DOUGLAS Magazine Aug/Sep 2025

BUILDING A CAREER IN THE TRADES

AN INNOVATIVE PROJECT BOOSTS THE WORKFORCE FROM SETTING GOALS TO CRUSHING THEM

NO ORDINARY JOE REALTOR TONY JOE FINDS PURPOSE IN COMMUNITY

THE SUCCESS ISSUE

HOW YOU CAN MAKE A DIFFERENCE

Tony Joe, owner, Prime Real Estate Team, RE/MAX Island Properties

Local experts. Personal service. Insurance that fits.

Local experts. Personal service.

Insurance that fits.

Local experts. Personal service. Insurance that fits.

From family homes to thriving local businesses, Waypoint Insurance is proud to protect the heart of our communities across British Columbia. With deep local roots, trusted advice, and coverage tailored to your needs, we’re here to guide you every step of the way.

From family homes to thriving local businesses, Waypoint

Insurance is proud to protect the heart of our communities across British Columbia. With deep local roots, trusted advice, and coverage tailored to your needs, we’re here to guide you every step of the way.

From family homes to thriving local businesses, Waypoint Insurance is proud to protect the heart of our communities across British Columbia. With deep local roots, trusted advice, and coverage tailored to your needs, we’re here to guide you every step of the way.

18

Success with a Purpose

Realtor Tony Joe's extensive volunteer work is accomplished with under-the-radar humility.

BY DAVID LENNAM

22

Turning to Trades

Skilled workers and the programs that train them are in high demand, as organizations feed the need.

BY SHANNON MONEO

42 From Dream to Done

Setting goals is just the first step for workers. Crushing them is the real payoff.

BY TAMMY SCHUSTER

36

Resettled & Rising

Refugee youth forge new career paths through a program that also boosts Island businesses.

BY DIANE SELKIRK

10 LETTER FROM THE EDITOR

13 IN THE KNOW

Piecing together Puzzle Lab’s visual downtown storefront feast; Unsworth Vineyards’ major renovation raises the bar in Cowichan Valley wine country; downtown businesses want all levels of government to take aim at street disorder; winners of the YAM Best Restaurant Awards; Chamber of commerce recognizes Victoria’s business best; Roundhouse rezoning finally becoming a reality; Douglas Reads.

46 INTEL

46 THE NEIL YOUNG SCHOOL OF NO

A rock legend’s lesson on how to forge a sustained, successful career.

BY PIERS HENWOOD

48 RECLAIMING THE WORKPLACE: WHY ARE WE HERE?

Part 1: Managing from a place of fear is not a productive, positive way to run a business.

BY INGRID VAUGHAN

50 REDEFINING SUCCESS AT EVERY STAGE

Measuring what’s successful changes as we pass through different ages, and stages, of life.

BY ROBYN QUINN

52 LIFE + STYLE

How to add a little zen to your workspace; two prominent food and beverage makers team up for the perfect pairing; sharp sporting activities that really hit the mark.

54 IN RECOGNITION

Two “classic childhood friends” bring a gala event home to Victoria, as the Simon Keith Foundation shows its support for young organ transplant recipients.

JERRY METELLUS

Tiny Thanks!

A heartfelt thank-you to the business community for joining the University of Victoria’s Gustavson School of Business in celebrating Andrew Wilkinson and Chris Sparling, co-founders of Tiny, at the 21st annual Distinguished Entrepreneur of the Year Award (DEYA) gala. We couldn’t do it without you.

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Heart Pharmacy Group

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Jones Emery LLP

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To thrive in today’s economy, we must treat infrastructure housing, energy, waste, logistics not as isolated systems, but as interconnected engines of resilience.

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One of four keynote speakers, Mike Fata shares a story of purpose-driven growth— from personal transformation to building a $400M global brand. He speaks to how clarity of values, community support, and sound policy can spark impact far beyond where you start.

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Island communities are under global pressure. From climate change and policy misalignment to geopolitical instability our region is not immune. But we won’t face it alone. This October, hundreds of leaders from business, government, First Nations, education, healthcare, and the non-profit sector will gather in Nanaimo for the 19th Annual State of the Island Economic Summit.

THREE DAYS. ONE GOAL:

A thriving, sustainable, and inclusive Island economy

DAY 1

Focus on business and entrepreneurship. SMEs are the heart of our economy. We’ll dive into what they need to succeed from talent and financing to enabling policies and local procurement strategies.

DAY 2

Collaboration and long-term vision take centre stage. As infrastructure, housing, and governance face mounting pressures, we’ll explore ways to align regional priorities and build shared capacity. The Vision 2050 Workshop invites delegates to chart practical next steps for a thriving, successful, and future-ready region.

DAY 3

We look ahead. From Indigenous-led economic approaches to AI and climate adaptation, the final day examines the future of work, innovation, and systems change.

Four bold, thought-provoking talks with people driving purpose-led work across the region kicks off the conference.

Island Good Showcase

Taste, touch, and explore the best of Vancouver Island’s local products and producers.

Fireside Chats

Listen in on unscripted conversations about technology, economic development, US–Canada relations, and what it really means when reconciliation becomes action.

Vision 2050 Workshop

Collaborate on practical next steps to shape a thriving, successful, and future-ready Vancouver Island.

15+ concurrent sessions

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Success as a Purpose, not a Pursuit

SUCCESS IS OFTEN SOLD AS A FINISH LINE: a title, a number or a lifestyle. But as we move through life, what once felt urgent — a promotion, raise or recognition — can give way to goals rooted in meaning, balance and contribution.

The idea of success may not always be about stepping up. Sometimes it’s about stepping away. For some, it’s building a business. For others, it’s closing the doors to one. It might mean starting over, changing careers or taking a path that is smaller but more fulfilling. It can be about achieving more or intentionally choosing less.

Andrew Wilkinson and Chris Sparling, cofounders of Tiny and recipients of UVic’s Distinguished Entrepreneur of the Year award, talked about the idea of incorporating anti-goals and strategic laziness into their business practice to help balance success with capacity.

A team-based approach for a total wealth strategy that addresses the entirety of your life.

C.P. (Chuck) McNaughton, PFP

Senior Wealth Advisor

250.654.3342

charles.mcnaughton@scotiawealth.com themcnaughtongroup.ca

“The idea of success may not always be about stepping up. Sometimes it’s about stepping away.”

Over time, success can become less about how it looks and more about how it feels. As priorities shift, so do our benchmarks. For many, real success becomes about impact. About purpose, not just in what we build, but in what we can share.

In conversation with Jeff Mallett, former president and COO of early internet titan Yahoo! and professional sports entrepreneur, he shared how the role models he grew up around in Victoria shaped his view of success. “They showed me that philanthropy isn’t separate from success — it’s part of it. The rewards are far greater than any financial return.”

In the spirit of philanthropy, his childhood friend Simon Keith created a foundation so he could share his life-changing experience as a way to transform the lives of others [see Page 54].

The growth that comes from success may be measured by what we accomplish, but also by who we become and what we choose to pass on. Whether it’s showing up, stepping back or opting out, what matters the most could be the impact we leave behind.

— Tammy Schuster Douglas Editor editor@douglasmagazine.com

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VOLUME 19 NUMBER 4

PUBLISHERS Lise Gyorkos, Georgina Camilleri

EDITOR IN CHIEF Joanne Sasvari

DOUGLAS EDITOR Tammy Schuster

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DIRECTOR OF PHOTOGRAPHY Jeffrey Bosdet

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CONTRIBUTING WRITERS Piers Henwood, David Lenman, Shannon Moneo, Robyn Quinn, Tammy Schuster, Diane Selkirk, Ingrid Vaughan, Lionel Wild

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IN THE KNOW

THE MISSING PIECE

Handcrafted puzzle makers open a vibrant, new downtown space.

and

Nearly five years after launching their unique small business, the pieces of the puzzle (as it were) are coming together for retailers Tinka Robev and Andrew Azzopardi.

Puzzle Lab is now a visual feast, moving down a block on Government Street from a smaller outlet to a spacious, 2,832-square-foot flagship location whose storefront celebrates the whimsically stimulating jigsaw puzzles the business partners sell.

“Our goal with the storefront is to instil a feeling of childlike wonder — we’re trying to reawaken the inner child in the people who are walking by and walking in,” says co-owner Robev. “The world has gotten so serious and daunting that we’re really trying to breathe a little bit of fresh, screen-free playfulness back into people’s lives.

“It’s meant to draw people in and make people feel fun again.”

Founded during the isolating times of COVID in late 2020, Puzzle Lab’s latest move adds a new, visual kick to downtown and more space to play with.

JEFFREY BOSDET/DOUGLAS

Puzzle Lab founders Tinka Robev (left)

Andrew Azzopardi at their new location.

APP-lying some political input

Island-based company launches program to connect the public with their political reps.

Has all the political hoopla, from elections to foreign affairs, made you keen to have your say? A North Island-based tech entrepreneur is counting on the public wanting to keep in touch with (or keep up with) their elected officials.

Comox-based MEO Technologies Inc. recently launched MEO — as in, My Elected Official — an app designed to “help voters build stronger connections with their elected representatives.” With the app, British Columbians can quickly find their federal member of Parliament and provincial member of the legislature, rate their performances or give him/ her a piece of their mind by contacting them. Users can also track the progress of federal legislation and give a thumbs up or down on different bills winding their way through Parliament.

“Our app makes it possible for users to stay up to date with their elected officials, voice their opinions and have an impact on the decisions that shape their communities,” says MEO founder Colin Hanes.

The app is in its early stages, with Canada and the U.S. among its active profiles — though with both countries, there are certain regional levels of government whose profiles will be “coming soon.”

Cowichan winery kicks up expansion

New processing facility, tasting room unveiled at Unsworth Vineyards.

BY LIONEL WILD

Adecade and a half into its life as a premium Canadian winery, Unsworth Vineyards is undergoing major changes.

First, and most prominently, is a new winemaking facility and tasting room at Unsworth, nestled on 32 acres of Cowichan Valley farmland, four kilometres south of Cobble Hill and just west of the Mill Bay turnoff on Highway 1. The new complex, under construction for nearly a year and a half, has just been completed. And come fall, Unsworth will start a renovation of the restaurant in its early-1900s farmhouse.

For now, it’s the splashy new complex that is garnering attention.

“We have a white [wine] barrel cellar, a red barrel cellar and then the fermentation floor, more

office space, more dry goods space, lab and bottling line — all the essentials we don’t have room for currently,” says Chris Turyk, Unsworth’s marketing and sales director.

Unsworth Vineyards started out as a family affair, with businessman Tim Turyk (Chris’s father) buying 32 acres of Cowichan Valley farmland in 2009. Eleven years later, the Turyks sold their growing business to Barbara Banke and Julia Jackson, members and part owners of the Sonoma Valley, Californiabased Jackson Family Wines, whose global reach and deep pockets have set up Unsworth for the next stage of its evolution.

Unsworth currently produces 120,000 to 140,000 bottles a year, principally Chardonnay, Pinot Noir and its sparkling Charme de L’île, but not exclusively.

The winery brought in Marko Simcic, of Vancouverbased Simcic Architecture Studio, to design the new complex. Joined by general contractor Heatherbrae Builders, they broke ground on the project in April 2024, after a year of planning and design work.

“We wanted it to resemble farm country,” says Turyk. “We wanted it to fit into the rural, agrarian, low-slung building, which is why we excavated down quite a bit, and we’re building up the berms around it so that it doesn’t look imposing. It kind of looks like one of the dairy barns in a way. That’s part of the reason the cladding is sort of that ‘foresty’ green, so when all the landscaping is in it will blend quite nicely.”

A new tasting room is a highlight of the new complex, replacing the 14-year-old

JEFFREY BOSDET/DOUGLAS MAGAZINE

TAKING IT TO THE STREETS

BY LIONEL WILD

The City of Victoria and local police are stepping up in the battle against drug-fuelled street disorder and violence in the downtown core, say local business leaders.

Now it’s the province’s turn.

“We are very pleased that the city has made some tough decisions, some bold decisions, and taken money from other areas that maybe were a priority a year or two ago, and recognizing that this is a priority,” Jeff Bray, CEO of the Downtown Victoria Business Association, says of the city’s sudden $10.35-million reallocation of funds in early July to tackle rising street disorder downtown.

“We would like to see the province move equally quickly and equally boldly to start delivering the services that they need to do to make the big difference overall here. The city’s doing what they can, doing more than they should in the absence of the province. Now’s the time for the province to match that.”

tasting room that will be torn down.

“There’s a bunch of regulations about [buildings’] footprint on ALR [agricultural land reserve] land, and with the tasting room as well — we knew in 2014, two or three years after we opened it, that it was undersized,” says Turyk.

An expanded production facility and tasting room reflect the evolution of Unsworth’s business, as it has planted 43 more acres of vineyard on a non-adjacent property in north Cowichan. That new acreage — on a 60-acre property bought in 2020 — will join the 10 acres of vineyard on the 32-acre estate property to essentially double the winery’s production by 2028, when the new fruit is harvested and vinified.

As Turyk puts it, “Our current winery just doesn’t have the footprint to accommodate the added volume.”

The city and local businesses are tackling downtown disorder; now they say it’s the province’s turn.

more reports or empty promises” from all levels of government.

“In the short term, enforcement will make a big difference,” Bray says of the city’s and its police department’s moves to enforce existing bylaws. “But without the province stepping up and delivering the variety of services some of these individuals clearly need, whether that’s jail time or mental health and addiction services, it’s not going to have a lasting effect.”

39%

of businesses reported a decline in economic performance

The DVBA’s survey of its members, included in its report, points to the potential perils of not addressing the issue. Among its findings, 39 per cent of businesses reported a decline in economic performance in the downtown area with a business vacancy rate of 11 per cent. Moreover, when asked if their lease was ending and whether they’d renew it based on current conditions downtown, 48 per cent of businesses surveyed said they would not, or weren’t sure.

11%

That funding announcement which included new money to hire an additional 12 bylaw staff as well as funds for nine new or redeployed police officers to focus on the troubled Pandora and Princess avenues came as a result of escalating public concern over homelessness, open drug use and violence throughout the downtown of the provincial capital. Bray’s DVBA sent shock waves through the city in early June with its annual report subtitled “A Wake Up Call” and attached a survey of its members on the state of the city’s downtown, where homelessness and addiction have become public spectacles in the last few years. That was quickly followed by the release of the City of Victoria’s own Community Safety and Wellbeing Plan, a culmination of two years of work that includes dozens of recommendations for all levels of government to address the crisis.

of retail storefronts in downtown are vacant

48%

of businesses would consider closing if they were not tied to their lease

Source: DVBA survey

Thirty-plus per cent of the DVBA’s 1,800 membership took part in the survey, says Bray.

“We are at that tipping point, because once people say, ‘we’re out,’ it will be almost impossible to convince them otherwise,” he says. “If they’re on the fence, they’re looking for that thing that says, ‘OK, I can have more confidence.’ ”

That means getting all levels of government involved. While the city addresses immediate concerns like enforcing existing laws on drug use in public or continually sheltering in public spaces, provincial and federal levels of government are tasked with longer-term solutions like health care, housing and criminal justice reforms.

But what really got the $10.35 million suddenly on the table was an eruption of violence at the end of June. Among the incidents: Yates Street bike shop owner Tyson Schley suffered a broken arm after being attacked by a man while trying to close his business for the day. He remarked in a Facebook post afterwards that “the growing lawlessness downtown is impossible to ignore and incidents like this are becoming far too common.” He also called for “bold action, not

“I’m hoping that the province, quite frankly, is a little embarrassed because if you look at the [recommendations] in the city’s Community Safety and Wellbeing Plan, almost half of those are really provincial responsibilities, but the city is saying we can’t wait so we’re going to get on with it,” says Bray.

“My hope is the province realizes that it’s not a good look for cities to be looking at health care and some of these other things that are really provincial responsibility, so they step up and get the health authority to quickly start contracting out the appropriate services that meet the needs of the individuals, but also meet the needs of the community.”

Unsworth Vineyards’ new winemaking facility vastly expands their production capacity.

Recognition for Victoria Restaurants

Marilena leads the pack at the YAM Best Restaurant Awards.

Each year, Douglas magazine’s sister publication, YAM, announces the winners of its Best Restaurant Awards, celebrating the finest in dining experiences across Greater Victoria. These are the South Island’s only fully independent restaurant awards, recognizing the city’s top chefs, sommeliers, producers and front-of-house staff, and a must-attend celebration of the city’s hospitality industry.

This year, in late June, more than 300 members of Greater Victoria’s culinary and business community gathered at the Inn at Laurel Point for the sixth annual YAM Best Restaurant Awards, produced by YAM magazine and Page One Publishing.

Taking home the top prize among the 21 categories, Marilena Cafe & Raw Bar was named YAM’s 2025 Restaurant of the Year and also won in the categories of Best Big Night Out, Outstanding Service and Best Wine Program. “It is,” the judges said, “a place that truly understands what Victorians have been hungry for.”

In addition, Kiran Kolathodan and Karma Tenpa of Cafe Malabar were named Chefs of the Year (and also won in the Best South or Southeast Asian category) and Janevca Kitchen & Lounge was the recipient of the Best New Restaurant Award and a finalist in several others.

For the full list of winners and runnersup, visit yammagazine.com.

CHAMBER AWARDS RECOGNIZE LOCAL SUCCESS STORIES

Annual event celebrates the businesses that inspire.

Greater Victoria, a community renowned for hospitality and tourism, was serving up – and recognizing – a bit of both at the recent Greater Victoria Chamber of Commerce Awards. The annual soiree, held at the Victoria Conference Centre, saw five of the 14 awards presented go to tourism and hospitality-oriented businesses. From a marine adventure company (think whale watching) to summer music festival organizer and prominent local brewery, public-facing firms were recognized by an independent judges’ panel of prominent local business leaders.

THE WINNERS (AND CATEGORY FINALISTS)

Business of the Year (1-10 employees)

This Week’s Lunch

Finalist: Alley Kat Signs and Marketing

Business of the Year (11-39 employees)

Prince of Whales

Finalist: LIDA Construction

Business of the Year (40-plus employees)

Phillips Brewing and Malting

Finalist: Red Barn Market

New Business of the Year

FORGE Technical Solutions

Finalist: DermaLight Clinic

Non-Profit of the Year

Victoria Brain Injury Society

Finalist: Garth Homer Society

Business Person of the Year

Tessa McLoughlin, KWENCH

Finalist: Hana Akai, Level Up Salon Suites

Community Builder of the Year

Victoria Native Friendship Centre

Finalist: Island Savings

Emerging Business Person of the Year

Inderbir Singh, Western Canada Security

Finalist: Kane Hammontree, Solve Energy

Innovation Award

Rifflandia Entertainment Company

Finalist: Hakai Energy Solutions

Outstanding Customer Service Award

The Green Kiss

Finalist: Ooh La La Cupcakes + Cakes

Outstanding Workplace of the Year

Brentwood Bay Resort

Finalist: Green Island Builders

Sustainable Business Practices Award

Schneider Electric

Finalist: The Root Cellar Village Green Grocer

Chamber Member of the Year

Josue Dubon, DesignWealth

Chamber Award of Distinction

Cathy Scott, Departures Travel

Bestselling Canadian economist Jeff Rubin’s A Map of the New Normal (Penguin Canada) truly maps out a new normal shaped by a “perfect storm” of pandemic debt, rising inflation, energy scarcity, global conflict and fractured supply chains. Rather than a doomsday forecast, this book equips readers with the ability to navigate uncertainty with insight, highlighting new opportunities as countries begin to focus more on self-sufficiency. Rubin reveals how individuals, investors and policymakers can adapt and thrive amid disruption. It’s a good read for anyone seeking clarity, confidence and a road map for the future.

Cathy Scott is the recipient of the Greater Victoria Chamber of Commerce’s 2025 Award of Distinction.

CODED CALLS

Dialing up a new number for B.C.

If you notice the area code “257” popping up in your call display, don’t worry it’s not coming from one of those scammer havens. It’s British Columbia’s newest area code, which came into effect in late spring.

It joins five earlier codes for a total of six in this province, Canada’s third highest number of area codes after Quebec with 12 and Ontario with 18. Back in 1947, when the first continental telephone numbering plan was established, 604 was the province’s original area code before being designated for Vancouver. In 1997, 250 was introduced for Vancouver Island; 778 was created in 2001 for Vancouver; and the provincewide 236 and 672 were introduced in 2013 and 2019, respectively.

The Canadian Radio-television and Telecommunications Commission decided to add the 257 area code to B.C.’s mix because the possible phone numbers within the existing area codes have started to run out. It will be implemented gradually and the change won’t affect existing numbers.

Next Stop: REDEVELOPMENT

The Roundhouse at Bayview receives rezoning approval

With city council’s rezoning application approval for the Roundhouse at Bayview property in Vic West, redevelopment plans of the historic railsite may finally be ready to leave the station. That’s two-and-a-half years after council OK’d rezoning and amendments to the official community plan, 17 years since initial rezoning and development plans got city approval and nearly 20 years since developers started buying up land for the site.

The approval makes way for the proposed redevelopment of the Esquimalt and Nanaimo Railway roundhouse property running along Esquimalt Road, Catherine Street and Kimta Road, which was constructed in 1912 and designated a national historic site in 1992. It has largely been left unused since its closure.

The redevelopment plans would preserve the heritage buildings on site while adding nine new buildings ranging from 10 to 32 storeys close to 1,900 residential units to the area with 215 designated as affordable rental units. The proposal also includes the addition of retail and commercial space, public plazas and a child-care centre aimed at creating a new Vic West community.

Being seen in the community means one doesn’t need to be on bus benches or the sides of buses.” “

SUCCESS PURPOSE

WITH A

With high profiles and numerous contacts, Realtors are poised to lead in community affairs. But do they?

BY DAVID LENNAM

We start giggling when Tony Joe jokes that he’s becoming the new Eric Charman.

The quip is more tribute for Charman than gentle mocking. Gavel in hand, the late Realtor and impresario was renowned for leading fundraising efforts as auctioneerto-the-moneyed. Charman was the go-to guy for emceeing, hosting and for his considerable crowd-pleasing philanthropy.

Joe has assumed that mantle. “But I don’t do the Charman guilt,” he laughs.

Comparison to Charman is apt, though Joe’s enormous involvement volunteering for local groups, sitting on boards and wrangling a microphone is done with some under-the-radar humility.

The 56-year-old father of two young teens has worked for 34 years selling homes in his hometown of Victoria. And he’s sold a ton of them, in the range of 3,100. He owns a brokerage, Prime Real Estate Team, under the RE/MAX brand. His wife, Susan, works alongside him.

But their dinner-table conversation might be less about conveyance and more about community.

A snapshot of Joe’s numerous engagements run from the Victoria Real Estate Board (VREB) and the Chinese

Community Association to the Victoria Symphony, Victoria Hospice, Anawim House, the Dragon Boat Festival and, recently, the Victoria Hospitals Foundation. As Joe points out, “Being seen in the community means one doesn’t need to be on bus benches or the sides of buses.”

Douglas: What made you want to get involved with so many community organizations?

Tony Joe: My mother was very much community minded and that came from her mother. And a lot of that had to do with living in China through the [1937-1945 Sino-Japanese] War. At the time she sought the help of the nuns. They were a Catholic family and they relied on the community and I saw that as a kid. Fast forward to my business life. People always said you should join, say, Rotary because it’s good for business. I’m glad that I didn’t at the time because I think had I done that early it would have been for the wrong reasons.

Douglas: Should Realtors take the lead in getting involved in the community?

Tony Joe: For Realtors it’s as much selling the community as it is selling houses. I tell

NON-ALCOHOLIC LINEUP � spinnakers NON-ALCOHOLIC LINEUP

there aren’t more of us involved in service

How do you inspire others to get

foundation for relationships that may take

most proud of in terms of your community

VICTORIA SYMPHONY

connections and our skills and our knowledge and put it in other places that have a value.

Douglas: How has selling real estate changed in your 34 years in the biz?

Tony Joe: Technology. Things happen quicker now. I was around when fax machines were new and you still had to run around with paper and wet ink. There were countless late nights driving from Sooke to Sidney. Today people sign documents electronically. You can be having Easter dinner with your family while sending an offer off.

Douglas: How has social media influenced selling real estate?

Tony Joe: It’s a valuable tool. You get engagement, you get inquiries, you can convert leads and all that. The issue I have for younger Realtors is a lot of them rely solely on their social media and sometimes they forget about the importance of face-to-face. They would rather have conversations online.

Douglas: I asked you in 2011 whether the real estate bubble was about to burst in Victoria. It never did. Why?

Tony Joe: I often ask the question if I’m in a room, “How many people are born and raised Victorians that never left?” The number of hands that go up are maybe five per cent. Which means the rest of the people have come from somewhere else. Victoria’s a pretty nice choice. You’ve got

the lifestyle. Victoria can never stop being a destination place and we’re also not an industry town.

Douglas: Vancouver saw a big wave of real estate interest from Asia. Why did that trend not materialize here?

Tony Joe: Victoria’s really too small. We don’t have the amenities, we don’t have the shopping. What we did have, though, is new Canadians who made their move to Vancouver or Toronto, got their permanent residence and became Canadian citizens. Then maybe they want to send

their kids to Glenlyon Norfolk School and they buy property in Victoria and the kids go to school. What happens a lot is the neighbours go, “Oh, that is a foreign buyer.”

Douglas: What would you like people to know about Tony Joe?

Tony Joe: Am I the person that they see when I’m emceeing or auctioneering? If you’re doing things just for business I think it’s evident. Whereas to me, I value this community. I’m from here. It means a lot to me. Anything that I can do I should do to make this a better place.

Tony Joe, emceeing the Victoria Symphony's Spectacular Spring Gala (above) and volunteering at the Oak Bay Collector Car Festival (left), is a prominent business figure and community supporter.

Interiors x

Brayden Degagne of Ocean Performance Technologies combines his experience in the electrical trade with his new career as a marine systems specialist.

TRADES TURNING TO

BY SHANNON MONEO

Skilled workers are in high demand. So are the training programs that hone their expertise.

IFwe want homes, ships, pipelines, cars or the roads they travel on, we need people to build them. We need pipefitters and construction workers, plumbers and electricians, welders and stonemasons. We also need chefs, designers and hairstylists. We need the trades.

The trades refer to skilled hands-on labour professions that typically require specialized training and education, often including apprenticeships. In many areas, qualified trainees are eligible for Red Seal certification, a Canadian standard of excellence that allows certified tradespersons to work across the country.

“People in the trades are highly skilled. A trades career requires a lot of knowledge,” says Joy Wickens, the dean’s assistant at Camosun College’s school of trades, industry and professional studies. “We should encourage their celebration.”

Yet skilled trades have often been overlooked as a career path, despite the level of expertise they require. That’s changing now — after all, trades jobs tend to pay well and are largely AI-proof — and demand for training is on the rise.

According to SkilledTradesBC, there are 90 trades training programs in B.C., with 49 of them leading to Red Seal accreditation. But that, many say, isn’t enough to meet demand. And although both the federal and provincial governments have emphasized the importance of the trades and promised financial help, it’s lagging behind the actual need. At Camosun, for instance, certain trades programs are underfunded by about 30 per cent. “We can’t get the funding for the programs we want,” Wickens says.

“Tradespeople work with their minds and their hands,” says Shelley McIvor, managing director at Quadrant Marine Institute in Sidney. “Trades are underappreciated for how critical they are.”

Here are three very different schools in Greater Victoria that are helping train the next generation of tradespeople.

Quadrant Marine Institute

McIvor once spent her days in a laboratory as an analytical chemist. About a decade ago, she ditched the lab coat for work boots as managing director at Quadrant Marine Institute in Sidney. As her lifestyle changed, so did her career aspirations.

McIvor lived on a boat for several years and traversed the Panama Canal. She knows her way around ocean-going vessels, so her knowledge was a great fit for QMI.

“You

never stop learning in the industry. Every day is different. Every boat is different. Boats are incredibly customizable.”

ShelleyMcIvor, managingdirectorat QuadrantMarineInstitute

“This is my happy place,” she says. McIvor’s happy place was formed 30 years ago by marine industry owners and professionals who were facing difficulty finding skilled workers. “Quadrant decided to start providing courses to cover the whole boat, from bow to stern, all the technical aspects in a vessel,” McIvor says. QMI’s tagline is “We Float Boats,” but QMI also launches careers.

There’s no shortage of pleasure cruisers, light commercial vessels or fishing charter boats that need servicing. Within a fivekilometre radius of Sidney’s Canoe Cove Marina, McIvor estimates there are 5,000 such vessels, about one-tenth of them at Canoe Cove, where QMI is based and where teaching happens. “You never stop learning in the industry. Every day is different. Every boat is different. Boats are

JEFFREY BOSDET/DOUGLAS MAGAZINE

Owen Richards puts his trade-school training to work in his role as a journeyperson marine service technician at lackline Marine, a Sidney-based yacht repair and overhaul company.

incredibly customizable,” McIvor says.

QMI’s dive into training happened on the fly, and since 1996 there’s been a constant evolution of the program, partly in response to ever-changing provincial training standards and marine demands. By 1998, QMI’s training program was recognized by the province and soon after its marine service technician (MST) credential came into being.

QMI provides training in Sidney and Vancouver and has expanded to Nanaimo. The instructors are people actively working in the marine industries. “Every one of them teaches from their speciality,” says McIvor. Programs draw apprentices from across Canada who funnel into three streams.

The first, marine service pre-employment, is a six- to eight-week course, for ages 16 to 29, where students start in the classroom and progress to work experience.

The second is a four-year apprenticeship program where students finish with a MST certification. It is the most popular of the options, McIvor says. Sponsored by their employer, students continue to work at their marine jobs while building their skills.

“They learn the whole scope of the boat,” McIvor says. Safety, design, installations, composites, wood, metals, paint, rigging, electronics and mathematics are covered. “Some apprentices learn one area and then

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move on to another,” McIvor says of the lifetime process to master MST.

The third stream is manager training. Groomed to be a project manager, students commit to online learning, workshops, months of actual managing and a review.

Graduates are not Red Seals; instead, MST is considered a qualifications trade, bestowing a journeyperson ticket. The certificate of qualification proves that an individual is qualified to work in the relevant trade occupation in Canada and has passed the licensing exam.

McIvor says there are always jobs available in the marine industries, where entry-level workers earn approximately $25 per hour, a journeyperson can earn $35 per hour and up, reaching $50 or more per hour for a lead hand or supervisor.

McIvor touts the community-based feeling evident in QMI’s philosophy. Having close-athand peers who can assist is valuable given that some of the vessels being repaired or maintained could be $10-million yachts or Coast Guard ships.

“These are not careers that AI will be able to replace,” McIvor says. “You have to be physically able to take things apart and put them back together.” When human lives are involved, onboard systems must be structurally sound and safe. “Technology helps, but will not replace a person.”

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MARINE

Becky Kelly also benefits from her trades training as a project manager and journeyperson marine service technician with Raven Marine Services yacht maintenance and care in North Saanich.

JEFFREY

BOSDET/DOUGLAS MAGAZINE

Camosun College

For many students interested in a career — often, a second career — in the trades, be it culinary or carpentry, horticulture or heavy mechanical, plumbing or electrical, their path takes them to Camosun College and the school of trades, industry and professional studies.

Emma Hunsche gave up a seven-year, physically demanding job as a route setter (a person who designs and creates paths on rockclimbing walls, primarily in indoor climbing settings) to continue her learning quest in the culinary arts.

“After climbing, food was my next biggest passion,” says Hunsche, who grew up near Edmonton and was influenced by her oma’s German cooking and a mother who experimented with a myriad of cuisines. “I was ready to reinvest in my education and I heard really great things about the culinary arts program.”

Hunsche isn’t sure where she will work once her training finishes, but she’s considering pastry cookery or working at a local farm-totable enterprise. “It’s exciting not to know where I’ll end up,” she says. But she does know that possessing a trade’s skill is incredibly rewarding. “You get better and better. You keep learning your whole career.”

Demand for culinary training is strong, says David Lang, chair of culinary arts at Camosun, where he has been training cooks for over eight years. Just recently, some 28 students applied for the 18 spots in Level 1 of the professional cook certificate program.

In Lang’s kitchen, there is a range of ages,

make a burger,” Lang says. And, he adds, as with all the trades, the tools are important: “We don’t use drills or hammers. We use knives and whisks.”

Graduates have plenty of options. They can work in a restaurant, of course, but they can also work as bakers or private chefs, open a food truck or a ghost kitchen, become a caterer or work on a cruise ship. And, like many other trades, the culinary arts may well be one of the few careers that are resistant to artificial intelligence. As Lang says, “It’s easy to make a good soup. It’s hard to make a great soup.”

Like most Camosun trades training, culinary arts offers two paths: foundation or apprenticeship programs. The foundation stream is pre-employment professional cook training that gives the student basic, practical skills at two levels after 28 weeks. The apprenticeship program offers six-week professional cook training for three levels; those who complete Level 3 receive their Red Seal.

“We don’t use drills or hammers. We use knives and whisks.”

DavidLang, CamosunCollege chairofculinaryarts

Students in the Camosun College culinary arts program come from all backgrounds and graduate with skills they can use everywhere from restaurants to bakeries to food trucks.

CAMOSUN

ELECTRICAL

Aside from its culinary arts program, Camosun also offers training in a wide range of other trades. But in some areas teachers are juggling numbers and reluctantly squelching dreams. There just isn’t enough money to add enough training spaces or to upgrade equipment, even though there are wait-lists for programs in oversubscribed areas such as electrical, sheet metal, heavy mechanical and automotive service.

“Over 10 years, there hasn’t been increased funding for apprenticeship training,” says Kyle Broad, Camosun’s chair of motor vehicle and metal trades.

“There’s no shortage of students. In fact, there’s wait-lists,” says Wickens.

The high demand for Levels 3 and 4 training would give graduates their Red Seal designation, but wait-lists are long and there’s no money to add more seats. Adding to the shortfall is the much-diminished number of international students, whose high tuition fees helped fund programs for training women and Indigenous students in the trades. Those offerings have been suspended.

During their election campaigns, the parties that would form both the provincial and federal governments promised new funding for trades apprenticeships, but that money has yet to appear. Meanwhile,

Camosun College has taken a lead role in attracting women like Emma Reid into construction and offers programs that lead to Red Seal certification.

CAMOSUN

COLLEGE

Students at work in the electrical foundation program at Camosun College.

JEFFREY BOSDET/DOUGLAS MAGAZINE

although the Canada Apprentice Loan program offers interest-free loans to help registered apprentices with the cost of their training, a pair of federal apprenticeship grants ended on March 31. And while Camosun’s fundraising foundation is active, it takes money to find money, Wickens says, adding, “Every gift comes with a cost.” Often that cost is the long-term maintenance of a one-time project, which inevitably falls on the college.

though, that all levels of government are also making promises about building more housing and other infrastructure. “We won’t be able to meet those objectives if we don’t get apprentices through the system,” Broad cautions. “If students have to wait two or three years, they’ll do something else.”

JEFFREY BOSDET/DOUGLAS

Pacific Design Academy

At downtown Victoria’s Pacific Design Academy (PDA), upgrades to the premises and equipment are vital for the privately operated institution. Graphic media design, fashion design, interior design, architectural building technology, app and web development, and motion-picture production all require the latest equipment.

“We are a college really interested in students’ career goals. We are very hands on,” says Mary-Claire Ukah, PDA’s registrar and communications contact.

At PDA, class sizes don’t exceed 18 students. Instructors are industry professionals who bring their experience into the classroom. “They focus on skills that lead to real jobs. They are passionate,” Ukah says.

But quality comes with a price. Tuition runs about $13,000 to $16,000 per year and most programs span two years. (Comparatively, one year of tuition at the University of Victoria is roughly $12,000.) Shorter terms exist for those wanting professional design certificates or enrolling in evening design workshops (learning a new skill).

Ukah adds that not everyone wants to complete a four-year university degree. PDA’s creative aspects hold appeal for high

school graduates and dissatisfied university students. “We have a lot of students who got four-year university degrees and then come to PDA,” she says. Most students are in the 18-to-40 age range and most are from Canada.

Fashion design is the most popular full-time diploma program, followed by interior design. Pay rates for graduates are project specific, with graphic design being one field where wages can be high. New interior designers start at around $20 per hour, but Ukah says that wages can soon reach $30 per hour.

Katie Csuka finished her two-year interior design program in June and had already secured a job several months before she completed the course. “It’s an education that sets you apart from other careers,” says Csuka. The broad scope of the course teaches students how to create photorealistic renderings or 3D computer models, draft construction drawings and advise on colour/finishes/lighting/ furnishings, all while meeting clients’ needs.

Csuka, who grew up near Calgary, later moved to Victoria to attend UVic as a psychology student. But after two years she realized it wasn’t her calling. “I wanted

to get right into my career.” Another factor playing a role in her decision was that a lot of psychology BA graduates have a very difficult time getting into a master’s program. “Some students go to school for four years and don’t use the degree, especially psychology,” Csuka says.

Not afraid to classify interior design as a trade, she has embraced the many hats she dons in her new career, from discovering clients’ wants to using Lumion to create realistic photos to drafting construction plans. “And there’s fun stuff, like colour palettes,” she says.

Answering the Call

With headlines, industry reports and expert analysis all pointing to an urgent need for tradespeople, the full program wait-lists show that people are ready to roll up their sleeves and fill the gaps. “In so many trades you create with your hands,” says chef-intraining Hunsche. “If your hands are dirty, you’re creating something.”

“Tradespeople work with their minds and their hands. … Trades are underappreciated for how critical they are.”

— ShelleyMcIvor,managingdirectoratQuadrantMarineInstitute

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A student drafts patterns in the sewing room at Pacific Design Academy.

Beyond the trophy: How FORGE measures real success FORGE TECHNICAL SOLUTIONS

FORGE is honoured to have been named the Greater Victoria Chamber of Commerce’s 2025 New Business of the Year. This milestone reflects the dedication and expertise of the entire FORGE team.

For a company built on strategy, technology and long-term partnerships, this recognition is especially meaningful. It affirms that the work FORGE is doing not only matters, it is truly valued.

Yet for FORGE, real success goes beyond accolades. True achievement comes when clients begin to see measurable, lasting, business-transforming change.

THE WINS THAT MATTER MOST

FORGE often engages with clients at pivotal moments. Momentum may be strong, but the path forward is unclear. The brand no longer reflects the company’s identity. Marketing feels reactive. CRM systems are underutilized, and qualified leads fall through the cracks. The website underperforms, missing the mark with

its target audience. Technology feels like a burden rather than a tool.

That’s when FORGE steps in.

By listening closely and identifying the gaps across marketing, brand, CRM, web and IT, the FORGE team builds systems that work together seamlessly. The impact is clear: smoother workflows, sharper messaging, better leads and greater confidence.

REDEFINING SUCCESS, TOGETHER

Recognition is rewarding, but what happens after the applause fades is what truly matters. Success is when a business owner breathes easier, knowing their systems are no longer holding them back. It’s watching a leadership team embrace growth with scalable tools and strategies. It’s hearing “This finally works” from an owner who has tried everything else.

The award may sit on FORGE’s table, but the real win lies in the results their clients achieve. For businesses where growth feels harder than it should, FORGE is ready to help. Because progress should feel empowering.

And with FORGE, it does.

“We recently worked with FORGE to revamp our website. Their team created a strategic approach tailored to our business goals and delivered website updates to help us increase our lead generation and local presence. Highly recommended!”

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At SeaFirst Insurance, taking care of people means more than offering policies — it means being part of the community and standing alongside those who live and work there. For over 40 years, the SeaFirst team has focused on creating meaningful, personal experiences for clients by listening, learning and leading with care.

The journey begins by meeting people where they are. SeaFirst understands that, for many, buying insurance can feel like just another obligation. That’s why the team is committed to changing that perception, offering guidance that transforms a stressful task into a positive, empowering experience. The focus is not just on meeting requirements, but on supporting lives and livelihoods.

Every interaction — whether it’s a walk-in, phone call, email or message on social media — is seen as an opportunity to connect. The SeaFirst team lives and works in the same neighbourhoods as their clients. They understand how important it is for

people to feel seen, heard and understood. Their concierge-style service is built on acknowledging individuals, earning trust and taking the time to understand what truly matters.

From first-time homeowners and small business owners to those navigating complex coverage needs, SeaFirst staff offer support with clarity and compassion. The company believes insurance should be personal, because it is. That’s why team members take the time to explain how coverage works and how it protects what matters most. The goal is to ensure every client, personal or commercial, feels secure and informed.

The company’s commitment doesn’t end at the office. With over 100 team members across Greater Victoria and the Gulf Islands, SeaFirst is proud to live out its values in the communities it serves.

Staff regularly volunteer with youth groups, serve on nonprofit boards, mentor young professionals and support local fire

departments. For SeaFirst, being part of a community means showing up — not just in times of need, but every day.

When SeaFirst says, “We Got You,” it’s more than a slogan; it’s a promise from people who care deeply about where they live and who they serve. Across all six locations on lower Vancouver Island, experienced teams are ready from day one, whether answering a question or helping with a claim.

SeaFirst isn’t just helping clients — it’s helping neighbours, friends and families. Because at SeaFirst, it’s not just about insurance. It’s about people.

left to right: Dan Olive, Aaron MacGregor, Mike Kissinger, Ali Flynn, Steve Pearce, Joel Tyrrell, Joshua Ward, Garrett Hartley, Dylan Bell, Loretta Copley, Scott LeBlanc

Brentwood Bay Resort, Arbutus Room

and Lori Stofko

Cross-border shopping: Becoming Canadian CHINOOK BUSINESS ADVISORY

Lori and Peter Stofko discovered Victoria in their travels many years ago. Like other visitors to our extraordinary city, they were smitten on their first visit. They visited again and decided they wanted to live here. They didn’t fool around. They bought a condo so they could visit easily and often as they plotted how to leave their lives in Colorado, pack up the twins and head for the Shangri-La we all know as Victoria. Things got serious when they decided that the best way to make the move was to purchase a business and recreate their lives here — only better. The online search began. The first business that caught their eye was represented by Chinook and a direct connection was made. That business wasn’t quite right, but fortunately Don Beatty had engaged Chinook to help sell Pacific Rollshutters and Awnings. Peter was making his livelihood by buying, fixing up and reselling properties, as well as building custom homes. He clearly had lots of experience in the construction industry and had purchased and installed his share of awnings and pergolas.

Peter signed the NDA, explored Chinook’s package, and called them to discuss further. After that, the team at Chinook shared what they had learned about Peter and Lori with Don, arranged a buyer-seller meeting, submitted a Letter of Intent, negotiated the terms and moved on to due diligence. All was going well — Don ran a clean operation. There were no surprises. Closing was for April 30. Alas, that was 2020. Something happened that year. Did it start with a C?

The pandemic derailed plans, but not the desire to complete the deal. It was decided that Peter would come ahead of Lori and the kids. Travel restrictions were closely monitored. A plan began to take shape. Peter arrived in early summer to close the transaction and start working with Don, who trained Peter in the operations.

Time passed. The family reunited. Then Nigel and Debra of Rufell & Brown approached Chinook about selling and asked if Peter and Lori might be interested. Fun fact, Lori had been working with their number one supplier, Hunter Douglas, for

years and was very familiar with the industry. Conversations began, creative deal-making ensued, and now two delightful people have escaped a changing U.S. to become Canadian citizens, valuable contributors to our community and owners of two iconic businesses.

Changing lives, one sold business at a time.

Peter

Leading the shift to smarter IT TECNET CANADA INC.

Over the past 50 years, the technology needs of Victoria’s small and medium businesses have grown from basic IT support to complex, strategic solutions, including cybersecurity, cloud services and digital transformation. Today, technology is vital for growth and innovation — demanding not just expertise, but a trusted, long-term partner.

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Under the leadership of CEO Matthew Van Heyst, the company has introduced a growing portfolio of AI services, including AI Readiness Assessments, public, private and personal AI engines, AI-powered PCs and custom AI solutions. These tools are built to streamline workflows, reduce manual tasks and support smarter, faster decision-making.

“At Tecnet, we strive to be the IT partner of the future — bringing together data, security, cloud and AI in a seamless way that drives exceptional outcomes for our customers.” — CEO Matthew Van Heyst

One of Tecnet’s recent initiatives was its AI Panel: Ask Me Anything About AI, hosted at the Rising Economy 2025 event in Victoria, B.C. This engaging session brought together a curious and diverse audience of business owners and professionals eager to understand how AI can drive productivity in their organizations. The team offered real-world examples and answered live questions, helping make the complex world

of AI more approachable for local businesses. A standout topic was AI agents — intelligent virtual assistants that the business can build themselves. Tecnet continues to champion this emerging technology as a key way for businesses to work smarter, faster and more efficiently.

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Tecnet’s AI Panel at SIPP’s Rising Economy Conference. Left to right: Elaheh Nouri, Business and AI Solution Manager; Matthew Van Heyst, CEO; Russell Woodford, Senior Cybersecurity Leader; K Krasnow

Resettled & Rising

The HIRES pilot project helps refugee youth while transforming the Island’s workforce.

BY DIANE SELKIRK | PHOTOS BY JEFFREY BOSDET

Ishimwe, a refugee from Malawi, has landed a job in housekeeping at the Tofino Resort + Marina, thanks to a program from World University Service Canada and the new Economic Mobility Pathways Pilot.

In late April, a small group of new recruits arrived in Nanaimo, en route to jobs at Tofino Resort + Marina. Like many international workers who head to Canadian tourist towns each year, they were young, energetic and eager to begin their new roles. But unlike most seasonal hires, this group shared a complex life experience.

“They’ve all recently come out of refugee camps in Malawi or Kenya,” says Alexandra Vasiliou, the resort’s human resources

Rather than arriving on working holiday visas the way many young workers do, these employees came to Canada initially through the federal government’s private sponsorship of refugees program and, starting in 2023, through the new Economic Mobility Pathways Pilot (EMPP) — a lengthy process that began when they were identified, recruited and vetted for resettlement by World University Service Canada (WUSC). Through WUSC and the newly developed

program,

and

— Alexandra Vasiliou, Tofino Resort + Marina human resources manager

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“The idea behind HIRES was to create a model where refugees arrive with employment already secured,” Seaborn says. “We provide some bridge training, but the goal is to accelerate their integration into Canada’s labour market and strengthen their self-reliance.” Given the persistent labour shortages in hospitality and tourism — and the sector’s appeal to young, entry-level job seekers — it was a natural place to start.

Post-arrival Training

Despite a solid plan, the program’s first year was disrupted by the COVID pandemic. Travel and quarantine restrictions forced the pre-departure training to shift to post-arrival, and Camosun College in Victoria provided a two-month program. Meanwhile, several Victoria-based hotels originally lined up to participate were temporarily scaling back or closing their operations. “We thought we might need to pivot to health care,” Seaborn recalls. But when she reached out to other communities, then-general manager Samantha Hackett at Long Beach Lodge Resort in Tofino recognized the program’s potential.

The first nine HIRES participants began work in November 2021 after completing their training, taking jobs at Long Beach Lodge, Tofino Resort + Marina and Shelter/ Shed Restaurant. Since then, the initiative has expanded to employers in Victoria, the Okanagan Valley and East Kootenays and to other Tofino-based businesses — including Hotel Zed and Pacific Sands Beach Resort — which combined have hired over 102 young adults and given them a new start.

With youth representing nearly twothirds of the world’s 35.3 million refugees, but only 150,000 to 160,000 people resettled globally each year, the need is urgent. Yet successful resettlement depends on small networks of supportive individuals, communities and employers.

WUSC connects employers with candidates ages 20 to 29 who speak English and have experience in TEER 4 and 5 categories under the National Occupation Classification (NOC) — guest services, housekeeping, kitchens and other support roles. Jobs must be full-time, year-round (30-plus hours a week). Seaborn also provides guidance to help employers support their new hires, drawing on WUSC’s decades of resettlement experience.

Extra Care Provided Early

While the level of assistance varies by employer, Vasiliou believes the success at Tofino Resort + Marina stems in part from the extra care provided early on. “It’s not that different from hiring through working holiday agencies,” she says. “They’re all young people learning to be away from their homes and families.”

Before arrival, Vasiliou sends a welcome email with details about what to expect and asks about personal needs. “I like to do a small grocery shop — make sure they have some favourite foods, a toothbrush, toothpaste, deodorant.” She meets them in Nanaimo and helps with essentials like bank accounts, phones and letting their families know they’ve arrived safely. “It’s

not just about work. It’s about integrating into a new country and way of life.”

New employees at Tofino Resort + Marina also receive two months of free staff housing, something that’s critical for those arriving from refugee camps who often lack savings or knowledge of how to secure a rental. Shared accommodation also offers a built-in support network of peers on similar journeys.

After up to a week of settling in and getting comfortable navigating daily life — setting thermostats and using washing machines included — Vasiliou begins their workplace orientation and training: policies, benefits, safety, a tour and shadowing a team lead.

Success Stories Emerging

Though onboarding takes more time and effort, Vasiliou says the payoff is undeniable. “These employees consistently stand out for their work ethic, attitude and the positivity they bring to our workplace culture,” she says. The results have exceeded her expectations. The program has not only stabilized staffing, it’s created a pipeline of strong performers. “Our internal promotions have never been so frequent,” she says. “Hiring that first cohort didn’t just solve a workforce challenge. We gained exceptional employees and played a small part in helping them begin new lives in Canada.”

As the first cohorts settle into life in Canada, success stories are emerging. Some employees have stayed on beyond their initial one-year contracts after being promoted. Others have used the opportunity as a launch pad, pursuing post-secondary education, trades training or relocating to larger cities like Nanaimo or Victoria, where they’ve stepped into team-lead and supervisory roles in the hospitality sector.

Seaborn notes that lessons learned in the early years have helped refine the program. Pre-arrival education now places greater emphasis on workplace expectations — how to ask for help, receive feedback and navigate interpersonal challenges. “These are people who’ve already shown incredible initiative by seizing the few opportunities available in camps,” she says. “The employers we work with say they can teach job skills, but they can’t teach attitude — and it’s those unspoken expectations that really help build confidence.”

Still, despite strong results and enthusiastic feedback from employers like Tofino Resort + Marina — which has just confirmed its next group of arrivals for 2026 — uptake has been slower than hoped.

“We’d love to see more businesses

These employees consistently stand out for their work ethic, attitude and the positivity they bring to our workplace culture.”

— Alexandra Vasiliou, human resources manager, Tofino Resort + Marina

take part in HIRES-EMPP,” Seaborn says. “There’s real opportunity here — not just to fill roles, but to change lives.”

Vasiliou agrees. She says she’s often struck by how quickly her employees adapt. “I’ll see them at a beach fire after work or the jazz festival in town and realize that six months ago, they were in a refugee camp.” She adds: “It’s not just the workers who got lucky with this opportunity. They’ve made our teams stronger and helped Tofino become a richer, more welcoming and more diverse place.”

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DREAM

TO FROM

HOW TO GO FROM SETTING GOALS TO CRUSHING THEM.

BY TAMMY SCHUSTER

You’ve probably heard this before: “What’s your five-year plan” or “where do you see yourself in this company?” These questions have followed us from our after-school job folding jeans at the mall to our trembling and awkward college internship interviews and almost every career move since. These questions are actually about your goals. Do you have them? What are you doing to achieve them?

Setting goals may feel like an arduous, eye-rolling task, but without them we risk wandering through life without focus or direction. Whether it’s related to your career, health, finances or saving for a home, learning how to set achievable goals provides us with more control over how we spend our days, nights or weekends.

Yet, as meaningful as it sounds, many of us struggle to achieve the goals we set for ourselves. It takes planning, thought and reflection, so if this seems like a lot of work — and that you have to set a goal to set a goal — we’ve got you covered. Here are some tips to help you move from good intentions to achievement.

Choosing relevant and achievable objectives, along with realistic deadlines, will provide clarity and create a sense of urgency that drives action.

BE SPECIFIC AND ACTION-ORIENTED

Details are a game-changer in goal setting. Vague or loosely defined goals can lead to frustration, burnout and loss of focus. Quantifying your goals — for example, “hit the gym three times a week for the next three months” instead of “be healthier” — makes it easier to measure progress and stay accountable. Goals should also be actionable and tell you the next step to take by using language that prompts immediate behaviour, like “create,” “launch,” “complete” or “improve.” Let’s say you want to create more of a social media presence for your business. A specific and action-oriented goal could start with “launch a new Instagram account with 20 curated posts by September 1.” That nextstep clarity provides a specific goal with an achievable deadline.

SET GOALS THAT FIT YOUR LIFE

Don’t set goals that you actually hate. It’s important to align your goals with your current life circumstances. A goal that’s ambitious but unrealistic for your time, resources or stage of life can quickly become overwhelming. Choosing relevant and achievable objectives, along with realistic deadlines, will provide clarity and create a sense of urgency that drives action. For example, a working mother and master’s student swapped her broad goal of “finish my thesis this semester” with a more actionable “write 500 words every Saturday during the kids’ soccer practice.” This new goal is more realistic and time-specific while still respecting her bandwidth.

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BREAK IT DOWN

Instead of tackling one giant goal, break it down into smaller, bite-sized chunks. Hitting mini-goals builds momentum as it has a snowball effect — progress fuels motivation, which drives more progress. If you or your business or organization has multiple objectives, dividing them into doable tasks makes everything feel more manageable. For big, intimidating goals, think snack-sized bites. They’re less overwhelming and more achievable, so you’ll see results sooner — which will keep you going.

If you or your business or organization has multiple objectives, dividing them into doable tasks makes everything feel more manageable.

S.M.A.R.T. GOALS

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The quality of your goals makes all the difference. Using a plan that is specific, measurable and reasonable can help make your goal actionable and easier to stick with. The S.M.A.R.T. goal-setting model, created by George T. Doran in 1981, involves using the following prompts to help set realistic and achievable goals.

S -PECIFIC

What do you want to accomplish? Who needs to be included? What steps need to be taken to achieve this? Why is this a goal?

M-EASURABLE

How can you measure progress and know if you’ve successfully met your goal? What type of data will you include? How will you evaluate it, and how frequently will you check?

A-CHIEVABLE

Do you have the skills required to achieve the goal? If not, can you obtain them? What is the motivation for this goal? Is the amount of effort required on par with what the goal will achieve?

R-ELEVANT

Why am I setting this goal now? Why is it important? Is it aligned with my overall objectives?

T-IMEBOUND

What’s the deadline for achieving this and is it realistic?

Once you have answered all these questions, create a goal statement based on what the answers have revealed.

THE POWER OF MILESTONES

Milestones are essential when it comes to turning dreams into reality. They serve as checkpoints, helping you track progress and stay motivated along the way. Whether you’re training for a marathon, launching a side hustle or writing an article (like this one), setting milestones maintains momentum and focus. For example, you decided to run your first half-marathon and set distance goals to complete for each week. Hitting those milestones will give you the confidence that you are on track.

EVALUATE REGULARLY

Review and evaluate your progress as you go. In life, when circumstances change so must your goals, which is why they require regular check-ins. Reviewing your goals shows what’s working, what needs tweaking and helps ensure you’re moving in the right direction.

CELEBRATE YOUR WINS

Sure, achieving your goal is the reward itself, of course. But you also deserve a little treat. Celebrating small and large achievements reinforces positive behaviour, keeping you motivated for the next step (and reward). After completing a demanding certification exam, book a weekend getaway, go out for an amazing dinner or buy yourself a little special something. Celebrating your achievements can keep the momentum alive and make the journey more enjoyable.

Celebrating small and large achievements reinforces positive behaviour, keeping you motivated for the next step (and reward).

SET TIMELINES

Determine the duration of your goal by estimating the time you need to achieve it. You could set goals weekly, monthly or in 12-week/three-month intervals. It’s also helpful to define specific hours per week/day or allocate which days you will work on your goal when you have spare time or alone time (eg. Sunday mornings, Wednesday evenings). For those unexpected turns of events, it can also be helpful to give yourself a small time buffer by increasing your estimated deadline.

BE FLEXIBLE

There’s a plot twist when goal setting: you don’t have to hit it perfectly. In pursuit of your goal, sometimes you grow, learn new insights or spark ideas that lead to something better than you planned. And sometimes life happens and you need to readjust. Don’t dwell on it or beat yourself up over missteps. Ups and downs are part of the process. We recalibrate, readjust and keep going.

Whether you’re crushing goals or just trying to remember where you wrote them down, the key is to keep going. Progress over perfection.

When you started reading this article, you unknowingly set a goal to finish it. I have good news: mission accomplished. Even better news? You’ve earned yourself a little reward.

Let’s set some goals, shall we?

Ethical, dedicated, reliableREALTOR

Piers Henwood is a Grammy and Juno Award-nominated artist manager and musician based in Victoria.

The Neil Young School of No

Rock ’n’ roll rules for business longevity: How saying no can lead to a better yes.

Picture the scene: I’m an upstart talent manager sitting nervously in a luxury London hotel room across from Elliot Roberts, the legendary music manager behind icons like Joni Mitchell and The Eagles.

Surrounded by opulence, Elliot is wearing tattered jeans and his trademark sandals for comfort. After digesting the problem I’ve presented to him for his advice on, Elliot picks up the hotel phone to call another room. Following some animated banter, he hangs up and says, “Piers, stay here. Neil wants to come down to give you his opinion.”

I gulp. After all, the Neil in question is rock legend Neil Young, Elliot’s client since 1968. It was in the mid-2000s, and I needed seasoned industry wisdom stat. Our flagship management clients at the time, Tegan and Sara, had just told me and my partner to say “no” to an offer to perform at Glastonbury, the grandfather of all music festivals.

“No?! How could we possibly say no to Glastonbury?!” I thought, stunned. A slot there could turbocharge their budding career and solidify their global rise. Nobody says no to Glastonbury!

At the time Tegan and Sara were signed to Elliot and Neil’s record label, Vapor Records, and as luck would have it, we were all overlapping in the U.K. that week. Neil was enjoying a night off from his run at the Hammersmith Odeon, and now he wanted in on our impromptu hotel summit. Perfect. Surely Neil would be the one to convince Tegan and Sara to say yes. After all, nobody says no to Neil Young!

When Neil entered the room, his famously penetrating gaze locked onto me. I was hit by a surreal mix of pride and panic. On one hand, how many people get a private consult with Neil Young? On the other, I couldn’t shake the thought: God, I hope this problem doesn’t make him angry.

As I explained the dynamics around the Glastonbury offer, Neil paced the room in brooding thought. When I cautiously started to ask his opinion on how to change Tegan and Sara’s mind, he stopped in his tracks and looked at me with a stare that could cut glass. I’ll never

forget what he said next: “It’s OK if they want to say no to Glastonbury. The more I used to say no to things in the ’60s and ’70s, the more my career grew.”

Mic drop.

As I picked my jaw up off the floor, Neil launched into a masterclass on the power of no. His career, he explained, was built on it. Saying no to tours and festivals always made the offers better the next year. Saying no to interviews made the media chase him harder. No to regional press. No to TV appearances. The aura of mystery surrounding him wasn’t by accident — it was the result of consistently saying no over decades, making himself scarce and valuable.

He explained that he also refused all outside opinions on his art. No record label or publisher ever gave him creative input. I quickly realized that “no” was the philosophical foundation that had created one of the most critically revered rock legends of all time. And unlike me, Neil and Elliot weren’t afraid of missed opportunities or disappointing people. They said no with conviction. I realized, uncomfortably, that I struggled with this, too often fearing missed chances or hurt feelings.

But Neil even had an answer for that. He credited his career longevity to saying no, and pointed out that longevity was clearly more important than hurting external people’s feelings. The goal wasn’t short-term success, it was sustainability. He spoke candidly about burnout, watching his friends die from life on the road in the ’60s and ’70s, and the manager’s true role: to protect the artist’s vision over the long term. Ensuring Tegan and Sara could still play Glastonbury 25 years on, rather than pressuring them to play that particular year.

As he dug into why Tegan and Sara wanted to decline, their reasoning became more and more understandable through his lens. The fee was modest as they were still climbing the ranks. They were slotted early in the schedule on a smaller stage, where it would be easy to get lost in the mix. They were already exhausted from relentless touring that year. I slowly understood that saying no might in fact become the best route to getting a better yes in future, and that

Tegan and Sara had been ahead of us in their thinking.

I eventually shook Neil’s and Elliot’s hands and staggered out of the room, feeling like a dazed apprentice left to wander the streets of London in thought. Despite my discomfort, we turned down the Glastonbury offer the next day. We never heard their reaction — shock, perhaps — but just as Neil predicted, the offer returned a couple of years later, much bigger and better. That time, Tegan and Sara said yes.

Neil taught me that night that saying “no” can be a powerful tool that plays on the economics of scarcity, both in the arts and business. It can create sustained value, protect longevity and create better outcomes. So whether you’re dealing with a draining client, a bad business deal or an opportunity that doesn’t feel right, your most rock ’n’ roll move might just be to say no. And while you’re at it — turn on the stereo, take a moment to enjoy your decision and keep on rockin’ in the free world.

Wirk Consulting works with not-forprofit Boards and CEOs using our robust Governance Framework to provide training for, assess effectiveness of, plan for, and implement governancerelated improvements – either as part of a broader strategy project or a stand-alone initiative. wirkconsulting.ca | 250.588.9051 team@wirkconsulting.ca Good Governance Drives Impactful Organizations. We Can Help.

Neil Young isn’t just a visionary Canadian folk-rock star, he’s an inspiration for the power of setting boundaries.

Ingrid Vaughan, principal of My Smart HR and founder of the Smart Leadership Academy, provides HR support and leadership coaching to smallbusiness owners and managers.

Reclaiming the Workplace: Why Are We Here?

Part 1 Examining the origins of fear-based leadership, its impact and the consequences it creates.

As we work with small business owners, we hear harrowing stories about the escalating difficulty and cost of managing employees in the post-COVID era. Running a business and leading people today is vastly different than it was five years ago.

Since COVID, wrongful dismissal lawsuits in Canada have increased significantly, making them a critical aspect of employment law. Additionally, over 5,000 harassment cases were reported by 500 employers in federally regulated sectors — without accounting for the thousands more within private businesses. While exact statistics are difficult to track across industries, local employment lawyers consistently report that workplace litigation is on the rise.

This growing legal risk has led many employers to manage from a place of fear. Instead of addressing poor performance or misconduct, they avoid difficult conversations,

choosing to shoulder the extra work themselves rather than hold employees accountable. The horror stories of costly lawsuits and exhausting performance management cycles have made disengagement feel like the safer option.

What Are Employers Afraid Of?

1. Fear of Litigation and Legal Landmines Employment laws are more complex than ever, particularly regarding remote work, accommodations and terminations. With heightened awareness of discrimination, retaliation and wrongful termination claims, leaders are increasingly hesitant — sometimes even paralyzed — when it comes to making decisions that impact employees.

2. The Rise of Remote Work and its Ambiguities Performance management, accountability and engagement are more challenging when employees aren’t physically present. Without

Workplace woes

Expected

Much more common, changing jobs for minor reasons Less frequent, seen as risky

Central focus, employers expected to accommodate Less discussion, stigma around it

Accepted formal annual reviews

Prefer real-time, frequent feedback

More resistance, sensitivity to critique Expected and accepted constructive criticism

Expected

Expect rapid advancement and immediate recognition

More skeptical of leadership and corporate decisions

daily interactions, relationships become more distant and addressing performance concerns feels riskier — especially when handled virtually.

3. Heightened Employee Sensitivities

Employees today expect more empathy, psychological safety and emotional intelligence from their leaders. However, tough conversations are often perceived as bullying, micromanagement or even harassment. Rising mental health concerns add another layer of complexity, leaving many leaders afraid to provide honest feedback. Meanwhile, terms like “toxic workplace” and “burnout” are often overused, making even reasonable performance expectations seem aggressive.

4. Generational and Cultural Shifts

Younger workers seek more coaching, less criticism and greater involvement in decision-making. At the same time, leaders worry about being labelled as toxic or overly rigid when enforcing workplace expectations. As employee demands for flexibility, inclusion and work-life balance continue to rise, many employers feel uncertain about how to maintain structure without backlash.

5. HR and Legal Oversight Has Tightened

Human resources departments now require extensive documentation before corrective action is taken, creating bureaucratic delays. Additionally, diversity, equity and inclusion (DEI) initiatives have made leaders secondguess their actions, fearing accusations of bias. In some organizations, HR’s increased involvement in performance management has made managers hesitant to handle issues independently.

6. Social Media and Reputation Risks

A single negative review on Glassdoor, Indeed or even TikTok can damage a company’s reputation overnight. Leaders fear public backlash, even when their actions are justified. Privacy

laws also limit what employers can say in response, preventing them from providing context that might clarify their decisions.

7. Post-COVID Workplace Trauma and Burnout

Many managers are still recovering from the immense workload and stress of the pandemic, leading to leadership fatigue. Rather than enforcing high-performance standards, some are simply trying to get through the day. Additionally, the shift toward employee-centric work cultures has made strict enforcement of policies feel like a betrayal of post-pandemic values.

The Consequences of Fear-Based Leadership

While these concerns are valid, the widespread withdrawal of managers from accountability conversations has left many businesses feeling like their workplace culture is slipping out of control. Some employers, overwhelmed by the risks of managing people, have even chosen to shut down rather than continue navigating these challenges.

Despite these difficulties, there’s good news. Companies that proactively adjust their leadership strategies and HR practices are thriving. The key is embracing a new leadership mindset. Holding onto nostalgia for “the way employees used to be” prevents leaders from successfully adapting to today’s workforce dynamics.

And yes — it’s hard work.

Transforming leadership approaches requires energy, empathy, self-reflection and a willingness to shift perspectives. But in a world that’s changing faster than ever, leaders who evolve their peoplemanagement strategies will be the ones who remain competitive, attract top talent and build resilient businesses.

In the next issue of Douglas, Part 2: Where Do We Go from Here? Helping you and your leadership team confidently reclaim your workplace.

Robyn Quinn is an award-winning storyteller. A public relations entrepreneur and small business owner of Big Bang Communications, she is happiest when her clients shine in the spotlight.

Redefining Success at Every Stage

Achievements and happiness not a one-size-fits-all concept.

According to research and our collective sense of loss shared on social media, we all struggle to find happiness and to feel like we are doing well. The hardest part? Personal definitions change as we pass through different ages and stages of life. The boomer generation had shared values, making success or happiness definitions a lot more consistent for them. They don’t understand why younger generations see the world so differently. Content is so tailored to individual algorithms deciding what we see, hear or learn there are fewer opportunities to share ideas or develop relationships. No one argues how social media is a negative influence on how we perceive our own happiness and success.

So how do we measure those terms when the measuring stick is less a stick and more like a ball of yarn? How do we set goals or decide if we are doing well? If you had to write down three things that you are most proud of in your life, what would they be?

Do you see yourself as an outlier or simply from another time?

Simon Larocque discovered entrepreneurship at UVic and now defines success as “working on stuff I’m passionate about and grateful for all opportunities I’ve been given.” For a lot of Gen Z entrepreneurs like him, one of the biggest hurdles in figuring out what success and happiness really mean is the constant noise of social media “pushing everyone to measure themselves against others. I realized real progress comes from tracking my own growth and goals, not comparisons.”

According to Larocque, his friend shared

this timely quote often attributed to Ernest Hemingway, but based on the Stoic beliefs of the Roman philosopher Seneca: “There’s nothing noble in being superior to your fellow man; true nobility is being superior to your former self.”1

In 2024, Larocque launched LampPost Victoria to address a need in the community for young people impacted by COVID isolation, those who had lost real-time social networks. Like Larocque when he started university, they were lonely, searching for friendships, but not knowing where to start. By sharing relationship-building events LampPost does double duty, meeting societal need and providing Larocque with a personal sense of purpose. Ultimately, he knows his definition of happiness and success will change along the way and that’s OK. No linear paths for this entrepreneur.

Is success an end goal or a constantly evolving reflection of values? Self-described zillennial (born on the cusp) Monique Sekhon always knew she wanted to be of service. Growing up in an extended immigrant family and encouraged to dream big, Sekhon never doubted she would become a positive force. Today as a trusted consultant, she makes the world better by improving health policies. She credits a funny source of inspiration for her core values in the “Anything is Possible” Barbie TV ad. As a youngster, Sekhon made that doll her mission. Persistence paid off and with Barbie recruited, Sekhon’s dreams took shape. She traces her sense of purpose to that “can-do” message. “I believed anything was possible,” she says. “I think that doll was my spirit animal!” Sekhon is curating her life and that freedom is key to feeling successful. “I

By sharing relationshipbuilding events, LampPost does double duty, meeting societal need and providing Larocque with a personal sense of purpose.

grew up in a time of youth empowerment, how to make an impact and serve the community, so flexibility helps create that life,” she says.

For millennial Jillian Climie, co-founder of The Thoughtful Co., “happiness is you, talking about what you do.” Her career began on Bay Street with a high-profile consulting firm in charge of corporate executive compensation. “I looked for what people wanted. In the beginning negotiating was mostly money. Salary, bonus, equity, but also titles and status,” she recalls. Climie explains her decision to relocate to Vancouver after three years: “My role seemed glamorous, but working 24/7 was taking a toll.” She made the move to Vancouver looking for her own version of success, seeking the laid-back West Coast lifestyle. At just 29 she landed at Lululemon as the senior manager of compensation and embarked on a demanding and all-consuming role. “I realized I put everything into my job and during COVID started asking myself whether I was making a positive impact on the world,” she says. “I didn’t feel good. I was missing real relationships.”

Leaving Lululemon was a tough decision, but Climie’s company now guides women and companies toward equitable compensation, so profit now aligns with purpose. She needed flexibility and control over her time, another millennial checkbox. “I mean I still work late or on weekends, but it’s my decision,” she says. “As an entrepreneur I’m so much happier. I have control over my own time.”

Recruiters and compensation professionals realize finding the right hire is not a one-size-fits-all game. A position was once defined by compensation, but now they need to consider who you want. Leaders create a stronger and more diverse workforce when they understand and act on what doing well really means.

We know insurance by heart and our clients by name.

ZEN @ WORK

Turn your 9-to-5 into a vibe by adding a little zen to your workspace.

FOR FINDING YOUR FOCUS WHILE BOOSTING YOUR CREATIVITY EASY TIPS

Whether you work in a shared workspace cubby, corner office or at your dining-room table, the importance of having an optimal working environment can help improve your focus and productivity while boosting your mood and creativity. We’re sharing some easy tips on how to add a little zen into your workspace.

TIDY TACTICS

Don’t underestimate how much mental clutter comes from physical clutter. While this is the first – and least enjoyable – step, once you start to organize, sort, shred and clean, that feeling of accomplishment will leave you ready for the next step. Start small: one drawer, one pile, one file folder at a time. The worst culprit is paper. First drafts, old reports and forgotten printouts – it’s time to let them go.

LIGHTSCAPE

Ensure your workspace is well lit. Open your blinds to let in the natural light. Skip the harsh overhead lights and instead create a warm, inviting atmosphere with soft, ambient lighting and a bright, focused desk lamp for your work area. Aim for a balance that keeps you alert without causing glare or strain on your eyes.

FUNCTIONAL FORM

Working in comfort will go a long way to ensure you actually remain working. This is where ergonomics come into play. Ensure your desk and chair are the correct height to support good posture and consider investing in a supportive chair, a standing desk or a convertible setup. Small changes can make a big difference in how you feel by the end of the day.

HUE CUES

If you are able to refresh your colour scheme, choosing neutral colours like white, light grey or beige can create a calm and professional atmosphere that is easy to work in. For more energetic hues, adding splashes of colour can help set a nice work vibe. Try a feature wall with co-ordinated accents like artwork or desk accessories for a balanced, uplifting tone.

• Blue hues can improve concentration, stimulate thinking and provide mental clarity.

• Green is a soothing colour that promotes calm, comfort and peace. It does not cause as much eye fatigue and it boosts creativity.

• Yellow is known as a “feel-good colour” that creates feelings of optimism, creativity and curiosity.

SIGNATURE SPACE

Add some personal touches like plants, artwork or photos to make your workspace more you. Whether it’s a cozy throw, an “I Tofino” coffee mug or a photo of your dog (or anyone’s dog) at the beach, these small elements bring comfort and personality to your workspace. Sometimes just being surrounded by your things feels nice.

A PERFECT PAIRING

A local food and beverage vendor collaboration that goes hand in hand.

The best collabs are usually the ones involving food and drink, and in this mouth-watering and thirst-quenching coupling, sandwich meets beer. This summer – with the possibility of extending past September – Roast Sandwich Shop has set up a location at Phillips Brewery.

With this perfect pairing between two local food and beverage makers, you can now double-fist with a cold craft beer in one hand and a roasted meat sammy in the other. Depending on the day, pair

A DELISH LUNCH SPOT OR AFTER-WORK MEET-UP JOINT

a roast beef sandwich slathered with onion jam and chimichurri sauce with a Blue Buck Ale, a porchetta sandwich piled with provolone, broccolini and salsa verde with a Tilt Lager, or snap into a hot dog tower and wash it back with an Electric Unicorn White IPA. Their rotating menu offers plenty of sandwich options, salads, bowls and shareables.

Located at Phillips Brewery at 2010 Government Street, it’s a delish lunch spot or after-work meet-up joint. roastsandwichshop.com

ON POINT AND ON TARGET

Sharp, strategic activities that hit dead centre.

Blending old-school skill with hands-on fun, these precision-based target sports can be a fresh, engaging way to bring people together through the shared satisfaction of hitting the mark.

AXE THROWING

Channel your inner lumberjack. Originally used as a tool to hunt and build shelter, the art of throwing axes has now evolved into a popular and growing sport. Forged Axe Throwing on Yates Street offers an energetic team-building experience with expert coaching. Ideal for groups of up to 75, events range from one-hour sessions, 90-minute private sessions or a full three-hour venue buyout, complete with tournament-style competitions and personalized instruction at every lane. The venue is licensed to serve beer, cider and coolers, and it offers pizza from Prima Strada pizzeria with the option to bring in outside food. forgedaxe.ca

DART NOUVEAU

A revival of this classic pub sport is driven by a combination of factors, including accessibility, its social nature and the opportunities for team and community building. Darts provides a great opportunity for social interaction and camaraderie, plus it has a lengthy list of hilarious terminology. For instance, “bag of nails” refers to hitting the 1s with all three of your darts. Pubs and other venues are contributing to the revival by incorporating dedicated dart areas and traditional dartboards into their spaces. Drop in to a local sports-, English- or Irish-style pub nearby or join a league for more competitive play. dartsvictoria.ca

FROM PITCH TO PURPOSE

How two childhood friends are putting their success to work raising funds for transplant recipients.

BY TAMMY SCHUSTER

Sitting across from Simon Keith on a crisp Friday morning in Fairfield, you’re met with a youthful, vibrant man counting the minutes to his next tee time. His smile is constant, and even on a chilly day, warmth radiates through his golf ensemble. It’s almost impossible to believe that, over nearly 40 years, he has endured more than 100 surgeries, received 15 pacemakers and survived two heart transplants.

In 1986, at age 21, Keith a rising soccer star and elite athlete — underwent his first heart transplant. Determined to return to the soccer pitch, he made his comeback playing for the University of Nevada, Las Vegas, and was drafted into the Major Indoor Soccer League just three years after surgery. But becoming the first athlete in the world to play a professional sport after a heart transplant was only the beginning of his story.

“After 40 years of living with a transplant, I’ve learned that getting a new organ isn’t the end of the story it’s the beginning of a lifelong journey,” says Keith.

Keith’s own experience not only changed his life, but changed his life’s work. In 2011, he created The Simon Keith Foundation, focused on two missions: to support youth who have received organ transplants in living full, active lives, and to raise awareness about the importance of organ-donor registration.

For transplant recipients, an organ transplant is not just a new lease on life; it’s a different one altogether, filled with daily immunosuppressants, follow-up surgeries and emotional and financial hurdles that persist long after the hospital stay. “When a child is diagnosed, communities rally, fundraisers are held and there’s a lot of love and support. But once the surgery is over, the support often fades,” says Keith. “That’s where we come in.”

Over time, in an effort to increase the foundation’s impact, Keith leaned on key partnerships, including with the Engelstad Foundation in Las Vegas, where he now lives, as well as a lifelong friend who knows him best.

“Simon and I are classic childhood friends,” says Jeff Mallett, a Victoria-born entrepreneur, investor, former president and COO of Yahoo! and current co-owner of the Vancouver Whitecaps soccer team and co-owner of the San Francisco Giants baseball team. “We first met as young teens on the soccer fields of Mount Doug High School in Victoria.”

After high school, both friends pursued elite-level soccer

Mallett in the U.S., Keith in England. “Even when our paths diverged geographically, we stayed connected,” says Mallett. Their shared efforts have helped build an enduring foundation, with the long-term goal of establishing an endowment to support every transplant child in North America who wants to get active and healthy again.

While the foundation has raised millions of dollars through various events, Keith says he’s always wanted to bring it home to Victoria. “This is where I grew up, the community that made me. It feels right.”

On August 23, the Simon Keith Foundation will host its first major event in Victoria, the Heart of Gold Gala & Concert a full-circle moment for the two friends and the city that shaped them. Mallett refers to it as “the trifecta” a childhood friendship, a hometown legacy and a cause that changes lives.

“Victoria may be small, but it punches far above its weight in generosity and community leadership,” Mallett says. “That’s why I’ve always been proud to call it home and why we believe this community will rally behind the foundation.”

For more info on the Heart of Gold Gala & Concert, visit thesimonkeithfoundation.com.

JERRY METELLUS

Longtime friends Simon Keith and Jeff Mallett come together in support of organ transplant recipients.