2-minute Business Profile Presentation, connect with our events team to book a slot!
April 10, 2024 7:30 - 9:30 AM BraeBen Golf Course 5700 Terry Fox Way Mississauga, ON
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Corporate Help Desk
Exclusive solution for a pe ect business trip!
Miles&Smiles Elite Corporate Card Enjoy Business Class Check-In and Lounge facilities regardless of your flight class with your Miles&Smiles Elite Corporate Card!
Lounge Access Prepare for your flights with pleasure, enjoying unique flavors from world cuisines, along with rest and meeting areas!
Scan the QR code,
apply now!
For fu her information corporateclub@thy.com