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“We always planned that when our digital subscribers consistently accounted for 85% of our total magazine subscribers, we would cease printing our publications in-line with our environmental and sustainability goals.”
– Ben Weaver, CEO, Outlook Publishing Ltd
EDITORIAL
Editorial Director: Phoebe Harper phoebe.harper@outlookpublishing.com
Senior Editor: Marcus Kääpä marcus.kaapa@outlookpublishing.com
Editor: Jack Salter jack.salter@outlookpublishing.com
Junior Editor: Ed Budds ed.budds@outlookpublishing.com
Junior Editor: Rachel Carr rachel.carr@outlookpublishing.com
PRODUCTION
Production Director: Stephen Giles steve.giles@outlookpublishing.com
Senior Designer: Devon Collins devon.collins@outlookpublishing.com
Designer: Sophs Forte sophs.forte@outlookpublishing.com
Junior Designer: Louisa Martin louisa.martin@outlookpublishing.com
Production Assistant: Megan Cooke megan.cooke@outlookpublishing.com
Digital Marketing Manager: Fox Tucker fox.tucker@outlookpublishing.com
Social Media Executive: Bria Clarke bria.clarke@outlookpublishing.com
Web Editor: Oliver Shrouder oliver.shrouder@outlookpublishing.com
BUSINESS
CEO: Ben Weaver ben.weaver@outlookpublishing.com
Managing Director: James Mitchell james.mitchell@outlookpublishing.com
Sales Director: Nick Norris nick.norris@outlookpublishing.com
Commercial Director: Joshua Mann joshua.mann@outlookpublishing.com
REGIONAL DIRECTOR
Tom Cullum tom.cullum@outlookpublishing.com
PROJECT MANAGERS
Felix Revell felix.revell@outlookpublishing.com
Lauren Robinson lauren.robinson@outlookpublishing.com
Louis Locke louis.locke@outlookpublishing.com
Nicholas Kernan nicholas.kernan@outlookpublishing.com
Olando Greenock olando.greenock@outlookpublishing.com
HEADS OF PROJECTS
Callam Waller callam.waller@outlookpublishing.com
David Knott david.knott@outlookpublishing.com
Deane Anderton deane.anderton@outlookpublishing.com
Eddie Clinton eddie.clinton@outlookpublishing.com
Ryan Gray ryan.gray@outlookpublishing.com
Thomas Arnold thomas.arnold@outlookpublishing.com
TRAINING & DEVELOPMENT MANAGER
Marvin Iseghehi marvin.Iseghehi@outlookpublishing.com
SALES & PARTNERSHIPS MANAGER
Donovan Smith donovan.smith@outlookpublishing.com
SALES MANAGERS
Alfie Wilson alfie.wilson@outlookpublishing.com
Krisha Canlas krisha.canlas@outlookpublishing.com
ADMINISTRATION
Finance Director: Suzanne Welsh suzanne.welsh@outlookpublishing.com
Finance Assistant: Suzie Kittle suzie.kittle@outlookpublishing.com
Finance Assistant: Victoria McAllister victoria.mcallister@outlookpublishing.com
CONTACT
North America Outlook Norvic House, 29-33 Chapelfield Road
Norwich, NR2 1RP, United Kingdom
Sales: +44 (0) 1603 363 631
Editorial: +44 (0) 1603 363 655
SUBSCRIPTIONS
Tel: +44 (0) 1603 363 655 phoebe.harper@outlookpublishing.com www.northamericaoutlookmag.com
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Whatever the industry, the ability to adapt to times of transition is not just a necessity, but a measure of success. Although this is felt across all sectors, the call of transition demanding a cleaner era in the current climate resounds particularly loudly within North America’s energy landscape.
Our cover star, TC Energy, is fully alert to the shifting dynamics of the US energy dilemma and seeks to spearhead solutions that will drive a cleaner future and maintain North America’s position as a world leader in the field.
“We’re a team of energy problem solvers working to move, generate, and store the energy North America relies on. Today, we’re taking action to make that energy more sustainable and more secure,” shares TC Energy’s Vice President of Energy Transition Technologies, Roland Muwanga.
In an exclusive interview, we delve into the company’s diversified portfolio of energy assets and its first-of-a-kind investment to bring natural gas from Texas to Mexico.
Elsewhere in the dynamic crucible of the North American oil and gas sector, we speak with Gulf Interstate Engineering as the company that has been pursuing innovation for energy transmission over the past 70 years.
As the vast automotive sector confronts industry-wide change geared towards the mainstream rollout of electric vehicles (EVs), Steele Auto Group (SAG) strikes a fine balance between adaption and resilience. Recognized by Automotive News as one of 100 leading women in the North American auto industry, SAG President and COO, Kim Day, examines her own rise in a male dominated industry and maintaining a one-step ahead approach to remain at the vanguard of automotive retail.
“The way we conduct business has evolved, and we will continue to see more evolution with the rollout of more mainstream EVs and changing business models,” Day tells us. “There is no doubt these changes will impact dealers, but car dealers are resilient! If there’s a way, we will find it,” she shares.
Finally, enjoy other exclusive corporate stories and in-depth interviews with Rarebreed Veterinary Partners, RAW Wheels + Tires, Invest Saint Lucia, and many more.
We hope that you enjoy your read.
Phoebe Harper
Editorial Director, Outlook Publishing
TOPICAL FOCUS
16 Food & Beverage
Introducing the Internet of Beer
The San Francisco tech start-up that takes good beer seriously
INDUSTRY SPOTLIGHTS
22 Invest Saint Lucia
A Caribbean island teeming with opportunities and thriving industries
38 Port Management Association of the Caribbean (PMAC)
Strengthening the network to consolidate maritime industry services
172 THE FINAL WORD
How do you encourage diversity in the workplace?
144 Life Flight Network Helicopter Heroes Saving lives with emergency aircrafts
152 Always Best Care Senior Services
A New Standard for Care Dedicated to exceeding care expectations – always CONSTRUCTION
158 Knightsbridge Development Corporation Construction Across Continents Social housing and development in North America and beyond
LOCAL GOVERNMENT & EDUCATION
166 U.S. General Services Administration Expediting Efficiency
A premium customer experience and value for the government and American people
NASA’S FIRST-EVER WOMAN to become head of science has labeled the new role as “the best job on the planet”.
Dr Nicola Fox, the company’s former Director of Heliophysics, is originally from Hertfordshire (UK), a long way from her new day job in Washington.
Having begun her career with NASA back in 2018, Fox headed the prestigious Heliophysics division, in charge of overseeing the agency’s efforts to study the Sun and learn how its constant solar wind affects Earth and other planets.
In 2021, Dr Fox was awarded the American Astronautical Society’s Carl Sagan Memorial Award, as well as being the recipient of NASA’s Outstanding Leadership Medal.
She described enthusiastically how one of the best perks of working in space administration is the merchandise.
“I do have a lot of NASA shirts, it’s great, I’m like a kid in a candy store.”
THE EAGERLY AWAITED list of contents for the 2023 Oscars gift bag has finally been revealed. Regarded as a highly prestigious honor for brands to be included, this year’s glorified party bag is said to be worth up to six figures. The Academy doesn’t let anyone leave the ceremony empty-handed if you attend the awards as either a nominee or host.
TESLA HAS SLASHED prices on its two most expensive models in the US, the Model S and Model X, as part of a new strategy to skyrocket demand for its cars with dramatic discounts.
The Tesla Model S will now begin sale at $89,990, down around five percent from its previous price. The Model X, meanwhile, starts at $99,990, as part of a nine percent reduction.
These fresh clearance offers follow a series of aggressive discounts announced by the company in recent months, making Tesla vehicles more affordable and likely eligible for federal tax credits in the US, potentially in relation to President Joe Biden’s
Inflation Reduction Act.
This has ignited a financial war across the US among carmakers, who are now competing to lower their prices in a bid to lure in more customers and drive sales.
Some of the most luxurious gift items on the list include plots of land in Australia, vacations to Italy and Canada, Art Lipo body sculpting, and facial rejuvenation procedures.
Other gifts include skincare products from Miage, flip-flops from Havaianas, hair restoration services from Bauman Medical, a silk pillowcase from Blush Silks, and a travel pillow from PETA.
An extravagant tradition since 2001, this year’s gift bag is curated by the Los Angeles-based marketing company Distinctive Assets.
Nominees will also receive a variety of food and beverage gifts from brands like Tranquini, Ysidro, Opopop, Good Girl Chocolate, Frontera Wines, Antigua Cruz Añejo Cristalino Tequila, and more.
RETAILWASHINGTON STATE HAS held its first carbon allowance auction, marking a crucial step forward as part of a program tasked with imposing a limit on greenhouse gas (GHG) emissions and making it more expensive for companies to emit carbon pollution.
The program introduces a statewide cap on all GHG emissions and requires businesses to purchase pollution allowances that will rise steeply in cost and act as an incentive to counteract their emissions.
Washington has envisioned an ambitious target to curb carbon emissions by 95 percent below 1990 levels by 2050 — an even more aggressively optimistic target than
THE INSTANTLY RECOGNIZABLE, iconic Toblerone chocolate packaging will no longer feature Switzerland’s famous Matterhorn Mountain, as its US owner Mondelez intends to move a segment of its production to Slovakia later in 2023.
Mondelez, the American multinational confectionery, food, beverage and snack company based in Chicago, operates in over 160 countries globally.
Toblerone must now also remove the reference to the product being “Swiss chocolate”, instead declaring it, “Established in Switzerland in 1908.”
This comes into play as Swiss legislation now requires any product using “Swissness” to advertise a
California’s aim of achieving an 85 percent reduction by 2045.
All subsequent revenue made from the state’s auctions, currently predicted to exceed $1 billion each year, will be used for advancing clean energy projects and climateadaptation measures.
APPLE IS RUMORED to be launching its own mixed-reality headset later this year.
The global technology giant is set to launch a mixed reality, or XR, product “very soon” — potentially in late 2023. XR refers to the groundbreaking technologies that combine to seamlessly blend the physical and digital worlds for users.
Experts are predicting that the company will likely prioritize such a device over other new technology such as augmented reality glasses.
RETAIL
LEGO SALES ACROSS the US are continuing to rise, building on substantial pandemic-era growth, spearheaded by a diverse array of products that appeal to kids and adults alike.
The famous Danish toymaker announced that last year’s revenue across the continent grew by a staggering 17 percent, as American Lego builders continued to fork out for larger, more expensive sets, contributing to the booming brick business.
product or service to meet a strict new list of criteria. In addition to this, it has ruled that milk-based products must be made exclusively in the nation itself.
The redesigned treat features a fresh, modernized and streamlined mountain logo that retains the subtle outline of a bear on the face of the mountain, as Bern, the capital of Switzerland, features the animal on its coat of arms.
Lego saw massive gains worldwide during the pandemic and continues to outperform many of its close competitors within the toy and broader retail industry.
CEO Niels Christiansen has pointed to the strength of Lego’s brand and its diverse product range that specifically targets consumer “passion points” as the dominant reason for its increasingly strong performance.
Best-selling products range from themed sets of Star Wars and Marvel superheroes to botanical flower arrangements and celebrity portraits.
As CEO of DB Schenker USA, a 150-year-old leading global freight forwarder and 3PL provider, David L. Buss shares his predictions on this year’s logistical landscape
Written by: David L. Buss, CEO, DB Schenker USA
This past year brought unseen challenges to logistics, with postpandemic conditions affecting everything from supply chains to port operations and transportation modes. But, like with any disruption, these changes offer opportunities to become more efficient and profitable.
More importantly, however, every year that goes by brings new technology, process improvements, and business innovations that can make land logistics smarter, safer, and more cost-effective.
The global COVID-19 pandemic has resulted in an unprecedented shift in the logistics industry, with a rapid increase in e-commerce sales leading to intensified labor and delivery infrastructure pressures. Reports from employers and employees suggest that labor shortages are a major challenge for the sector.
The International Labour
Organization (ILO) estimates worldwide that more than four million people have lost their jobs since the pandemic started. Companies now need to fill these voids with not just people, but skilled labor that can keep up with the increasingly complex demand of customers.
But even as companies look outward, they will need to look inward at their workforce retention strategies to weather this storm best.
As businesses adapt to new technologies, automating processes like warehouse tracking, inventory management, and customer order fulfillment could be one way to address labor shortage issues in the coming years. For example, automated drones and robots can help reduce warehousing and lastmile delivery service costs by cutting down on storing expenses and helping speed up deliveries.
While automation could be a practical solution to gaps in the near future, it should not come at the expense of human capital vital for long-term success. Organizations would invest heavily in training their current staff to remain competitive down the road when manual labor is less in demand.
Companies are expected to focus more on building employee retention plans to help bridge any talent deficits that may arise due to low availability or quality of workers and rising wages. Employers today are investing more time into ensuring their workforce is equipped with the skills they need while creating attractive internal job opportunities so individuals don’t feel compelled to leave for “greener pastures” elsewhere.
In addition, businesses should consider providing incentives such as education subsidies and flexible
working conditions, which make jobs more attractive for potential employees over other options. With many industries currently facing severe labor shortages post-pandemic, it is essential for businesses across sectors to create sound strategies oriented toward solving this issue before it escalates in 2023 and beyond.
Shipping rates are beginning to stabilize in 2023 due to various changes taking place in the logistics and transportation industry.
The pandemic of 2020-2021 highlighted areas for improvement in land logistics, and business owners are now taking advantage of the opportunity to transform their supply chains. From smart warehousing solutions to improvements in inventory control, business owners are transforming their operations from manual processes into automated systems – increasing efficiency across their entire network.
Additionally, with the effects of the pandemic stabilizing, global trade is beginning to normalize again. With fewer disruptions across borders and improved air travel, shipping, and transport costs that have begun to drop, businesses are benefiting as they start looking ahead.
Overall, these shifts in technology and stability mean that shipping rates are on track toward stabilization by the end of 2023. Companies can take advantage of more efficient operations while customers benefit from lower transport costs – creating a win-win situation for everyone involved.
Logistics technology will become a high priority for businesses in the coming years. As the global business expands and evolves, keeping track of supply chains and goods in transit
will become increasingly complex. To ensure efficient operations, companies are expected to invest more in cuttingedge technologies such as blockchain and the Internet of Things (IoT).
Blockchain is a digital ledger that can be used to record transactions between two parties securely in a verifiable way. This technology can monitor goods in transit at all points along the supply chain. With blockchain, companies can have greater transparency regarding tracking the progress of their shipments.
Along with digital ledger tracking, companies may start to make larger investments in IoT solutions that allow them to keep track of goods 24/7. Businesses can track their shipments with near real-time visibility throughout the entire supply chain network by using connected sensors placed on products and shipping containers. With this data, companies can make more informed decisions on how to optimize their logistics operations.
Artificial Intelligence (AI) and machine learning (ML) solutions are also becoming increasingly important for logistics providers because they help companies detect patterns in past data that could go unnoticed by human eyes. This technology helps organizations accurately forecast demand for certain products or services and anticipate customer needs before they arise.
With AI and ML analysis integrated into their operations, organizations can better plan for future deliveries and be more proactive about responding to potential disruptions in supply chains due to unforeseen events or natural disasters.
The transportation and logistics industry is turning to green technology to reduce emissions and optimize logistical routes for efficiency. Companies are investing in eco-
friendly solutions that reduce their carbon footprint and create a more environmentally friendly product cycle.
These changes are expected to majorly impact the industry in 2023, as businesses aim to meet sustainability goals set by governments and environmental agencies. A more efficient, sustainable approach to managing supply chains can help companies improve profitability while benefiting the environment.
In 2023, the risks associated with vendor compliance will become increasingly important in light of rising cyberattack trends and changing regulatory landscapes. Companies must strengthen their supply chain strategies to ensure they remain compliant and carry out their due diligence. Non-compliance can have severe economic and legal repercussions.
Achieving vendor compliance requires businesses to conduct regular risk assessments to ensure compliance with industry-specific regulations and evolving international laws and standards. Businesses should also understand the implications of globalization and be prepared to match their corporate goals while protecting themselves from potential cyber threats.
While many of the abovementioned trends will shape the logistics industry in 2023, they may not all occur at the same pace. Companies must be prepared to adjust their strategies as needed and embrace new technological advances and opportunities to stay ahead of the competition. By investing in the right solutions and remaining agile and prepared for the changes ahead, organizations can ensure their supply chain is ready for whatever 2023 may bring.
A recent start-up phenomenon, we explore how DeathTech is being deployed to simplify funeral operations, and find new and innovative ways for the bereaved to honor loved ones
Writer: Rachel Carr
Technology permeates every aspect of our lives; therefore, it makes sense that it would help with the emotional and traumatic experience of death. The deathcare industry is rapidly changing with the advent of the relatively new death technology (DeathTech) sector. Start-ups are introducing digital tools which allow mourners to deal with the deceased’s affairs in new and sustainable ways.
Plans and processes surrounding the passing of a loved one can be complex and anxiety-inducing, but companies are seeking to alleviate concerns with artificial intelligence (AI). Death, like so many other industries, has adapted to the Internet - Walmart even sells discounted caskets online.
Categories for digital deathcare include AI-powered will-building tools, online memories, legal solutions for end-of-life procedures, and the cremation process which can involve eco-friendly options and creative ways of storing the ashes. There are also options for all types of sustainable burials, and a range of programs for building funeral services to suit specific budgets and tastes.
PlotBox, a cloud-based deathcare management solution, is among the many DeathTech companies growing in popularity. It offers cemetery
mapping, uniquely integrating two previously separate functions – software and mapping. It shows locations, utilizing high-resolution drone imagery, with plot references linked to records on a database. It has been called the ‘Google Maps of cemeteries’ for its detailed satellite plotting function.
There are companies for every aspect of death and funeral procedures from 3D printed urns, which are replicas of a loved one’s favorite possession or place, to digital footprints, which saves all the deceased’s media for friends and family to share while keeping it safe. Meanwhile, DeathTech start-up, Cake, provides a full suite of end-of-life
products from estate planning to online memorial page creation tools.
Driven by a need for efficiency, technology aids the organization of affairs, and is keeping up with personalization demands. For consumers who want to pre-plan their passing, some funeral planning companies feature a checklist guide for death preparation, while others enable the management of digital assets.
Another reason the digital deathcare industry is gaining traction is due to cost, since funeral expenses are one of the largest costs incurred in a lifetime. One of the newer business ideas is a register, similar to a wedding gift registry, that allows customers to list preferences for a memorable send-off, or commemoration options, thereby sharing the financial burden among friends and family.
As it moves from traditional to technical, the deathcare industry continues to increase its presence online. The DeathTech sector has experienced significant growth in the past few years with a current value of over $120 billion; it is estimated that it has created around 178,000 jobs in 2022 alone. As a sector, it will keep evolving as people look for more pragmatic and innovative services to ease them into the inevitable.
From a spare bedroom business to a multi-million-dollar company and the official partner of the Chicago Bulls in just two years, The Edit LDN’s trajectory is nothing short of impressive. Sneakerheads rejoice as the online marketplace pursues US expansion with $4.8 million in funding
Writer: Phoebe Harper
The global sneaker reseller market has grown into a $30 billion industry and is steadily growing by five percent year on year. Serving this demand, rapidly growing sneaker marketplace The Edit LDN
has just announced a $4.8 million seed funding as it scales into the US and MENA region following a successful two years since launch.
The seed round was led by Regah Ventures (early investors
in Uber, Coinbase and Instacart) with participation from sports stars including New York Giants Captain Xavier McKinney, NBA superstar PJ Tucker and Premier League soccer player Jesse Lingard.
• Signed a two year global partnership agreement with the Chicago Bulls, one of the world’s biggest sports franchises.
• Became the first sneaker marketplace to offer Same Day Delivery Service in the UK with plans to offer this in five new countries in 2023.
• Having launched as the first reseller in the iconic department store Harrods in 2021, The Edit LDN has expanded its square footage.
• Launched new concession spaces in Galeries Lafayette in Doha, November 2022.
• Signed an agreement with Harvey Nichols to launch in Riyadh, February 2023.
• The Edit LDN was the first global sneaker platform to enter the Metaverse via Bloktopia, along with being the first to accept Crypto payments.
• Sustainability initiatives have included:
– The launch of the PreLoved Marketplace in November 2022 enabling the demand for the circular economy
The Edit LDN was founded in January 2020 by Moses Rashid in his spare bedroom, out of a pure passion and love for sneakers. In just two years, it has quickly become a multi-million-dollar business. Seeing a gap in the market for luxury in the sneaker space, The Edit LDN built its proprietary technology facilitating a global marketplace with a focus on speed, efficiency and experience. It offers everything from Same Day Service, through to storage facilities for Resellers, as well as a proactive seller service through its Personal Shopping team.
With revenues growing 500+ percent year on year, it connects
highly engaged buyers with the most premium resellers offering authenticated items at speed. Today, The Edit LDN is a premium online marketplace for limited edition sneakers, streetwear and collectables. It is widely considered to be the most innovative and disruptive platform in its respective market with its proprietary tech platform and mobile apps.
“We have been laser focused on providing a premium service and doing this super-fast to anyone buying limited edition sneakers globally. This was an unmet need in the sneaker community and our growth success is testament to how
– Investment in technology that converts cardboard boxes into bubble wrap.
we are conquering this. Having built relationships with brands, celebrities and consigners, we can secure the most sought after products by clients. Our robust authentication process and detailed supply chains have helped to grow trust and love for the brand - we will double down on our tech stack to ensure we are ahead of the curve to source, offer and send the latest sneakers to anyone,
anywhere in the world quickly,” says Moses Rashid, CEO of The Edit LDN.
Looking to the future, Rashid is optimistic for the market’s growth. “The limited edition sneaker market has reached the intersection between a fashion or cultural trend and a commodity as more buyers see purchases as an investment asset class. We’re noticing customers are creating collections and making up to five purchases a month at a typical value of $430 per transaction.”
On leading the seed funding round, Mark Hager, CEO at Regah Ventures comments, “we are backing The Edit LDN to be the most disruptive and innovative global marketplace for limited sneakers, streetwear and collectibles. With unique market positioning, celebrity endorsements, and the powerful brand they have built in a short space of time, it is a really exciting business.
“We have every confidence in Moses and the wider management team to turn this into a $1 billion+ business quickly, and we at Regah Ventures are delighted to be a part of the journey.”
Watch this space.
Chunky Dunky
Pubinno takes good beer seriously. We catch up with CEO, Can Algul, to explore the San Francisco tech start-up’s mission to clean up the beer industry
Writer: Phoebe HarperNorth America Outlook (NA): Firstly, introduce us to Pubinno - what led to the company’s inception?
Can Algul, CEO (CA): It’s a fun story! The first product Pubinno ever developed was a self-serving BeerPoint aiming to pour pints in the best and fastest way possible. It allowed consumers to serve their own beer in less than nine seconds at optimum conditions after completing
into play with the aim of building the “Internet of Beer” and transforming the industry with sustainable, traceable, transparent solutions that utilize data and technology.
Now Pubinno is creating value for the entire ecosystem with its smart, connected products - The Smart Tap, Smart Clean and Smart Hub - in over 60 cities across three continents, from Tokyo to Madrid. Powered by patented artificial intelligence (AI) and robotics, our smart solutions are building the “Internet of Beer”. Pubinno supports all stakeholders in the entire draft beer ecosystem by enabling them to manage their draft beer operations more efficiently, in excellent quality and prevent unintentional losses in the semiindustrial draft beer sector by making the whole process measurable and traceable. We are currently working with four of the world’s top 10 breweries.
NA: How does Pubbino technology help to deliver the perfect draft beer?
the payment with a prepaid card. The BeerPoint was designed in 2015 to provide a perfect draft beer experience and service to consumers. It tracked all transactions, enabling breweries and sales outlets to measure sales and take appropriate actions. By digitizing specific aspects of the supply chain, the system helped prevent stock shortages and excess inventory.
BeerPoint’s success made us realize
that technology could transform one of the world’s oldest and most traditional industries. We realized that by integrating data-centered, smart solutions in the draft beer systems, we could serve perfect beer to customers while providing invaluable data to business partners regarding the quality of the beer as well as keeping track of any anomalies that might occur. A year later, the first smart product called Smart Tap came
CA: After working as a bartender, I saw the systems pubs/restaurants use to serve beer. I soon realized that the beer industry has been using the same beer tap system since the beginning of the 20th century. Despite many brewers and bar owners expressing dissatisfaction with the system, no one had been able to come up with a solution for the problems of the industry, such as not being able to control the foam level and temperature of the beer, the difficult and time-consuming cleaning of the beer tap, and identifying the cause of anomalies that lead to problems. Data has also always been a missing aspect of the beer industry despite its immense importance in taking business decisions, checking the quality of the beer you are selling and more.
Pubinno’s Smart Tap, powered by
patented AI and robotics, controls the flow rate of beer and tracks all the parameters for a draft beer system such as pressure, line cleaning, temperature, keg freshness, etc. to maintain the highest beer quality and consequently deliver perfect beer taste regardless of time and location. With its user-friendly design, Pubinno Smart Tap also helps bartenders deliver multiple tasks easily during peak hours. The patented robotics mechanism installed in the Smart Taps helps generate savings of up to 20 percent per keg and ensures that each beer brand is served with the optimal amount of foam, as foam density and thickness can vary
depending on the beer brand.
On the other hand, the Smart Clean is a fully automated, AI-powered, and portable draft beer line cleaning system that has been designed to cope with the chronic problems of the draft beer system, and is suitable for all draft beer lines in order to spread out easily all around the world. Thanks to our patented AquaVibra technology, the Smart Clean conducts a unique line cleaning process for each beer line depending on the usage, beer type, cooling system, and line length for maximum quality with minimum resources.
Meanwhile, Pubinno Smart Hub keeps its users up to date with real-time data. Everyone that uses Pubinno products can instantly access the data on many needs-oriented issues such as sector sales averages,
brand-based detailed insights, KPI tracking, and keg efficiency. Pubinno also expands its sphere of influence by allowing its customers to optimize their operational processes. It helps brewers to reduce carbon emissions in planning, packaging, and logistics by creating a follow-up and controllable communication environment with the data and insights it provides. Increasing the efficiency of draft beer operations contributes to the sustainability goals of breweries. Smart Hub also offers anomaly detection and alerts to fully assist brewers and pub owners in the proper management of their daily business operations. Thanks to the data provided through the Smart Hub, many bars and restaurants have managed to increase their revenue by 15 percent.
Pubinno Smart Clean product videoNA: What are the environmental advantages of integrating Pubbino technology into the draft beer ecosystem?
CA: Environmental sustainability is at the core of our technology and everything we do. With the smart technologies we leverage, we enable restaurant/bar owners and beer brands to reduce beer waste. To provide some numbers, Pubinno improves the keg efficiency by an average of 20 percent and supports the beer brand’s sustainability goals with its environmentally-friendly draft beer experience. According to WWF and SABMiller’s report, 50 to 155 liters of water is used from farm to glass to produce one liter of beer, an average of 102.5 liters of water.
Since the first launch, over 54 million pints of perfect beer have been poured from Smart Taps. If this beer was sold with standard, conventional procedures, more than 657 million liters of water would have been lost. Our goal is to have saved one billion liters of beer for a better future by 2030 while establishing the Internet of Beer with all Pubinno products. In addition to water efficiency, we aim to reduce carbon footprints by changing industry trends and consumer habits while increasing the quality of draft beer.
The Smart Clean is a revolutionizing product not only because it is now
possible to fully automate the cleaning process of your draft beer tap, but also because it eliminates the need to depend on third parties in any part of the process. This gives the opportunity to determine the time period of the cleaning in line with industry standards and keep the business up and running during preferred times. What is more, with the Smart Clean, 85 percent of physical human touch is omitted and the amount of time required is substantially reduced from over three hours to 45 minutes. At the same time, it eliminates the countless car drives the personnel of third parties used to take in order to go to bars and restaurants for the cleaning process which eliminates carbon emissions. Last but not least, the Smart Clean saves 25 percent of water used in conventional systems, which makes the beer line cleaning process more sustainable, improves the keg’s efficiency by around two percent, and at the same time saves 15 percent detergent usage. The automated, fully digitized and traceable process the Smart Clean provides reduces great amounts of carbon emission in the beer industry.
NA: What are Pubinno’s plans for the future?
CA: We have recently entered the Japanese market, and now we plan to increase our presence and the value we create. Our goal is to expand our product and service offerings to better meet the needs and preferences of Japanese consumers. In 2023, our major plan is to expand into New York City.
We also have ambitious goals for our environmental impact. We plan to have saved one billion liters of beer for a better future by 2030 while establishing the Internet of Beer with all Pubinno products. In addition to water efficiency, we aim to reduce the carbon footprints of enterprises by changing consumer and industry habits while increasing the quality of draft beer. By 2030, our goal is to serve the maximum amount of perfect beer possible whilst maximizing our efforts in saving water and reducing carbon emissions.
“BEERPOINT’S SUCCESS MADE US REALIZE THAT TECHNOLOGY COULD TRANSFORM ONE OF THE WORLD’S OLDEST AND MOST TRADITIONAL INDUSTRIES”
– CAN ALGUL, CEO, PUBINNO
Tell
Issue 60 www.apacoutlookmag.com LINK ALLIANCE An update on the progress of Auckland’s City Rail Link, the largest infrastructure development project ever undertaken in New Zealand ATOMOS The future of video production starts here TOPICAL FOCUS Best-selling author, Creative CEO and empathy advocate, Mimi Nicklin, shares her thoughts on the culture of modern entrepreneurship TASTY FRESH FOOD CO / TERRACOM GULF CRAFT Gulf Craft’s Deputy MD, Abeer AlShaali dives into the waters of a business born from passion that has grown to become a leviathan on the global stage of elite boatbuilding THE PAYMENTS ASSOCIATION Mohsin Hani Al-Bahrani CEO of the ACERE cluster at Mohsin Haider Darwish LLC, takes the helm of one of the largest privately owned business houses in the Gulf region SALMON EVOLUTION Quality, texture, colour, taste – a new ATOS Smart manufacturing with global IT leader Atos www.emeoutlookmag.com Issue 51 RAREBREED VETERINARY PARTNERS www.northamericaoutlookmag.com Issue 16 Kim Day President and COO of Steele Auto Group, talks of the group’s one-stepahead approach to business, and her own career in a male-dominated industry INVEST SAINT LUCIA A Caribbean island teeming with opportunities and thriving industries RAW WHEELS + TIRES Affordable style and performance for every car www.africaoutlookmag.com Issue 100 Time Projects has been developing Botswana for the last 37 years, becoming a household name in property development. We explore its vastly transformative journey with Managing Director, Brett Marlin STORM MOUNTAIN DIAMONDS TIME PROJECTS 100th ISSUE OF AFRICA OUTLOOK EXPERT EYE Bryan Dean, CEO of Dragonfly Aerospace, highlights the world’s first agriculture-focused satellite constellation supporting efficient and sustainable practices Issue 60 www.apacoutlookmag.com LINK ALLIANCE An update on the progress of Auckland’s City Rail Link, the largest infrastructure development project ever undertaken in New Zealand ATOMOS The future of video production starts here TOPICAL FOCUS Best-selling author, Creative CEO and empathy advocate, Mimi Nicklin, shares her thoughts on the culture of modern entrepreneurship TASTY FRESH FOOD CO / TERRACOM GULF CRAFT Gulf Craft’s Deputy MD, Abeer AlShaali dives into the waters of a business born from passion that has grown to become a leviathan on the global stage of elite boatbuilding THE PAYMENTS ASSOCIATION Mohsin Hani Al-Bahrani CEO of the ACERE cluster at Mohsin Haider Darwish LLC, takes the helm of one of the largest privately owned business houses in the Gulf region SALMON EVOLUTION Quality, texture, colour, taste – a new standard of salmon ATOS Smart manufacturing with global IT leader Atos www.emeoutlookmag.com RAREBREED VETERINARY PARTNERS www.northamericaoutlookmag.com Kim Day President and COO of Steele Auto Group, talks of the group’s one-stepahead approach to business, and her own career in a male-dominated industry INVEST SAINT LUCIA A Caribbean island teeming with opportunities and thriving industries RAW WHEELS + TIRES Affordable style and performance for every car www.africaoutlookmag.com Issue 100 Time Projects has been developing Botswana for the last 37 years, becoming a household name in property development. We explore its vastly transformative journey with Managing Director, Brett Marlin STORM MOUNTAIN DIAMONDS TIME PROJECTS 100th ISSUE OF AFRICA OUTLOOK EXPERT EYE Bryan Dean, CEO of Dragonfly Aerospace, highlights the world’s first agriculture-focused satellite constellation supporting efficient and sustainable practices
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The island attracts tourists with its topographical contours, silky beaches, lush rainforests, and spirited celebrations, however, with a wide range of sectors, there are myriad reasons to invest in this vibrant paradise
Writer: Rachel Carr | Project Manager: Krisha Canlas
Nestled among the Lesser Antilles group in the Caribbean Sea, Saint Lucia is one of the most unique islands in the Eastern Caribbean. The island competes with other globally renowned destinations with her iconic twin peaks, The Pitons, a UNESCO World Heritage Site, and the Caribbean’s only drive-in volcano.
In addition, the island offers a wide range of heritage and cultural attractions, miles of breath-taking beaches, historical seaports, and a dramatic coastline perfect for sailing, diving, and other ocean adventures. With 13 World Travel Awards for World’s Leading Honeymoon Destination, Saint Lucia enjoys regular airlift and major source markets in the US, United Kingdom, mainland Europe, and the Americas.
Saint Lucia is not only a liveable island, but a lovable one at that. Upon arrival, investors fall in love with the terrain, the people, the food, and the culture. The list of things to love and immerse yourself in as an investor are endless; sprawling golf courses, top rated marinas, abundant fresh produce, fine dining, duty free luxury goods, reliable shipping, lower crime rates, accessible foreign exchange, international schools, and a service-oriented culture with friendly citizens are the main highlights.
• Saint Lucia covers a land area of 617 square kilometers
• The currency is the East Caribbean dollar, although US dollars are accepted
• The estimated population stands at 185,200
• The official language is English, however many residents speak Saint Lucian French Creole
• Saint Lucia is a three-hour direct flight from the US mainland
• Its 300,000 labor force can move freely in the Organisation of Eastern Caribbean States (OECS)
Mampa Employment Agency started in October 2002 with the aim of providing employment services for both employers and job seekers. With over 20 years experience Mampa has since then created great employment opportunity for a wide range of talented candidates. In recent years Mampa has broadened its expertise in the cruise industry and has further expanded to land base international employment. We are also available throughout the Caribbean region offering the same level of services and opportunities.
Firstly, could you tell us about Mampa Employment Agency (MEA), its history and its primary activities?
Since MEA’s establishment in 2002, we have been the primary cruise line employment agency for the Caribbean stretching all the way to Belize in Central America. We specialise in the hospitality industry locally, regionally, and internationally.
What is MEA’s overall mission? What, for you, differentiates MEA from the competition?
In its time, MEA has received accolades as the best recruiting and coaching agency in the Caribbean, and we have always strived to help the Caribbean region and beyond.
MEA’s main mission is to help educate, train and recruit people to work in the hospitality sector, be it the cruise line sector, the hotel
sector, restaurants or bars - anything to do with hospitality, we are your primary agency. MEA’s agency is a brand, and we recruit people from areas right across the region. Our core goal is to help curb unemployment in the region and to give candidates - the learners - a sense of pride and belonging, the most important of which is being able to contribute to your country from experience abroad.
Can you tell us about the training and requirements needed in cruise ship employment, and how MEA helps people achieve this?
The beauty of working in the hospitality industry is that it caters to all. We also partner with international schools and universities, mostly in the UK. Mampa Training Institute (MTI) is our training institution that people can
join from 16+ years. Qualifications and work experience play a vital part in landing the job of your choice, and we help people discover opportunities in the hospitality sector while supporting them with industry-leading training. Our training is guaranteed to lead into employment; MTI trains those seeking to enter the hospitality industry and MEA secures opportunities and positions of employment –what better combination is there!
Could you also elaborate on some of your partnerships with international companies?
We partner with all major cruise lines: NCL, RCCL, Carnival, PRINCESS, and THE APOLLO GROUP, (who host Marella, Britannia, Oceania, and Virgin to name a few), as well as DISNEY, MSC, and Carnival UK, that collectively host a number of ships, and finally P&CO and Cunard.
When a candidate becomes an agency member, MEA guides them with regard to the agency’s many fruitful partnerships. Additionally, we also cater to new businesses in a variety of sectors such as the construction industry.
Looking forward, are there any key investments, events or aims that you would like to elaborate on?
A few of our major cruise lines are looking to launch a major recruitment drive in one of the biggest Caribbean Islands. This is a very important and exciting development, as it will help to boost the economy of that country and the greater region, helping its citizens to gain employment and further their knowledge in the hospitality industry.
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With five decades of commendable results in investment facilitation, Invest Saint Lucia remains the principal investment promotion agency of the Government of Saint Lucia, as it continues to foster growth and expansion in the Caribbean region
The growing economy of Saint Lucia is able to support businesses, and the stable environment and tax regime is ideal for investors and citizens alike. The tourism industry is the nation’s main source of income and the biggest employer on the island. Invest Saint Lucia promotes the island’s strategic location, efficient infrastructure and a wide range of sectors to facilitate the development of businesses and encourage a friendly business environment.
Saint Lucia has a lot to offer investors from agroprocessing to outsourcing and manufacturing. The island also possesses a dynamic labor force for the employment needs of these sectors and industries. We speak with CEO at Invest Saint Lucia, Octavian Charles, to find out more.
North America Outlook (NA): Could you introduce us to Invest Saint Lucia and explain what led to your new role in the agency? Are there any plans you would like to implement?
Octavian Charles, CEO (OC): The agency has a long and eventful history which transcends beyond our shores. In 1972, the amended Act of Parliament made us operational, as the National Development Corporation (NDC). The agency engineered the framework and conditions required to act and retain some of the island’s most successful businesses.
By 2012, the NDC had been formally rebranded to Invest Saint Lucia, a name which reflected the agency’s advancement into the 21st century. Over the years, the agency has explored various options before settling on three key sectors: tourism, business process outsourcing (BPO), and manufacturing. In addition, the agency facilitates different secondary sectors, which include working with information and communication technology (ICT), creative industries, finance, and education.
I came to my new role as CEO after spending many years in finance, project evaluation, and the monitoring of trends and events relevant to Saint Lucia’s economic progress. Coupled with a passion for agribusiness, I decided to move to an organization that can effect change in the country’s economic development.
I plan to continue promoting Saint Lucia as an ideal investment hub in the Eastern Caribbean. Additionally, we want to highlight to nationals that we are open and available to facilitate their projects on the island.
NA: What are the agency’s main objectives and how have they developed since its inception?
OC: As the official investment promotion agency of the Government of Saint Lucia, we are responsible for stimulating, facilitating and promoting inward investment opportunities for foreign and local investors. Our focus is to build and promote Saint Lucia’s image as a preferred location for investors, actively seek out and generate new investments in strategic sectors with high value-added and employment-generating potential, and facilitate domestic and foreign direct investment by functioning as a one-stop shop.
We offer comprehensive knowledge of the processes to set up a business; a keen understanding of investor needs, including site identification; facilitate new investors and existing businesses to navigate the official approvals process; and offer a full understanding of the available incentives and resources to foster growth and to expand.
Invest Saint Lucia plans to advance Saint Lucia’s socioeconomic development by targeting high-impact projects in tourism, manufacturing, agriculture, and BPO that will enable linkages with the wider society.
Through forging partnerships and engaging key government institutions, the agency will continue to encourage a united front for the promotion of Saint Lucia as the location of choice for investments, visitors, and exports.
NA: Which qualities do you look for in your staff?
OC: Invest Saint Lucia seeks to strengthen our execution capabilities by aligning our people, structure, processes,
culture, and leadership to our mission, vision, and strategy. Therefore, we select professionals who are passionate about what they do, and they enjoy the dynamism of the agency’s work. Anyone joining the team should have a certain level of national pride knowing that they can impact the economic development of the country.
Naturally, we are looking for the best talent for the team, and we seek to employ and collaborate with individuals who are experts in their fields.
A.C.ELLIOT ATTORNEYS offers over 15 years of practice with a results-oriented team. We are devoted to our clients through sound legal advice, quality representation and efficient management of our clients’ time, with the singular purpose being to treat every clients’ matter like it is our own.
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We offer reliable legal services, including real estate and property transactions, estate planning and administration of estates, incorporations and corporate needs, accounting and tax related corporate finance, investment portfolios, acquisitions, licence applications, trademarks, digital asset consultancy, litigation and other areas.
Our legal services are mostly specialized through our two niche brands: ACE Corporate Services and Global Partners International.
ACE Corporate Services provides careful and accountable corporate, financial and fiduciary services to our clients. Geared towards the corporate clients, ACE Corporate Services guides you through every stage of your company’s establishment, investment, operation and growth, by providing experienced services and mitigating against known challenges in the corporate legal environment. We have a very good track record in identifying private sector investment opportunities, managing foreign investment portfolios and guiding our investor-clients through the various public sector channels and statutory bodies, using our knowledge of the appropriate legislative frameworks and valued relationships built over a number of years in several Caribbean countries.
Global Partners International (GPI) is our niche legal brand that provides a consortium of professional services for the various opportunities for specialized capital investments around the Caribbean region. GPI handles citizenship, immigration, residency and related services. Living and earning across borders involves complex
processes for busy clients. GPI provides legal working solutions to make global living as effortless as possible, through consultancy, the identification of appropriate, necessary services and the identification of established programs for economic citizenship.
Our firm is headed by Mr. Al C. Elliot I LL.B (Hons), L.E.C who is called to practice in the Caribbean jurisdictions of St. Lucia, St. Vincent, The Grenadines, and Guyana. He has practiced law since 2005 and after having spent 15 years in litigation, he brings a very pragmatic and balanced approach as the Principal Attorney to this law firm. His focal areas of practice include corporate law, civil law, employment law, contracts, property law, conveyancing and managing investment portfolios.
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NA: How do you plan to offer opportunities for investment in the other key sectors outside of tourism, for example, manufacturing, real estate and GBO?
OC: Diversification has remained a key focus of the agency, especially with the onset of COVID-19. Saint Lucia has seen noticeable growth and interest in the BPO sector. Additionally, there is a keen governmental focus on growth and strategic policy for BPO, as Saint Lucia possesses several key advantages in nearshore market competencies.
Being blessed with the ability to grow our food on the island, food security, and diversification of our agricultural basket forms part of the larger diversification strategy with a close look into other vertical integration strategies, including manufacturing and agro-processing.
Major sector players and investors are now in dialogue to look at the market as the government makes the environment even more sector friendly. The agency works closely with the government to develop and implement policies in the BPO sector. Invest Saint Lucia is also working on creating turnkey assets for outsourcing and manufacturing.
NA: Could you tell us about your sustainability goals for the infrastructure, development, and industries of Saint Lucia? Are you optimistic about the future of the island?
OC: Saint Lucia continues to look ahead to a more sustainable future that meets the needs of our present and future generations. Thus, we will continue to invest in quality and resilient infrastructure and improve our sustainable industries. Another key focus lies in
transforming the island’s energy landscape to create a cost-effective, reliable, and resilient nation to be a leader in climate resilience through our laws, practices, and policies.
Topical geography contributes to the many natural resources, which make Saint Lucia an ideal candidate for developing renewable energy products.
I am optimistic about the future of Saint Lucia, although immediate forecasts and projections look dim because of global economic downturn; therefore, we are focusing our efforts on strengthening Saint Lucia’s competitiveness in the market. It is important to gain a competitive advantage, and Invest Saint Lucia recognizes the need for sustainable development to be at the core of our national plans and programs, focusing on our people, partners, and prosperity.
“SAINT LUCIA CONTINUES TO LOOK AHEAD TO A MORE SUSTAINABLE FUTURE THAT MEETS THE NEEDS OF OUR PRESENT AND FUTURE GENERATIONS. THUS, WE WILL CONTINUE TO INVEST IN QUALITY AND RESILIENT INFRASTRUCTURE AND IMPROVE OUR SUSTAINABLE INDUSTRIES”
– OCTAVIAN CHARLES, CEO, INVEST SAINT LUCIA
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NA: How is the agency navigating current industry trends?
OC: Saint Lucia has been significantly impacted by COVID-19, and we have seen sectors decline and thrive. The GBO sector, especially the knowledge process outsourcing (KPO) and BPO sectors, grew at an alarming rate during the pandemic and continue to expand. We have also seen the details of the industries change as more investors use remote work for their teams, and this is another option for human capital on the island. We plan to target and attract more subsectors in the industry.
We also seek to continue promoting the country as a preferred location for investment in the Caribbean. We
have adjusted all our strategies, especially marketing and promotion. Investment promotion is best done face to face, however, we must adapt in these changing times. We will include more ways to do business virtually with digital promotion highlighting investment opportunities, our people, and Saint Lucia’s diversity. We also intend to continue facilitating new investors and making the climate more favorable for doing business.
NA: As the laws and regulations regarding cannabis in some states of Saint Lucia have changed, have there been any challenges regarding investment in this industry?
OC: Interest in cannabis investments in Saint Lucia has grown exponentially as many international and regional states and territories continue to relax and abolish their laws.
Invest Saint Lucia recognizes the expanding cannabis market and continues to assist with local efforts to capitalize on the increasing opportunities in this sector. The agency was the secretariat of the Saint Lucia Cannabis Commission (SLCC), established in 2019 to review and make recommendations on the laws and regulations relating to cannabis. In 2021, the Drugs (Prevention of Misuse) Act was amended to allow adults to possess 30 grams (g) of cannabis and four cannabis plants per household. Presently, a cannabis taskforce which builds
on the previous work of the SLCC has been tasked with creating and maintaining a vibrant market for cannabis. However, local legislation remains unchanged regarding the exportation of medicinal cannabis.
NA: Could you elaborate on certain investment opportunities by location?
OC: As Saint Lucia’s official investment promotion agency, we have numerous available opportunities for local and foreign investors.
With its pristine beaches, unique scenery, and vibrant culture, tourism remains Saint Lucia’s flagship product.
Adjacent to the beautiful Reduit Beach, Mount Pimard has excellent views of Pigeon Island. It overlooks the lively Rodney Bay, the entertainment hub of Saint Lucia. This 58-acre site is ideal for hotel development as it is easily accessible to major commercial and retail centers with seamless access for guests.
Another tourism opportunity is that of Fond d’Or which
spans approximately 346 acres of land in a pristine and rugged area. It offers unique topography and 15 acres of sandy beach bordered by lush forests and wildlife. This unspoiled beachfront provides spectacular views of the horizon coupled with adjacency to a heritage park, making it ideal for an eco-tourism/nature project or hotel development.
Invest Saint Lucia owns and manages seven industrial estates, which contain several factory shells ranging in size from 4,000 to 32,000 square feet. Our multi-purpose facilities are strategically placed throughout the island’s economic hubs, and key transits are available for rental rates that are some of the best in the region.
Saint Lucia has been offering subsidies to the manufacturing sector through land and infrastructure since the 1970s.
These spaces are also suitable for BPO operations. The island offers quality technology infrastructure which enables faster real-time communications, transactions, and smart city capabilities.
The island has a lot to offer individuals looking to relocate and investors in a wide range of sectors that speak to the sustainable and profitable development in the country.
Top reasons for selecting Saint Lucia include:
• Our geographical and digital connectivity: Saint Lucia is ideally located to service regional, international, and virtual markets. Enjoy relative proximity to the nearshore markets of North America and the Caribbean community and common market (CARICOM) member states, and with just an eight-hour flight distance, Saint Lucia is your gateway to Europe.
• A proactive investment climate: The country offers an attractive investment climate through prudent planning and sound policies. We are committed to matching discerning investors with modern solutions.
• Attractive government incentives: As an investor, you can focus on starting and growing your business investment from inception, and benefit from a slate of well-tailored concessions for small and large investment projects.
• Educated local and regional labor pool: Saint Lucia and
the islands of the Organisation of Eastern Caribbean States (OECS) possess some of the highest literacy rates in the region. The human resource capability can be relied upon to mobilize, train, and adapt.
• Quality of life: Our enviable quality of life has captivated many investors and international organizations who have headquarters in Saint Lucia. Whether it is the lure of the beach, the thrill of the ocean, or the connection of nature, our island paradise has a lot to offer visitors to its shores.
Given all that Saint Lucia has to offer, it is one of the most liveable islands in the Eastern Caribbean and its landscape is as diverse as its heritage. The island has a perfect mix of modern convenience and unspoiled natural beauty with a rich cultural calendar of vibrant festivals. Investors fall in love with the lifestyle.
We invite interested people to invest in our destination and make it your new home.
Tel: 457-3400
info@investstlucia.com
https://investstlucia.com/
The idyllic azure waters of the Caribbean have long seduced seafarers and wanderers alike. Although the island-strewn region continues to be a magnet for the recreational boating industry, the maritime and ports logistics structure connecting both the islands, and the wider Caribbean with the rest of the world, is in dire need of development.
The importance of upgrading infrastructure and
streamlining operations cannot be underplayed in a region that is practically entirely reliant on imports. The Caribbean’s geography encompasses 13 sovereign island states and 12 (British, French and Dutch) overseas dependencies with different tariffs, creating a complicated and costly landscape for transporting cargo. In addition to diverse tariffs, each island adheres to varying maritime, customs and port policies that have given rise to the need for standardization
and the implementation of uniform rates.
With infrastructure mostly dating from the 1960s, ports across the Caribbean are generally considered inefficient and lagging behind in the context of global development where such entities are now defined by advanced industry trends including digitalization and the implementation of smart ports. The region’s economic potential and growth opportunities are rich and varied, however, the Caribbean
is still overcoming the devastating impact of the COVID19 pandemic, and the aftermath of natural disasters to which the islands are prone. If the Caribbean is to rise in competitiveness and relevance on the global maritime stage, progress relies on two major areas: unlocking true regional integration, followed by the advancement of port management and performance improvement, both tenets upon which the Association was founded.
From PMAC’s base in Barbados, Chairman, Darwin Telemaque, unpacks the need for development to create a globally competitive maritime environment for the Caribbean
Darwin Telemaque Chairman, PMAC
North America Outlook (NA): Firstly, could you talk us through PMAC’s inception and why it was founded?
Darwin Telemaque, Chairman (DT): The Port Management Association of the Caribbean (PMAC) conducted its inaugural meeting in Antigua on 26th June 1998, having succeeded the Port Management Association
of the Eastern Caribbean (PMAEC) established on 16th May 1988, under the auspices of NovaPort International Consultants Limited of Canada. The PMAEC was originally conceived as a forum where port managers, recognizing the remarkably similar challenges faced, could seek counsel and freely discuss solutions. However, driven by the need to forge closer regional ties in response to various developments within the industry, the Association extended membership to the wider Caribbean, having been reconstituted as PMAC.
NA: What are some of the main trends currently facing the sector in the Caribbean?
DT: As with all industries, we are still experiencing challenges in the supply chain. The inflationary impacts that we are facing are extraordinarily painful, especially in the private sector.
I think that the Caribbean has never had a global posture from a port and transport perspective – we have always lagged behind. This means that when you do see various industry trends develop, it has more of an impact on the Caribbean since most of our ports, having been initially constructed in the 1960s as break-bulk ports, were not predominantly conducive to containerization.
NV Havenbeheer Suriname is the lessor responsible for the safe, efficient and effective functioning of the port facilities assigned to it. We perform regulatory and monitoring activities. Our job is to manage the dry port infrastructure.
In a broader context, we facilitate the development of trade and commerce based on market forces in collaboration with our port stakeholders. With this in mind, we focus on creating added value for the transport chain and try to regulate infrastructure and facilities but above that, we keep focus on what needs to be done to achieve optimal over-all results for the port in general.
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As a modern port, Suriname and especially Port Management strives for the port to become a service center for transport and logistics; a platform for the optimal facilitation of international transport and trade.
To move forward with continued globalization, the main thrust of transport trends lean towards digitalization, smart ports, utilizing the Internet of Things (IoT), and installing various types of terminal operating systems – all of which are not yet present in the Caribbean.
From a functional perspective, we are still not yet trending at the same pace as the global marketplace. This is mainly because collectively we are a net importer – we export miniscule fractions compared to what we import. Therefore, if there is any inflation in the world, we import that too, and that inflationary impact is then multiplied at the point of sale in any of our markets. To be honest, we are feeling that pinch at present.
As a result, you have a high level of low trade facilitation and very limited trade facilitation processes. Therefore, we are in a space that is ready to receive the next level of advancement to become more globally competitive.
Before we start to posture in a global phase, we need to take a few steps to regularize our structure and operational functions to modernize our various systems. This includes our legislation, our tariffs, and our labor laws to ensure we have a smooth and functional transport and maritime environment before we start to see how we can fit into global trends.
NA: What are some of the greatest challenges that you currently face and what tactics are the Association employing to overcome them?
DT: Our primary challenge is a lack of appropriate port infrastructure and the resources to work towards port digitalization while faced with ongoing supply chain disruptions and its corresponding impacts. The sector
“WE ARE IN A SPACE THAT IS READY TO RECEIVE THE NEXT LEVEL OF ADVANCEMENT TO BECOME MORE GLOBALLY COMPETITIVE”
– DARWIN TELEMAQUE, CHAIRMAN, PMAC
faces a paucity of investment into shipping options, meaning there are no new shipping services.
Working across many different islands involves different tariffs, rather than a seamless space through which cargo can traverse. Due to this lack of standardization, shipping lines often leave the Caribbean frustrated by the lack of coordination and collaboration which drives up costs, reduces profits, and creates an unpredictable business environment. Generally, I would say that decisions in the sector are made using emotions rather than facts and data, and there is no region-wide support for a single hub to leverage economies of scale, as exemplified by Miami.
PMAC is employing various strategies to overcome these challenges. To drive regional integration, we are gaining recognition as an authoritative source of information for research and collaboration with regional
governments, international organizations, and industry partners. In addition, we continue to provide technical support to regional governments, ports, and industry stakeholders while monitoring developments and building closer cooperation. We coordinate the relevant response of member ports to industry changes and requirements, and facilitate improved networking, information sharing and mutually
The Special Economic Zone (SEZ) regime facilitates investments that increase trade and exports for local and international investors in Jamaica.
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beneficial alliances with industry stakeholders to expand membership among regional ports.
We advocate for our member ports by facilitating the development of a uniform and sustainable philosophy regarding the attainment of common, mutually beneficial objectives, such as uniformed regional tariff rates.
In addition, to improve port management and performance, we provide leadership in the promotion of professionalism regarding port administration and operational matters across the Caribbean. We are collaborating with many of the regional ports in the development of improved training, quality systems and standards, and creating a network to identify best practices in port operations. Finally, we are establishing the Port and Logistics Data Intelligence Platform (PLDIP), a shared data platform to serve the needs of regional governments, ports, and industry stakeholders.
NA: Are there any exciting projects either ongoing or in the pipeline that you would like to highlight?
DT: We are currently working on the following initiatives:
• The launch of a sustained program incorporating international certification of PMAC training via the Chartered Institute of Logistics and Transport (CILT) endorsement.
• The establishment of the PLDIP across member ports.
• The development of an effective social media program including utilization of the updated PMAC website.
DT: The reason for the formation of PMAC was to facilitate industry knowledge among regional ports. We want to ensure that small ports have a voice where they can share not only their concerns, but also their successes, best practices, and innovative steps they have taken. While the ports themselves are not natural breeding grounds of the highest level of efficient port management systems, the idea behind PMAC is to bring together the best components that we have. Since all ports have similar legislation and functions and are the principal facilitators
With extensive 24/7 facilities and services the ports of Curaçao provides your one-stop maritime solution.
Port services include:
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CPA develops and manages all ports in Curaçao, ensuring quality nautical services, safety and security in the ports in an environmentally responsible manner.
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of imports to the country, we have to harness better experiences and better outcomes and share them across the board so that we are all learning and growing from those advancements.
Over the years, PMAC has grown in experience and modern leadership. Our core focus going forward must therefore address the issue of human capacity. The modernization of our ports from an infrastructure and digitalization perspective will work towards improving the corporate governance structure that exists over our ports and the legislation that allows our ports to exist, as well as some of the other archaic structures and tariffs. These are the mandates that we believe PMAC needs to address, and we will continue to focus on going forward.
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For the immediate future, we are calling 2023 a year of training. We had our first training session with all the human resources (HR) and development training managers for all primary ports a few weeks ago where we introduced the concept and the idea that we are not just going to have training, but we want the HR managers to do an audit in their various organizations and identify the gaps and limitations that exist, so that we can design the actual training to specific needs rather than taking a shotgun approach.
We are not only targeting the problem, but we want to be resolution-oriented to see the transformation, and work towards having that transformation result in better outcomes for the individual ports, the respective countries and the Caribbean region.
“OVER THE YEARS, PMAC HAS GROWN IN EXPERIENCE AND MODERN LEADERSHIP. OUR CORE FOCUS GOING FORWARD MUST THEREFORE ADDRESS THE ISSUE OF HUMAN CAPACITY”
– DARWIN TELEMAQUE, CHAIRMAN, PMAC
Located in Freeport on Grand Bahama Island — one of the largest islands in The Bahamas - Freeport Container Port is situated just 100 miles from the port of Miami, Florida.
Hutchison Ports FCP is the deepest container terminal in the region and serves as a major container transshipment hub for the eastern seaboard of the US and the principal east, west, north and south line-haul routes. FCP provides 16 meters (m) of draft, and 1,036m of berth length, which allows multiple mega vessels to be facilitated at the same time, making us a powerhouse of international trade.
Our innovative and efficient 24-hour operation is driven by our team of more than 500 members, who are our biggest competitive advantage in maintaining our position as the ‘Transshipment Hub of The Americas’. With our dedicated team and use of cutting-edge technology, including realtime communications and port-management systems, FCP is capable of handling the largest container vessels in the world.
Hutchison Ports FCP currently operates six super post Panamax and four post Panamax quay cranes. Through continual investment in world-class equipment and infrastructure, Hutchison Ports FCP bets on the future with innovation at the helm of our daily activities. Our three newest STS (Ship to Shore) cranes are Remote Operating System (ROS) cranes. Their design allows for remote operations, which enhances operator safety and improves productivity. FCP was the first port in the region to implement ROS cranes. Onsite availability of both an STS crane simulator and a straddle carrier simulator provide continuous training for crane operators with the capability to simulate varying scenarios.
Our acquisition and management of advanced technology such as this has put FCP in a position to also function as an innovative learning center and that welcomes other industry partners to our terminal for hands-on training.
Over the last two years, FCP has invested in state of the art equipment such as hybrid straddle carriers, which significantly reduce our carbon footprint and emission of greenhouse gases. Over the next two years, we have committed to further invest $20 million toward energy-efficient equipment as we strive to progress the Hutchison group’s global sustainability goals.
FCP currently rests on a fully formed peninsula with available land to facilitate seamless expansion of the berth by 800m and the yard by 23 hectares.
When the City of Freeport was born in 1955 with the signing of the Hawksbill Creek Agreement there was one defining mandate: to dredge a deep-water harbor that became the catalyst for the growth and development of Grand Bahama Island, The Bahamas.
Hutchison Ports FHC is privately owned and operated through a joint venture between Hutchison Ports and Port Group Limited. It is one of the largest man-made harbors in the world and the deepest harbor in the region, having roughly 20 berths and 4,400 meters (m) of berth line.
The entrance channel and turning basin are dredged to a depth of 16m (52 ft), and there is a huge expanse of sheltered waters. A diverse mix of businesses utilize the services of Freeport Harbour for cruise and day ferry visits, roll-on/roll-off facilities for containerized and LTL cargo, car transshipment, wet docking and ship repair facilities. Our facilities can accommodate three cruise ships, five rollon/roll-off vessels, and two 900 ft wet-docking berths. Vessels with a maximum draft of 30 ft can be accommodated alongside. Cruise lines of up to 1,000 ft, length overall, can be facilitated with tugboat and pilot services available 24/7.
The Freeport Harbour, an ISPS certified port facility, is dynamic and has been in a constant state of development since the initial dredging in 1956. Today, FHC is the landlord to 690 acres of landholding, with tenants consisting of several world-class organizations notably including Freeport Container Port (FCP) www.hutchisonportsfcp.com, The Grand Bahama Shipyard www.grandbahamashipyard.com (a world leader in dry-docking, ship repairs and refurbishments) as well as other large-scale industrial and marine-related facilities which have made Freeport a world-class maritime center.
FHC has also welcomed tenants who share our values of sustainability, notably wastewater and oil recycling facilities (Eco-Oil Ltd.) as well as the manufacturing sustainable alternatives to single use plastics (Calcean Minerals and Materials LLC).
Part of FHC’s current development plan entails expansion to accommodate new and diverse commercial enterprise opportunities.
One major development in the pipeline is a new cruise ship pier complex and berthing area, along with a retail and commercialvillage. With this massive project (expected to be complete in 2025), there is a unique opportunity for complementary businesses to join our community. FHC anticipates welcoming new tenants to maximize waterfront land designated for lowimpact green businesses, eco-tourism and aquaculture as well as new waterfront land zoned for sustainable manufacturing, clean energy supply, and businesses servicing cruise lines and passengers.
The expansion of the Freeport Harbour also brings with it long-awaited growth opportunities for companies like the Grand Bahama Shipyard that will be able to expand their operations and allows Freeport Harbour to retain its competitive edge over other ports. This includes creating additional berthing areas for FCP, new industrial development, and serving the growing needs of the local industry.
The continued development of the Freeport Harbour allows Grand Bahama Island, and by extension, The Bahamas to remain competitive and increase job and business opportunities within the harbor.
As we grow and develop to meet our needs, we do so without compromising future generations. At Hutchison Ports FCP and Hutchison Ports FHC, we are keenly focused on ensuring the
sustainability of our environment, business and most importantly people. In addition to measures we are taking to improve operational efficiency and minimize environmental impact, we are committed to developing and supporting our team members as well as our local community.
At FCP and FHC, we prioritize and encourage training and development at all levels, which assists with the effective transfer of knowledge, succession planning and our ability to ensure longevity in the business.
Our team members also remain actively involved in community contributions, particularly our ‘Go Green Initiative’ which has included tree planting activities and coastal clean ups on the island. FCP and FHC are also committed to an annual scholarship program which focuses on promoting academic excellence and developing human resources in the local community, particularly in disciplines related to our businesses.
Powered by our shared value of UNITY, FCP and FHC look to the future with our team and innovation at the forefront, using data to drive our decision-making, improve efficiencies, remain attentive and responsive to the needs of our customers, and continue to engage, train, and motivate our fantastic team members who make it all possible.
NORTH AMERICA OUTLOOK is a digital product aimed at boardroom and hands-on decision-makers across a wide range of industries on the continent.
With content compiled by our experienced editorial team complemented by an in-house design team, the resultant Outlook Creative Services department ensures delivery to the highest standards in promoting the latest in engaging news, industry trends and success stories across the length and breadth of the US & Canada.
As a bi-monthly publication, North America Outlook constantly has its finger on the pulse of the latest trends, biggest developments and business successes from each corner of the region, epitomized by the diversity displayed across each magazine. It incorporates an annual calendar-tailored front-of-book section, a showcasing segment dedicated to the most fascinating success stories in North America, and an event focus assortment sure to fill executives’ diaries throughout the year. The aligning North America Outlook website is also honed and ready to serve as a host for these facets and much more.
To get involved, please contact Outlook Publishing’s Managing Director, James Mitchell, who can provide further details on how to feature your company, for FREE, in one of our upcoming editions.
For more than 70 years, TC Energy has proudly operated pipelines, storage facilities and power-generation plants that support life in Canada, the US and Mexico. We dig deeper with Vice President of Energy Transition Technologies, Roland Muwanga
Writer: Ed Budds | Project Manager: Louis Locke
The US, Canada and Mexico are uniquely positioned to deliver safe, reliable, and affordable energy solutions to the world while meeting the rising global energy demand.
North America possesses the capability to spearhead the clean energy transition due to its vast natural resources, its geographic location as it relates to Europe and Africa to the east, and Asia to the west, and also because much of the cutting-edge
innovation being developed is produced in the continent itself.
“In terms of the current state of the energy industry, we are already seeing a resurgence of coal-fired generation, especially in Asia at present. This was the single largest reason for a more than 40 percent overall increase in growth of global emissions in 2021,” begins Roland Muwanga, Vice President of Energy Transition Technologies for TC Energy.
Established in 1959 in Brownsville, WI to focus on opportunities in natural gas distribution construction, Michels has been developing solutions for and adapting to evolving market needs since its infancy.
Dale Michels, an Army-veteranturned-pipeline-welder, and his wife, Ruth, decided the best way to support themselves and their growing family was to establish a construction company in Dale’s hometown. Dale’s pipeline experience drove the decision to establish a company in that industry. His entrepreneurial spirit drove the fledgling company to keep a vigilant watch for new opportunities to use the company’s experience and assets to deliver construction solutions on a wider level. Thus, Michels expanded into telephone lines, sewer and water mains, fiberoptic cable, horizontal directional drilling … and more. At the same time, Michels developed
its world-class reputation as an innovative, safety-forward infrastructure contractor.
Operating today as the Michels Family of Companies, a collection of wholly owned subsidiaries established under the Michels brand flagship, all companies perform safe, unique and specialized construction services for energy and infrastructure industries. Whether operating independently or collaborating on a project, the Michels Family of Companies is united by the same Core Values, quality standards and world-class reputation upheld by the Michels family for nearly 65 years.
Michels continues to address evolving needs through the strategic utilization of timetested techniques and new innovations. Driven by a global team committed to playing an essential role in the future of renewable energy delivery, Michels also continues to pursue advancements in the safe, environmentally sound construction of solutions for traditional energy delivery.
Phillip Michels, President of Micon Group, Robert C. Osborn, President of Michels Energy Group, and Dean Cowling, President of Michels Canada, offer insights into how the Michels Family of Companies is helping customers construct the infrastructure needed to meet North America’s emerging needs.
Michels senior leaders and internal industry experts from throughout North America are collaborating on the development of opportunities and strategies focused on energy transition, renewables and the needs
Robert C. Osborn, President, Michels Energy Group, Inc.
Phillip Michels, President, Micon Group, Inc.
Dean Cowling, President, Michels Canada
of progressive partners, like TC Energy. By leveraging the experience gained through more than 60 years of energy delivery experience, Michels is combining best practices with innovation to adjust to the specific technical construction needs of cleaner, decarbonized projects.
How does Michels help customers balance current energy needs with those of energy transition?
As North America advances toward energy transition goals, Michels provides customers with ways to utilize and maintain their current energy delivery systems while developing the next phases of energy delivery. At times, this means Michels will build a new delivery system before decommissioning a legacy system; at other times, Michels rehabilitates existing infrastructure, transforming it from the standards of product being phased out to the standards of future-focused products. Successful energy transition requires a carefully thought-out strategy involving multiple stages. Michels plans and builds the necessary infrastructure to allow customers to transition from coal and oil to lower-emissions energy sources, like natural gas. At the same time, Michels partners with customers to improve grid efficiency and increase access to renewables and other long-term clean energy solutions.
How does Michels support energy transition?
The Michels Family of Companies helps customers achieve energy transition goals with the same tenacity used to build, strengthen and modernize North America’s energy infrastructure for past and future generations. Specifically,
our technical abilities support North America’s energy transition and developing solutions in decarbonization, including solar, onshore and offshore wind, hydrogen, carbon capture, battery energy storage and renewable natural gas (RNG) markets. We have experience, capabilities, capacity, and equipment to assist with energy transition and developing solutions in decarbonization, including solar, wind, hydrogen, carbon capture and renewable natural gas markets.
Through early contractor involvement, Michels partners with customers to plan and deliver projects that are safe, reliable and sustainable. Michels encourages a collaborative approach to all phases of a complex project’s lifecycle to ensure smooth transition from planning and preconstruction through to completion and restoration.
What are specific technical examples of Michels’ ability to contribute to energy transition?
A trusted leader in trenchless, pipeline, marine and power construction, Michels’ construction solutions are directly applicable to the specific requirements of energy transition projects.
Renewables: Michels has been delivering renewables since 1999. Michels supports wind and solar farms with transmission lines, collection systems, battery energy storage, substations, civil, foundations and marine support.
Design review
Constructability review
Risk mitigation
Reduced potential for later changes
Increased collaboration
Michels installed landfall conduit under a beach, traveling to about 1,500 feet into the Atlantic Ocean for an offshore wind farm.Michels delivers unique, complete & collaborative solutions to meet each customer’s needs.
Pipelines: Michels has extensive experience building energy pipelines and facilities to support compression and transportation of products. With a resume of more than 10,000 miles of new transmission pipeline, up to NPS 48, and more than 1,500 projects using NPS 20 and smaller, Michels delivers what is needed for safe, efficient carbon capture projects. In addition to building pipelines, Michels has experience decommissioning pipelines on land and in the water.
Facilities: Michels’ dedicated facilities team has completed about 100 greenfield and brownfield compressor and pump stations in all geographic areas. Specialized appurtenances are custom fabricated at Continental Fabrication Services, Michels’ ISO 9001:2015 certified pipe fabrication shop.
Trenchless: Michels is a recognized world leader in trenchless construction. Since 1988, Michels has completed more than 2,000 major horizontal directional drill (HDD) crossings, including a 15,426foot (4,701-metre) horizontal
directional drill HDD of a 24inch pipe crossing under Lake Sakakawea on the Missouri River and completing the longest HDD in Canada of an 11,620foot (3,540-metre) crossing of 12-inch steel pipe in Burlington, Ontario, under the Hidden Lake Golf Club. Michels also sets the expectations in microtunneling by completing more than 25 wet retrievals/intakes and setting the North American record for the tightest vertical curve on an 84-inch-diameter tunnel.
Offshore Wind: Offshore wind facilities are vital to the green infrastructure mix necessary for ambitious clean energy goals. Michels has experience with marine construction, including land-to-water and water-to-water conduit and conductor installations using trenchless, conventional and aerial methodologies. When water retention and diversion are necessary, Michels self-performs the design, construction, and dewatering of sheet pile and secant pile cofferdams and cutoff walls. Michels has the equipment and personnel
required to support offshore wind projects by installing conductors up to 400kV AC. Substation building capabilities include station construction and expansion, including EHV projects. Marine construction capabilities include certified diverse, marine support, and subsea installations.
Michels has a reputation for a strong safety culture. How is it applied to energy transition projects?
Safety is the Cornerstone of our Culture. Not only is this Michels’ first core value, but it is a base for all actions. From the Michels family and senior leadership through every person who enters one of Michels offices or jobsite, everyone is expected to make a promise to their family, friends and co-workers to incorporate safety into all actions at work or home. Michels provides all employees with the equipment, tools and training needed to safely perform work and backs its commitment with a dedicated team of safety professionals who provide guidance, assistance and support. Regardless of what industry is being supported or the size and complexity of the work, Michels approaches each project with a unified commitment to help ensure everyone returns home safely at the end of each shift.
How is Michels prepared to ensure quality in line with the unique requirements of energy transition projects?
Michels prides itself on the agile and efficient execution of complex work based on a collaborative and transparent process. Michels takes a multifaceted approach to quality on all projects. Prior to the start of construction, a multidisciplinary team identifies all tasks required to complete
This open air switchyard and distribution station project contributed to the interconnection of 49.3 MW (AC) of solar PV.a project. Each task is then reviewed to develop an equipment list, risk and opportunity register, and schedule.
As identified by our core values, Michels’ reputation is largely built on our ability to build complex infrastructure safely, efficiently, without rework, and with no harm to the environment. Michels has an in-house Quality team staffed by a core group of highly qualified professionals who are subject matter experts in their specific disciplines, cross trained, and certified. The Quality Assurance (QA) team provides the training, tools, and techniques to achieve quality expectations in accordance with project specifications and standards.
The Quality Control (QC) team conducts inspections to confirm the quality requirements are being consistently fulfilled, and audits to ensure integrity and continual
improvement of work processes and conformance. Michels strives to continually improve the effectiveness, efficiency and repeatability in which projects are delivered, with concentration on turning over completed projects meeting or exceeding customer expectations in performance and life cycle costs.
For complex facilities and largescale construction projects, early integration of a focused QA/QC strategy has many benefits to the project and to the life of the asset. These include implementation of welding processes to join steel pipes to carry hydrogen and carbon dioxide over long distances, best practices for installing cables and conduits to bring power onshore from offshore generation plants, and hardened systems for power delivery and storage in West Coast states.
Using the diversified specialties of the Michels Family of Companies, Michels provides economical and constructible solutions for all types of projects. For nearly 65 years, our past has inspired our future, a practice that allows adaptation to energy transition in the same way we have embraced myriad changes in the past.
Learn how Michels can help you to reach your goals on future Energy Transition projects.
At the same time, previously decommissioned coal-fired generation is being fired back up in Europe, in order to tactically address the growing energy crisis due to recent geopolitical events. Liquefied natural gas (LNG) is an important part of the solution and will help reduce global emissions to deliver safe and affordable energy that meets the world’s requirements.
TC Energy has built an incredibly strong and diversified portfolio of energy assets across North America, including natural gas pipelines, oil
THAT THEY MAKE?
ROLANDMUWANGA, VICE
PRESIDENTOF ENERGY TRANSITION TECHNOLOGIES: “The world needs safe, reliable, and affordable energy and we are constantly looking for those bright, open, and curious minds to help us look at problems differently and contribute unique solutions through their work.
“We also know our people perform their best when they feel safe, valued, and respected. We strive to foster an open and equitable environment where each member of our team feels a sense of belonging – a place where they are empowered to express themselves and their ideas.
“When we bring different people, ideas, backgrounds, opinions, and skills to the table, we make better decisions, achieve better outcomes, and create a better place to work for everyone.”
pipelines, power generation, and renewable energy projects.
Additionally, the company has recently made a first-of-its-kind investment to bring natural gas from Texas to Mexico, further strengthening the region’s economy and positioning North America as the world leader in energy solutions.
Furthermore, TC Energy now boasts a 48.4 percent ownership stake in Canada’s first private nuclear generator, Bruce Power, which provides 30 percent of Ontario’s electricity and employs more than 4,000 full-time employees, all while providing safe energy with zero carbon emissions.
“Our commitment is to invest in new technologies and approaches to improve the efficiency, reliability, and sustainability of the world’s energy infrastructure,” sets out Muwanga.
“We’re a team of energy problem solvers working to move, generate, and store the energy North America relies on. Today, we’re taking action to
make that energy more sustainable and more secure,” he continues.
TC Energy continues to focus on innovating and modernizing to reduce emissions from its business, alongside delivering new energy solutions –from natural gas and renewables to carbon capture and hydrogen – to help other businesses and industries decarbonize too.
Along the way, TC Energy invests in communities and partners with its neighbors, customers, and governments to build the energy system of the future.
With North America’s abundant source of natural gas supply at its disposal, TC Energy utilizes this wealth of resources to meet the growing global demand for energy and help enable and accelerate the energy transition, especially in critical areas of the Gulf Coast, Europe, and Asia.
“The choice has always been and
still is, who produces the gas, not the fuel source. Europe chose Russian gas, and now we are seeing an energy crisis stacked into a climate crisis. Prior to the invasion of Ukraine, Russia supplied 40 percent of Europe’s natural gas. Canada has the cleanest, most sustainably produced source of natural gas – we just need to get more of it to the market,” explains Muwanga.
TC Energy is committed to building and operating safe and reliable energy infrastructure. This includes its 93,300 kilometer (km) network of natural gas pipelines, which supplies more
than 25 percent of the clean-burning natural gas consumed daily across North America to heat homes, fuel industries and generate power.
The world needs a diverse energy supply that includes all forms of energy, and TC Energy works every day to deliver those solutions despite an increasingly complex geopolitical environment.
“If we force energy suppliers to embrace forms of energy that today are affordable and sustainable, with reliability being the other most important factor, our world can end up going backwards. TC Energy has a
continental network of irreplaceable infrastructure, and in this way, we are effectively building the energy solutions of the future,” Muwanga adds.
Allowing for the development of modern resources, TC Energy’s infrastructure projects will unlock the potential for cleaner gas, while at the same time creating the foundation for expanding hydrogen and other new energy sources that need to be moved safely and efficiently from producers to consumers. By so doing, it aims to achieve a balance of energy security with energy evolution.
Muwanga believes that North America has an opportunity to grow and strengthen its economy through a combination of cooperation and collaboration.
“Properly empowered, North America can serve as the most impactful, collective producer and innovator in the world across a range of energy sources.”
The geography in North America
“PROPERLY EMPOWERED, NORTH AMERICA CAN SERVE AS THE MOST IMPACTFUL, COLLECTIVE PRODUCER AND INNOVATOR IN THE WORLD ACROSS A RANGE OF ENERGY SOURCES”
– ROLAND MUWANGA, VICE PRESIDENT OF ENERGY TRANSITION TECHNOLOGIES, TC ENERGY
Firstly, could you briefly introduce us to SGS and the company’s vision and mission.
SGS is the world’s leading Testing, Inspection and Certification (TIC) company. Founded and headquartered in Geneva (Switzerland), we have been providing value to businesses for over 140 years. Today, we operate globally with over 97,000 employees in 2,650 offices and labs. Our services are delivered to businesses across 10 industries, including oil and gas, manufacturing, transportation, agriculture, retail consumer goods, mining, pharmaceutical, chemical, construction and government. We also deliver training and staffing services, and strive to be the benchmark for quality and integrity in each industry we serve. SGS has been recognized consecutively as a leading multinational on the Forbes 500 list.
What, in your opinion, differentiates SGS from other competitors?
Our unparalleled global footprint and proven track record of delivering TIC services to the oil and gas industry differentiate SGS in several ways. Our worldwide presence enables us to act as a one-stop-shop for global organizations that require the facilitation of multi-country projects across regulatory jurisdictions. We offer inspection services, project management, and technical staffing for these organizations. Essentially, we are well-positioned to serve our clients whenever and wherever they need. We also employ a customer-centric approach whereby we proactively engage with clients throughout a project and consult with them to create custom solutions catering to their needs. Our industry knowledge allows us to think ‘out of the box’ to propose and develop superior solutions given our clients’ requirements.
We also follow and deploy strict Health, Safety, and Environmental protocols, which has designated us as an ISNetworld Grade A service provider in Canada and the US. We hold similar designations in other parts of the world. Finally, SGS is a member of the Canadian Council for Aboriginal Business (CCAB) and certified under the Progressive Aboriginal Relations (PAR) program at the Committed Level – Phase 2. This is thanks to our work with Indigenous peoples and companies across Canada. In this regard, working with SGS provides an advantage to organizations committed to creating prosperity in Indigenous communities.
Could you expand on your relationship with TC Energy? What is your affiliation with the company and how long have you worked together?
The SGS relationship with TC Energy extends beyond 15 years across Canada for various TIC services, including field inspection, project supervision, asset integrity management, technical staffing and material testing and consultancy. Since 2017, our scope has been heavily focused on supporting inspections critical to ensuring the integrity of TC Energy’s operating assets, including pipelines. We also provide TC Energy with construction management services from start to finish, from recruitment to hiring to compliance, along with performance management and KPI tracking. In the construction phase of projects, the HSE component is paramount to mitigate risk for TC Energy. SGS plays a leading role in ensuring that construction staff and projects meet HSE and all other compliance requirements. We also place Indigenous inspectors on TC Energy projects, strengthening the organization’s commitment to the PAR program, employment equity and corporate sustainability.
How do SGS’ inspection, testing, verification and certification services add value to North America’s energy sector?
The demand for energy in North America is rapidly increasing due to globalization, concerns over energy security and a heightened interest in environmentally sustainable fuels. The world is striving towards carbon neutrality by 2050. SGS has incorporated this mindset into its service delivery across the oil and gas value chain to help our clients achieve their environmental, social, and governance goals. This includes, but is not limited to, activities that are required for both CapEx and OpEx projects as well as products and processes in all streams.
Could you touch on the company’s commitments to environmental sustainability? How are you progressing with your Sustainability Ambitions 2030 and why is this so important?
We are proud and honored to be named in the Dow Jones Sustainability Indices (DJSI) World and Europe. 2022 was the ninth consecutive year that SGS was among the topperforming companies. Furthermore, we are proud to have ranked first in S&P Global’s 2022 Corporate Sustainability Assessment (CSA) for the professional services industry, scoring 87/100 (as of December 12th , 2022).
How do we achieve this? By focusing on the value we create in our direct operations and supply chain management and the value we enable through our sustainability solutions. We aim for ambitious targets in three different areas: better governance, a better society, and a better planet. We have set long-term targets for 2030 and short-term targets for 2023, which are aligned with our 2023 business strategy. These targets are communicated to our employees worldwide and address our entire value chain.
The final aim of our Sustainability Ambitions 2030 is to deliver a measurable contribution to the United Nations’ Sustainable Development Goals. We have developed and implemented the SGS Impact Valuation Framework, which allows us to monetize our positive and negative impacts to help us understand how to continue our efforts.
Looking ahead, what are the company’s key priorities for the year ahead? Do you have any plans for expansion or diversification?
SGS remains committed to adding value to society by enabling a better, safer, and more interconnected world. This is supported by further aligning SGS to key TIC megatrends and customer demand. Our 2023 targets include ambitious financial and non-financial goals. “In a rapidly changing market landscape, SGS will remain agile to adapt our fundamental activities to new market dynamics we will see in the next few years,” says Frankie Ng, Chief Executive Officer at SGS Corporate. Key to our expansion and diversification will be our commitment to our Sustainability Ambitions 2030, our acceleration of mergers and acquisitions in key markets, and our commitment to becoming the most digital company in the TIC industry. We are excited about the progress being made internally to achieve these commitments for our employees, partners, vendors, clients – and of course, the people, products, and services that we positively impact worldwide.
offers a unique and dynamic reach, and sustainability is anchored on finding solutions that protect the planet, empower people, and create shared prosperity.
TC Energy has set ambitious targets to reduce its greenhouse gas (GHG) emissions intensity by 30 percent by 2030 and has positioned its operations to achieve net zero emissions by 2050.
The company plans to achieve this by modernizing its systems and assets, and decarbonizing its energy consumption by driving digital solutions and technologies and continually evaluating opportunities to invest in low-carbon energy and technology.
TC Energy’s path to balancing the global energy transition and continued energy security encounters a maze of challenges, as the company looks to solve the complex technical questions and soaring demand
for energy worldwide resulting in continued energy security on a global basis.
North America possesses the resources and the innovative workforce to solve both of these complex challenges. However, at present, there is currently one crucial piece of the puzzle missing, as companies such as TC Energy lack one critical component: energy policies that enable the ability to safely and securely unlock the global energy transition.
To fulfill the potential of delivering transformative global solutions, TC Energy, as well as the entire industry,
must start thinking smarter and more creatively, with two ideas that should serve as the initial foundation.
Firstly, sustainable energy policy must focus on addition rather than subtraction.
A small but vocal class of policymakers and interest groups demand that the industry uses regulation to rapidly choke the supply of natural gas to coerce the development of lower-emitting alternatives. However, this concept ignores the real-world consequences.
Traditional energy sources remain critical to keeping pace with the increasing demand. Even using
“FOR MORE THAN 70 YEARS WE’VE DELIVERED ON OUR COMMITMENT TO MEET THE EVER-INCREASING DEMAND FOR ENERGY IN A SAFE AND SUSTAINABLE MANNER”
– ROLAND MUWANGA, VICE PRESIDENT OF ENERGY TRANSITION TECHNOLOGIES, TC ENERGY
Now more than ever, the world needs secure and sustainable energy. To respond, energy companies are transforming faster than ever before, with some systematically changing the game for the entire industry. Centered around a strong digital core and new ways of working, these leading companies are acting as reinventors driving growth, optimizing operations, and reducing emissions.
Enterprise-wide reinvention in the energy sector involves rethinking the strategies, technologies, and operating models in five distinct areas: Competitiveness, Carbon, Connectivity, Customer and Culture (the 5Cs). Leaders are demonstrating a holistic approach to reinvention characterized by measured steps across all the 5C areas while moving from bold plans to pragmatic actions.
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Let us guide you to reinvention.
Learn more: Energy reinvention index.
TC ENERGY is committed to protecting the environment. Not just because it must, but because the company wants to play its part in shielding the planet from damaging environmental impacts.
• TC Energy respects the diversity of the landscapes where it operates and works to always minimize its environmental footprint, while simultaneously quenching the world’s evergrowing thirst for safe and reliable energy resources.
• The company has restored over 490 hectares of boreal woodland caribou habitat and planted more than one million trees in Canada since 2014.
• More than 9,000 people now have greater access to drinking water through TC Energy’s rainwater harvesting program in Mexico.
• TC Energy donated $1.05 million to 71 non-profit environmental organizations in 2020.
the most optimistic estimates for the growth of renewable energy, blocking the development of traditional energy projects will undoubtedly lead to disruptive energy shortages and soaring costs across North America.
At the same time, these policymakers and interest groups refuse to support the building of newer and cleaner traditional energy projects, like LNG, which has the adverse effect of forcing consumers to rely on older energy sources such as coal which produce far more emissions.
This sequence continues to
unfold across Europe to this day. In the chaotic scramble to replace Russian gas, leaders are now seeking refuge in more accessible sources of energy regardless of their environmental impact. Germany, for example, recently reopened or extended more than 20 coal-fired power plants to meet demand this winter. Subsequently, this creates vast insecurity across the region and prevents all progress in aiding the drive toward sustainable energy solutions.
There are no shortcuts possible in the global energy transition. Continuous access to affordable and reliable energy will prove essential as companies such as TC Energy safely and securely progress towards the ability to meet demand with loweremitting sources of energy.
LNG is unquestionably the world’s best tool for rapidly reducing worldwide emissions. The LNG that TC Energy exports around the world helps to reduce the immense reliance on coal, which was responsible for a large portion of the overall growth in global carbon emissions last year and in 2021.
LNG has received a surge of
The Academy Group of Companies has been a trusted and committed partner working with our clients to provide the highest quality and most cost-competitive solutions for industrial (pipeline/facility) pipe spool and structural steel fabrication for 28 years and counting. With two locations in Canada spanning 53 acres with four facilities totaling 121,000 square feet, Academy has industry leading safety, capacities, and capabilities necessary to achieve success on projects of all sizes.
With over 80 weld procedures, Academy is capable of fabricating a wide range of high
and low-grade carbon steel, stainless steel, alloys and chromes. Academy’s seven welding bays allow for large scale fabrication (120,000 pounds and greater, with diameters in excess of 80 inch) in a segregated manner completed by our long-term trained craft. In addition to fabrication, Academy offers modularization, skid assemblies, materials procurement, engineering, hydro testing, DHT and PWHT, transportation, and management of coating, machining, insulation and tracing.
attention amid Europe’s energy crisis, but its potential stretches far beyond the current moment into the future of energy. From Mexico to Asia, expanding LNG will continue to maximize energy security and most crucially, it will dramatically reduce emissions. In this way, refusing to expand LNG exports locks nations around the world into coal, high-sulfur diesel, and other damaging energy sources for potentially decades to come which could bring devastating consequences.
TC Energy recognizes that its policies must acknowledge that climate change is a global dilemma to solve. Achieving even a small decline in domestic emissions does not constitute progress if it then triggers a net increase in global emissions.
Unfortunately, restrictive policies continue to prevent TC Energy from securely building the energy infrastructure needed to deliver lower-emitting energy to consumers
ROLAND MUWANGA, VICE PRESIDENT OF ENERGY TRANSITION TECHNOLOGIES: “Our safety program starts before construction. We use only high-quality materials, the latest proven technologies and industry-leading practices to ensure the integrity of our pipelines before they go into the ground.
“We are a leader in North America in the use of automatic welding and ultrasonic testing technologies to construct pipelines. These technologies ensure highquality welds are made, each inspected by qualified independent regulators during construction. Prior to placing a pipeline in service, it is hydrostatically tested with water at a higher pressure than it will see during operations. In addition, pipeline inspection tools with high-resolution sensors are run through the pipeline to check for any other irregularities prior to flowing natural gas.
“Once operational, we use state of the art leak detection systems, as well as safety features such as shut-off valves and provide highly specialized training for people working on our assets. Our pipeline systems are monitored 24 hours a day, 365 days a year by trained operators in our operations control centres who manage the most sophisticated pipeline monitoring equipment and technology available.
“Our industry-leading asset integrity programs manage our pipeline and facilities for their entire life cycle to ensure they provide safe and reliable energy to consumers throughout North America. Safety is our number one value.”
across North America and around the world. The US still leads the way in global LNG exports, yet there is currently still not enough existing infrastructure to meet global demand.
Allowing for the development of modern energy infrastructure projects will unlock the potential for cleaner gas, while at the same time creating the foundation for expanding hydrogen and other new energy sources that need to be moved safely and efficiently from producers to consumers. This is how TC Energy plans to balance energy security with the energy transition.
The company hopes that policymakers will take several important steps — from fixing the broken permitting process to reassessing how energy projects are categorized, although the most important shift is to change the collective mindset of the industry to focus on safely and securely cultivating an abundance of lower-emitting options rather than imposing scarcity and passively hoping for the best.
“WE RELY ON OUR SUPPLY AND CONTRACTOR COMMUNITY TO SUPPORT OUR DAY-TO-DAY OPERATIONS AND HELP US ACHIEVE OUR VISION TO BE THE LEADING INFRASTRUCTURE COMPANY IN NORTH AMERICA”
– ROLAND MUWANGA, VICE PRESIDENT OF ENERGY TRANSITION TECHNOLOGIES, TC ENERGYThe quest to identify influential voices to reject archaic and oversimplified political debates and embrace a more enlightened approach to delivering energy security and fulfilling collective climate goals must become a fundamental priority for the energy sector in order to provide continued stability.
It will take strong leaders across the entire industry with vision, insight, and courage to confront this challenge and enable a secure and sustainable energy future.
TC Energy’s portfolio recognizes and emphasizes an inclusive approach to energy solutions, and its natural gas and oil infrastructure plays a critical role in the global energy transition.
“Our existing pipelines and energy storage capacity is one of the largest in North America and positions TC Energy as the continent’s energy problem-solving leader,” acclaims Muwanga.
Whether it’s renewable energy, renewable natural gas (RNG),
hydrogen, or other low-carbon energy services, TC Energy utilizes its North American presence to offer its many customers flexible, cost-effective solutions to effectively manage their energy and decarbonization needs.
For example, the Alberta Carbon Grid is a significant step in the transition to a low-carbon energy system and to reduce GHG emissions in the province of Alberta, Canada, by integrating large-scale renewable energy sources and other clean technologies into the grid.
This project will reduce Alberta’s reliance on fossil fuels, which are the main source of GHG emissions, and help the province reach its target of reducing emissions by 30 percent below 2005 levels by 2025. Additionally, the integration of renewable energy sources will improve the reliability and stability of the electricity grid and provide the area with access to cleaner and more affordable energy.
In addition to this, TC Energy is focused on co-developing, constructing, operating, and owning large-scale hydrogen production facilities in the US and Canada. Hydrogen is a clean energy source that can be used to replace fossil fuels and reduce GHG emissions, and H2 production hubs can help increase the production and use of hydrogen as a fuel, which contributes to reducing the carbon footprint of various industries.
“Hydrogen can be stored and used as an energy carrier, making it a valuable resource for energy storage. The production hubs will help store excess energy from renewable sources, such as wind and solar, that can be used in times when energy demand is higher. Plus, it has numerous industrial applications, such as in the production of chemicals and the refining of oil,” Muwanga elaborates.
Another example of the company’s proactive mentality when it comes to new initiatives is the $29.3 million investment in a renewable natural
BACK IN November 2022, TC Energy’s Construction Commissioning Excellence (CCE) team took home PGJ’s Best Digital Transformation award for its innovative inspection and construction management platform.
For the last four years, the CCE team has sought to digitize inspection and construction management, culminating this year with the enterprise-wide deployment of the Dynamic, Digital, Data and Diagnostics platform known as 4D Inspection. The innovative platform digitizes construction inspection, provides real-time compliance validations, visualizes progress and issue tracking, captures construction quality performance, and aggregates data for predictive analytics.
“I am thrilled that this group of innovators and energy problem solvers has been recognized at an industry level,” said Amir Hadzic, Vice-President of Project Delivery Excellence.
“Their passion and dedication to every aspect of this program has truly transformed how we collect, process, and analyze project and asset data. Congratulations and thank you for all you do,” he added after the presentation of the award.
The enterprise-wide deployment of 4D Inspection in the past year digitized a total of 35,605,460 organized and searchable data points, from manufacturing and inspection data to project photos. As well as digitally transforming TC Energy’s entire construction management process for over $10 billion in capital projects, the platform now has over 1,830 users across the organization.
The EIL Group incorporating HRS Heat Exchangers has over 100 years of expertise in over fifty countries on four continents, with a focus on increasing our clients energy efficiency.
EIL’s reputation was built on our success in Oil & Gas, a trusted partner in solving our customers energy challenges. With that trusted innovative approach now utilized across a range of technologies including Liquified Natural Gas (LNG), Carbon Capture, Renewable Natural Gas (RNG), and Hydrogen.
EIL has supplied TCE for over thirty years, supporting them in the development of Canadian Gas supply, providing them with the critical compressor after-cooler equipment. Our product portfolio is ideal for the development of future renewable energy projects.
Shell & Tube Heat Exchangers
Waste Heat Boilers
Air Cooler Heat Exchangers
Field Service Capabilities
gas production facility near the Jack Daniels Distillery in Lynchburg, Tennessee.
The facility will produce RNG with a carbon intensity score that is 50 percent lower than traditional natural gas, impressively saving up to 16,000 tons of CO2 per year.
TC Energy’s asset base of highquality, long-life energy infrastructure includes investments in seven power generation facilities with a combined generating capacity of approximately 4,200 megawatts (MW) – enough to power more than four million homes.
At present, approximately 75 percent of the company’s power capacity is emission-free, and TC Energy remains a leader in the development and operation of high-efficiency, natural gas-fired generating stations. This is alongside a robust origination and trading platform in the US and Canada.
As the demand for renewable electricity continues to increase across North America, new hydro, solar, wind and energy storage capacity will be needed to meet the growing requirements and support a shift in the energy mix. TC Energy is, however, well positioned to capture these opportunities given it has more
than 20 years of vast experience in the power business and the multiple projects and opportunities that it has completed, with a multitude of new initiatives underway.
The Bear Creek Cogeneration Plant is a great example of how power innovation can benefit communities while generating value for shareholders. The plant produces up to 100 MW of electricity for both Weyerhaeuser’s Grande Prairie Pulp and Sawmill and Alberta’s competitive electricity market.
The Bear Creek facility imports biomass-derived steam from wood waste and then combines it with natural gas-derived steam to power a turbine. The turbine generates energy for the mill, supplies electricity to the power pool of Alberta and reduces wood waste destined for landfill.
As well as building pipelines and power plants, TC Energy often describes itself as a pipeline operator or energy producer. However, the one
“CANADA HAS THE CLEANEST, MOST SUSTAINABLY PRODUCED SOURCE OF NATURAL GAS – WE JUST NEED TO GET MORE OF IT TO THE MARKET”
– ROLAND MUWANGA, VICE PRESIDENT OF ENERGY TRANSITION TECHNOLOGIES, TC ENERGY
thing that the company builds more than anything else is long-lasting relationships, with governments, communities, landowners, Indigenous groups, suppliers, vendors, contractors and the public.
Safe, reliable and sustainable operations are foundational to what TC Energy does – located within the beating heart of the company culture and in every element of its decisionmaking. This process of responsibility starts with the core values of safety, innovation, responsibility, collaboration and integrity, and TC Energy upholds these values in its commitments to protect the planet, create shared prosperity, and vitally, empower people.
Building and maintaining positive relationships with communities in areas such as Pike River and SaintSébastien, and cultivating meaningful partnerships with leaders including the likes of Saint-Sébastien Mayor Martin Thibert, are highly important to TC Energy.
The combination of core values
provides a solid foundation for the company’s ongoing commitment to its stakeholders. These values guide TC Energy at all times in its interactions with partners and local communities, as the company listens to their concerns and incorporates their valued feedback into all future project planning.
TC Energy abides by several key principles: to identify and consider the perspectives of stakeholders, remain visible, present and approachable in the community, recognize that diverse thoughts, opinions and experiences
contribute to better decisions and outcomes for everyone involved, take ultimate ownership and accountability for its decisions and outcomes, and finally, to track, measure and report on its performance in order to then learn and improve.
While TC Energy has built strong relationships with thousands of communities, backed by generations of carefully nurtured cooperation and trust, the company is also committed to earning public confidence from those communities that it has not yet worked with.
The list of company stakeholders includes people or groups that significantly affect or may be affected by TC Energy’s business activities, be it directly or indirectly. Whether they are local community members, landowners or Indigenous groups – who are justifiably recognized as rightsholders with a distinct relationship to the land – TC Energy is committed to building mutually beneficial relationships with all its neighbors.
Waschuk Pipe Line Construction Ltd., based out of Red Deer, Alberta, has been in business for 57 years, constructing large diameter pipelines and oil and gas production facilities across Western Canada.
We have the expertise and experience to efficiently and safely complete mainline pipeline projects on budget and on time.
We work collaboratively with our clients by maintaining and exceeding progress with our high performance team.
The company also provides integrity services, such as integrity digs, investigative digs, and replacement lines for existing pipeline infrastructure, which is essential to the protection of our environment.
Our employees and staff are experienced at working safely through extremely adverse conditions having laid over 11,000 km pipeline ranging from 2” to 60”.
Throughout the entire life cycle of a project, TC Energy engages with communities from project approval to the decommissioning stages.
By engaging early and often with stakeholders, the company creates project plans with better outcomes for everyone involved. Engaging with stakeholders means listening to the needs of all associates, providing accurate information, and responding to stakeholder interests in a prompt and consistent manner.
Some of the ways TC Energy works to identify potential environmental and socio-economic effects are through hosting local open houses, conducting public presentations, and having one-on-one discussions.
This is as well as reaching out to stakeholders with fact sheets, brochures, website access and providing email and toll-free phone lines to contact the company directly.
Once new assets are operational, the engagement with stakeholders doesn’t end, however.
“Our regional community liaisons
– ROLAND MUWANGA, VICE PRESIDENT OF ENERGY TRANSITION TECHNOLOGIES, TC ENERGYcontinue to build and maintain relationships with our stakeholders and focus on community relations, public awareness, emergency response and community investment activities throughout the life of the asset,” confirms Muwanga.
For more than 40 years, TC Energy has been engaging and collaborating respectfully with Indigenous groups in its areas of operation.
After such a long and prosperous working relationship, TC Energy recognizes Indigenous groups as
rightsholders who have a distinct relationship to the land, as well as understanding that its business activities have the serious potential to affect these groups in tangible ways. Indigenous engagement and participation are therefore critical to the success of the company’s projects.
Committed to working with Indigenous groups and tailoring its engagement approach to be responsive to the unique circumstances of each group, TC Energy provides resources to Indigenous groups during the engagement process to support their participation in a project’s regulatory approval process.
“OUR EXISTING PIPELINES AND ENERGY STORAGE CAPACITY IS ONE OF THE LARGEST IN NORTH AMERICA AND POSITIONS TC ENERGY AS ITS LEADER IN ENERGY PROBLEM SOLVING”
Valvitalia is supporting the ecological and energy transition for a sustainable world with the development of 100 percent hydrogen ready products. Metallic materials and soft materials have been qualified through severe and innovative laboratory H2 tests with the cooperation of partners, laboratories and universities. A prototype has been developed for a final validation of the design and product features.
HYDROGEN
Through active participation in activities like fieldwork and traditional land use studies, Indigenous groups then make their own assessment of a project’s potential effects on the community and natural environment.
In some cases, participation agreements or project equity agreements are other ways that TC Energy works closely with Indigenous groups that are potentially affected by its activities to acknowledge their unique governance, relationship to the land and legal standing.
TC Energy’s Indigenous Relations team engages early and often with potentially affected Indigenous groups to understand their interests, identify opportunities, respond to their concerns, and facilitate participation and inclusive collaboration across new projects.
This is achieved by identifying and creating opportunities that support these groups through education and training, community legacy, scholarships
– ROLAND MUWANGA, VICE PRESIDENT OF ENERGY TRANSITION TECHNOLOGIES, TC ENERGYand engagement with Indigenous contractors and businesses.
By working together and ensuring open communication with Indigenous groups, the company strives to earn their respect and trust to establish and grow positive long-term relationships, which will benefit both parties long-term.
To ensure Indigenous cultures, values and the environment are respected and protected, TC Energy engages with local Indigenous groups to identify and gather Indigenous knowledge, helping to guarantee the needs and interests of each group are met throughout the life cycle of the project.
These engagements additionally provide an opportunity to discuss concerns and mitigate any potentially adverse effects by incorporating Indigenous knowledge about the local ecology, land and resource use, into all project planning activities.
As well as its focus on working with local communities and Indigenous groups, TC Energy endeavors to place great importance on building and maintaining relationships with the contractor, supplier and vendor community in which it is deeply engaged.
“WE BELIEVE AN ALL-OF-THE-ABOVE STRATEGY IS REQUIRED, AS ARE INNOVATION, COLLABORATION AND WORLDCLASS EXPERTISE”
We are driving the energy transition! ILF partners with clients worldwide to execute large-scale projects focused on the generation, storage and transmission of electricity supplied from a variety of renewable energies. We provide solutions in all disciplines including, engineering, project management, design drafting, procurement, commissioning, start-up support and operation support services.
“We rely on our supply and contractor community to support our day-to-day operations and help us achieve our vision to be the leading infrastructure company in North America,” Muwanga tells us.
Similarly, TC Energy is also committed to providing the tools and resources that contractors, suppliers and vendors need to support its business objectives and the company’s core values of safety, integrity, responsibility and collaboration.
“For more than 70 years, we’ve delivered on our commitment to
meet the ever-increasing demand for energy in a safe and sustainable manner. We’ve provided significant value to our shareholders with an 11 percent average annual return since 2000 and increased our dividend each year since.”
Achieving excellent levels of growth and development is the reward reaped by TC Energy as a result of its commitment to efficiency and the overall quest to be a true industry leader in its field.
Whilst impressively growing its asset base from $25 billion to over $100 billion, TC Energy has
simultaneously raised its annual dividend from $0.80 per share to $3.72 per share in 2023, placing the company in a position of exceptional financial strength moving forward.
Operational excellence starts with safety, and TC Energy has set clear goals regarding this crucial element of running a thriving business.
These operational non-negotiables include keeping people, the environment and the company’s assets safe every day. In addition to this, serious or critical incidents are never acceptable to the company, and in the rare instance when an incident occurs, TC Energy is committed to doing what is right throughout the response, recovery, and remediation phases immediately following such an occurrence.
The company takes this responsibility incredibly seriously,
“WE STRIVE TO FOSTER AN OPEN AND EQUITABLE ENVIRONMENT WHERE EACH MEMBER OF OUR TEAM FEELS A SENSE OF BELONGING”
– ROLAND MUWANGA, VICE PRESIDENT OF ENERGY TRANSITION TECHNOLOGIES, TC ENERGY
Seeing it all, far in advance — that’s the Power of Clarity. At NDT Global, it’s our promise. Where some consider limits, we focus on delivering decision-ready insights, to enable the best outcomes for business and nature. That’s why we’re proud to partner with leading innovators throughout the energy industry. By collaborating to advance the science of inline diagnostics, we are working to ensure the safety and integrity of our critical infrastructure… with a clear view into the future.
which recently included resolving the Milepost 14 incident on the Keystone Pipeline System in Washington County, Kansas. As of February 2023, TC Energy has recovered 90 percent of the released volume, whilst continuing to diligently work to restore the area to its original condition and investigating the root cause of the breakage which will be applied to learnings going forward.
As part of the company’s focus on operational excellence, TC Energy continues to look for new ways to maximize the value of its copious operating assets by optimizing system availability and throughput as well as commercial terms with all its customers. This is alongside scrutinizing the organization to find additional cost efficiencies, aiming to get the best value possible and reducing costs without ever compromising on safety.
Complementing TC Energy’s refusal to compromise on safety, is its dedication to looking after its staff.
“We know our people perform at their best when they feel safe, valued
and respected. We strive to foster an open and equitable environment where each member of our team feels a sense of belonging – a place where they are empowered to express themselves and their ideas,” Muwanga tells us proudly.
“When we bring different people, ideas, backgrounds, opinions and skills to the table, we make better decisions, achieve better outcomes and create a better place to work for everyone.”
Broadly, TC Energy strives to be a leader in the delivery of energy in a safe, responsible and sustainable manner, ensuring the company is positioned to maximize long-term value creation.
Being a leader involves listening to stakeholders and communicating candidly about the company’s performance and approach, aiming to provide comprehensive and material disclosure on TC Energy’s environmental, social and governance (ESG) management.
“Our vision is to be the premier energy infrastructure company in North America today and in the future. That future includes embracing the energy transition that is underway and contributing to a lower-carbon energy world,” Muwanga outlines.
TC Energy believes today’s energy industry must play a proactive role to enable change and help meet each country’s climate goals. This must be achieved whilst making sure that a growing population continues to have the energy required to maintain an optimum quality of life — transportation, agriculture, healthcare, education, and economic prosperity all depend on access to safe, reliable, and affordable energy.
In that vein, TC Energy takes its role as a socially responsible corporate leader very seriously. One example of this is the Build Strong program which invests in organizations that are vital to local communities and the business itself.
“Whether we are providing grants to organizations, awarding scholarships to future energy problem solvers or supporting local events that bring community members together, our goal is to help build strong, vibrant communities through mutually beneficial relationships,” affirms Muwanga.
For TC Energy, evolving to a lowercarbon energy future is a serious obligation, not an imposition or an obstacle – it is an incredible opportunity, serving as a catalyst for future growth for the company with investments that are strongly aligned with its corporate strategic objectives, traditional risk preferences and core values.
There is both an extraordinary opportunity and a need for accountability to play a vital role in the energy transition. In this regard, TC Energy remains confident that it can make a difference thanks in large part to its innovative workforce, asset footprint and the trusted relationships it has built with stakeholders, rightsholders and partners.
The need for change has never been greater. In our industries, in the way we treat our planet, and in how we live. To challenge the status quo we must be brave – it’s having the courage to forge new answers. We’re 35,000 inquisitive minds, on a quest to unlock solutions to critical challenges across energy and materials markets.
It’s an indisputable fact that TC Energy’s team of more than 7,000 dedicated energy problem solvers make the company’s ever-growing list of achievements possible, as the business continues to move, store and generate the energy that North America, and ultimately the world, relies on today – while finding new, more secure and sustainable solutions for tomorrow.
“We believe an all-of-the-above strategy is required, as are innovation, collaboration and world-class expertise. These essential skills are widespread throughout our organization and, when combined with our robust strategy, continue to position us for long-term success,” observes Muwanga.
Guiding these intricately strategized efforts is TC Energy’s increasingly diverse Board of Directors, who bring a variety of perspectives, backgrounds
and experiences to the table.
As part of its continual succession planning, the company recently welcomed Dheeraj Verma and Cheryl Campbell to the Board.
Appointed in April 2022, Verma brings considerable expertise in capital market transactions and energy investment. Campbell, who was appointed in June 2022, offers extensive experience in the midstream energy sector, with operational expertise in both regulated and unregulated environments, as well as in sustainability and risk management. Both members were specifically acquired by the company to provide valuable contributions to TC Energy’s corporate strategy and governance.
Entering the remainder of 2023 excited to develop and expand its portfolio of energy solutions, TC Energy’s unique blend of deep experience and strong relationships with partners and customers positions itself favorably to help solve the global
challenge of meeting rising energy demand while working in parallel to significantly reduce emissions.
The sturdy financial discipline and recently announced capital rotation program will enable TC Energy to prudently fund and manage its assets and opportunities across its everexpanding existing footprint into the next segment of the company’s prosperous story.
Meanwhile, the company-wide emphasis on safe, efficient and disciplined operations will deliver results for employees, customers and shareholders, while setting a strong foundation for robust and sustainable growth that will secure TC Energy’s place in the dazzlingly bright and sustainable energy future.
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Turn back the clocks to 1953. Periodically, Life magazine traced the gradual progress of Gulf Interstate Engineering’s (Gulf) natural gas pipeline construction progress until the thrilling project’s epic conclusion in 1954. The gargantuan main pipeline ran from Louisiana to Kentucky to serve the growing US markets for natural gas energy, spanning 1,160 miles and proving itself as one of the most innovative and historic engineering marvels of America’s post-war industrial age.
Gulf Interstate Engineering is redefining the way in which customer solutions are dispensed and rendered. Shari Davis, Director of Midstream, talks us through the company’s quest to be the leading global energy services provider
Seven decades on from leaving the avid readers of Life transfixed, Gulf is still making history.
There are two trends that will undoubtedly have a significant impact on the oil and gas industry over the next decade. As some US states are moving toward using 100 percent clean energy and away from fossil fuels, hydrogen will become a prominent alternative fuel source.
Hydrogen is a clean fuel that only produces water when consumed in a fuel cell and is an energy carrier that can be utilized in cars
or houses. About 95 percent of hydrogen production is currently produced from steam reforming of natural gas but other methods (electrolysis, photobiological, photoelectrochemical and solar thermochemical processes) can provide a greener option for hydrogen production.
“The recent Inflation Reduction Act (IRA) legislation has also provided incentives to capture the CO2 by-product from the methane reformer process, and this is leading to more associated CO2 sequestration
projects to produce blue hydrogen,” introduces Shari Davis, Director of Midstream for Gulf.
As prolonged droughts continue to cause severe water shortages across the western half of the US, the other major impending trend will be the development of desalination plants with a network of water pipelines to deliver freshwater to existing reservoirs for human consumption and agriculture.
The most common method of desalination is the distillation method, but it can be expensive and energy
intensive. However, large-scale facilities like the Sorek Desalination Plant located south of Tel Aviv, Israel which produces over 137 million gallons of potable water a day, looks to be a more viable alternative.
Now drawing on 30 years of international and domestic experience in the energy industry designing onshore oil and gas facilities, refineries, petrochemical facilities, renewables and offshore platforms, Davis has worked on projects in the US, Iraq, Russia, Colombia, the United Arab Emirates (UAE) and Qatar.
“There is a favorite saying that we use – “where there is oil, there is more oil”. We just need to develop new technologies to get to it,” she begins.
“Over the course of my career, we have gone from primary recovery to secondary recovery methods like water injection to force oil to the surface or using the steam flooding process to heat the oil making it less viscous so it can be pumped. Next, we used tertiary recovery methods such as enhanced oil recovery with dense phase CO2 to penetrate oil in the shale rock, making it less viscous so it can be pushed to the production wells.”
While technology continues to evolve in this way, it is becoming
more challenging for the oil and gas industry in the US, which has often been villainized in the past decade.
Government regulations must now encourage the development of all forms of energy, including coal, natural gas, nuclear, hydroelectric, solar, wind, and renewable to meet the growing demand as the worldwide population reaches eight billion people.
Based in Houston, Texas, Gulf has diligently served the energy industry since 1953. Dedicated to constantly expanding its services, the company’s capabilities now include engineering, procurement, construction management, field inspection, staffing services, professional survey and integrity services besides many more.
“We currently have 229 staff in
engineering, 365 in field services and 30 in corporate administration, and the business has completed over 1,800 projects in 36 countries over 70 years in operation,” elaborates Davis.
Gulf continues to excel in the project management and engineering of over 120,000 miles of pipeline systems around the world, a focus that covers onshore and offshore pipelines, gathering systems, production facilities, pump and compressor stations, storage terminals and loading facilities.
This vast experience and an elite array of capabilities encompass all aspects of oil and gas production from the wellhead to the export terminal. In the past 10 years alone, Gulf has managed the implementation of projects, and has a combined capital cost in excess of $10 billion.
• Expansion of CO2 transportation and sequestration projects and services
- Gulf is looking to expand its CO2 capabilities beyond pipelines into the sequestration, utilization and storage (CCUS) area. The company calls this the “source-to-sink” delivery model.
• Hydrogen/ammonia projects - Many of Gulf’s clients are expanding their systems to include hydrogen or ammonia to increase their clean burning fuel portfolio. Through existing relationships, Gulf has actively researched what projects are technically/financially viable. The demand for clean fuels will continue to increase, and Gulf is preparing to meet the unique technical challenges these projects present through the strategic hiring of subject matter experts or a potential acquisition.
Water pipeline services - The increase in water demands across the world and specifically in the western US is well known. Gulf has historically performed water pipeline projects, but it has not actively pursued these opportunities due to an abundance of oil and gas projects. However, crosscountry water pipelines are forecasted to be built at increasing rates over the coming years, so the company sees this as a new sector to attract private equity financing, potentially in alliance with federal government support on the permitting and regulatory front.
Essential criteria, such as stakeholder engagement, social and environmental impacts, safety in design, quality in construction, and operational integrity, have been hallmarks of Gulf’s services throughout its esteemed 70-year history.
Gulf has recently completed the Front-End Engineering and Design (FEED) services for the Summit Carbon Solutions’ Midwest Carbon Express (MCE) CO2 Capture and Sequestration Project.
This system consists of approximately 2,000 miles of mainline, gathering lines and laterals that operate in the dense phase regime. The CO2 will now be captured from more than 30 corn-based ethanol production plants and several fertilizer production facilities in the Central Plains.
Specifically designed to transport 12 million metric tons per annum (MMTPA) of CO2 for secure geologic sequestration, three injection sites are envisioned with booster pumps and a metering system feeding into Class VI disposal wells.
These pipelines range in size from four to 24-inch nominal diameter and there will be approximately 10 electric-powered pump stations. Gulf has swiftly moved into the next phase
of the project, performing the detailed design and execution. This project is especially notable because, after its construction, it will be the longest dense-phase CO2 pipeline in the world, putting Gulf on the map once more as a leading specialist in its field.
Elsewhere, Gulf is providing engineering, procurement and construction management (EPCM) services on Venture Global’s CP Express Pipeline Project. The project
consists of an 85-mile pipeline with a 48-inch diameter, a six-mile, 24-inch lateral pipeline and associated compression and metering facilities supplying Venture Global’s Calcasieu Parish LNG facility. Construction will begin this year with Gulf providing inspection, commissioning planning, start-up planning and acceptance testing oversight.
Similarly, Gulf has completed the detailed engineering and design of
The company’s core values define how all Gulf employees are expected to conduct themselves. These values help to hold each member of the team accountable.
• SAFETY AND HEALTH - Safety and health are Gulf’s top priority, and the company expects everyone to actively participate in and take responsibility for their own safety, the safety of the public, and the safety of those around them. Clients entrust the company to keep safety first in every service provided.
QUALITY - Gulf remains passionate about excellence and doing its work right the first time, as quality is a shared responsibility. Everyone in the business is accountable and must maintain a reputation for delivering global leading services.
• CULTURE - It is vital to foster a culture that values the contributions of Gulf’s diverse and talented team members. The company aims to seek out and encourage colleagues who are passionate, curious and client-focused, alongside maintaining an environment of mutual respect and commitment to professional development.
“WE ARE LARGE ENOUGH TO HANDLE THE MOST COMPLEX ASSIGNMENTS, YET SMALL ENOUGH TO DEVELOP TAILORED SOLUTIONS TO INDIVIDUAL CLIENT NEEDS”
– SHARI DAVIS, DIRECTOR OF MIDSTREAM, GULF INTERSTATE ENGINEERING
a standard tank battery for a client in the Permian Basin. Using this standard design for medium size facilities, construction packages containing key documents such as piping and instrumentation diagram (P&IDs), plot plans, isometrics, civil drawings, electrical drawings, and a 3D CADWorks model have been developed for 25 different sites. Instead of eight to 12 weeks to create a construction package, this methodology has reduced the engineering schedule to three weeks and improved the construction duration by 28 percent.
Gulf recently revamped its entire integrity management system to integrate both the quality, health, safety and environmental (QHSE) requirements of ISO 9001 and 45001, then proceeded to form the QHSE Steering Committee in November 2022.
Comprising 17 employees and
representing various disciplines and experience levels within the company, the objectives of the committee are to communicate the culture, goals and results, promote continuous improvement and corporate QHSE strategy and engage employee participation through training and development initiatives.
In addition to this, Gulf is a familyoriented company that recognizes employee life events such as company anniversaries, births, deaths, weddings, and citizenship with shoutouts.
These are messages that say thanks for your service, congratulations on your new arrival or condolences on your loss. While it is a simple gesture, Gulf’s employees appreciate the acknowledgement of what is happening in their life. Gulf recognizes employees celebrating their five, 10, 15, 20, 25 and 30-year anniversaries at quarterly employee lunches.
Gulf also encourages and reimburses employees who seek graduate-level degrees or
professional engineering licenses.
“I would attribute Gulf’s longevity in the industry to the tenure and expertise of our employees and leadership. The average length of employment with Gulf’s Houston-based staff is over 15 years. In addition, we have 32 professional engineers holding 164 individual licenses in the US and Canada,” acclaims Davis proudly.
“We are large enough to handle the most complex assignments, yet small enough to develop tailored solutions to individual client needs.”
Steele Auto Group is made up of 51 companies serving automobile customers across Atlantic Canada. We speak to Kim Day, President and COO, about the group’s one-step-ahead approach to business, and her own career in a male-dominated industry
Writer: Marcus Kääpä | Project Manager: Callam Waller
Operating a vehicle dealership is like operating four businesses – new sales, used sales, service of vehicles, and parts sales. Having four business units operating under one rooftop offers up not only diversification within, but also stresses the importance of operating with a holistic approach. The success of one department results in the success of another.”
The words of Kim Day, President and COO of Steele Auto Group (SAG) provide a unique insight into the automotive retail sector in North America at present. SAG is one of Canada’s largest and most diversified auto dealers for both new and used vehicles, service and parts, with dealerships united by a single passion to help customers find the vehicle that is right for them and the journey ahead.
According to Day, the automotive industry has faced tremendous challenges over the years and has always been resilient, but the sector is evolving at a fast pace.
Operating during the COVID-19 pandemic taught a lot of lessons regarding the future of dealerships. Within the automotive retail industry, it took a pandemic to force players to embrace necessary changes; digital retailing, a seamless customer buying experience, and a transparent customer experience were all aspects that required focus and swift incorporation to stay ahead and survive.
“The way we conduct business has evolved, and we will continue to see more evolution with the rollout of more mainstream electric vehicles (EVs) and changing business models,” Day tells us.
“There is no doubt these changes will impact dealers, but car dealers are resilient! If there’s a way, we will find it. Customers want to test drive cars, they want to have some say in negotiating, they want a trusted local facility to have their vehicles serviced, and they want their warranty claims properly taken care of.”
First Canadian Financial Group and Steele Auto Group have had a strategic partnership since 2000. Since the first store in Halifax opened over 20 years ago, we have worked together to ensure consistency, compliance, and an exceptional customer experience at each Steele location.
Throughout the years, the financial services department has undergone dramatic change. Once, the department focused only on financing, insurance, and warranty sales. Today, it has ballooned into something much bigger with more products and responsibilities than ever. The dependency on paper certificates, basic computer programs, and difficulty achieving compliance and consistency has been replaced by digital forms,
electronic signatures, fully integrated software, presentation tools, and a focus on providing a consistent and compliant experience for each customer that walks through the dealership’s doors.
Steele Auto Group is always looking for opportunities to improve its business while ensuring customers get exceptional service. It has found success as innovators and early adopters of technology solutions. For example, technology in the service department allows customers to have a full video review of necessary repairs. This level of transparency allows the customer to fully understand the process, leading to better Customer Satisfaction Index scores and profitability.
Technology has also become a focal point in finance and insurance in response to a rapidly changing automotive retail environment. While much of this change was already occurring before any of us had heard of COVID-19, the pandemic accelerated many of the trends already underway. The biggest challenges include the following:
1. Customers demand a better car buying experience, and their expectations increase faster than dealers can keep up. Convenience has become central to buying behavior, and younger generations of car buyers are more likely to do business where technology, convenience, and mobility are provided. While there is still a place for faceto-face interaction, a one-size-fits-all approach to selling no longer works.
2. The administrative burden remains high, and deliveries take too long because of complicated workflows. Financial Services Managers struggle with workflow inefficiencies such as using multiple systems, not being able to quote products quickly, and not having the right tools to help tell the Financial Services Department’s story.
3. Disclosure and compliance requirements are also more important than ever. As a result, dealers look for tools and control mechanisms to protect themselves from liability risks and simplify processes.
4. Dealership profitability is under pressure, putting more burden on Financial Services Departments to perform. A more competitive auto market and decreasing original equipment manufacturer (OEM) margins are causing dealers to rely heavily on their Financial Services Department for operating profits.
With these challenges in mind and essential feedback from dealer partners like Steele Auto Group, First Canadian created “FC Drive” to simplify the process. Steele Auto Group was an early adopter of this new technology and took an innovative approach to integrate FC Drive into their sales process.
FC Drive is the most comprehensive presentation and closing software in the industry and is proven to overcome challenges such as those listed above, whether you meet with your customers virtually or in person. Dealerships using FC Drive are reporting an increase in Financial Services profitability of up to 25 percent since
implementation. Not only does it help increase efficiency and eliminate data entry errors, but it also provides a visual, interactive, and transparent customer experience. Designed for Canadian dealerships, it seamlessly integrates with bank portals, our iCerts certificate generation software, and other third-party systems. FC Drive has empowered Financial Services Managers to do full presentations with customers remotely in their homes as effectively as in the dealership’s showroom. Whatever the customer’s preference for interaction, FC Drive ensures every customer is presented with every product they are entitled to include in their vehicle purchase.
Darren Johnson, National Director – FC Tech, believes the feedback from Steele Auto Group’s early adoption of FC Drive helped grow the tool into what it is today. “Steele Auto Group’s usage of our FC Drive software has been amongst the highest in the country. During the pandemic, they quickly pivoted to incorporate FC Drive into their Financial Services Department to facilitate remote and virtual deliveries. Since then, they have done an excellent job of integrating the technology and standardizing it as part of their overall customer experience. We’ve seen their success with FC Drive in the form of both higher attachment rates for our products and increasing the overall performance in their Financial Services Department year over year. The feedback we received shows that using our technology to create a transparent, consistent, and consumer-friendly buying experience has also had a positive effect on CSI. Steele Auto Group has been a great partner in helping us develop the technology that auto dealers need in an increasingly digital environment. Its ability to execute and leverage our technology has given us fantastic real-world feedback to continuously improve our tools. I’d like to personally thank Steele Auto Group and their leadership for the great partnership we enjoy and wish them continued success.”
We are thrilled at what FC Drive has helped Steele Auto Group accomplish. As they continue to grow, we are committed to continuously improving our tools that enrich their customers’ experience and achieve the high standards they expect.
For Day, the current car dealer model is a sound business blueprint that best serves the needs of customers. In the past, SAG has measured the progress of other existing business models in the market that sell directly to consumers, all of which have had varying degrees of success yet are also unsustainable. Community-based and efficient vehicle servicing and repair is
important to the customer; the notion of calling a helpdesk in light of vehicle trouble pales in comparison to direct help from a product expert in person.
“While change in the industry is good, change for the sake of change can be detrimental,” Day continues. “Have we not learned in the past three years that a balanced approach is the right approach? I think there can be a reasonable solution if the
original equipment manufacturers (OEMs) and the dealers work together to reach a balanced approach that supports the needs of the consumer first and renders the businesses sustainable for all.”
SAG owns and operates 51 new vehicle dealerships in Atlantic Canada. One
KIM DAY, PRESIDENT AND COO: “At SAG, our passion for our business extends into the communities where we live and work. We believe in supporting sustainability and investing in community-focused organizations, with a further focus on family. As the largest auto group in Atlantic Canada, SAG has been supporting these initiatives for over 30 years, and we are now proud to support our communities in TX as well.
“Our people are our core value. One of our strongest mandates is to provide a safe workplace so that our people go home the same way they came to work. Our priority is providing a diverse and inclusive workplace where people are encouraged to share ideas and different perspectives to make better decisions around processes and policies.”
very important piece of the strategic plan for SAG - set in motion many years ago - was to grow the company through acquisitions. While its roots are well entrenched in Atlantic Canada, and there are still great opportunities for growth there, SAG has been intentionally pursuing opportunities outside of the region for the last five years.
“Rob Steele, our CEO, is very familiar with Texas (TX) as he has owned a home there for several years. TX is the fastest-growing state in the US, from an economic standpoint and in terms of population growth. It made sense for us to begin exploring opportunities there,” Day elaborates.
“Our first acquisition in TX was a GMC Chevrolet Buick dealership in Luling, one hour outside of Austin. This acquisition was completed in February 2020, and as we were boarding our plane to return to Canada, we received a call from our lawyer advising us that one of her clients was interested in talking to us about selling his Chrysler dealerships. Fast forward 10 months, and we acquired the Benny Boyd Chrysler
functionality with comprehensive set-up capabilities. PBS prioritizes their customers’ data protection, incorporating Multi-Factor Authentication, Data Encryption, and more.
Steele Auto Group partnered with PBS Systems (PBS) as their Dealer Management System (DMS) provider in 2015. Today, they serve approximately 73 rooftops for Steele, comprising 64 of their dealerships.
For over 30 years, the spirit of PBS has been transforming dealer-derived inspiration into the most advanced DMS. The proof of this is in their 99 percent customer retention rate.
Their headquarters are in Calgary, Alberta, Canada, with satellite offices across North America, including:
• Milton, Ontario
• Dubuque, Iowa
• Arlington, Texas
• Spanish Fort, Alabama
PBS has grown to become one of North America’s top DMS companies, serving singlepoint dealerships up to enterprise groups with dozens of stores.
Its founders, Dave and Marilyn Bradley, started the company in their home back in 1988, which now includes the leadership of their children, daughter, Shelly Scott, and son, Chris Bradley. Today, PBS has almost 500 employees North America wide.
Not only are they veterans in their industry, they’ve also created a deep-rooted culture based on the relationships built with dealers. PBS takes the time to listen and has curated their platform to strengthen its position in the market.
The PBS v10 software is multi-faceted, modern, and future-ready, combining user-focused
The all-inclusive platform delivers a complete picture of dealer operations in Accounting, Sales, Service, and Parts. This enterprise view from the top elevates the customer experience before, during, and after their visit.
Dealerships experience full functionality, efficiency, and reduced costs using the v10 platform, eliminating many of the extra vendors while allowing ‘must have’ third-party applications.
All PBS customers have a team behind them offering training and ongoing support. With decades of multi-store deployment expertise, PBS has proven capable of installing any size dealership.
As the leader in DMS innovation, PBS has completely rewritten their software multiple times to meet the ever-changing demands of the retail automotive industry.
The Bradley Family
PBS HQ
stores in Lockhart and Gonzales, TX. This was during 2020 when travel restrictions were difficult; we managed to pull off these transactions mostly remotely from Atlantic Canada, which was a feat in itself. We had the support of our new team members from Luling to help us with that transaction.”
Based on SAG’s experience with these three dealerships, the company began to seek out larger, more urban opportunities within the state, and in February 2022, SAG acquired two Hyundai stores from the Roger Beasley Group. Steele Hyundai Kyle is based outside of Austin, and Steele Hyundai New Braunfels is located outside of San Antonio, TX. The next purchase was the South Loop Hyundai store in Houston in June. Following this, SAG acquired North Star Chrysler in San Antonio in July.
“Finally, we rounded up our 2022 TX acquisitions with the purchase of Round Rock GMC, located just outside of Austin city limits. The five acquisitions last year have proven to be great additions with lots of opportunity for growth,” Day explains.
“Our plan is to continue to add more dealerships in TX and we have some acquisitions in the current pipeline that we will be able to announce shortly.”
According to Day, as far as facility renovations are concerned, the three Hyundai dealerships require significant renovations to bring them up to Hyundai’s image standards, with
With a focus on mental health, sick kids, and families in crisis, SAG’s ongoing commitment to giving is closely tied to its organizational values: people, integrity, innovation, and community. By partnering with organizations such as the Leukemia & Lymphoma Society, Kids Help Phone, and Habitat for Humanity, the group recognizes the opportunity to raise awareness and further its impact in the regions where it operates. SAG’s support of hospital foundations such as the IWK Foundation in Halifax and The Janeway in Newfoundland and Labrador has far-reaching benefits, as does the support for schools and teachers in TX. Through giving back, SAG has not only seen increased engagement from those communities but also its customers and employees. At SAG, values are aligned with how the group conducts business and how it cultivates success, and its commitment to community strengthens as the group grows.
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all three projects at various design stages. SAG also acquired approximately 30 acres of land along the I-35 highway to facilitate the relocation of the New Braunfels dealership, which is currently located in a facility that is too small to accommodate the exceptional growth forecast for that dealership.
Day’s experience and industry expertise stems from a unique path that has seen her rise through the ranks of a male-dominated industry to the position she holds today.
After completing a degree in business at Dalhousie University in Nova Scotia, Canada, she went on to obtain a CPA designation and work her way up to a senior management role with a large accounting firm before pivoting her career to the automotive industry.
“In 2004, I joined Newfoundland Capital Corporation (NCC), a publicly
traded company, as Corporate Controller, growing into the Vice President of Finance role,” Day details. “NCC was the parent company of Newcap Broadcasting which operated several radio stations across Canada. That company was largely held by the Steele family, so I was quite familiar with Rob Steele, who at the time was the CEO of NCC.
“In 2015, the Chief Financial Officer (CFO) role had opened up at SAG. Having worked with the company’s finance team on a couple of mergers and acquisitions, and keen on continuing to grow my own career path, I applied for the CFO role.”
Exactly 11 years after joining NCC, Day began her journey with SAG. The group consisted of 17 new vehicle dealerships at the time, and has since grown to 59 new vehicle dealerships, with 51 rooftops in Atlantic Canada and eight in TX. SAG also owns and operates nine collision centers, three powerhouse equipment stores, and six used vehicle dealerships.
“In late 2017, I took on the role of President and COO; since then, due to our tremendous growth, we have expanded the executive team to over 50 employees who are dedicated to supporting all of our operations,” Day elaborates.
“BEING RECOGNIZED AS ONE OF 100 LEADING WOMEN IN THE NORTH AMERICAN AUTO INDUSTRY BY AUTOMOTIVE NEWS WAS A VERY PROUD ACHIEVEMENT”
– KIM DAY, PRESIDENT AND COO, STEELE AUTO GROUP
B.D. Stevens Ltd. has been the chosen builder for Steele Auto Group’s expansion in recent years, led by Kim Day and her team.
Offering professional Design-Build project management services, we work with our clients to best serve their construction needs. We are proud to be a selected builder for Steele Auto Group and often showcase our recent projects with Steele in our promotional materials.
We have collaborated with Kim Day and her team on many of Steele’s projects over the years and her level of professionalism and leadership within the Steele Group makes our partnership an easy one. Contact us at www.bdstevens.ca or (902) 468 8040 Learn more
“When approached to take on the role of President and COO in late 2017, I did not make the decision lightly. My career aspirations at the time had not been to be the COO of a large auto dealership group. I knew such a decision would require certain personal sacrifices and meant that a great deal of responsibility would be mine to manage. I also had a husband and a young son at home and wanted to make sure that I could balance a quality home life while also devoting my time to lead SAG. In hindsight, I have no regrets with the decision I made.
“While the auto industry has long been male-dominated, I have rarely been made to feel that I did not belong. Have there been moments in my career where I felt my opinions were valued less, or dismissed? Yes, but they have been few and far between,” she adds.
There continues to exist a disparity
of diversity in the industry, and that is where improvements need to be made to gain the perspectives and points of view of a more diverse group of people. However, according to Day, there also remains a growing number of women in the business leading from the front and turning heads throughout the industry.
During the Women Driving Auto Retail conference in 2022, there were over 500 people in attendance – historically, that number has been much lower – and there are more women in leadership roles
with industry manufacturers than ever before. SAG stands out in the automotive retail sector as one group that has a senior management team consisting of many women with executive titles. More than 50 percent of these roles are occupied by female leaders, a team that Day is proud to be part of.
“Being recognized as one of 100 Leading Women in the North American Auto Industry by Automotive News was a very proud achievement,” she says. “That recognition came in the middle of
“NO LEADER IN AND OF THEMSELVES CAN BE AN EFFECTIVE AND TRULY SUCCESSFUL LEADER WITHOUT A SOLID TEAM AROUND THEM, AND I AM FORTUNATE THAT I GET TO GO TO WORK EVERY DAY WITH THAT TEAM”
– KIM DAY, PRESIDENT AND COO, STEELE AUTO GROUP
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to support you in every situation, and every step of the way.
a pandemic where as a leader, the only constant was that change would be required, again and again. The changes we had to adapt to have made us better operators, and more customer focused. I attribute our success through the pandemic to our terrific leadership team. No leader in and of themselves can be an effective and truly successful leader without a solid team around them, and I am fortunate that I get to go to work every day with that team.”
Such an executive team is at the fore of SAG’s future aims and endeavors, making key strategic decisions for the betterment of business growth and the customer experience.
Moving forward, SAG’s goal is to double its revenue in five years. The most obvious way to meet such an
aggressive target is to grow through acquisitions, and SAG has executed incremental growth with additional acquisitions lined up both in TX and Atlantic Canada.
“While we were busy in 2022 acquiring dealerships in TX, we also added a Mazda dealership and a CARSTAR Collision Centre in Saint John, New Brunswick in September,” Day says. “We also have very targeted organic growth strategies to improve our customers’ experience while increasing operational efficiencies.”
A key initiative of SAG is to provide transparency to its customers in all things it does. In 2018, the company began providing videos to its service
customers showcasing the health status of their vehicles, while on the hoist. Being able to show the customer the status of the work completed on their vehicles, as well as point out any deficiencies in realtime, has proven to be a very effective communication tool, providing that transparent experience to customers.
As items are recommended for additional work, SAG customers can view their video via text message (or email) and within minutes approve any additional work that was being recommended. What really makes this service innovative is that the moment the customer approves any work, a message is immediately sent
“OUR LEADERS ARE ENCOURAGED TO LEAD WITH AN ENTREPRENEURIAL MINDSET – THEY ARE EMPOWERED TO THINK OUTSIDE THE BOX AND CHALLENGE THE WAY THINGS HAVE ALWAYS BEEN DONE”
– KIM DAY, PRESIDENT AND COO, STEELE AUTO GROUP
Congratulations to the Steele Auto Group and to Kim Day for your ongoing leadership and for your Canadian and U.S. expansions.
For more than 65 years, Scotiabank has been an industry leader among banks1, serving the end-to-end financial needs of automotive dealerships. From dealership financing to wholesale leasing to floor plan financing and banking, we provide the solutions you need to operate your dealership.
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to the parts department to dispatch the parts required, to the technician to advise that the additional work is to be completed, and to the service advisor.
“We are continuously looking at ways to provide more efficiencies in our dealerships through the development of our own in-house software applications,” Day adds. “Through continuous innovation, we are enhancing the customer journey by limiting pain points and providing solutions for our customers’ everevolving needs. As industry leaders, the goal is to provide the ultimate customer experience, making SAG your trusted destination for everything automotive.”
At present, SAG has an acquisition target that will provide additional diversification to the group. Diversification has always been important to the financial viability and stability of the group, and SAG is currently diversified by brand and by geography which has helped the group navigate economic pressures. Diversifying the business portfolio provides another line of defense
against such pressures.
Some other revenue streams SAG has activated that have really complimented its business strategies include significantly growing its Steele Leasing business, providing flexible payment options for commercial businesses, customers that are new to Canada, and foreign students to name a few. Steele Advantage Financing focuses on addressing the special financing needs of the near to nonprime market customer base. SAG has also begun to actively market Steele on Demand, which gives customers the option of short-term vehicle rentals and will soon offer longer-term subscription-based options.
KIM DAY, PRESIDENT AND COO: “We are proud to be a Platinum Club Member of the Canada Best Managed Companies program, having received the award for 10 consecutive years. Our competitive advantage as a Best Managed Company is gained through an engaged, driven, and knowledgeable workforce and is a direct result of the dedication our employees demonstrate every day in our dealerships.
“We recently received confirmation that SAG was successful in achieving the Canadian Auto World Employer of Choice Award for 2023. This is a national award that recognizes SAG as a leading organization, providing our staff with industry leading advantages when it comes to compensation, benefits, prioritization of employee engagement, rewards, recognition, health, and safety.
“Recognition through such programs will help us attract the best talent in the industry, and retain our workforce.”
“We believe this fills a market gap for people who are not ready to purchase a vehicle and may want to test a vehicle before committing to a purchase,” Day tells us. “For those who travel for extended periods of time and only want to pay for a vehicle during the times they are home, and for long-term business travellers, Steele Recreation provides the opportunity to explore other brands and recreation
segments that may not yet be available under an OEM only program.
“On top of this, we also made a conscious decision three years ago to lean in a little early on electrification. We could see the long-term trend, and started to see Tesla popping up in our markets. We also understood that product availability from our OEM partners was going to take some time, and we wanted to do everything
possible to hit the ground running when products were available.”
In light of this plan, SAG began talking about electrification with its new car dealership teams, picking away at education, and ramped up Steele Auto EV social media content, preparing to be on the early edge of readiness in its markets. This eventually led to the acquisition of a small start-up called All EV.
“We really liked the concept and the category-leading expertise of a couple of its founders, so we believed we could bring our dealership expertise to their product vision,” Day continues. “There have been, and continue to be, many questions about the impact and the changes required for a traditional dealership to be successful in the world of EVs.”
In addition to operating All EV as a used vehicle retail operation, it is serving a role as a small test pilot for the rest of the auto group. It allows SAG to test, learn, and adapt All EV, and then transfer those learnings to the rest of its team, which is seen to help the rest of the group accelerate the learning curve.
“We will also be launching Steele Wheels in the very near future, which will feature antique and exotic cars for display and for sale, while also being a unique event destination that could host as many as 500 people,” Day adds.
Transferring knowledge and skills throughout the group is an allimportant facet of SAG, who sees people as its most valuable asset. For Day, the talent within the group is world-class.
“At SAG, we support the ongoing development and growth of our employees by providing rewarding and challenging roles, opportunities for career development, autonomy, and a culture that recognizes and rewards innovation and continuous
improvement,” she tells us proudly. “Our leaders are encouraged to manage with an entrepreneurial mindset – they are empowered to think outside the box and challenge the way things have always been done.”
SAG provides a forum (GM Monthly Meetings) where managers present their peers with projects and/or initiatives they have experienced success with, allowing them the chance to showcase their achievements and share best
practices across the organization. This has allowed SAG to continue to be a pioneer of innovation in the industry.
SAG also has ongoing recognition programs for its employees, and the group is now investing in a new program that will revolutionize the way it recognizes its employees – at every level. The new program allows for peer-to-peer, management to employees, and performance achievement recognition.
A combination of online and offline components allows employees to make choices about the type of rewards they would like to receive as well as provide a platform for employees and managers to acknowledge and reward performance, and the attitude and conduct that make SAG a great place to work. This will also be an opportunity for each location to learn more about what is happening at other facilities, which is valuable given the vast geographic distance between
them.
On the sustainability front, SAG is taking its first steps on a long-term journey to net zero. The group has benchmarked 15 of its dealerships using Energy Star Portfolio Manager software and tested three dealerships with deep audits.
“The first step is to ensure that our many locations are doing everything possible to minimize consumption – whether that be electricity, natural gas, or water,” Day affirms. “Consistent with our stance of “leaning in early” to electrification and given the reach of our auto group across Atlantic Canada and TX, we believe we have a responsibility to help accelerate the adoption of EVs in our region, to be a role model for our peer dealers, and to use our reach to help address barriers such as consumer education and charging infrastructure.
“Today we have 97 charging stations deployed in the region, and
with the support of an infrastructure program from the Federal Government (NRCAN), we will be adding a significant number of new Level 2 and DCFC stations to the market in the next 24 months. We also peeled away our two industry-leading EV experts from the day-to-day dealership operation and their role in training, education, and development. Working with consumer groups, colleges, local governments, and fire departments, these experts are building curricula, training tools, and innovative customized training to those of interest.”
No matter the ride, drive away with customized wheels and tires from the nation’s largest rent-to-own retailer, RAW Wheels + Tires. We speak to President, Matt Seaburn about making style and performance affordable for all
Writer: Jack Salter | Project Manager: Callam Waller
Aftermarket wheels are all about style and performance. With a huge inventory of more than one million wheel and tire packages, all in top brands and popular styles, RAW Wheels + Tires (RAW) has both covered for every kind of car.
RAW was originally established as Rent A Wheel in 1996 by two ex-Marines, John Bowlin and Don Sabino, who wanted to make custom wheels and performance tires affordable for everyone.
Prior to joining the company, Matt Seaburn, President of RAW, first met Bowlin and Sabino after launching a new commercial banking group, of which the pair were customers.
“Long story short, we struck up a relationship and I decided to join RAW,” Seaburn recalls.
“RAW is my first attempt at retail, an experience which has been both the most difficult and rewarding of my
professional career.”
The largest independently owned custom wheel and tire retailer in the US, spanning more than 130 locations across 15 states, RAW combines its vast selection of wheels and tires with hard-to-beat prices and the industry’s best no-hassle buying programs.
Customers can pay with cash or choose from one of RAW’s flexible payment plans, including Rent-ToOwn, the original buy now, pay later program. With this special lease, customers not only have up to 78 weeks to pay off their wheels or tires, but can also return products and stop payments at any time with no penalty.
“Our size gives us pricing power in custom wheels, and we pass on these advantages to our customers. It’s common for us to have exclusive products and some of the lowest prices in the country,” Seaburn tells us.
“Additionally, our Rent-To-Own program gives us unique flexibility
and the option to customize a payment plan for our customers.”
Both the Rent-To-Own and retail aspects of RAW are transforming, the latter in particular when it comes to marketing and delivery channels.
Indeed, the catalyst for RAW’s recent rebrand from Rent A Wheel was the company’s launch into e-commerce in 2021, marketing to people in states where it lacks presence and recognition as the way consumers shop continues to evolve.
“Prior to 2012, retailers primarily advertised via traditional media channels and mailings. Customers looked online for some information, but largely visited and shopped at stores they recognized,” observes Seaburn.
As customers began migrating from mass media to digital platforms throughout the decade and
demanded personal, tailored shopping experiences, retailers had to expand advertising budgets across multiple platforms.
“Digital advertising was new, and we all had to figure out how to reach our customers. Our budgets fragmented and our marketing firms struggled to guide us in this new marketing environment.
“Just as large retailers figured out digital advertising, customers moved to social platforms. This
digital relationship gave them the convenience of communicating and shopping from their phone, wherever they were,” Seaburn adds.
The COVID-19 pandemic rapidly accelerated the digital shift in consumer shopping habits. With many forced to stay away from physical retail stores during lockdown, RAW had to quickly expand its e-commerce capabilities.
The RAW rebrand also better reflects the company’s large selection
of in-stock custom wheels and tires to its new e-commerce customers.
“As the Rent A Wheel name was leading with just one feature of our business, we therefore decided our name was too narrow. Changing our brand name to RAW Wheels + Tires better conveys the products we offer,” explains Seaburn.
“We are leaving it to our marketing, website, store, and people to communicate the features, benefits, and value proposition.”
“OUR RENT-TO-OWN PROGRAM GIVES US UNIQUE FLEXIBILITY AND THE OPTION TO CUSTOMIZE A PAYMENT PLAN FOR OUR CUSTOMERS”
– MATT SEABURN, PRESIDENT, RAW WHEELS + TIRES
When you have full confidence in your product, it shows. That’s why at every level we make sure the team is proud to stand behind our tires. From rigorous quality control to innovative products that improve safety in all driving conditions, Nexen Tire delivers.
We know it’s essential to lead the field in smart, safe, higher-performing tires. We meet market demand with our ever-expanding line-up that offers a solution for every vehicle, market, and season. Committed to the pursuit of a better driving experience, Nexen Tire is constantly seeking ways to innovate and achieve beyond expectations.
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In an industry that is fragmented, poorly capitalized and highly specialized, creating an opportunity for a professionally managed player in the space, RAW has several key differentiators starting with its value proposition.
This not only comprises the company’s substantial inventory, low cash prices and flexible payment options, but also a celebrity-like service with safety at the fore.
To support this basic value proposition, RAW adds unique, industry leading features and benefits, including no obligation contracts and no credit or social security number (SSN) requirements.
Starting at just $20, customers can also get their new wheels and tires with no deposit required, whilst the early purchase option allows up to 120 days for wheels or tires to be paid off at cash price.
All things considered, RAW opens up access to custom wheels and tires to a wider demographic through its value proposition and additional features.
“We are able to help a large segment of customers; for this reason, we have a diverse client base,” notes
NO CREDIT, NO PROBLEM – For most rent-to-own payment plans, companies check credit reports, however RAW thinks these checks are unnecessary and doesn’t contact credit companies.
INTEREST-FREE PAYMENT – While it may seem like a minor inconvenience, interest means customers end up paying much more for the same product. RAW helps to put more money into the ride and less into unnecessary payments.
RENT AND RETURN, NO QUESTIONS ASKED – If at any time a customer can’t make their payment or wants to try a new product, they can simply return their wheels hassle-free.
YOUR WAY OR THE HIGHWAY – A wide range of wheels to fit the style of every car and every budget. Customers pick the payment terms and the type of payment at the lowest prices on the market.
Established in 1942, Nexen Tire is proud to have served the tire industry for the past 78 years. Our company has evolved and grown over the years, but we have remained constant in our unwavering quest for quality and customer satisfaction.
The name Nexen is a combination of two futureoriented words: next and century. It reflects Nexen’s will and determination to prepare for the future to drive a better tomorrow.
Inspired by Nexen’s global family of drivers to engineer superior performing tires – from championship-winning Formula DRIFT drivers, rock-climbing off-road enthusiasts to everyday commuters – Nexen Tire utilizes proprietary technology and the highest quality standards in the industry to guarantee world-class products backed by unrivaled customer support for the life of each tire. As a worldwide leader in high-performance, passenger, CUV/SUV/light truck and winter offerings, the company is second-to-none in research, development and state of the art manufacturing, and part of a select group of tire manufacturers worldwide that are specified as standard fitment on original equipment vehicles. Nexen delivers premium products at a sensible price.
Though we have departments and offices all around the world, at Nexen we are united in our goal to make and support the best tires on the market. Staying connected and working together globally means providing each department with the support and resources they need to perform and grow. Together,
We are dedicated to fulfilling our brand promise to explore innovative technologies, to develop safe and eco-friendly products, and to ensure active families and individuals reach their destination safely while enjoying a smooth and comfortable ride.
WE GOT YOU means prioritizing safety. It means tirelessly pursuing a better driving experience with a passion for innovative designs and complexity in materials. And it means offering a range of tires for every lifestyle, vehicle, and climate. From family sedans to Formula Drift, WE GOT YOU.
At Nexen Tire, WE GOT YOU extends to our clients. By forecasting vehicle trends, designing outstanding products that meet market demand, and fostering partnerships and incentives that bring our brand directly to customers, our clients know they can count on Nexen Tire.
WE GOT YOU is the soul of the company. Simply put, it means we have your back. That’s why over 30 million drivers worldwide rely on Nexen tires. Ride with us, from the test labs to the sales floor, to the highway and beyond.
MATT SEABURN, PRESIDENT: “Our retail business has always been supplied directly by our vendors through Just In Time (JIT) delivery.
“We coordinate closely with our vendors using proprietary inventory management and logistics systems to ensure extremely fast and efficient fulfillment. This process allows us to showcase large, diversified inventories while controlling cash flow.
“In short, we appreciate our partners, stay loyal, and build long term relationships. We try to create an environment where vendors feel comfortable investing in RAW and working with us in mutually rewarding ways. The most important aspect for our supply chain is that we see and respect vendors as partners.”
Established in 1969, The Wheel Group (TWG) is a manufacturer and distributor with over 50 years of experience specializing in aftermarket automotive wheels, bumpers, and accessories.
TWG is headquartered in Ontario, California, with a network of 20 distribution facilities located in major cities throughout the US and Canada. TWG handles a large international customer base in many countries including Canada, Korea, Japan, Indonesia, and Australia. Our R&D team aims to create the latest, most innovative, and exciting designs. TWG proudly introduces its worldwide known privately designed wheel lines, as well as our complete line of wheel accessories under Mr. Lugnut, RHI, Body Armor 4×4, Max Sensor, and AMP Tires.
www.thewheelgroup.com
responsibility, we just see it as good business,” he affirms.
To fulfill its value proposition, RAW has always used its stores as warehouses and continues to operate that way.
A purpose-built warehouse was recently opened by RAW, however, necessitated by the growing e-commerce side of the business. Distribution from the new warehouse commenced in 2021.
“We felt that a warehouse was necessary for e-commerce, and it has also opened an opportunity for us to expand as a warehouse and distribution company,” Seaburn elaborates.
Seaburn, who echoes this sentiment about RAW’s staff.
“We hire great people, largely from our customer base. Our diversity makes us stronger, and connects us deeper to the communities we
serve. Everyone is welcome here; we just care about making all the plain vehicles out there look cool.
“For 25 years, RAW has been a majority-minority company. We don’t see it as a new vogue social
“This part of the business is new and small, but we see the potential to expand.”
On the subject of expansion, Seaburn shares exciting details of RAW’s growth trajectory for the years ahead.
Experiencing growth in all areas of the business, including stores, distribution and warehousing, the company is adding six new locations in 2023 and planning to open between six and 10 stores annually moving forwards.
“About half of our growth has come from acquisitions, and half from organic growth. We plan to open six to 10 stores every year organically,” outlines Seaburn.
“We do not feel a rush to be big, just for the sake of being big. We open stores where we see a need and have
people to manage the new stores, and buy stores when good opportunities come to us.”
RAW is constantly evaluating and looking for more opportunities to be more efficient and expand the business.
Over the years, this entrepreneurial spirit has allowed the company to diversify into more states, products, e-commerce, real estate, distribution, and franchising.
“Our hope is to keep this spirit strong in our company. While I can’t tell you exactly what we are doing or
what we’ll look like in 10 years’ time, I am sure it’ll be an exciting ride.”
It’s a ride that Seaburn hopes will fulfill RAW’s mission to be the largest and most profitable retailer of custom wheels and tires, and having fun whilst doing it.
TO LEARN MORE VISIT THEWHEELGROUP.COM
“CHANGING OUR BRAND NAME TO RAW WHEELS + TIRES MORE EASILY CONVEYS THE PRODUCTS WE OFFER”
– MATT SEABURN, PRESIDENT, RAW WHEELS + TIRES
A working environment where team members feel supported, valued and heard is being created by Rarebreed Veterinary Partners. CEO, Dan Espinal, tells us more about this new kind of veterinary workplace
Writer: Jack Salter | Project Manager: Felix RevellFor animal lovers, becoming a veterinarian is one of the most popular, rewarding and exciting career choices.
The love of a pet cat or dog is unconditional, and there is immense gratification to be had from working with these affectionate animals day in, day out.
Vets are not only tasked with diagnosing, treating, and helping our furry friends to feel better, but also educating pet owners, who encompass more than 70 percent of US households, on the preventative measures they can take to promote optimum animal well-being.
It is, however, a physically and mentally demanding industry that is not without its challenges.
Many vets, for example, suffer a tremendous amount of burnout and compassion fatigue, where long hours and exposure to heart-wrenching emotional situations and trauma can take their toll on staff. Indeed, the Centers for Disease Control and Prevention (CDC) estimates that nearly one in 10 veterinarians experience severe psychological distress.
In response to these crippling industry challenges, Rarebreed Veterinary Partners (Rarebreed) was co-founded in 2018 by CEO, Dan Espinal, and COO, Sean Miller, to create a new kind of veterinary workplace.
Aware that the high demands of the veterinary profession can lead to physical and emotional fatigue among practices, Rarebreed’s single vision is to reimagine the veterinary experience and make work actually work for people.
“I’ve worked with so many veterinarians who just love what they do, but I’ve also seen a lot of folks struggle to stay in this profession,” observes Espinal.
“There’s a lot we can do to change the paradigm. Part of it is rewarding our people well, and there’s also an element of listening and making them feel valued.”
During the last three years, we were all impacted from the unexpected and rapid changes to our work lives and how we conduct business. This was especially true in the animal health industry. Prior to the pandemic, did anyone ever think that veterinary practices would have to implement curb-side healthcare for pets? This was not only hard on the pet owners but equally, if not more, a difficult transition for practice employees who had to implement new mandated safety procedures while still providing quality care and treatments for pets.
The veterinary industry continues to successfully navigate through the evolution of caring for animals. Through the support of animal healthcare manufactures and the distributors that proudly represent their products and support services, practices can take advantage of innovative services and tools to fuel their continued growth as a business and find the assistance they need to reach their goals and support the well being of their valued staff.
Midwest Veterinary Supply recognizes that veterinary practices are one of many important cornerstone businesses in communities across the country. It is through listening to what practices need, we are able to provide much more than products. Veterinary professionals have told us that they are facing challenges that range from stocking their shelves and promoting pet owner compliance, marketing their clinic, managing staff burn out and compassion fatigue.
Working with an organization that prioritizes the unique and individual needs of your practice is the first step in setting the stage for success. Midwest Veterinary Supply provide a portfolio of business solutions to make operating your practices easier and more profitable.
We invest in the communities and professions that we serve through our mVet Collars for a Cause program. We are committed to donating 100% of the campaign’s net profits to Not One More Vet, an organization that focuses on providing support to all members of veterinary teams. NOMV is a leader in veterinary mental health and their aim is to transform the status of mental wellness within the profession so veterinary professionals can survive and thrive through education, resources, and support.
Streamlining services and internal workflows can reduce stress and help practices free up time to do what they love, practice medicine and spending quality time with their patients and pet owners. Successful practices partner with Midwest Veterinary Supply because they want the convenience of an online store, without the headaches of stocking product and shipping. MyVetStoreOnline, our exclusive online store platform, gives you the customization you want, the convenience you need. You give your customers access to diets, medications, and supplies, without staff spending their valuable time, stocking shelves, managing refills, sending order reminders, and packing orders.
It takes a team to navigate the road to provide exceptional care for animals. At Midwest Veterinary Supply, we take the first steps to partnership by listening to the unique needs of our customers. Our dedicated Sales Representatives have the industry knowledge, animal health education, and resources to help you select the right products and services to support your practice and to ensure that you thrive through the anticipated market fluctuations ahead.
It was Espinal’s time as an infantry officer in the US Army that originally opened his eyes to the sacred bond between humans and animals.
Espinal reflects on his time spent in Afghanistan as “an incredible and particularly insightful experience”, one in which there was a stark contrast between how the locals and US soldiers treated canines.
“We took them in, gave them names, provided shelter, and most importantly they made us feel like we were at home,” he recalls.
It was at this point that Espinal realized a tremendous business opportunity, and that our relationship with animals goes well beyond what we can even comprehend today.
“The more we understand about the way our own minds work, the more value we’ll see in the human-animal bond. I think it’s particularly important to have that conversation, especially as we’re better able to identify mental health issues and actually realize that
they’re pretty ubiquitous,” Espinal continues.
“I think animals provide an amazing tool to help us feel safe and loved.”
Upon return, Espinal went into venture capital investing and was inspired by the entrepreneurs taking risks and creating cool, exciting companies, before heading up the in-house chemistry business and Corporate Development and Strategy team at IDEXX Laboratories (IDEXX).
It was here that Espinal first met Miller, who himself held various roles in both IDEXX’s Corporate Development and Strategy, and Corporate Accounts teams.
“We ended up learning a lot about each other, found each other incredibly complementary, and spent the better part of three years kicking around business ideas, one of which ended up becoming Rarebreed,” shares Espinal.
“We got to see the proliferation of software start-ups entering our space, and IDEXX was one of the
Rarebreed focuses on people, bringing together teams of veterinary professionals to provide the best patient care.
Understanding the challenges that professionals in this field face, Rarebreed wants each hospital team to concentrate on delivering excellent pet care, while supporting their development, culture, and technology.
LOVE – Rarebreed believes in and genuinely cares for its people, hospitals, patients, and clients.
RESPECT – Rarebreed recognizes and appreciates people’s similarities and differences, and always treats everyone with dignity.
FUN – Rarebreed believes fun is a key ingredient in high-performing teams, and that work should be a happy place.
“We want our values on the wall at every practice and our headquarters, because this is what we live by. Having a pet is about unconditional love, and it’s why many people join the field in the first place, so love is fundamental. Respect is also incredibly important, it’s a basic human need to be heard, seen and respected, so that’s a non-negotiable core value for us. And lastly, what’s the point if it’s not fun? We like to have fun within reason, and that’s part of who we are.” – Dan Espinal, CEO, Rarebreed Veterinary Partners
bigger acquirers of those companies, so we got to meet a whole bunch of interesting entrepreneurs trying to bring software solutions to enhance the client experience and patient outcomes.”
The dynamic duo realized that the market is, unusually, not constrained by demand, but supply – more specifically, the supply of talented, qualified veterinarians and veterinary technicians to meet demand at the point of need.
Thus, it dawned on Espinal and Miller that if they could treat people well, pay them competitively, provide great benefits and introduce creative incentives, they would have a highly differentiated platform.
“Rarebreed was born, we bought our first practice in 2019, and the rest is history. What we’re really trying to do is prove to the world that you can create a company in this industry that really does care for its people, creates the best working environment, and at the same time is effectively run.”
Today, there are just shy of 130 Rarebreed locations spanning from Florida to Maine, with a very strong concentration of facilities in the northeast.
A structured company culture permeates throughout the whole business, built on a familyfirst mentality that creates an encouraging, open, and fun working environment that fosters team member growth from all angles.
As people are the foundation of the company, it’s crucial that Rarebreed takes care of its team members from both a mental and physical standpoint.
Equally, technicians are empowered to maximize their wide range of skills in Rarebreed’s veterinary hospitals, whilst doctors and management are encouraged to trust their technicians and staff to perform the tasks they’re trained for.
The result of investing in people? Happier team members and a lower turnover of staff.
“Good culture eats strategy for
Reimagining the veterinary experience is about looking at the entire veterinary network and transforming it into an ecosystem that provides continuity of care for all. It means:
• General practices rely on PetMedic urgent care clinics to manage after-hours, nonemergency cases.
• Urgent care hospitals and general practices count on emergency hospitals to handle life-threatening situations.
• Emergency hospitals are able to prioritize crises and timesensitive cases, without having to worry about non-emergency patients.
• Each hospital within the organization has the communal support, technology, and learning and development tools needed to thrive.
• Rarebreed’s veterinary team members are able to properly utilize the skills they’ve worked hard to perfect.
breakfast, so you really need to be able to operate, integrate, and differentiate the business,” Espinal explains.
“We have sought to do that by building unique capabilities that encourage best-in-class retention. We’re able to keep our veterinarians and we’re able to keep them happy.”
Rarebreed believes that team members who feel valued, appreciated and connected to an organization provide better care for pets and owners, and continues to find ways to attract and retain the brightest and kindest minds in the veterinary profession.
Showing appreciation for team members also means taking care of them financially, with the company offering generous benefits and pay that transcends the professional average.
Similarly, diversity and inclusion is integral to making sure everyone at Rarebreed has a place where they can thrive, regardless of race, gender, sexual orientation or credentials.
“The industry is diverse from a gender perspective, particularly our business, but it’s not diverse from a racial perspective, which is something that has a long way to go,” emphasizes Espinal.
Acting on strategy, which is secondary to culture, Rarebreed is introducing innovations to encourage better medical outcomes and client experiences.
As well as objective-based staff incentives, telemedicine is coming to the veterinary market, something that is already prevalent in human healthcare.
“Pet owners are often forced to diagnose the pet themselves, so wouldn’t it be amazing if you could talk to a veterinary professional on the phone and have them guide you to a specialist, general practitioner, or urgent care?
Elanco Animal Health (NYSE: ELAN) is a global leader in animal health, dedicated to innovating and delivering products and services to prevent and treat disease in farm animals and pets, creating value for farmers, pet owners, veterinarians, stakeholders, and society as a whole. With nearly 70 years of animal health heritage, we are committed to helping our customers improve the health of animals in their care, while also making a meaningful impact on our local and global communities. At Elanco, we’re driven by our vision of food and companionship enriching life and our approach to sustainability – Elanco Healthy Purpose™– is to advance the health of animals, people, the planet and our enterprise.
Healthy Pets, Healthy Pet Parents
At Elanco, we understand the unique and loving bond pet parents share with their pets and our goal is to make sure your pets live a longer, healthier life.
Our companion animal research and development focuses on innovative, effective products and therapeutic solutions for pets. We develop solutions that treat pain and prevent disease, enhance and extend quality of life, and improve the type of care that pets receive.
Your Pet and You
Register for exclusive product rebates and custom pet medication reminders. Access your personalized pet wellness dashboard to save on products, set reminders and organize important information for each of your pets.
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yourpetandyou.elanco.com
Talk to your veterinarian today about the 360-degree protection of Credelio® (lotilaner) and Interceptor ® Plus (milbemycin oxime/praziquantel).
Indications and Important Safety Information for Credelio and Interceptor Plus
Indications for Credelio
Credelio kills adult fleas and is indicated for the treatment and prevention of flea infestations and treatment and control of tick infestations (lone star tick, American dog tick, black-legged tick, and brown dog tick) for one month in dogs and puppies 8 weeks and older and 4.4 pounds or greater
Important Safety Information for Credelio
Lotilaner is a member of the isoxazoline class of drugs. This class has been associated with neurologic adverse reactions including tremors, incoordination, and seizures
Seizures have been reported in dogs receiving this class of drugs, even in dogs without a history of seizures. Use with caution in dogs with a history of seizures or neurologic disorders. The safe use of Credelio in breeding, pregnant or lactating dogs has not been evaluated. The most frequently reported adverse reactions are weight loss, elevated blood urea nitrogen, increased urination, and diarrhea. For complete safety information, please seeCredelio product label or ask your veterinarian
Indications for Interceptor Plus
Interceptor Plus prevents heartworm disease and treats and controls adult roundworm, hookworm, whipworm, and tapeworm infections in dogs and puppies 6 weeks or older and 2 pounds or greater
Important Safety Information for Interceptor Plus
Treatment with fewer than 6 monthly doses after the last exposure to mosquitoes may not provide complete heartworm prevention. Prior to administration of Interceptor Plus, dogs should be tested for existing heartworm infections. The safety of Interceptor Plus has not been evaluated in dogs used for breeding or in lactating females. The following adverse reactions have been reported in dogs after administration of milbemycin oxime or praziquantel: vomiting, diarrhea, decreased activity, incoordination, weight loss, convulsions, weakness, and salivation. For complete safety information, please see Interceptor Plus product label or ask your veterinarian.
“It’s a better utilization of labor, it’s a better client experience, and it’s likely a better medical outcome for the pet,” states Espinal, who along with Miller was named Entrepreneur of the Year in the 2021 New England Awards program.
Given the crisis of labor and constraints on supply in what is a multi-stakeholder environment, one that comprises clinicians, medical professionals, veterinarians, clients and patients, telehealth is likewise providing increased access to care for pet owners as well as this improved experience.
“There’s about 17 open positions for every one veterinarian looking for a job, and typically that individual has three or four offers. We don’t have enough vets, simply put,” acknowledges Espinal.
“With more and more people adopting and seeing the value and companionship of animals, it’s about how we change this customer
experience where it’s really hard to see a vet, and when you do, it’s super expensive.”
Same-day, after-hours urgent care is another idea that Rarebreed is excited about in this regard. As part of the Rarebreed ecosystem, PetMedic urgent care clinics manage after-hours, nonemergency cases, providing relief to general practices and emergency hospitals.
PetMedic is there for the in-between moments of pet care when it’s not quite an emergency but regular veterinarian hours cannot wait, and was designed to fill the void for concerned pet owners, local family veterinary practices, and emergency rooms.
“This kind of format services clients after-hours and over the weekends, and it’s really exciting for veterinarians because they get to practice to the highest extent of their license,” Espinal informs us.
Digitail is the all-in-one veterinary software you wish you had sooner.
Veterinary software that actually increases productivity, making the entire patient journey easier and more efficient for you and your patients.
Reduce your workload by automating manual administrative tasks while eliminating the need for multiple, disconnected tools with a secure cloud-based PIMS accessible from anywhere.
Bring pet care into the palm of pet parents’ hands with the Digitail app resulting in streamlined, trackable communication, increased compliance, and improved experiences. Helping to give your clients a modern experience before, during, and after their visit.
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“ THERE’S A LOT WE CAN DO TO CHANGE THE PARADIGM. PART OF IT IS REWARDING OUR PEOPLE WELL, AND THERE’S ALSO AN ELEMENT OF LISTENING AND MAKING THEM FEEL VALUED”
– DAN ESPINAL, CEO, RAREBREED VETERINARY PARTNERS
DanEspinal, CEO, Rarebreed Veterinary Partners Digitail
Everyone can rest easy when clients are financially prepared for a lifetime of care.
Preparing clients to manage the costs of owning a pet keeps the focus on care today — and through every stage of life. The CareCredit health and pet care credit card gives them a flexible, budget-friendly way to pay for all the veterinary services, products and prescriptions you recommend to keep their pet happy and healthy. And isn’t that what you both want?
Learn more at: carecredit.com/vetinsights
Rarebreed has gone through what Espinal describes as “hyperbolic growth” over the last three or four years, as evidenced by the acquisition of Vet’s Best Friend Group.
The landmark deal added 47 locations to the Rarebreed family, a major milestone for the company and the veterinary community.
With dreams of building an integrated healthcare network for pets that offers the full suite of services all the way to end of life, Rarebreed is now one of the largest practice groups in the country and is well positioned for rapid future
continuing to grow in the areas in which we play. The way we think about expanding and growing the business is by building density and building
clusters,” Espinal notes.
The space is highly unregulated in the US, so one of the challenges for Rarebreed when it comes to such acquisitions is the highly fragmented nature of electronic medical record (EMR) systems.
As there is no single de facto EMR system or standard in place, it means each practice has its own practice management system and set of tribal conventions, which might not match those of another acquired practice.
For operators such as Espinal and Miller, it’s therefore about getting the analytical insight needed to run the business.
“Sean and I saw this happen in real time at IDEXX, and what we said from the start was that we were going to be technology driven - one, so we can run the business better, and two, so we can enable the conditions to engage clients in a more effective way,” Espinal says.
“What we’ve done is we’ve created
Co-founded by Dr. Thom Jenkins (CEO) and Will Monk (CTO), PetsApp revolutionizes how veterinary teams work, improving the quality of life for pets and clinicians alike by allowing vets to send reminders, schedule vaccinations, discuss treatments and set up wellness plans.
Owners can book appointments and make digital payments from the convenience of their phone. PetsApp can also enable remote treatment where needed.
PetsApp streamlines the workloads of already overstretched vet teams allowing them to offer the very best in customer service, reduce burnout, and boost staff retention and clinic revenue.
www.petsapp.com
About Purina Pro Plan Veterinary Supplements and Purina Pro Plan Veterinary Diets
Nestlé Purina PetCare creates richer lives for pets and the people who love them. Founded in 1894, Purina has helped dogs and cats live longer, healthier lives by offering scientifically based nutritional innovations. Purina manufactures some of the world’s most trusted and popular pet care products, including Purina ONE, Pro Plan, Fancy Feast and Tidy Cats.
Our more than 8,700 US associates take pride in our trusted pet food, treat and litter brands that feed 51 million dogs and 65 million cats every year. More than 500 Purina scientists, veterinarians, and pet care experts ensure our commitment to unsurpassed quality and nutrition.
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The UK’s leading pet health app Now available in the USA…
With text & SMS chat, appointment booking, reminders, digital payments, video calls, and now introducing Wellness Plans. PetsApp has it all!
Fully integrated with your favorite PIMS:
Since 1987, we’ve used our expertise to unlock the secrets of the gut microbiome. We pioneered the use of probiotics to support GI health, promote a strong immune system, and influence the gut-brain axis to support calm behavior. And, we can’t wait for you to see where microbiome science takes us next.
"I can receive inquiries while I’m en route to my next appointment... I don’t have a big team of sta but I do have a lot of people I need to serve."
– Donita McCants, Dr. Donita's Veterinary Concierge Services
a proprietary back end that allows us to integrate with different practice management systems. We aggregate the data, normalize it, and expose it via an application programming interface (API) to integrate different horizontal microservices, so that’s the approach we’ve taken.
“We’ve also made some investments in acquiring and investing in technology companies, which I think is a little unusual for players in our space,” he continues.
Enabled by technology with a very compelling employee value proposition, Rarebreed’s offerings across the spectrum of care therefore deliver what it believes is best-in-class medicine to people with pets.
As Rarebreed continues to grow, the company is also leaning more into specialty medicine, which it believes is a fundamental part of the future, and purchasing more large format hospitals.
“It was a hyper competitive market a year ago, when everybody saw that
“ I THINK ANIMALS PROVIDE AN AMAZING TOOL TO HELP US FEEL SAFE AND LOVED”
– DAN ESPINAL, CEO, RAREBREED VETERINARY PARTNERS
it has amazing growth trends and is largely resilient to recession, so a lot of private equity capital has poured into the space to buy assets.”
With inflation increasing and the signs of recession approaching, however, the company is now trying to be more prudent with its allocation of capital.
“We’re being a lot more selective about what we’re buying and the prices that we’re paying, simply because the cost of capital has gone up and we want our team to really tighten up operations to deliver a better experience for all our stakeholders,” outlines Espinal.
From a practical perspective, the future for Rarebreed in the short and medium term centers on the Eastern US, with a very heavy presence in specialty, emergency, general practice and urgent care.
The company is equally thinking long and hard about how it stewards the environment, and is currently
working towards B Corp certification, which designates businesses that meet high standards of verified performance, accountability, and transparency.
“It shows that you’re actually measuring your impact against a bunch of different environmental, regulatory, social and governance issues,” Espinal elaborates.
“We’re going through that evaluation now to see how well we stack up and demonstrate that we’re actually holding ourselves to high standards.”
As leaders in the movement for economic systems change, B Corps enjoy remarkable benefits that Rarebreed is already well on the way to reaping, such as attracting and retaining employees and building trust with consumers and communities.
Required to undergo the verification process every three years in order to recertify, B Corps are also
focused on continuous improvement, something that is ingrained in Rarebreed’s industry-defining veterinary experience.
“We want to show the world that we can pay our people the best, drive the most profitable business, and take the greatest care of clients and patients. That’s what we mean by industry-defining,” affirms Espinal, who is bullish about business going forwards.
“We’ve got a long way to go as an industry, but the future for us is bright. Business is running really well, the foundation is strong, the culture is great, and those are all things that we don’t take lightly.” RAREBREED
pain management, recovery and rehabilitation services are offered by Professional Physical Therapy across the Northeast. Chief Development Officer, George Papadopoulos, discusses patientcentric care and customized treatments
Writer: Jack Salter | Project Manager: Felix Revell
An important component of orthopedic treatment, physical therapy is often one of the first steps in addressing an injury.
It provides a number of benefits, such as reduced pain and increased range of motion, with the primary goal of restoring function and a return to activity.
Physical therapists are trained to identify the body’s biomechanical deficiencies, and can often target specific weakness areas or improper alignment.
Recognizing the need for effective, individualized care, founding
partners George Papadopoulos and Robert Panariello opened the very first Professional Physical Therapy (Professional) clinic in 1999.
“I was determined to become a physical therapist. I wanted to be a life changer for people that were injured, touch people’s lives, and be remembered,” opens Papadopoulos, Chief Development Officer at Professional, a graduate from Long Island University who has been practicing physical therapy for more than 25 years.
“Anyone can follow a protocol and give people exercises, but I wanted
to be different on all fronts and spent hours of my free time shadowing orthopedic surgeons to learn evaluative techniques.”
With more than 190 Professional clinics now located throughout Manhattan, New York, New Jersey, Connecticut, Massachusetts, and New Hampshire, and the 200th facility currently in the construction phase, receiving quality treatment from the Northeast’s largest physical therapy provider has never been more convenient.
“In the past year, we have opened up more than 15 new offices. Our new
clinic growth is at an all-time high and is expected to continue in 2023,” reveals Papadopoulos.
Offering a full spectrum of outpatient physical, occupational, hand therapy, and rehabilitation services, Professional’s patient-oriented treatment methods have exploded onto the scene.
The company’s revolutionary services, which include many techniques for injury rehabilitation, pain management and ongoing health and wellness, are provided to patients
by multi-specialty, highly trained physical therapists who are experts not only in helping to manage pain, but also finding the source.
All physical therapists are accredited, licensed, and qualified
to treat a wide range of conditions, with a focus on both surgical and non-surgical sports and orthopedic injuries. Professional employs a wide range of therapists across a multitude of specialities and certifications, and offers onsite and permanent athletic training services to local universities,
• PHYSICAL THERAPY
• HAND AND OCCUPATIONAL THERAPY
• HIP TREATMENT SPECIALISTS
• SPINE PHYSICAL THERAPY
• ORTHOPEDIC PHYSICAL THERAPY
• WOMEN’S PHYSICAL THERAPY
• ATHLETIC PERFORMANCE AND TRAINING
• POST-DISCHARGE EXERCISE PROGRAMS
• ERGONOMIC WORK SOLUTIONS
• INJURY PREVENTION FOR ATHLETES
• FITNESS CENTER
• PRE- AND POST-SURGICAL REHAB
schools, and sports organizations from amateur to professional teams.
Such clinical expertise and exceptional patient experiences have made Professional the physical therapy provider of choice in the Northeast.
“Our patient-centric treatment philosophy is focused on providing exceptional, compassionate care to the entire person, not just their injury,” Papadopoulos explains.
Professional’s therapists try to identify any points of weakness or stiffness that may be adding stress to the afflicted area, and then treat those areas with certain exercises to ease the pain.
They then create a customized rehabilitation plan catered to the patient’s injury and lifestyle needs. As a company owned and operated by physical therapists, Professional prides itself on the unique ability to tailor treatments to meet the needs of each individual patient.
Duty bound to provide treatments that deliver results, the licensed physical therapists at Professional design these customized treatment plans using the most innovative therapeutics to help patients achieve and exceed their goals.
“It starts with a duty to uphold a code of ethics, demonstrating empathy, compassion, integrity and humility. Follow this up with a quality product that is clinically proven and a delivery system that challenges limits and changes lives, all with the human touch, and it makes everyone feel special,” affirms Papadopoulos.
The goal of Professional is to provide its physical therapists with personal and professional growth opportunities, including clinical education at every phase of employment.
Professional prides itself on the continuing education that it provides to staff, keeping them on the cuttingedge of new trends in rehabilitation and thus keeping patients healthy and active.
Clinical Excellence, the company’s comprehensive clinical education program, equips clinicians with the knowledge and resources to deliver the best possible outcomes for patients.
Professional promotes patientcentric care by empowering and encouraging its clinicians to remain life-long learners, ensuring patients receive the strongest evidence-based care experience.
The company’s orthopedic residency program, meanwhile, is built around the objective of training motivated individuals in the science and implementation of orthopedic physical therapy.
“The clinical education and residency programs we offer our physical therapists improve patient care, increase credibility, and gives them a competitive edge,” Papadopoulos outlines.
“Professional has established itself as a leader in the field by offering cutting-edge training and development programs that set us apart from the competition.”
“OUR PATIENT-CENTRIC TREATMENT PHILOSOPHY IS FOCUSED ON PROVIDING EXCEPTIONAL, COMPASSIONATE CARE TO THE ENTIRE PERSON, NOT JUST THEIR INJURY”
– GEORGE PAPADOPOULOS, CHIEF DEVELOPMENT OFFICER, PROFESSIONAL PHYSICAL THERAPY
A mentorship component is often included in Professional’s clinical education and residency programs, to help therapists gain hands-on experience and develop their skills.
Cross-regional mentorship contributes to better communication and the development of skilled
To start off with, a one-to-one evaluation addresses the patient’s injury or change in physical function.
Professional clinicians prioritize patients’ ability to:
• Decrease pain
• Increase range of motion
• Gain flexibility, mobility, and strength
• Improve coordination and balance
• Restore function and return to daily activities
• Return to sport or an active lifestyle
• Prevent further and recurring injuries
clinicians as it allows knowledge and ideas to be exchanged between different areas, helping to establish a network of support.
“Through the sharing of best practices and evidence-based approaches, cross-regional mentorship can help standardize care and improve patient outcomes. Mentorship can also prepare a younger generation of clinicians to provide high-quality care to patients,” notes Papadopoulos.
The COVID-19 pandemic presented a challenging and unprecedented scenario for providers of physical therapy such as Professional, given treatment requires close contact between therapists and patients.
Though physical rehabilitation is harder to perform remotely than in person, the pandemic has forced many therapists and their clients to adapt to telehealth.
“People will always need human contact for manual techniques, evaluative and special tests that cannot be replicated by telehealth. We will grow to learn how to incorporate telehealth as an ancillary treatment, but it will never replace the human touch for thorough evaluations and treatments.”
As well as using telehealth to provide remote treatment to patients who can’t physically attend clinics, Professional harnesses other state of the art technologies and practices to get patients performing better than ever.
Utilizing the intelligence tool Focus on Therapeutic Outcomes (FOTO), for example, Professional collects data from every patient to measure the physical improvement from the start of care to the end of treatment. The results consistently rank Professional in the top tier nationally across all other physical therapy practices utilizing the technology.
“At Professional, we pride ourselves on quality and always prioritize patient outcomes above all else,” says Papadopoulos.
The MedBridge app, meanwhile, enables patients to track their progress, set goals, and receive
tailored exercises and treatment plans.
Professional also has patients use wearable devices such as fitness trackers and smartwatches, in order to monitor their movements, progress, and receive real-time feedback. Data on patient progress is collected by therapists using digital goniometers and dynamometers.
The company, who connects with patients via instant messaging within its home exercise program (HEP), is also looking at motion capture software to collect motion data.
“Utilizing the latest in wearable sensors, motion capture technology,
and innovative new biofeedback devices, therapists use tools that provide real-time actionable data to inform their treatment decisions and expedite patient recovery,” Papadopoulos informs us.
“Our investments in systems integration and optimizing our electronic medical record (EMR) system relieve the administrative burden on clinicians and allow them to spend more time providing the exceptional, evidence-based care that is a hallmark of Professional.”
Augmented by technology, Professional remains an industry leader and the Northeast’s number one choice for physical therapy.
“THE CLINICAL EDUCATION AND RESIDENCY PROGRAMS WE OFFER OUR PHYSICAL THERAPISTS IMPROVE PATIENT CARE, INCREASE CREDIBILITY, AND GIVES THEM A COMPETITIVE EDGE”
– GEORGE PAPADOPOULOS, CHIEF DEVELOPMENT OFFICER, PROFESSIONAL PHYSICAL THERAPY
Life Flight Network is tasked with providing efficient critical care transportation to ill or injured patients with safety and compassion. We examine its services with Chief Operating Officer, Michael Weimer
Writer: Rachel Carr
Project Manager: Felix Revell
As a nationally recognized air medical transport service, covering a large part of the Pacific Northwest, Intermountain West and Alaska, Life Flight Network is on a mission to save lives.
As part of this mission, the organization seeks out rural communities, often far removed from specialty healthcare, where air medical services are a critical
need. At its core, providing efficient and expedited aid in a medical emergency, while focused on safety and quality of care, is why Life Flight Network is one of the oldest and most respected air medical providers.
Working in emergency medical services was a vocational calling for Michael Weimer, Chief Operating Officer (COO) of Life Flight Network. “My career in healthcare started as a volunteer EMT in rural Idaho in 1993. I had a desire to help people in need which propelled me to pursue a career in paramedicine,” he opens.
After spending 27 years in the emergency services sector, Weimer began working as a flight paramedic with a hospital-based air medical program, a career field that he has remained in up to his present role where he is completing a Fellowship designation from the American College of Healthcare Executives.
The not-for-profit Life Flight Network began in 1978 as Emanuel Life Flight, owned by and operated by Emanuel Hospital. Emanual Life Flight was the first hospital-based air ambulance program on the West Coast and only the fourth in the nation.
It transported 121 patients in its first year with the inaugural aircraft, a French-made Allouette-3 helicopter. In 1993, Emanuel Life Flight merged with Aircare, a Providence Health System flight program.
“Our name was changed to reflect this milestone, and Emanuel Life Flight became Life Flight Network,” informs Weimer.
Along with the merger and name change, the decision came for the three largest healthcare providers in the Portland metropolitan area to jointly participate in the ownership and overall operation of Life Flight Network, while the day-to-day operations remained under the auspices of Legacy Emanuel Medical Center.
“In 2006, the consortium made a strategic decision to transfer the organization from governance of the hospital structure and separate it into its own entity,” says Weimer.
The consortium recognized Life Flight Network would need the strength of its own organizational structure if it was to survive in the rapidly growing and increasingly competitive air medical industry.
ICU-level care and life-saving transport is provided to seriously ill patients from the scene of an emergency or from one hospital to another by Life Flight Network, whose aircraft are equipped with the same
state of the art medical equipment found in a hospital intensive care unit.
This set up allows the expert flight nurses, flight paramedics, and flight respiratory therapists to provide the highest levels of emergency care to patients in transport, saving precious time that is of the essence.
“Our teams stabilize, monitor, and care for even the most hemodynamically unstable patients throughout the duration of the flight,” outlines Weimer.
The number one objective is to save lives, but the ability to navigate the hospitals, which were at capacity, was tested during the COVID-19 pandemic.
“Healthcare has undeniably seen some significant changes over the last few years. The pandemic alone was enough to throw the entire world for a loop. That said, the healthcare industry is growing faster than any other in the US,” Weimer reveals.
With industry leading care and transport, Life Flight Network’s mission of saving lives during the pandemic was accomplished by employing the foremost emergency clinicians, pilots, and mechanics.
“By operating state of the art equipment, continually advancing operations, and acting with compassion and empathy, we perform beyond the expectations of our patients and healthcare partners to ensure they are receiving the level of care and service they deserve.”
Life Flight Network utilizes numerous aircraft to support operations and has its own FAA Part 135 Air Carrier Certificate. The range of each rotor wing is 300 nautical miles without refueling, and all rotorwing aircraft use night vision goggles.
“We also operate the Pilatus PC-12, which is widely used in the air medical industry. The fixed-wing aircraft is very versatile, and capable of operating from short unimproved runways to large international airports,” explains Weimer.
“SECONDS COUNT IN A CRITICAL MEDICAL EMERGENCY, AND WE REFUSE TO SEE LIVES LOST DUE TO LONG WAIT TIMES FOR LIFESAVING MEDICAL CARE”
– MICHAEL WEIMER, COO, LIFE FLIGHT NETWORK
The PC-12 cruises at 276 miles per hour and has a range of over 1,800 miles. There is also a fleet of specially equipped critical care ground ambulances, including the latest addition of six Class I Freightliner critical care ambulances.
As a not-for-profit, Life Flight
Network reinvests earnings into the organization, ensuring healthcare partners and patients receive the quality of service and lifesaving care they depend upon. This reinvestment model provides advanced training for employees, allows new aircraft and ground ambulances to be acquired,
and enables the latest cuttingedge medical equipment to be purchased.
It also offers community outreach and education to the company’s healthcare partners, all of which directly contribute to the well-being of patients. “We answer only to our
“We show up every day, motivated by our ability to have a positive impact on our communities, and nothing we do in the pursuit of that is too small” –
patients. There are no shareholders or profit margins to consider, only lives to save. Our not-for-profit status is the foundation of our organization, giving us the freedom to focus on the patients and communities we serve,” Weimer says proudly.
Life Flight Network has, and will continue to have, a strong track record of placing critical air medical resources in rural communities throughout the Pacific Northwest and Intermountain West. “Citizens should not have to choose between where they live and if they live,” says Weimer.
“We are currently in the process of opening two new bases. The first will be a 24-hour critical care transport base in Hoquiam, Washington, based at Bowerman Airport with both fixedwing and rotor-wing aircraft.”
The new base is part of the continued effort to expand rural
EMPLOYEES:
900
AIRCRAFT : 50
GROUND AMBULANCES: 39
ROTOR-WING BASES : 29
FIXED-WING BASES: 10
access to critical air medical resources, providing lifesaving care to Washington’s western peninsula and the surrounding communities.
Within the aircraft’s state of the art medical interior, the crew will operate a mobile intensive care unit, with the ability to perform a multitude of highly skilled medical functions during transport.
“The new base will infuse nearly $2 million in economic impact to the area, creating approximately 20 new jobs,” Weimer tells us.
The second base will be located at Good Shepherd Health Care System in Hermiston, Oregon, with a helicopter staffed 24 hours a day.
“The base highlights yet another step forward in our efforts to increase community access to quality critical care transport and speciality health care services, providing faster access to lifesaving care for Hermiston and the surrounding communities,” he adds.
Michael Weimer, COO, Life Flight Network
Safety and risk management are core philosophies of Life Flight Network. To meet all the challenges associated with the safe transport of critically ill or injured patients by helicopter, fixedwing aircraft, and ground ambulance, the focus on safety is unrelenting.
“All operations are vetted through the Safety and Risk Management department prior to implementation, and we continually evaluate our procedures to ensure the highest degree of safety is provided to our patients, healthcare partners, employees, and the public at large,” Weimer states.
An absolute premium is placed on the experience, training, and professionalism of the pilots and mechanics. Aircraft and ambulances utilized by Life Flight Network are maintained to the most rigorous standards in the industry, complemented by ongoing and comprehensive training to maintain the highest levels of proficiency.
“Our decision to update our fleet with a number of new Bell aircraft will increase overall standardization, improving efficiencies and associated logistics. Every decision we make is made with our patients and healthcare partners in mind,” assures Weimer.
With increased range and endurance, the new aircraft can respond to more calls with fewer delays for refueling. The standardization of the fleet, meanwhile, means aircraft maintenance will take less time, returning aircraft to service faster.
“Both translate to greater availability for our patients and a faster response when time is of the essence.”
Working in an emotive and urgent environment requires certain qualities and a special skill set. Employees must therefore be dedicated, as they are an integral part of the mission to save lives.
“We show up every day, motivated by our ability to have a positive impact on our communities, and nothing we do in the pursuit of that is too small. As the national leader in air medical care, we will continue to hold ourselves to the highest standards in
the industry,” states Weimer.
Striving for excellence, quality, and innovation in everything, and continuing to prioritize expanded community access to medical services is of utmost importance to every member of the organization.
“Seconds count in a critical medical emergency, and we refuse to see lives lost due to long wait times for lifesaving medical care.”
It is imperative that patients and healthcare partners can trust and rely upon Life Flight Network in a time of crisis, and it is just as imperative to the company that it can provide lifesaving care with compassion and kindness.
“We are honored to have served the Pacific Northwest and Intermountain West for the last 45 years and we look forward to the future,” Weimer concludes.
Always Best Care Senior Services (ABC) has been helping thousands of families with non-medical, in-home care and assisted living referral services since 1996.
In select markets across the US, the diverse company has also added skilled home care for clients that suffer from illness or injury.
The undeniable passion for helping people maintain a safe, independent and dignified lifestyle represents a strong foundation of ABC. Every client receives extraordinary care in an inspiring environment with caring and compassionate people surrounding them at all times. The company’s care coordinators have worked with thousands of seniors across the country, and are always ready to help provide optimum aid and support to all residents and clients.
At ABC, the company believes that an educated, informed consumer makes the best decisions. Therefore, the objective of the business is to help new clients make informed choices about important healthcare issues and how they can potentially affect daily life.
Because ABC respects a client’s right to make these crucial and often life-changing decisions, the company’s emphasis is on providing a variety of resources from a wide spectrum of viewpoints, not simply presenting ABC’s own opinions and interests as an organization.
Having worked hard to modify and customize a variety of terms and phrases that are typically associated with senior housing and assisted living, ABC is pleased to present definitions for each of these to new
care to clients in need of vital support services across the US
potential clients through a complex and thorough induction process, acting as the first stage in the care journey.
The initial step in ABC’s care process includes a personal consultation with an ABC Care Coordinator. In the following meeting, the company follows a series of carefully strategized steps to fulfill the necessary introductory process.
Firstly, ABC thoroughly discusses the client’s required care needs and uses this to create a written, detailed and highly personal care plan. The company then works with clients, or in many cases, their loved ones to determine how best to meet the personalized requirements of care. This is then followed by a detailed process of coordinating billing with insurance providers.
A client’s individual care plan is then constantly assessed and updated by ABC using a comprehensive monitoring system, to meet physical,
social, emotional and intellectual needs, as time passes and conditions may develop and alter.
ABC knows that its exceptional service continues to set the company apart from all other home care companies in the vastly competitive sector in which it operates.
As a result of these high standards, every ABC team member and caregiver receives comprehensive training before being assigned to a care plan, with high standards held to the mantra of “we only hire care providers we would have care for our own loved ones”.
ABC provides in-home care services from as little as one hour per day at one end of the scale, all the way up to 24-hour care, seven days a week. Whatever care needs are required, ABC is there for its clients.
Some of the key home care services that ABC provides include everyday activities such as dressing, personal care, bathing, incontinence care,
24/7 Coastal Contact provides a simple, cost-effective way to keep your business running smoothly, even when you’re not there. We work within your software to manage your schedule for open shifts, calls off, added shifts, missed visit alerts, clockins and clock-outs.
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After-hours on call consist of 6,284 hours per year – that’s a lot of hours that you as owners and your staff are having to man the phones. 24/7 Coastal Contact can remove that workload from you and your staff. We are currently providing services to several locations and look forward to growing with Always Best Care Senior Services to provide relief from afterhours on call.
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cooking, transportation to medical appointments, errands or shopping, domestic services such as laundry and cleaning, as well as the provision to facilitate social outings and help maintain a sense of personal freedom.
The now vast array of resources amassed by ABC includes an extensive library of content and information to help potential new clients make more informed decisions on senior care and future
ABC constantly reviews and integrates new guidelines from the Centers for Disease Control (CDC) on a regular basis. These guidelines are provided by the CDC in an effort to deter the transmission of infections, viruses and other diseases.
Recommended safety measures include:
• Avoid touching public surfaces with your hands whenever possible, including doorknobs, elevator buttons, restroom surfaces, restaurant menus and tables, public computer keyboards, etc.
• Avoid touching your eyes, nose or mouth, and wash your hands after.
• Wash hands often with soap and water frequently, for at least 20 seconds.
• Avoid close contact with people who are sick.
• Stay home when you are sick.
• Cover your cough or sneeze with a tissue, then throw the tissue in the trash.
• Clean and disinfect all touched surfaces and objects frequently using a regular household cleaning spray or wipe.
• Avoid crowds, especially in poorly ventilated spaces. The risk of exposure to respiratory viruses like COVID-19 may increase in crowded, closed-in settings with little air circulation if there are people in the crowd who are sick.
• Avoid all non-essential travel including plane trips and cruise ships.
ABC is an essential business offering an essential service, and it will continue to operate even during periods of difficulty, such as the COVID-19 pandemic.
health-related issues.
The expansive vision of the company is to work as a united team providing the best senior care in the world – with the broadest range of services on offer and the most loving and consistent care anywhere.
Before offering employment, ABC conducts extensive background and reference checks on all new caregivers, who are insured to guarantee a level of safety for all clients once they pass. The new staff then receive extensive training upon being hired and ongoing training to keep up with the demands of the industry. What this means for clients of ABC, is that they will receive some of the best caregivers that the entire industry has to offer.
“You’re not alone if you are considering staying in the comfort of your home. A survey states that nine out of 10 individuals want to enjoy the perks of aging-in-place. And, with over 10,000 people turning 65 every day for the next 10 years across the US, that number has the potential to grow vastly,” the company declares in its introductory materials.
Today, aging-in-place is not as easy as it once used to be. Family members are challenged for time or the skills necessary to provide quality care for their loved ones. More importantly, as a person ages, the need for additional services and time increases exponentially.
This is why ABC is determined to provide an assured peace of mind from day one, so clients can enjoy more of the good things in life.
Above all else, ABC puts the health and safety of its clients, their families, and its employees first.
The company has taken many steps in order to maintain a safe and independent lifestyle for its clients while reducing the risk of transmitting threatening diseases
such as COVID-19. The highly trained, specialist care teams are constantly being educated to ensure they follow best practices in order to provide the safest and highest quality care possible.
As an expert in the senior care industry, ABC can offer valuable information and insight into the best way to care for clients’ loved ones throughout what can often be a stressful time and difficult transition. In this way, ABC’s caregivers are available to provide immediate care
and support to its wide-ranging senior community and their families.
During the height of the COVID-19 pandemic, ABC tested its caregivers with rapid testing kits, in line with the company policy of always placing health and safety at the forefront of all operations.
During these unprecedented times, ABC continued to make the safety of its clients, staff and caregivers the top priority, and this resulted in ABC’s home care division being selected as one of the few premier home
care agencies in the country to be included in the Federal Government’s BinaxNOW test kit distribution initiative. These tests then allowed ABC’s agencies to provide rapid testing to all staff and caregivers, which greatly benefited the entire business.
ABC endeavors to continually look at the best practices, guidelines and techniques to ensure the safest and highest quality care that it can provide to the company’s ever-growing senior community.
Knightsbridge Development Corporation is championing social housing and large-scale project development from Canada. We speak to Will Smith, President and CEO, about the company’s central mission and its latest developments across the world
Writer: Marcus Kääpä | Project Manager: Nicholas Kernan
We are at a point in our industry where technology is taking us to new heights in sustainability, the race to carbon neutrality, and timber construction, all with the assistance of truly talented architects, engineers and owners dedicated to building better buildings - it’s an exciting time to be in Canadian construction.”
For Will Smith, President and CEO of Knightsbridge Development Corporation (KDC), the construction sector across the North American region is one of bountiful opportunity and incredible potential, spearheaded by a digital drive that is seeing technology assist development like never before. Digital tools such as building
information modeling (BIM), artificial intelligence (AI), and 3D printing have broadened the ability to enhance creativity and streamline construction operations throughout the industry.
With offices across Canada, KDC is part of a larger group of companies that includes KDC UK in England, as well as Desarrollos Knightsbridge (Desarrollos) and PanAm Construction Managers (PanAm) both with a presence in South America, which allows KDC to service the whole American continent on top of the UK and Europe.
In all geographic regions, KDC offers development management, construction management, project management, advisory services, and facilities management services as a
third-party provider.
“We have represented and continue to represent major publicly traded real estate investment trusts (REITs), RioCan, Allied Properties, ExxonMobil, Haworth International, Selfridges, and many others, as well as private companies,” Smith explains.
KDC’s primary focus is on largescale projects in the areas of office towers, mixed-use development, hospitality, and high-street retail projects, which support sustainability, innovation, and environmental stewardship both from a construction perspective and a developmental point of view. Typically, this means repurposing rather than demolishing existing structures wherever possible,
WILL SMITH, PRESIDENT AND CEO: “My educational background was in civil engineering, however after graduation, I quickly determined I did not want a career solely as a consulting engineer. I was fortunate to find an entry role in the development and construction industry, which, combined with my family’s construction businesses, created the base for my career. From there I built on the opportunities that arose through roles as a Project Manager, Director and Vice President, before ultimately reaching the level of President and CEO at KDC, at which time I also received my master’s in real estate. The culmination of these experiences resulted in my ability to work on construction projects in North America, Latin and South America, Europe and the UK as well as Asia over the past 30 years.”
or alternatively re-using building elements such as old timbers, significant architectural components, and multiple other facets.
“We carry out this work through talented teams of people, working locally in their markets, and utilizing what we learn globally across all the offices,” Smith adds. “Our teams are small, tight-knit communities who embrace not only our clients and the projects, but one another, in an environment of collaboration, respect, and diversity.
“Our company mission is to provide client-focused real estate advisory services through world-class intellectual capital and resources, and to design and execute customized solutions that create value for our clients by locally applying what we learn globally. We provide our clients with a flexible and effective platform to support current and future opportunities and challenge the status quo with thoughtful consideration of a better future.”
KDC’s impressive work is exemplified by the broad portfolio of projects
that it has undertaken in Canada and abroad. One such Canadian project is The Well, made up of offices, retail space, condominium and rental apartments located close to Toronto’s bustling waterfront and business district.
The Well sets the standard for work-live-play developments in North America by creating a seamless coexistence of office, retail and residential uses through high-quality design supported by exceptional public transit connectivity, with an overall focus on sustainability that includes incorporating district energy and LEED Platinum and Gold Building Design.
“In addition, the project has achieved WELL certification which assesses human health and wellbeing performance in buildings, using standards developed by the WELL Building Institute,” says Smith. “On top of this, The Well has gained WiredScore certification, which provides transparency on the quality of internet connectivity in office spaces and access information; the internet is among the top three most important factors for tenants who are
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Since its founding in 2003, PLANiT Construction has grown from a small family-run business in Montreal to a large-scale operation capable of handling various construction projects all across Canada and the US.
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searching for office space, along with cost and location.”
The Well project adds a total of 2.9 million square feet (sqft) of new developments to Toronto on a single 7.76-acre site, comprising retail (432,772 sqft – 15 percent of site area) which includes a European-inspired food hall, office (1,040,484 sqft – 36 percent of site area), and residential (1,430,733 sqft – 49 percent of site area) made up of 723,538 sqft of premium rental apartments and 707,235 sqft of luxury condominium apartments.
“These all combine to make The Well a city within a city where the concept of work, play, live exists in all facets including an abundance of open public space and amenities.”
From North America to the middle and south of the continent, KDC’s Latin American office in Escazú, Costa Rica is focused on two main economic activities: hospitality and social
“KDC played a pivotal role in guiding The Well, a joint venture with RioCan and Allied Properties. The primary responsibility was to act as the owner’s representative for both companies. They performed this role with a great deal of professionalism and were particularly good at managing the two companies’ interests, finding common ground solutions, and ensuring that the project proceeded smoothly in very uncertain times. This was a very complicated project with two different construction managers. Despite this, I was able to ensure the two construction companies coordinated and stayed on task. My experience allowed me to provide value from the schematic phase of the project through tendering, and finally construction.”
housing. Specific to the company’s hospitality projects, KDC embraces and offers clients the ability to create amazing hotel and resort properties that follow guiding principles of ecofriendly development.
“We create experiences in these projects that minimize the use of automobiles and asphalt work in the natural terrain, flora and fauna, but still create an amazing guest experience,” Smith elaborates. “Primarily, our projects are a mix of wellness-based properties and luxury eco-hotels. We are hoping to break ground early in 2023 on our latest project in the south of the country, our first in this region.
“Our other focus is social housing, which we see as an opportunity to give back in the form of non-profit housing developments for the lower wage earners in Costa Rica. This housing project represents a great attempt to avoid what has happened in other countries in the region - an ever-increasing gap in quality of living - with our goal being to reduce that gap by working through privatepublic partnerships.”
These homes have been conceptualized to be affordable, durable, sustainable, and most importantly, reflective of the traditional homes in Cosa Rica and with a connection to nature.
Social housing is indeed one of KDC’s primary focuses. As with the company’s work in Costa Rica, to date, KDC has been focused on traditional development and construction projects in conventional sectors. However, late in 2022, the company began to focus on what it sees as a global issue - the affordability of housing and its impacts on society.
“Our concept is to look at social housing in a community model, instead of an isolation or segregation model where new housing development is inclusive of various socio-economic groups, to encourage
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adjusted rental rates that address the impact of housing costs as a percentage of net income for those needing assistance while carrying market rents for others,” Smith tells us.
“In the UK, this sliding scale will assist in the housing of seniors on fixed pensions, students, as well as those living in poverty, while at the same time blending all groups into a broader community where they can be inter-mixed and supportive of each other.”
On top of adding housing stock, the new developments will provide commercial spaces for local shops and services, open public space, and be located on or near major transit lines, forming a smaller version of a true mixed-use development.
Sustainability and architectural control are key to KDC’s concept. The company embraces working with brownfield sites and maintaining and repurposing existing buildings.
“We have found older industrial buildings are well suited for conversion into residential units; in
doing this, the history, architecture and the fabric of a community can be respected,” Smith continues. “Our approach to sustainability is not just tied to our building practices, but also to minimizing the cost of operating and maintaining the properties in the short- and long-term.”
In the UK, KDC believes that its concept can be adapted to all areas throughout the country. However, at this time, the company is proposing to focus on three distinctly different regions: Greater London, Birmingham in the West Midlands, and Newcastle in Northumberland. The statistics are very similar in each location when it comes to average housing costs,
amounting to almost 60 percent of net income, with 41 percent of those aged 15-19 in households living in poverty.
“While geographically varied, all three cities share the common need for more social housing units to service similar segments of the community in the form of students, low-income families, and seniors,” Smith says. “We want to help create a solution that works.”
KDC works with its clients to create sustainable environments, choosing cradle-to-cradle materials and products whenever possible as part
“OUR TEAMS ARE SMALL TIGHT-KNIT COMMUNITIES WHO EMBRACE NOT ONLY OUR CLIENTS AND THE PROJECTS, BUT ONE ANOTHER, IN AN ENVIRONMENT OF COLLABORATION, RESPECT, AND DIVERSITY”
– WILL SMITH, PRESIDENT AND CEO, KNIGHTSBRIDGE DEVELOPMENT CORPORATION
of its involvement in LEED Gold and Platinum-accredited projects. The company works hard at maintaining strong ties and open lines of communication with clients and partners and is constantly evaluating and evolving its processes to be greener than the day it first started.
KDC’s long-term goal is to make “reuse” the norm and deliver smart buildings that are energy efficient and provide a healthy environment.
“We strive to repurpose, reinvent, or bring new life to existing buildings as opposed to total demolition or replacement,” Smith affirms. “We believe this to be an essential response in doing our part in achieving our carbon emission reduction targets and lowering our environmental impact.”
There is no doubt that people are at the heart of KDC, and not only when it comes to its international development projects. Internally, KDC embodies such principles, which each team member believes in and lives
by. It is this collective team mindset and environment that has allowed KDC to create a culture based on sustainability both as a company and through the DNA of its projects.
“Having our company culture based on the common beliefs of our team extends beyond our principles on sustainability and is evident in our team composition itself,” Smith adds. “Our team consists of a 50/50 male-female presence, with twothirds of our executive members being female, and on top of this, we are represented by a diverse team encompassing people from varied cultural backgrounds, which is quite unique in the industry.”
This culture is central to the way KDC operates and will be the base from which it propels into the future. Moving forward, the company is planning to start several industrial and logistics facilities projects in 2023 based on the increased demand and limited availability of industrial buildings. This is by no means a
new area of focus for KDC, but it is a market sector the company has not been as involved in for the past decade.
“We are also looking to expand involvement in affordable, social housing in all markets, which is a big push and likely to be a lengthy process,” Smith concludes.
“As we navigate 2023, like many, we feel it is a year to invest in our people, increase our skills and support our loyal clients in achieving their goals in an environment of higher interest rates on capital as well as mixed messaging on demand.”
The US General Services Administration (GSA) delivers optimum customer experience and value across real estate, acquisition, and technology services to the government and American people
Writer: Phoebe Harper | Project Manager: Tom Cullum
Since its foundation in 1949, the GSA continues to pursue its vision of creating an effective and efficient government for the American people.
The GSA operates as an independent agency of the US government and follows a vital mandate in supporting and managing the basic functioning of federal agencies. Primarily, this entails the supply of products and communications for government offices, the provision of office space and transportation for federal employees, and the development of
government-wide cost-minimizing policies. This behemoth of an operation encompasses three major areas where the GSA seeks to deliver the best value: real estate, acquisition, and technology services.
Elsewhere, the GSA supports and manages federal government activities across travel, policy and regulations, products and services, and shared services.
With a diverse and expansive portfolio of leased and owned buildings
across the US, the GSA provides workplaces through the management of commercial real estate, reaching over 371 million square feet of space in 8,600 buildings in more than 2,200 communities nationwide. This footprint mostly includes office buildings, courthouses, laboratories, post offices, data processing centers and land ports of entry.
Complementing these efforts is the agency’s work in the construction, management and preservation of government buildings. As the body responsible for the majority of space requirements for federal agencies,
the GSA plays an instrumental role in providing national leadership, policy direction and standards across historic preservation, fine arts, engineering, project management, architecture, construction services, urban development and sustainable design. The latter is furthered by GSA’s extensive expertise in providing policy and guidance for successful compliance with environmental laws and regulations – a field which has risen in prominence and necessity in recent years.
The agency’s Public Buildings Service (PBS) team provides a host of environmental programs which are pivotal in this regard, simultaneously ensuring environmental best practices while providing productive
workplaces, both of which are key aspects of GSA’s overarching mission.
The GSA’s involvement in acquisition services began with the critical assignment of stockpiling for emergency preparedness during wartime. Since then, this branch of the GSA has evolved with the consolidation of the Federal Acquisition Service (FAS) in 2007 in order to best cater to the solutions called for in an ever-evolving business landscape.
Furthering this mission, in 2016 the Acquisition Gateway was launched as a means to assist Federal Government buyers from various bodies in operating as one acquisition community,
The Ronald Reagan Building and International Trade Center (RRBITC) is a landmark building in the heart of the nation’s capital. Owned by the U.S. General Services Administration (GSA) and operated by Trade Center Management Associates (TCMA), through a unique public-private partnership, it is the first and only federal building dedicated to both public and private use. Over the last 25 years, collaboratively, the GSA and TCMA have developed the property into a dynamic hub for government, business, commerce and the community.
RRBITC is a one-of-a-kind, mixed-use property. Mandated by Congress to bring together the country’s best public and private resources to create a national forum for the advancement of trade, it serves as the official World Trade Center Washington, DC, offering a platform for promoting US interests and a place for convening leaders and delegations from around the world. The Trade Center is also a full-service events venue featuring 65,000 square feet of premier space designed for hosting influential meetings and conferences, impactful exhibits and tradeshows, and unforgettable galas, weddings and more.
At 3.1 million total square feet, RRBITC is the largest building in DC and home to several federal agencies and private-sector tenants. Its expansive 1,000-seat food court, 2,000-space onsite parking garage and central location on historic Pennsylvania Avenue, between the White House and US Capitol, makes it a destination for businesses, locals and city visitors seeking attractions, dining, parking, community activities and more. Learn more at rrbitc.com.
rrbitc.com
‘THE GSA’S TECHNOLOGICAL REMIT ENCOMPASSES THE PURCHASE OF INFORMATION TECHNOLOGY (IT) PRODUCTS AND SERVICES, GUIDANCE ON HOW TO BUILD EASY-TO-USE WEBSITES AND DIGITAL SERVICES, AND BEST PRACTICE REQUIREMENTS FOR THEIR EFFECTIVE MANAGEMENT’
REAL ESTATE SOLUTIONS:
Financially and environmentally sustainable, accessible, and responsive workspace solutions that enable a productive federal workforce.
ACQUISITION: A modern, accessible, and streamlined acquisition ecosystem and a robust marketplace connecting buyers to the suppliers and businesses that meet their mission needs.
DIGITAL GOVERNMENT: A digital government that delivers for the public through trusted, accessible, and user-centered technologies.
GOVERNMENT OPERATIONS:
A government that capitalizes on interagency collaboration and shared services to make informed management decisions and improve operations, delivering value for the American people.
alongside the introduction of the ‘Making It Easier’ (MIE) initiative. The latter provides an invaluable portfolio of tools and sources of support for small businesses and new companies hoping to do business with the government.
Complementing this emphasis on innovation, 2017 witnessed the inception of the Technology Transformation Services as part of FAS – an initiative designed to assist agencies in learning how to adapt to emerging technology solutions. Today, the GSA is the go-to resource for the sale or disposal of government property, to find products and services, and to explore various ways to buy or sell commercial products and services through a host of purchasing programs. This is best embodied by the Federal Marketplace (FMP) strategy, as the GSA’s plan to optimize the buying and selling experience for customers, suppliers, and acquisition professionals.
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In a world increasingly defined by the adoption of digital technology, the GSA has risen to meet the challenge and incorporate digital evolution to support the US government’s innovation infrastructure.
The agency is bolstered by a legacy of delivering innovations, from creating the governmentwide intercity telephone system in 1960, to becoming the first federal agency to move email to a cloudbased system in 2010. In recognition of its technological prowess, the Presidential Innovation Fellows (PIF) program, launched in 2013, was officially made a part of the GSA in 2015 by President Obama. The PIF is a highly prestigious scheme, pairing technologists and innovators with changemakers and civil servants to address society’s greatest challenges.
The GSA’s technological remit encompasses the purchase of information technology (IT)
products and services, guidance on how to build easy-to-use websites and digital services, and best practice requirements for their effective management. In
addition, the GSA is a guiding voice in learning about government IT through institutions such as the DigitalGov University, and in driving both agency and federal-wide IT
initiatives. Meanwhile, the GSA’s technology teams are on hand with technology transformation services to accelerate solutions that deliver world-class IT across government.
Serving the US in myriad ways, the GSA is wide-reaching and intrinsically woven into the very fabric of America – whether in the billions of dollars worth of products, services and facilities that it offers to federal agencies thereby enabling them to fulfil their vital public roles, or catering to the public through the dissemination of vital information guiding their interaction with government.
Into the years ahead, the GSA will continue to be defined by its trifecta of values - service, accountability, and innovation – across its vast remit, adhering to and ensuring a high standard of excellence for the people of America.
“Life Flight Network addresses challenges within our organization and communities by eradicating the deep disparities in healthcare. Systemic and cultural racism and other conscious and unconscious biases have contributed to poorer outcomes for historically marginalized patients across our service area, and this is present in our underrepresented and rural communities.
Meeting these challenges will require the retention and recruitment of diverse employees who value and respect what each individual brings to
the workplace. The skills and wisdom obtained from differing backgrounds, education, cultures, and experiences build a strong team capable of confronting the challenges of our industry.”
Director
“We focus on meritocracy in the workplace, selecting the best person for the position versus employing a checkthe-box mentality. As a result, we have become more diversified with women and minorities ascending into management positions. Currently, 33 percent of our executive leadership is female and 50 percent of our directors in engineering operations are either women or other minorities.”
“We have always encouraged diversity at our company, and we challenge the rest of you to do the same. Speed up!”
CEO, Rarebreed Veterinary Partners
“The industry is diverse from a gender perspective, particularly our business, but it’s not diverse from a racial perspective, which is something that has a long way to go.”
Are you a CEO/Director with a company story to tell? Contact North America Outlook now!
Michael Weimer
COO, Life Flight Network
Matt Seaburn
President, RAW Wheels + Tires
of Midstream, Gulf Interstate Engineering
Outlook magazines, Outlook Publishing’s awardwinning in-house team is now utilizing these same specialist production skills to offer a full and bespoke range of editorial, design and marketing services via its new Outlook Creative Services division.
For more information on how we can work with you in providing a plethora of completely flexible and customizable production services, please visit: www.outlookpublishing.com/creative-services
DESIGN:
Stephen Giles +44 (0) 1603 363 634 steve.giles@outlookpublishing.com
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EDITORIAL:
Phoebe Harper +44 (0) 1603 363 655 phoebe.harper@outlookpublishing.com
Marcus Kääpä +44 (0) 1603 363 653 marcus.kaapa@outlookpublishing.com