Douglas magazine Oct/Nov 2021

10 TO WATCH WINNERS ride the waves of success

OCT/NOV 2021

KEEPING IT IN

THE FAMILY

BUSINESS SUCCESS THROUGH THE GENERATIONS

S M A LL BUSINESS ISSUE

HIDDEN INDUSTRIES

HIGH-END TECHNICAL MANUFACTURERS SERVING THE GLOBAL MARKET

H Y BRID

EVENT-PLANNING A NEW ERA OF MEETINGS AND RETREATS

Turning followers into brand partnerships

THE POWER OF INFLUENCE PM41295544

Justin Tse, CEO, Feature Media

All-new, all-electric ID.4 Available from $47,090.* WINNER

2021 WORLD CAR AWARDS “WORLD CAR OF THE YEAR”

Reserve yours today at Volkswagen Victoria.

Volkswagen Victoria A Division of GAIN Group 3329 Douglas Street, Victoria, BC 250-475-2415 vwvictoria.com | Vehicles are for illustration purposes only. *Available from price includes base MSRP of a new and unregistered 2021 ID.4 with 1-speed electric transmission ($44,995) plus Freight and PDI ($2,095). $100 air conditioning levy, license, insurance, registration, levies, options, dealer administration fees (if applicable) and applicable taxes are extra.

Dealer may sell for less. Dealer order/trade may be necessary. “Volkswagen” and the Volkswagen logo are registered trademarks of Volkswagen AG. © 2021 Volkswagen Canada. DL4991428 #31186

2066 Henry Avenue West, Sidney, BC V8L 5Y1 345 Harbour Road, Victoria, BC V9A 3S2 250-385-9738 | info@unitedengineering.ca unitedengineering.ca

100 YEARS STRONG – AND WE ARE JUST BEGINNING United Engineering (UEL) honours the enduring legacies of the local family businesses that, through acquisition, are part of UEL’s history. They are valued contributors to our growth and our success. While large-scale fabrication projects represent a significant part of our work today, we continue to take great pride in responding to the needs of all our clients, sharing with them the benefits of our increased capacity and capabilities.

Our relationships, near and far, are important to us.

As we look to the future, we celebrate the accomplishments of our highly skilled men and women who come to work every day to apply their trades, knowledge and creativity. Our people are our greatest assets and they are integral to UEL’s strength and success. We take a long-term view with confidence in our abilities and in our future – the next 100 years.

– Dave Bukovec, General Manager

Specializing in large capacity steel fabrication and machining.

UEL has the largest machine shop on Vancouver Island.

Our people, our experience and the size and versatility of our operations are key to our success. What distinguishes us in a competitive field is our strategic waterfront assembly area and our direct access to the marine transportation highway that enables us to deliver our products almost anywhere conveniently and cost effectively. Our local suppliers of services and talent are exceptional partners who work seamlessly with us strengthening our collective value proposition and sharing success. UEL is proud to be an integral part of a diversified local economy and important source of high-value jobs.

Loading barge at Patricia Bay with one of two 250 Ton dolphins fabricated by UEL for Seaspan.

Recipient of a 2021 Vancouver Island Construction Association Project Achievement Award:

PROJECT HIGHLIGHTS

Stacker-Reclaimer built for Neptune Terminals in North Vancouver

• Over 100,000 direct work-hours

• Built over 18 months and delivered on-time and on-budget • 655 Tons of fabricated steel • 3,100 pieces of steel • 75,000 square feet of painting • 2,200 individual shop drawings • Work for over 50 local suppliers and contractors • $5M in direct subcontract and material costs • $23.6M impact to the local economy

FOLLOW US

OCT/NOV 2021

CONTENTS FEATURES

24 The Power of Influence

Justin Tse, CEO of Feature Media, has amassed a substantial following as a tech, lifestyle and home content creator.

BY ALDYN CHWELOS

30 Hidden Industries

The Island’s high end, technical manufacturers are carving out a global reputation for their game-changing products. BY ANDREW FINDLAY

44 Where Are They Now?

Douglas catches up with three previous 10 to Watch Award winners who are making waves far and wide.

BY CARLA SORRELL

58 Keeping it in the Family

Multi-generational family-run businesses are a valuable part of the community, but standing the test of time is no easy feat.

36 Meeting Planner's Guide

A look at the hybrid future of meetings and conferences, and what that means for organizers.

Douglas shares tips that will help you make the most of your gathering from technical expertise and engaging participants to choosing a great speaker.

58

50 VIEA "State of the Island" Economic Summit

VIEA’s president George Hansen explains what to expect of this year’s hybrid event; Carla Sorrell takes a deep dive into food sustainability on the Island; Douglas recommends featured sessions to watch out for.

BY KEITH NORBURY

30

44 DEPARTMENTS 10 EDITOR’S NOTE 15 IN THE KNOW Dumpling Drop, the

benefits of density, battery-hybrid Island Class ferries, sustainable sanitization, Blockstream achieves unicorn status.

70 POINT OF VIEW The Greater Victoria Harbour Authority’s CEO, Ian Robertson, on what the return of cruise liners means for businesses.

INTEL (BUSINESS INTELLIGENCE) 64 SKILLSET

Ready for your closeup? BY EMMA RENDELL

65 GROWTH

Fostering ownership. BY CLEMENS RETTICH

68 MINDSET

Compensation strategies. BY ERIN SKILLEN 8 DOUGLAS

M M A A E E T T R R U U TTAAKKEE YYOO GGHHTTSS I I E E H H W W E E TTOO NN

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A NOTE FROM THE EDITOR

Cyclical Nature

Enriched Thinking™ for your family, business and future.

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

EVERY FALL WE START AGAIN. Those of us with kids get back into the cycle of a school year, and in the business world, finally, everyone is back at their desks — making decisions and moving projects forward. Personally, this fall is a significant marker of big life cycles — I’ve been at Douglas for a year, my kids have started their second year at school in Victoria and I’m nearing the two-year mark since moving from the U.K. The cyclical nature of life — and business — offer touchpoints for reflection and growth.

Those cycles naturally cross paths, and all have varying lengths, arching over each other to find their own landing points.

What, and how fast, those cycles are marked and assessed is up to you and often linked to a set of values. Organizational psychologist Adam Grant recommends we limit planning to a year or two ahead. Given my recent experience, and my bias toward flexibility and exploring the realm of possibilities, this seems like good advice.

“A 10-year career plan is a mistake,” says Grant. “A The cyclical nature of fixed plan can close your mind to new possibilities. You life — and business — don't know how the world is going to change. You also offer touchpoints for don't know how you're going to change.”

After six years at the helm of Elate Cosmetics, reflection and growth.

Melodie Reynolds finds herself in a phase of entrepreneurship, returning to a headspace characterized by the launch of her business. In an interview with previous 10 to Watch Award winners (page 44), Reynolds, along with Sean Bourquin of First Light Technologies and Andrew McLeod of Certn, reflect on the cycles their companies have gone through in scaling to success.

For family businesses (page 58) the succession between generations is a broader, prolonged cycle. Navigating the question of nature versus nurture is a challenge for every family business — ensuring future generations have the autonomy to choose is part of the plan.

Confronted by my own genealogy, I find myself teaching at Camosun College this term in the very building from which my grandmother, Vi, briefly taught night courses in the 1960s at what was then the Institute of Adult Studies. Her illustrious career as a teacher in Victoria, and her hard-to-miss "Hi Vi" custom licence plate, established her as a well-recognized part of the community. She always suggested I teach, but knew that the decision had to be mine.

Grant’s advice about forward planning is so prescient. The factors shaping our economy are changing fast, and businesses need to be able to respond — the labour market, climate, global supply chains. We’ve got the power to turn challenges into opportunities.

My advice: plan smart and dream big.

®Registered trademark of The Bank of Nova Scotia, used under licence. Scotia Capital Inc. is a member of the Canadian Investor Protection Fund and the Investment Industry Regulatory Organization of Canada. For more information visit www.scotiawealthmanagement.com. McNaughton Group is a personal trade name of C.P. (Chuck) McNaughton.

10 DOUGLAS

LOG040-Jul-AD-McNaughton-2x9.indd 1

2016-08-04 12:33 PM

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— Carla Sorrell

Preventing communicable disease in B.C. workplaces As an employer it’s your responsibility to: • Identify health and safety risks.

• Put appropriate measures in place.

• Communicate with workers in order to keep everyone safe.

While it’s no longer mandatory to have a COVID-19 Safety Plan available for review, employers still need to assess for the risk of all communicable diseases in their workplaces.

As part of the provincial government’s four-step Restart plan, employers no longer need a COVID-19 Safety Plan and can transition to communicable disease prevention. Communicable diseases like COVID-19, seasonal influenza, norovirus, and many other viruses will continue to pose a risk of illness in the workplace.

The resource “Communicable disease prevention: A guide for employers” can be found on worksafebc.com. It outlines permanent prevention measures employers must always have in place, along with any additional measures that must be taken at times of elevated risk. As an employer, you’ll need to monitor for announcements from the Provincial Health Officer (PHO) to know what additional measures may be needed.

Some permanent measures to take are the same as those put in place during the COVID-19 pandemic. They include policies to support workers staying home when sick, maintaining a clean work environment, regular hand washing, and adequate ventilation in the workplace. At this time, the PHO has re-instated a mask mandate as an additional measure. Masks are now required in all public indoor settings for all people 12 years of age and older.

When selecting safety protocols for the workplace, masks can be used in combination with those noted above, as well as other measures found on our Step 3 of B.C.’s Restart: Communicable Disease web page.

For updates and information about communicable disease prevention and what it means for your workplace, visit worksafebc.com

Learn more at worksafebc.com

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www.douglasmagazine.com VOLUME 15 NUMBER 6

We believe the ultimate measure of our performance is our clients’ success. It has guided our approach for over 30 years.

PUBLISHERS Lise Gyorkos, Georgina Camilleri

EDITOR Carla Sorrell DIRECTOR OF PHOTOGRAPHY Jeffrey Bosdet PRODUCTION MANAGER Jennifer Kühtz DIGITAL MARKETING MANAGER Amanda Wilson LEAD GRAPHIC DESIGNER Caroline Segonnes

ASSOCIATE GRAPHIC DESIGNERS Janice Hildybrant, Jo-Ann Loro

EDITORIAL ASSISTANT Aldyn Chwelos ADVERTISING COORDINATOR Rebecca Juetten

ADVERTISING REPRESENTATIVES Deana Brown, Cynthia Hanischuk, Brenda Knapik

CONTRIBUTING WRITERS Aldyn Chwelos, Andrew Findlay, Shannon Moneo, Keith Norbury, Clemens Rettich, Emma Rendell, Erin Skillen CONTRIBUTING PHOTOGRAPHERS Jeffrey Bosdet, Joshua Lawrence

PROOFREADER Paula Marchese

CONTRIBUTING AGENCIES Getty Images p. 19, 21, 36, 38, 41, 42, 49

250-405-2928

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INSTAGRAM @douglas_magazine COVER Justin Tse, CEO of Feature Media Photo by Jeffrey Bosdet Published by PAGE ONE PUBLISHING 580 Ardersier Road, Victoria, BC V8Z 1C7 T 250.595.7243 E info@pageonepublishing.ca www.pageonepublishing.ca Printed in Canada, by Transcontinental Printing

NEW AT THE UNION CLUB ...

The Union Club of British Columbia has unveiled its brand new, state-of-the-art kitchen redesign. Awardwinning Executive Chef Nicolas Hipperson continues to lead his team into the future with this stunning culinary facility. Chef Hipperson’s culinary vision of local and sustainable farm-driven cuisine will continue to be on full display at the Union Club.

Canadian Publications Mail Product Sales Agreement #41295544 Undeliverable mail should be directed to Page One Publishing Inc. 580 Ardersier Road, Victoria, BC V8Z 1C7 Douglas magazine is a registered trademark of Page One Publishing Inc.

ADVERTISE IN DOUGLAS! Douglas is a premium magazine dedicated to innovation, leadership and business lifestyle. Established in 2006, Douglas is the first choice for business leaders and achievers. Align your business with Douglas. For more information or to request an advertising rate card, please call us at 250.595.7243 or email us at sales@douglasmagazine.com.

The Union Club is accepting new members. Contact us to learn more.

250.384.1151 | 805 Gordon Street, Victoria membership@unionclub.com O F

14 DOUGLAS

B R I T I S H

C O L U M B I A

Ideas and opinions expressed within this publication do not necessarily reflect the views of Page One Publishing Inc. or its affiliates; no official endorsement should be inferred. The publisher does not assume any responsibility for the contents of any advertisement and any and all representations or warranties made in such advertising are those of the advertiser and not the publisher. No part of this magazine may be reproduced, in all or part, in any form — printed or electronic — without the express written permission of the publisher.

The publisher cannot be held responsible for unsolicited manuscripts and photographs.

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I N N O VAT I O N | D E S I G N | BU S I N E S S | ST Y L E | P E O P L E



[IN THE KNOW]

JEFFREY BOSDET/DOUGLAS MAGAZINE

Thanks to the family charm, Tarn Tayanunth’s mouth watering dumplings were an overnight success leading to the opening of her Pandora Street location in November 2020.

APPETITE FOR MORE Dumpling Drop sees expanded hours and second location this fall.

BY ALDYN CHWELOS

When Tarn Tayanunth opened Dumpling Drop, she knew she wanted to do things differently.

“When you work in a restaurant, you always dream of having your own,” says Tayanunth.

“You’re like ‘I can do this better.’ ” With 20 years of restaurant experience, she wanted to treat her staff the way she wished she had been treated.

“Immediately, I was going to pay them above minimum wage, and we’re going to keep them well fed, and we’ll treat them like family.”

Dumpling Drop employees also receive full benefits, whether they are full or part-time.

“I think it’s really important,” says Tayanunth. “I ruined my body working in restaurants for years, and I don’t think that my body would be the way it is if I had the benefits to take care of it.”

Tayanunth has never had trouble finding great staff. In fact, when others are reducing their hours, the restaurant is expanding theirs. This fall, they will be open in the evenings serving Thai food.

“This is something very exciting for me, to show another side of Thai food that people here don’t get to see,” says Tayanunth. “I want to serve the Thai food that I want to eat.”

Dumpling Drop began after Tayanunth’s mother was diagnosed with Alzheimer’s disease. Fine motor skills help slow symptoms, and making dumplings was an activity her mother could still remember how to do. When their freezer began overflowing with dumplings, Tayanunth started selling them on Instagram and delivering them.

Eventually, there was too much demand for the two of them and their kitchen to handle.

Last November, Tayanunth opened her Pandora Street location, and now they make about 20,000 dumplings a week. Her mom still helps roll them.

Tayanunth acknowledges that COVID has been hard on a lot of people, “but it also gave a lot of the new blood opportunities that we would never have had.”

The opportunities do seem to keep coming for Tayanunth. Dumpling Drop is expanding into the kitchen at the new Driftwood Brewery in Esquimalt.

“I’m very excited to be able to serve another community out there,” says Tayanunth. She sees the partnership as a win-win. “People will drink more if there’s food going on. There’s only so much Fat Tug you can have before you need dumplings.”

DOUGLAS 15

VICTORIA HOUSING SPACE STATS

6,000 new housing units are required in Victoria

CHANGING THE LANDSCAPE

2020 +390 condo units +90 rental units

2021 +336 condo units +224 rental units

Courtesy: Luke Mari, Aryze & DVBA 2021 Annual Report on Downtown

Victoria businesses are struggling with labour shortages and have seen a decrease in consumer activity. High-density, affordable housing is one long-term solution that will support future growth and increase vibrancy in urban and municipal centres.

T

DENSE DEVELOPMENTS

here are plenty of cranes stretching across Victoria’s downtown skies, building up not out, which means more housing.

But while it’s generally agreed that more affordable housing is sorely lacking, barriers exist.

“Municipalities make bargains with citizens. Build high rises downtown. Leave everything else,” says Luke Mari, a principal at Aryze Developments. “Our city’s housing is being eroded because someone doesn’t want their tomato plants shaded.”

The executive director of the Downtown Victoria Business Association Jeff Bray throws his own shade on the theory.

“There’s going to be change,” he says. To create affordability, existing neighbourhoods will evolve. “There was a point when Fairfield was farms,” Bray says.

Victoria’s low vacancy rate, which means high rental costs, is harming local businesses, particularly the hospitality industry. Lack of sufficient staff

can mean later openings and earlier closures.

“We need hundreds and hundreds of units for those starting, and we need worker housing,” says Bray.

Adds Mari, “If people can’t afford to live where jobs are, it will be less and less of a diverse city.

Building housing close to jobs will help the service industry.”

Until the housing shortage is fixed, which means adding 2,300 units of new housing every year in Victoria, affordability is out of reach for many of those workers, Bray says.

And when it’s built, 20-storey housing will generate more affordable units than a 10-storey tower.

“With the cost of land, construction needs to be up,” he says. Ideal construction spots include the Douglas Street corridor, parts of Blanshard Street and the Harris Green neighbourhood, Bray notes.

In 2021, Vivid at the Yates, a 20-storey condo with 135 units,

[ NANAIMO ]

The Millstone Riverfront Project on the old Howard Johnson hotel land proposes 698 new housing units, including rentals, in downtown Nanaimo. Residential buildings will average two to six storeys with the highest at 16 storeys.

16 DOUGLAS

DANNY DE CLAVE / SKYSCOPE

BY SHANNON MONEO

sold out. In planning are Mod, a 15-storey condo at 1150 Cook Street; a 12-storey condo at 930 Fort Street and Nest, a 12-storey at 1100 Yates.

Victoria’s mayor Lisa Helps says affordability cuts two ways.

The yin is people need to earn a good wage, so more high-value jobs are necessary; the yang is more affordable housing must be created so those workers have a suitable place to live, Helps says.

“The more people in the downtown, the better it is for business,” she says.

When it comes to high rises, Helps says 70-storey towers aren’t on the table, particularly in a city where 30 storeys are considered extreme. Less lofty structures are the vision. And she’s clear where they would be situated.

[ VICTORIA ]

The founders of Formwell Homes boast over 30 years of experience in residential development but want to change the way families live. Washington is their launch project: 34 family-oriented townhomes — fitting onto three single-family lots in Burnside Gorge.

“As you come up from the harbour, you stay low and rise to Cook Street,” she says.

To address affordability concerns, city staff in July proposed zoning changes to allow townhouses, duplexes, triplexes and fourplexes, where only single family homes had previously been allowed.

Changes to allow more dense housing were also proposed.

The high rise solution appears to be spreading beyond the core. In August, Saanich shifted perspective and began mulling higher density housing and more residential infill. A 24-storey tower with 350 rental units is proposed for Uptown, while 657 rental suites are envisioned for a large redevelopment at University Heights.

[ PORT ALBERNI ]

The San Group announced plans to increase Port Alberni’s residential capacity by 25 per cent. The Pacific Mayfair Estates will include five high rises — built with 10 storeys of lumber from the group’s own mills — contributing to a total of 3,000 new homes.

DESIGN/BUILD

INNOVATE

BUSINESS IMPACT

A CHEMICAL SOLUTION

VANCOUVER ISLAND UNIVERSITY researchers have developed a new technology called HarmCheck to detect lethal substances in street drugs and to help prevent overdoses. The project just received a $305,000 grant from the provincial government.

ROOM FOR IMPROVEMENT HarmCheck uses a process called mass spectrometry.

“Mass spectrometers measure molecules by charging them and measuring their weight.

It’s used as the routine method for drug testing in laboratories,” says Chris Gill, VIU chemistry professor and lead researcher.

Though effective, traditional mass spectrometry requires sample preparation and analysis that is time-consuming.

“For opioid drug checking, what’s needed is a technique that’s sensitive, can accurately measure very trace amounts of toxins in a drug supply, and it has to be fast,” Gill says.

PRECISION AND EASE To meet these requirements, Gill’s team uses a new technique known as paper spray mass spectrometry. The test only takes a minute or two to run and produces a report that doesn’t require a chemistry degree to read. It can detect and identify extremely small levels of substances. This is important for contaminants such as carfentanil which can be deadly at even trace amounts.

HarmCheck trials have been conducted in Victoria and Vancouver, but soon there will be on-site testing at Substance UVic. The new funding was crucial for making this happen as it allowed the purchase of a mass spectrometer.

“It’s a very complex problem,” says Gill of the opioid crisis, “but [HarmCheck] is providing a high-precision tool and providing better information. And if we can do that directly on site, we’re going to be able to hopefully save some lives and certainly reduce some of the threats from the toxic drug supply.”

THE POST-COVID LABOUR MARKET IS EXPERIENCING AN UPHEAVAL. UNDERSTANDING THE FACTS IS THE FIRST STEP IN DECIDING WHAT CHANGES NEED TO BE MADE.

1

Canada’s unemployment rate is at 7.5% but, in reality, with the inclusion of other pools of hidden unemployment, is hovering around 15%. — Statistics Canada

2

Almost 40% of Canadian entrepreneurs are having difficulty finding workers, and the affected firms are 65% more likely to be low-growth businesses.

— BDC

3

Labour costs per unit of output rose 2.7% in the second quarter, reflecting a rebound (+3.2%) in the average compensation per hour worked.

— Statistics Canada

GREEN SHOOTS Every year, the Ecostar Awards recognizes the outstanding environmental achievements and leadership on Vancouver Island. The awards are presented to Island-based businesses, non-profits, academia, government entities and individuals who have demonstrated outstanding leadership in sustainability.

“We are inspired by all of the Vancouver Island businesses and community organizations who have pivoted operations to support their communities, remained committed to sustainability and have vowed to build back better as we emerge from the pandemic, and we look forward to celebrating their efforts and achievements at this year’s Ecostar Awards,” says Georgia Lavender, manager of program operations at Synergy Foundation, who sponsors the awards.

Recognizing and strengthening a network of green businesses is more important than ever. Two of the 11 awards, presented on November 10, will focus on businesses stepping up during the pandemic in the face of challenges posed by COVID. “After postponing the Gala in 2020, we are thrilled to have the opportunity to bring back the awards this fall and celebrate our Island’s resilient business community that has continued to focus on sustainability.”

Visit douglasmagazine.com after November 10 for more information on the winners.

TOP TOOLS INSPIRED BROWSER

The Victoria-based Momentum dashboard team has designed a Chrome extension that replaces your New Tab page with beautiful rotating landscapes and a space for customizable widgets. Add in your daily goal, motivational quotes, to-do list, favourite links — whatever keeps you inspired.

PASSWORD PROTECTION

Keeping our accounts and data secure is increasingly important. Dashlane will manage all your passwords, keeping them safe and allowing for longer, more secure phrases. It makes it easier for you to frequently change all your passwords, so you can stop feeling guilty about using the same old words.

WORKOUT UPGRADE

Not all of us move through the gym with the ease of a personal trainer. Fitbod makes it easy to generate personalized workouts on the fly. With each session, the algorithm adjusts exercises, weights and reps based on your performance to deliver a targeted workout that meets your goals.

DOUGLAS 17

“Derek came up with the vision. I came up with the way to make it.”

CASE STUDY

Turn a trusted relationship into intelligent investments.

INDISPENSABLE

The founders of Triden Solutions acted fast to design and produce refillable, hands-free dispensers.

— ROCHELLE MUELLER, COFOUNDER OF TRIDEN SOLUTIONS

BY SHANNON MONEO When Rochelle Mueller and Derek Douglas first met, they immediately clicked despite Mueller being a civil engineer and Douglas’s background in psychology.

“From the start, we shared a passion for sustainability,” says Mueller, 23, cofounder with Douglas, 27, of Triden Solutions.

At its Victoria warehouse, the company assembles sleek, stylish, touchless dispensers for soap, shampoo, hand sanitizer and other liquid products for homes and businesses.

Triden had its genesis after Mueller realized how many unsustainable and wasteful products were flooding the market. In 2020, Mueller graduated from UVic’s green civil engineering program, just in time for pandemic pandemonium.

“I was shopping at the start of the pandemic and was looking at the plastic bottles of sanitizer at the front of the stores and kept thinking how many of these plastic pump bottles were being produced,” she recalls.

Ready to dispense with mere talk, by January 2021, Triden’s first prototype was ready.

Douglas then visited random downtown Victoria businesses, bearing the company’s stainless steel dispensers which are capable of holding any liquid soap or sanitizer.

“The last thing we wanted to do was be 'salesey,' ” said Douglas. “We started with one week trials, where the business could test it.”

Feedback was great, and only a few minor tweaks were needed, with the first unit being sold the same month.

Since then, sales have steadily grown, and three employees have been added to the business.

Triden’s products are available online or at Best Buy, and cross-Canada expansion is in the works.

“In five years, I imagine every building across Canada will have our dispensers so we can protect the well-being of Canadians,” Douglas says.

MATERIALS Made with up to 75% less plastic than traditional dispensers.

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BMO Wealth Management is the brand name for a business group consisting of Bank of Montreal and certain of its affiliates, including BMO Nesbitt Burns Inc., in providing wealth management products and services. ® “BMO (M-bar roundel symbol)” is a registered trademark of Bank of Montreal, used under licence. ® “Nesbitt Burns” is a registered trade-mark of BMO Nesbitt Burns Inc. BMO Nesbitt Burns Inc. is a wholly-owned subsidiary of Bank of Montreal. If you are already a client of BMO Nesbitt Burns, please contact your Investment Advisor for more information.

Member - Canadian Investor Protection Fund.

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18 DOUGLAS

COST Set for optimal, adjustable dispensing, which means up to 75% less product is needed; thus, costs substantially drop.

GROWTH Sales are at an average month-over-month growth rate of approximately 35% since inception.

START-UP Research began in April 2020, the company launched in December 2020 and the first dispenser was sold in January 2021.

DOUGLAS READS In BRINGING UP THE BOSS, Rachel Pacheco offers a surprisingly useful and humorous guide to becoming a first-time manager. The book focuses on key components of what makes a manager great, and how to become an expert manager through skills, research, data, anecdotes and how-to exercises.

The book effectively shortcuts years of training to fast track management in companies that are scaling up, fast.

Pacheco’s research draws on her experience on executive teams in multiple start-ups where she saw the same cycle repeat itself — top performers getting

promoted to manager and, with no idea what to do, other team members would get frustrated and leave.

“I’ve been working with start-ups for the last six years, and I realized that new managers were holding start-ups back,” said Pacheco in an interview with the Wharton School at the University of Pennsylvania where she is a management instructor. “These managers didn’t have the tools, time or resources to gain the skills necessary to be successful, and, as such, their direct reports were suffering, they were suffering and, ultimately, the organization was suffering.”

SCALING UP

BILLIONS FOR BITCOIN Since 2014, Victoria’s Blockstream has focused on Bitcoin infrastructure, a profitable pursuit for the company, which has just raised $210 million in a Series B financing on a valuation of $3.2 billion.

Investors include Baillie Gifford and iFinex.

Bitcoin is digital gold or money reimagined. The decentralized currency offers users a safe place for their cash and has a high uptake where currencies are at risk of substantial fluctuations.

“Imagine there is a new form of money,” says Blockstream's chief strategy officer Samson Mow. “Blockchain is building a new financial system on top of that new form of money.”

Value is secured through a collection of rules that can’t be changed when you are running the Bitcoin software. The transactions made on that network create a blockchain — a chronologically ordered set of transactions made all over the world.

“In effect, you have this payments network built on Bitcoin, where you can achieve millions of transactions a second,” explains Mow of the company’s Lightning Network.

The company’s acquisition of Adamant Capital, a Bitcoin hedge fund manager, and Spondoolies, a Bitcoin mining hardware manufacturer, will allow Blockstream to launch more financial products buying Bitcoin and to build Bitcoin ASICs — machines designed to mine Bitcoin.

Blockstream’s mining note is a product that secures their hash rate, meaning the calculations they run to “mine” currency.

A current shortage in Bitcoin miners means it’s an expensive but profitable investment.

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pegasusrecoverysolutions.com DOUGLAS 19

Disciplined Value Investing That Works COMPOUND ANNUAL RETURNS (Including reinvested dividends, as of August 15, 2021) 1 YEAR

3 YEAR

5 YEAR

10 YEAR

20 YEAR

INCEPTION1

Odlum Brown Model Portfolio

26.8%

12.2%

11.3%

14.3%

11.5%

14.6%

S&P/TSX Total Return Index

27.8%

11.7%

10.1%

8.1%

8.0%

8.8%

*

December 15, 1994. *The Odlum Brown Model Portfolio is an all-equity portfolio that was established by the Odlum Brown Equity Research Department on December 15, 1994 with a hypothetical investment of $250,000. It showcases how we believe individual security recommendations may be used within the context of a client portfolio. The Model also provides a basis with which to measure the quality of our advice and the effectiveness of our disciplined investment strategy. Trades are made using the closing price on the day a change is announced. Performance figures do not include any allowance for fees. Past performance is not indicative of future performance.

1

Whether your goal is retiring comfortably, maximizing your legacy, or spending more time on the golf course or boating (like me), planning and executing the right investment strategy to achieve your goals is fundamental, and part of my role in supporting you and your family.

If you would like to discuss your investment strategy and whether it aligns with your life goals, please contact me today.

R. H. Mark Mawhinney, CPA, CMA, ICD.D, CIM® Associate Portfolio Manager, Investment Advisor

Tel 250-952-7755

mmawhinney@odlumbrown.com Member-Canadian Investor Protection Fund Odlum Brown Limited

@Odlum_Brown

Odlum Brown Community

OdlumBrown

LEADERSHIP

REIMAGINE INNOVATION Dan Breznitz is the Munk Chair of Innovation Studies at the Munk School of Global Affairs and Public Policy at the University of Toronto as well as the co-director of the Innovation Policy Lab. He will be a keynote speaker at the South Island Prosperity Partnership’s (SIPP) Rising Economy Week 2021.

“People think innovation is the creation of new gadgets,” Dan Breznitz says. “We become obsessed with techno-fetishism — one aspect of innovation.” But everything from bicycles to high-end shoes can be innovation targets.

That’s because innovation follows invention, which is a new idea. Innovation becomes the process improving a product or service, making it more reliable and affordable. An example is early telephones, which were big wooden boxes. Today’s smartphones are super computers, he says.

Referencing the knowledge from his latest book Innovation in Real Places: Strategies for Prosperity in an Unforgiving World, Breznitz will reveal in his talk how Victoria can engineer economic growth, via innovation, in a pandemic-slammed world.

Victoria should avoid the dream of combining high-tech ideas and venture capital to become Silicon Valley North.

“Today in Silicon Valley, 85 per cent to 95 per cent of residents don’t get anything out of it,” Breznitz says.

Instead, a sliver of high-level engineers and geeks reap the benefits in a new world where global production and dominant high-tech clusters fragment the wealth. Silicon Valley discoveries have created jobs in Taiwan, Korea and China, and instead of spreading the lucre, there are a handful of billionaires.

The quest for prosperity, says Breznitz, involves examining a community’s strengths.

Breznitz wants his Victoria audience to reimagine innovation and go beyond creation of a shiny new toy.

SIPP’s Rising Economy Week is November 22 to 25. ourrisingeconomy.com

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, ansformation tr l a it ig d m o omy... fr ate. curity & clim e Island econ e th s r d o fo t fo x e to n s s busines Learn what’ & Indigenous , h lt a e h l ta n e workplace m

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Please visit to register and to learn more about the summit and other VIEA initiatives.

20 DOUGLAS

INNOVATION

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TRANSFORMING THE FLEET The arrival of two new battery-hybrid Island Class ferries puts BC Ferries en route to achieving its 20-year strategic plan.

BY SHANNON MONEO

T

he evolution at BC Ferries (BCF) continues, a reshaping that got full thrust five years ago when BCF decided to replace aging-out, smaller ships with standardized vessels.

As part of the transformation, the first two Island Class ferries, Island Aurora and Island Discovery, are in service; three and four were christened Island Nagalis and Island K’ulut’a in August and will be in operation in 2022, along with two more newly arrived Island Class ships.

“The Island Class is extremely sophisticated.

It’s the quietest ship we’ve ever built,” says BC Ferries president and CEO Mark Collins.

The reason for less noise? The ships use battery-hybrid technology. One-third of the voyage can occur using electric power, with the remainder done on diesel. The ships charge the batteries internally via on-board generators that create the needed electricity, Collins says.

Other notable features of the Island class include a gallery deck (upper-level car deck), connected by an on-and-off-ramp at each end of the ship; two powerful propellers instead of four, which means less underwater noise; wide vehicle lanes and a heated solarium for outdoor seating.

Propelled by demands of riders and ferry

communities for low fares and a green and efficient fleet, BC Ferries responded with identical ships.

“One way to keep costs low is to go with standardized ships,” Collins says. BCF is moving from 18 classes of ferries to five, via a 20-year strategic plan. Having only five classes means crew training is streamlined; ferries can be moved to other routes during refits, repairs or problems; maintenance costs are reduced and when sourcing new ships, buying a dozen of the same version simplifies decisions as build-out progresses. Three months of back-and-forth about Discovery, the head of the class, were needed. By the time the fifth Island Class vessel was being readied, it was down to 45 minutes of negotiations because the template was already in the process of being finessed, Collins says.

Once delivered to Victoria, the Island Class vessels carry a two-year warranty. Given that fuel is BC Ferries’ second largest operating expense, Collins is anticipating the day when the federal government and BC Ferries jointly finance electric-charging facilities at main terminals.

“That’s the future,” he says. “We’ll plug in to BC Hydro.”

And diesel’s days will be done.

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ISLAND CLASS FERRIES STATS FLEET

16

PRICE

(building, delivery & training)

$50

MILLION

CAPACITY

47

TOP SPEED

14

KNOTS

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DOUGLAS 21

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MOST RESILIENT CITY IN BRITISH COLUMBIA Langford’s economic growth is unparalleled in the Capital Regional District and its’ ability to pivot has earned it accolades against every other city in the province.

Over the years, Langford has attracted large retail stores as well as a wide range of smaller, owner-operated establishments and restaurants.

Growth in the local business sector provides a strong tax base, diverse employment, shopping and dining options for its residents. The bottom line is Langford is the fastest growing community in BC, offering an affordable and desirable lifestyle that attracts talent which is important to business owners. The community as a whole and the residents who live and work in Langford are the beneficiaries of this investment and commitment to growth.

LANGFORD’S GROWTH POTENTIAL

What is probably less known, is the hard work that has gone on behind the scenes to develop and attract larger employers who can truly help move the dial for Langford’s employment base.

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Increasingly, Langford attracts investors, business owners, and service providers who share Langford’s vision of a vibrant, sustainable, healthy and family friendly community.

Whether you are an existing business in Langford looking to expand, need assistance attracting talent or are a new investor to Langford looking to purchase land, move, or expand your business to Langford, our staff are here to assist.

“we believe that langford had the most to offer with respect to lifestyle and amenities for our business and team. the city of langford has been incredibly easy to work with as we move and build our new headquarters on the west coast.” CHRIS LORANGER | CEO | PLEXXIS SOFTWARE

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1319 WESTHILLS DRIVE, LANGFORD, BC • Class A office space perfectly suited to high-tech and professional services occupiers • Street-level retail space with high ceilings and extensive glazing, ideal for café & restaurant operators • Located in the new highly desirable master-planned community of Westhills, combining an extensive selection of residential homes, services, and amenities • Occupancy scheduled for Q2 2022 Ross Marshall, Personal Real Estate Corporation, Senior Vice President Brokerage Services Tel: 250.386.0004 Email: ross.marshall@cbre.com cbrevictoria.com plexxisoffice4lease.com

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Learn more at: langford.ca/edc

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WITH A POPULATION OF 45,000+, LANGFORD IS B.C.’S FASTEST-GROWING COMMUNITY.

IN CONVERSATION JUSTIN TSE, CEO, FEATURE MEDIA

THE POWER OF INFLUENCE

BY ALDYN CHWELOS | PHOTO BY JEFFREY BOSDET

Justin Tse is CEO of Feature Media and a tech, lifestyle and home content creator. His constant experimentation and focus on data has curated many brand partnerships and a substantial following.

I

n 2012, Justin Tse launched his Youtube channel and joined a niche of creators changing the face of digital marketing. From his afterschool hobby of reviewing tech accessories, he built a media company with a combined following of over 1.4 million. Now, at 24, he has a decade of experience producing YouTube videos and has worked with brands such as Amazon, Google, BMW and Dyson.

Tse is an influencer, though he prefers to say he runs a media company, as he feels it better represents the full skill set of his team.

He began filming YouTube videos when he was 12. Working with the limited budget of a preteen, he reviewed iPhone cases, eventually working his way up to phones

24 DOUGLAS

once he could afford them. Since then, he’s expanded his content to cover home and lifestyle topics as well as tech. Desk setup videos exploded in popularity during the pandemic and Tse has been doing a renovation series featuring his company Feature Media’s Chinatown office and his downtown condo transformation.

This year Tse is launching a digital course, covering the business side of YouTube.

“A lot of YouTubers are sole proprietors,” says Tse. “So we talk about how to grow your channel, but also how to negotiate with brands, how to approach them, how to know your value, and, on top of that, how to form a corporation and hire full-time employees and stay organized as a company.”

DOUGLAS 25

2.39” × 9.58”

02/23/21 What is influencer marketing?

THE FUTURE IS NOT OPTIONAL

Influencer marketing is essentially a transaction between brand and creator, whether monetary or through product. A brand selects a creator in a given field to test, endorse or represent the product, often in the same category as the product they are trying to sell. It is seen as effective because it is often more organic than traditional advertising methods. Influencer marketing often offers a high reward for the creator, lower production and promotion costs for the brand, higher sales growth and brand following.

What can influencers offer that traditional advertising can’t?

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creative ideas side of reaching a broader fan base to thrive in those areas.

Influencers sometimes get a bad rep.

Do you feel that’s justified?

People think influencers don’t do anything all day, and in some cases, I’m sure that is true.

When we mention that we’re a media company, we always get comments on YouTube that are like "You’re not a media company; this is not a business." Whereas I feel that there are more aspects of a small business in a YouTube channel than in a small business sometimes. As a sole creator, for a while, I was doing all the accounting, all the filming, all the scripting, all the outreach, all the graphics, shooting all the photos, consulting, doing all the phone calls on my own.

The way a YouTube channel is unique is that we’re offering production and promotion. So we’re filming high-quality What do your revenue videos that the brands I feel that there are streams look like? can license themselves, The main one is sponsorships. more aspects of a where in the past they They account for 90 per cent. small business in would hire freelance There’s also the YouTube ad a YouTube channel videographers. But at revenue, which is from people the same time, there’s than in a small watching the videos. We also the platform of a business sometimes. consider that passive income combined following of As a sole creator, for and don’t exactly check it as one and a half million there’s not too much control a while I was doing that we’re distributing the over it, aside from getting more all the accounting, content to. Not only are views on the video. There are all the filming, all people seeing a product affiliate links. Whenever a sale and learning about it, the scripting, all is converted, some companies but they can also directly the outreach, all the will give a percentage or a flat purchase the product rate. And we also do content graphics, shooting after watching the licensing, where if a company all the photos, YouTube video. And that did a sponsorship and they want consulting, doing all leads to brands getting to reuse the content they might a good ROI. Companies the phone calls on purchase licensing to display it. are moving away from my own.

Event coverage is also a stream TV ads because TV ads that occasionally happens. are known to be very, very You started as a high schooler with no expensive. And when working with influencers, budget. What was the initial climb like? a lot of times I think brands are seeing that the conversions are higher, and they’re getting When I first started, there was a lot of cold a better value. And the individual creator is emailing. Every Sunday I would buy a magazine getting paid a lot more than a TV ad where there that covered tech. Whichever companies were in are so many people involved that the budget the magazine were likely into marketing, even if gets spread out to 50 or 100 people. Whereas it wasn’t influencer marketing specifically — I’d with a creator, you’re working directly with one find the PR reps and send a hundred emails. person who creates and distributes everything.

Not having a large following, I would only get It’s a much more streamlined, efficient process. one or two responses out of the whole bunch, but I kept trying. Eventually, a company told me How important is the relationship that if I could hit 1,000 subscribers and a certain between influencer and audience? number of views, they’d send me something.

The relationship between the influencer and So I just got back to work. When I finally hit the audience is the most critical aspect of those numbers, I went back to them and that any social media creator. Creators that build kick-started the whole process of working with trust through passion, inspiration and content companies. integrity — while remaining innovative — are How has the content of your videos often the most successful. As a creator, the most shifted over the years? significant long-term challenge is longevity and relevancy. It takes a balance of engaging with You have to find ways to innovate, to keep yourself excited. It used to be that we weren’t the current audience while focusing on the

26 DOUGLAS FILE NAME: UVic_20-0402_Print-Ad_Douglas_MBA

known for anything. I knew I wasn’t the best at phone reviews or laptop reviews. I wasn’t specifically skilled — I didn’t know how to code, and I wasn’t the best video editor. I was like "We’re mediocre at everything, but not good at anything." So we started doing desk set-ups and people liked them. And then I started doing interiors and binding them to tech. Most people in tech aren’t really tasteful, so we pushed interior design, desktops and fashion lifestyle... these are things that I enjoy but also have the backbone of tech.

You own a clothing store. What is the importance of a digital presence for a brick-and-mortar store?

I think online presence adds validation. With Victoria, tourists do power the economy, especially for a downtown location like lower Johnson [where Tse’s store, Dangerfield Clothing, is located]. If somebody likes the product, and they’re only here once, you want to have a place where they can connect and communicate and still get that in-store experience from wherever they are.

What advice do you have for businesses entering the digital space?

What I’ve seen a lot of companies do is hire interns or seek advice from people who actively engage on those platforms. Staying consistent

is also a big thing. A lot of companies might post updates once or twice, and then they might forget to for a long time. If we go to the page and check "what’s the newest food item on the menu" and it hasn’t been updated, we’re less likely to go and check there for current information.

A lot of times with anything creative, people feel they need to practice their craft more or do more research. In the beginning, nobody’s going to be happy with the work that they’re producing, but even though it might be a bit scary to post things that are not exactly the best work, the act of doing it is going to lead to perfection much faster than sitting down and trying to work on something behind the scenes.

Also, be very honest with data from a business standpoint. In social media, there’s a lot of feedback. Look at the data, see what works, what doesn’t. Try new things. You can’t be stubborn nowadays, because all these systems are changing so quickly. I used to be very uptight about the content. I spent too much time looking over videos. Now, I try new things a lot faster than I would have back in the day. In this fast-moving world, done is better than perfect.

How do you choose which platforms to engage on?

You have to know your market. A younger audience is going to like video content, maybe

more short-form, whereas an older generation, maybe newsletters. Pick a few platforms, more than three can be overwhelming. For a company, Facebook and Instagram are already enough. Facebook would be for people my parents’ age and beyond, and Instagram would be for the younger generation. Our generation doesn’t often go on websites unless we have to. We’ve seen a lot of successful companies in Victoria use Instagram.

How important is understanding the algorithms of these platforms?

I think it’s extremely important. I used to be someone who would follow the norm where we complain about the algorithm, and how the algorithms are ruining our content and ruining our potential. But at the end of the day, YouTube’s a free platform. People can either complain, or they can learn to use it to their advantage. So in the last year, we’ve looked at the metrics of titles and thumbnails and what percentage of people are clicking. We also pay a lot of attention to watch time, which is how much time people spend on a video, and we take those data points and correlate them to how many views the video is getting. For very creative people, a lot of times it’s difficult to change your content to suit an algorithm, but as a business, it’s most effective to curate based on the data. 

C I B C WO O D G U N DY

We are excited to announce Chambers Advisory Group has moved to CIBC Wood Gundy, expanding our wealth advisory capabilities to deliver even better financial outcomes for our clients.

To align more closely with our clients, we have expanded our footprint by adding new offices in Comox and Vancouver, in addition to our office in Victoria.

Victoria | 730 View St., 9th Floor Vancouver | 1055 Dunsmuir St., 24th Floor Comox | 1829 Beaufort Ave., Unit 120 Caitlin Roch Client Associate

Paul Masson Investment Advisor

Peter Chambers Senior Investment Advisor, First Vice President

David Burden Investment Advisor

Julie Franklin Financial Associate

Contact information: Email: chambersadvisorygroup@cibc.com Phone number: 1 833 875-0098

“CIBC Private Wealth” consists of services provided by CIBC and certain of its subsidiaries, through CIBC Private Banking; CIBC Private Investment Counsel, a division of CIBC Asset Management Inc. (“CAM”); CIBC Trust Corporation; and CIBC Wood Gundy, a division of CIBC World Markets Inc. (“WMI”). CIBC Private Banking provides solutions from CIBC Investor Services Inc. (“ISI”), CAM and credit products. CIBC World Markets Inc. and ISI are both Members of the Canadian Investor Protection Fund and Investment Industry Regulatory Organization of Canada. CIBC Private Wealth services are available to qualified individuals. The CIBC logo and “CIBC Private Wealth” are registered trademarks of CIBC.

DOUGLAS 27

SpendthetheDay Day Spend in Sidney in Sidney

the edge of the Salish Seawith withspectacular spectacular views of of the NestledNestled on theonedge of the Salish Sea views thethe Gulf Islands, JuanSea Islands and Mount Baker, Sidney, B.C. Gulf Islands, San Juan Islands and Mount Baker, Sidney, offers a Nestled on edge of theSan Salish with spectacular views of B.C. offersarray a San fascinating array of and memorable things to do. what we fascinating of funIslands and memorable things to do.B.C. Here’s the Gulf Islands, Juan andfunMount Baker, Sidney, Here's whatarray we recommend: recommend: offers a fascinating of fun and memorable things to do.

Here's what we recommend: TAKE IN SOME PUBLIC TAKE IN SOME PUBLIC ART ART Maybe it'sbeautiful the beautiful environmentand andlaid-back laid-back lifestyle thatthat Maybe it’s the environment lifestyle TAKE IN SOME PUBLIC ART make the area such a haven for creative people.

Whatever it is, make it's thethe area such aenvironment haven for creative people.

Whatever Maybe beautiful and laid-back lifestyle that it is, Sidney offers an abundance of arts and cultural attractions.

Start Sidney an aabundance of artspeople. and cultural attractions.

Start make theoffers area such haven for creative Whatever it is, your day on Sidney's main street, BeaconAvenue, Avenue, home toto stunning your day onan Sidney’s main street, Beacon home Sidney offers abundance of arts and cultural attractions.

Start stunning three-dimensional murals andbronzed life-like bronzed statues. three-dimensional murals and life-like your day on Sidney's main street, Beacon Avenue, homestatues. to stunning three-dimensional murals and life-like bronzed statues.

THE GREAT OUTDOORS THEby GREAT OUTDOORS To explore sea, the entire Peninsula is rich with life above and To explore sea,you the entire Peninsula is rich withup lifepaddleboards above and below the waves,byand can rent kayaks, stand THE OUTDOORS below the waves, and local you can rent kayaks, stand up paddleboards andGREAT even a sailboat from marinas; or companies like Blue Dog ToKayaking, exploreand byPacifica sea, athe entire Peninsula is richAwith life above andPark. even sailboat from local marinas; or companies like Blue Some Dog of Paddle Sports and Paddle In The below waves, and you can rentguided kayaks,day stand up paddleboards Kayaking, Pacifica Paddle Sports and Atours, Paddle In The Park. thesethe companies also offer with trips toSome the nearby and even a sailboat from marinas; or companies like Blue Dog of these companies also offerstretch guided day tours, with trips to the Spit.

Gulf Islands and evenlocal the long of sand we call Sidney Kayaking,nearby Pacifica Paddle Sports and A Paddle In The Park.

Some Gulf Islands and even the long stretch of sand we call have access to the 9.3 KM bike trail around the airport, plus ofCyclists these companies Sidney Spit.also offer guided day tours, with trips to the Lochside Trail, which stretches all the way from Victoria to Swartz nearby Gulf Islands and even the long stretch of sand we call Bay. Here’s an idea: if you’re travelling from Victoria, why not cycle Sidney Spit.

Cyclists have access to the 9.3 KM bike trail around the airport, out, grab lunch at one of the fabulous local restaurants or cafes, and plus Lochside Trail, which stretches all the way from Victoria to then cycle home again? There’s plenty to see along the way as you Swartz Bay. to Here’s an idea: if you’re travelling from Victoria, why Cyclists have access the and 9.3 KM bike trail around the airport, tour past Cordova Bay through Peninsula farmlands. not cycle grabstretches lunch atall onetheofway the fabulous local restaurants plus Lochside Trail,out, which from Victoria to or cafes, cycle hometravelling again? There’s plenty towhy see along Swartz Bay. Here’sand anthen idea:BOOKTOWN if you’re from Victoria, BROWSE THROUGH the way as you tour past Cordova Bay and through Peninsula not cycle out, grab lunch at one of the fabulous local restaurants Enjoy a little retail therapy in Canada’s only booktown. Sidney farmlands. orBooktown cafes, and thenacycle home again? There’s to see along titles in six has great selection of newplenty and second-hand the way asbookshops, you tour pastallCordova throughdistance Peninsulaof one another. unique withinBay easyand walking farmlands.

EAT! BROWSE THROUGH BOOKTOWN a littleWest retailCoast therapyambience, in Canada'sSidney only booktown.

With itsEnjoy relaxed and theSidney Saanich Booktown has a great selection of new and second-hand titles in on Peninsula are home to lots of restaurants and cafés with a focus BROWSE THROUGH BOOKTOWN six local unique bookshops, allofwithin easybooktown. walking distance all things a taste the international too.

Enjoy a little retailand therapy in Canada's only Sidneyof one another.

Booktown hasfor a great selection of new and second-hand Save room a treat that Sidney does especiallytitles well:inDONUTS! sixThe unique bookshops, all within easy walking distance of one Sidney EAT! Bakery is famous for the best apple fritters you have ever another. tasted,With plus its mounds of other delectable fresh every relaxed West Coast ambience, goodies Sidney andbaked the Saanich morning.

But getarethere sell out because Peninsula homeearly to lots—ofthey restaurants andquickly cafés with a focus they on are EAT! just that good. all things local and a taste of the international too.

With its relaxed West Coast ambience, Sidney and the Saanich Peninsula homeSTAY to lots of restaurants and cafés with a focus on EXTENDare YOUR Save room for A treat that Sidney does especially well: DONUTS! much to see and do,international extend your to explore further and allWith thingssoThe local and a too.day Sidney taste Bakeryofisthe famous for the best apple fritters you have stay overnight in one of Sidney’s nearby accommodation options.

ever tasted, plus mounds of other delectable baked goodies baked Save roomfresh for every A treatmorning. that Sidney does especially well: sell DONUTS! But get there early! They out quickly.

Find out more about Downtown Sidney atfritters ExploreSidney.ca The Sidney Bakery is famous for the best apple you have Because they are just that good. ever tasted, plus mounds of other delectable baked goodies baked © Sidney Business Improvement Area Society fresh every morning.

But get there early! They sell out quickly.

EXTEND YOUR STAY Because they just that good.

Withare so much to see and do, extend your day to explore further and overnight in one of Sidney's nearby accommodation options.

HIDDEN INDU Specific Mechanical System’s Central Saanich manufacturing facility designs and builds steel and copper brewery systems. Today, beer is being brewed in Specific equipment on five continents, from backyard craft beer superstars like Phillips Brewing & Malting Co., across North America, Asia, Australia and even a handful in Europe — ground zero for beer-making technology.

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sk someone what makes Vancouver Island’s economy tick, and the answer will invariably include forestry, fishing, aquaculture, tech, tourism and government services. Rarely does high end, technical manufacturing make the cut.

However, Vancouver Island is home to some fascinating companies who are designing and making gamechanging products that are globally sought after and recognized.

Often these innovators are too busy growing, adapting and planting their flags around the world to take the time to tell their stories. Call it Canadian modesty, or simply being successful. Either way, Douglas is doing it for them. Meet SEAMOR Marine, JASCO Applied Sciences and Specific Mechanical Systems. These three Island-original companies have been around the block and are quietly punching above their weight, well beyond our shores.

SEAMOR Marine When Panamanian engineers needed to examine a seven kilometre section of pipeline for a hydro-electric infrastructure inspection, they called up SEAMOR Marine. The Nanaimo-based company designs and manufactures highly specialized ROVs (remotely operated vehicles) that can crawl, creep and dive to some of the most claustrophobic places imaginable.

Though SEAMOR may be one of the more interesting Vancouver Island business success stories you’ve never heard of, this innovative company has a customer list that spans the globe. They’re the go-to for clients needing to inspect pipelines and dam infrastructure, shoot underwater video, collect sediment samples from the bottom of deep lakes, conduct port security and tackle countless other niche jobs that require ROVs to perform reliably in extreme environments.

After discussing the inspection challenges, the customers from Panama wound up buying a Chinook — a SEAMOR ROV, powered by six thrusters and able to operate at depths of up to 600 metres. In addition, this ROV, which looks like a portable generator and weighs in at roughly 30 kilograms, can be operated via a three kilometre long tether of fibre optic telecommunications cable (enough to cover the longest section of the pipe without access).

JEFFREY BOSDET/DOUGLAS MAGAZINE

USTRIES

The Island’s high end, technical manufacturers are carving out a global reputation for their game-changing products, from marine acoustic monitoring and specialized ROVs to stainless steel brewing equipment. BY ANDREW FINDLAY

DOUGLAS 31

“OUR ROVS ARE LIKE UNDERWATER PICKUP TRUCKS. THEY’RE RELIABLE AT DEPTH IN SALTWATER — IT’S A HARSH ENVIRONMENT.”

“It was an expensive system,” explains Simon Douthwaite, SEAMOR’s sales and marketing manager, adding that the team from Panama flew up for training before returning home to complete a successful inspection. “It cost several hundred thousand dollars, but it was cheaper for them to buy it. They’re designed to be user friendly.”

There’s rarely a dull moment for this pioneering company. Douthwaite is relatively new to the SEAMOR team, having found his way to Nanaimo following a career in futures trading in Hong Kong’s financial sector. It sounds like a lifestyle and career 180. But he says when he heard about SEAMOR, as a lifelong scuba diver — and pitch man — the company’s unique technology appealed to him.

SEAMOR’s story began more than 30 years ago. In the late 1980s, engineers Al Robinson and Terry Knight were nearing the end of their careers when they launched Inuktun, a small shop that designed ROVs, mostly for wealthy individuals looking for an easier way to inspect their private boats. It wasn’t long before Inuktun’s international reputation for making small, relatively affordable ROVs started to grow.

“Al and Terry were visionary — early on they started talking about Nanaimo as the ROV capital of the world,” Douthwaite says, about a time when few people listening to the engineers would have been able to pinpoint Harbour City on a map.

In 2005, Robin Li, then sales manager at Inuktun, bought the intellectual property and launched SEAMOR with his wife Inja Ma. “Robin saw the potential,” Douthwaite says.

“There were very few people making small ROVs.” Li’s goal was to lean harder into the commercial and government market. It worked.

In 2007, SEAMOR made its first ROV sale to the Nanaimo Port Authority for port security and inspections.

“That unit is still operating,” Douthwaite says.

The company hasn’t stopped growing since that first deal. SEAMOR’s Nanaimo office is comprised of a small team of 12 engineers, engineering technicians and management, but has dealers in Asia and Europe.

And you never know who’s going to call. In 2013, NASA rang up the SEAMOR office with a 32 DOUGLAS

SEAMOR MARINE

—Simon Douthwaite, SEAMOR Marine

The SEAMOR Chinook at work in its home waters on the West Coast. The industrial grade inspection ROV is powered by six thrusters, allowing it to crawl, creep and dive through depths of up to 600 metres.

problem. A team of the space agency’s scientists was launching a project at Pavilion Lake near Lillooet to study lake-bottom sediments, hoping to gain insight into bacterial life they might expect to find on Mars. They needed an ROV to collect samples.

SEAMOR also counts BC Hydro among its clients; the company has bought two ROVs for pipe and dam inspections throughout B.C. One of the more interesting and rewarding projects in recent years, says Douthwaite, has

President Reo Phillips has watched Specific Mechanical grow as a result of great decisions made by the company’s founders, Philip Zacharias and Bill Cummings, who stepped back two years ago but continually invested in design and innovation.

been a collaboration with the RCMP’s National Underwater Recovery Training Centre in Nanaimo, which was established in response to the death of a police diver. Underwater search and recovery can be dangerous work. However, the RCMP is now mitigating some of this risk with the help of a SEAMOR ROV. “It enables police to conduct underwater recovery missions without exposing themselves to the hazard of diving in confined spaces,” Douthwaite says.

Specific Mechanical Systems Chances are good that if you love craft beer, you’ve sipped some that was brewed in a shiny steel and copper tank, designed and built by Saanichton-based Specific Mechanical Systems.

In the early 1980s, company founders Philip Zacharias and Bill Cummings lost their jobs at the Victoria shipyards. Their layoffs coincided with the dawn of the craft beer revolution in B.C., when small batch upstarts like Spinnakers were being hatched on the back of napkins.

Call it serendipity, but the skilled metalworkers made the pivot of a lifetime, from banging about on the steel hulls of ships to designing and building stainless steel beerbrewing equipment.

The duo was self-taught. Prior to launching Specific Mechanical, they designed and fabricated two systems for two now-defunct beer-makers — Victoria Brewing and Malting and Steveston Brewing.

“Their first Specific-branded brewery was for Shaftebury Brewing Company, which later became part of the Sleeman Breweries,” explains president Reo Phillips, an engineer

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1921

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BUYING OR SELLING?

who joined the company after working for another specialized Victoria manufacturer, ocean monitoring system specialist AXYS Technologies.

Since hanging the Specific Mechanical shingle in 1984, the business has grown in step with the proliferation of craft breweries, large and small. Today, beer is being brewed in Specific equipment on five continents, from backyard craft beer superstars like Phillips Brewing & Malting Company, across North America, Asia, Australia, and even a handful in Europe — ground zero for beer-making technology, says Reo Phillips. The company employs 84 people, among them design engineers, skilled fabricators, welders and other tradespeople.

Phillips credits the founders, who took a step back from day-to-day operations two years ago, for the company’s longevity — particularly their determination to persevere, keep the lights on and staff employed through some lean economic downturns. But, he says, Zacharias and Cummings were also invested in design and innovation, rather than always cookie-cutter copying what other brewery builders were doing. Phillips admits they’re not inventing systems from scratch but says they’ve developed trade secrets that he believes gives Specific Mechanical a leg up on competition.

Five years ago, the company recommitted to the tradition of innovation to stay fresh and relevant. The nature of the craft brew sector was changing as Molson, Budweiser and other major players bought up craft breweries to add to their portfolios. And with that came increased

I am dedicated to providing my clients with exceptional service, sound negotiating techniques and constant communication throughout the real estate process.

demand for automated systems.

“We realized we needed to do some R&D to create fully automated breweries,” Phillips says.

“Our fundamental goal is to do it in-house and support the local economy.”

More than three decades later, one fact hasn’t changed; the beer business is a fun business.

“We get to work with clients who are really stoked and excited about what they’re doing,” Phillips says.

JASCO Applied Sciences Not a ship or ocean freighter sails through Boundary Pass to and from the Port of Vancouver without being detected by a JASCO acoustic monitoring program. It’s a busy shipping lane shared with the southern resident killer whales, an endangered population numbering just 74. Knowing how ship noise impacts them could be key to their survival. A JASCO listening station is like the ears of the submarine world, whether its monitoring whale songs or the cacophony of ship noise.

Though these days measuring and monitoring the environmental impact of human activity on the oceans is the company’s focus, JASCO got its start in a different era, during the Cold War when ocean supremacy depended on being able to detect and destabilize the enemy.

“THE TECHNOLOGY TRANSLATED VERY WELL FROM MILITARY APPLICATIONS. WE HAD TO DEVELOP SYSTEMS THAT COULD OPERATE WITH MINIMAL ENERGY DEMAND FOR UP TO A YEAR.” —David Hannay, JASCO Applied Sciences

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34 DOUGLAS

JASCO

SOT H E BYSR E A LT Y.CA

An OceanObserver acoustic monitoring hydrophone being installed on a subsea glider — a device that can essentially fly up and down as it moves autonomously through the ocean, surfacing periodically to send information to shore via a satellite data connection.

Know a new business that deserves to be recognized?

MAGAZ I N E’S

TO WATCH

2021 WINNERS

13th Annual 10 to Watch Awards

CALL FOR NOMINATIONS The Douglas 10 to Watch Awards shine a spotlight on Vancouver Island’s best new businesses.

Now in its 13th year, this prestigious award provides the publicity and “rocket fuel” that startups (three years old or less) need in those critical early years of enterprise.

Nominate your own business or a business you think is worth watching.

What are the benefits of being a 10 to Watch winner?

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In 1981, Joseph Scrimger retired from his federal government posting as a naval research scientist with Defence Research Establishment Pacific (DREP) at CFB Esquimalt. He jumped into consulting, designing and developing sonar systems for military applications, and JASCO was born. By the mid 1990s, following the collapse of the Berlin Wall and the shifting of geopolitics, Cold War-generated contracts started to dry up, but JASCO didn’t. Scrimger shifted wisely into the emerging field of environmental acoustic monitors.

“The technology translated very well from military applications,” says David Hannay, JASCO’s chief science officer, who was hired as a young scientist by the founder in 1989. “At the time there were very few hardware systems out there. We had to develop systems that could operate with minimal energy demand for up to a year.”

With more than three decades of experience designing and building underwater acoustic monitoring devices able to collect data from the farthest reaches of the oceans for months at time, JASCO has become a world leader in this highly specialized field.

A team of 18 scientists and engineers remain based in Victoria, while a staff of more than 50 works at JASCO’s Halifax headquarters, which opened in 2006 after CEO Scott Carr relocated to the East Coast.

Massive offshore wind projects being proposed and developed across the globe, as well as increasing awareness about the impact of global shipping on marine life, is creating a boom in demand for the company’s original, made-in-Victoria monitoring solutions.

For example, the pile driving required to install offshore wind turbines creates a wall of underwater noise that can wreak havoc on marine life, hampering their ability to echolocate prey. It can even injure and kill them.

Recently JASCO partnered with Victoria’s Open Ocean Robotics, a start-up that makes autonomous solar and wind-powered vessels for ocean research. Together, they’re helping monitor endangered North Atlantic right whales off the coast of Massachusetts where Vineyard Wind plans to build America’s first commercialsized offshore wind farm.

This ambitious project has landed right in JASCO’s wheelhouse. The company has been monitoring bowhead and humpback whale migration patterns in the Canadian Arctic for the past 18 years. It’s just one of many long-term monitoring projects being led by JASCO that is filling in the blanks of the unseen underwater acoustic world, one whale song at a time.

“As the world shifts away from fossil fuels to renewables, we’re seeing big growth in demand for monitoring related to offshore wind farms,” Hannay says. 

• The credibility of winning a respected award, plus widespread recognition through a Vancouver Island-wide award show

For details and rules, visit douglasmagazine.com

• Positive exposure to 120,000+ Douglas magazine readers

Nomination deadline: 5pm, November 5, 2021

• Featured in the April/May issue of Douglas magazine (30,000 copies in circulation) and on douglasmagazine.com

douglasmagazine.com

NOMINATE A BUSINESS

DOUGLAS 35

Douglas Magazine's

MEETING PLANNER'S GUIDE There is an exciting new world of opportunities available for events, conferences and team meetings — but with it comes new complexities. Find out how to plan and execute in-person, virtual or hybrid events that take advantage of new technologies to create a rich and inspiring experience for all participants.

36 DOUGLAS

The Parkside Hotel & Spa Located in the heart of beautiful downtown Victoria, our contemporary, inviting hotel is steps away from the stunning Inner Harbour and Conference Centre. Enjoy indoor and outdoor spaces to create unique, memorable events.

Meeting Spaces  Urban Ballroom - this modern, bright space is a canvas to inspire any event. With plenty of natural light from every angle, guests will feel focused and motivated.  City Club - offers breathtaking views of the city, ocean and mountains. Elevate creativity in our signature space with floor to ceiling windows, wraparound balconies, and unrivalled views.  James Bay Room - with an abundance of natural light and enhanced built-in audio-visual technology, this room gives you everything you need to do your best work.

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Not Just a Grand Hotel, a Great

DOUGLAS 37

Speak Up 10 tips for choosing and getting the most out of your virtual speakers.

Hone in on Expertise Dig into the topic you want to address and find out who can speak with a depth of experience and knowledge. Cast the net far and wide — your only constraint is a time zone.

The opportunity to engage equivalent sector expertise from another country can bring some cultural perspective as well as a new angle on the topic.

Find the Best Speaker Look at universities, organizations, trade networks, TED talks and equivalents, LinkedIn and other social media pages and posts, and businesses that you admire. Approach the individuals you are interested in engaging with directly perhaps by email or through a direct message on social media channels.

Thought Leadership Engaging speakers from afar offers the opportunity to expand your scope of thought

leadership and knowledge exchange. Creating a broad network offers your employees or attendees mutual benefits — with the potential for different points of view to be shared further beyond your local region.

Assess the Audience How big is the group? If it is a small team, the presentation may require a more personal approach or more time set aside for Q&As. What do they need to get out of the experience?

With a large group, the aim might be to inspire or to think bigger. Use your answers to create a brief for your speaker search.

Consider the Schedule How do you position the speaker in relation to the attendee journey or to the meeting lineup?

Whatever the size or scale of the gathering, consider what else the attendees are doing — in a large event that might include demos, roundtable discussions, networking and breakouts — and when they could benefit the most from keynotes.

Do the Research If you are employing a professional keynoter, be sure to watch a video of them delivering a talk similar to the one you want. If your speaker has less experience, set aside enough time to work with them — which might

include a practice run or a few conversations — to help them deliver a great talk.

Enhance Engagement Speakers bring knowledge and experiences that can add value to an events beyond their speaking engagements. Many speakers will also team up to enhance social interaction, Q&As, pre-press interviews, book discussions and more to help promote an event and drive engagement.

Prepare Your Speaker After an introductory email, plan a sequence of communication that will prepare your speaker for the engagement. This can include: hosting a kick-off call, sharing speaker guidelines, requesting a bio and headshot, creating a run of show, running a speaker briefing session and planning a dress rehearsal (for bigger events).

Ask your speaker to join the meeting 10 to 30 minutes before their engagement begins.

Technical Support Find out what platforms your speaker is already comfortable with and what they need help with.

A virtual speaker should be comfortable with technology. Their experience should be more rooted in giving a presentation online rather than in person. Appointing a technical director to manage the backend of Zoom and to run test sessions prior to the event will put speakers at ease, no matter the size of the engagement.

Delivery A speaker’s experience will vary, but for those with less professional speaking experience, there are a number of resources you can point them toward for support. (See page 64 for an actor’s tips on how to present well on camera.)

Ensure that your speaker has everything they need to look professional. Event organizers suggest supporting them with customized speaker kits that include custom screen backdrops, video recorders, tripods, cameras, LED lighting and audio mics.

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Experience a menu that combines the finest local ingredients from the land and sea with a modern take on Pacific Northwest cuisine.

Whether you’re planning for an intimate dinner among friends, or a staff party, our team can help create an event that best suits your needs. .

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DOUGLAS 39

Four Points Sheraton Inspire the best from your team in our newly renovated event spaces. With excellent service, we ensure a productive meeting whether big or small as we have over 5,600 square feet of flexible meeting and banquet space, which means The Four Points by Sheraton Victoria Gateway can easily accommodate up to 350 people.

Our space includes a 5,113-square-foot ballroom with windows to allow for natural light. All event spaces are equipped with Wi-Fi. We also offer a full business centre, the latest audio/video equipment and a wide range of catering services.

When the day is done, your guests and attendees can wind down on our seasonal rooftop patio or enjoy one of our Best Brews in the Metropolitan Bar + Grill.

The location can’t be beat; the hotel is located just a short drive to historic Hatley Castle & Royal Roads University.

For the golf enthusiast, we are just minutes to Bear Mountain & Olympic View Golf Clubs.

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Our completely remodelled grand ballroom consists of over 5000sq feet of meeting space highlighted by the largest indoor LG video wall in Canada. Stretching seventy feet wide and almost ten feet tall, this one of a kind 4k wall is comprised of over 21 million individual LED pixels working in unison to display content in various formats and sizes, providing our guests with an unrivaled visual experience.

Hanging from the grand hallway ceilings is a stunning installation of hand blown

Preciosa Glass that provides a striking textural contrast to the fine leather of the Baxter designed furniture we hand selected and imported from Milan for our lounge space. A truly luxurious mix of colour and design.

Our own Michelin trained Chef Nicolas Petitjean and his culinary team will work with you to curate a menu specifically for your event that is designed to visually captivate and to delight the palate.

Come and see us for an amazing and unparalleled luxury experience for your seminars and conferences.

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Fostering Engagement These simple steps will help you improve hybrid events by getting people involved and keeping them engaged. BY ERIN SKILLEN The Gallup State of the Global Workplace 2021: Report looked at the impact of COVID on workers and found that “leaders need to recognize the influence of employee wellbeing and employee engagement on workforce resilience.” As meeting the needs of our team members is more integral than ever before, here are some ways you can get them involved and engaged in your evolving hybrid workplace.

Connect as humans first The vast majority of your employees are looking to connect with others, and you can provide them with a safe space to do that. Part of that is acknowledging that things are hard. It’s also important to ensure you respect the range of emotions others may be experiencing. It’s OK to admit you struggle sometimes, too. If you show your team that you understand they are complex people navigating an especially messy time, chances are they will feel they belong and realize you’re all working through it together.

Consider diverse perspectives Cultivating team connections in a hybrid environment isn’t easy. Each team member has a unique set of life experiences and emotions they are dealing with. Some are living alone and feeling isolated while others are caring for children and parents and feeling overwhelmed.

Career stages plays a role too, as the Microsoft 2021 Work Trend Index found that Gen Z workers “reported difficulties feeling engaged or excited about work, getting a word in during meetings, and bringing new ideas to the table.”

What team members need to be engaged can be very different for each employee depending on their home life, their mental health and their pre-COVID work experiences.

Identifying the spectrum of needs across your team can help you create a slate of solutions that provide more options that resonate with more employees.

real life) or staying on Zoom for digital drinks after the IRL feed is gone may feel natural but neither is inclusive. This division creates the fear of missing out (FOMO) and can lead to insecurity, disconnection and distrust.

Cumbersome as it may be, everyone should be included for as much of each gathering as possible. Consider having in-person attendees also sign in digitally so that every face is represented equally on screen. Again, it can be clumsy and strange, but being intentional about inclusivity will help you stick together when it would be a lot easier to drift apart.

Listen, and wait and listen some more It can be hard to tell when someone is done speaking in person — it’s even more difficult on digital platforms where we lose key cognitive cues. Whether your meeting is digital or a digital/in person hybrid, waiting a moment after someone speaks is good practice to ensure they’ve completed their thought. Jumping in and walking away with the focus of the conversation may cause team members to

feel unheard and disengage from participating altogether. Also, ensure that digital participants are given the same access to speak as those who are present — otherwise, it’s easy for everyone in-person to have an unfair communication advantage, especially over someone who’s been left on speakerphone and may be completely forgotten.

Ask for ideas and keep asking We’re all figuring out this new way of working together, and no one person will have all of the right answers. The more we turn to our team to see what they think, what they want to try, what they’ve learned, etc., the better our chances of finding options that work. Our team members have a rich fabric of experience and knowledge that a sole leader can’t acquire on their own. Getting input from everyone else in the trenches with you can be an effective way to figure out what’s working, what’s not and what’s worth a shot. Those ideas will evolve with time as we all learn new solutions, so keep on asking, experimenting and asking again.

Stick together, even when it’s inconvenient Meetings or events with some team members online and some in-person are tricky. It rapidly becomes easier for the two parties to split up. Going out for post-session drinks IRL (in DOUGLAS 41

Hybrid How-To Ways to make your event the best of both worlds.

Market Widely One of the primary benefits of a hybrid event is a broader audience. Without the cost and time barriers of travel, you can reach people all across the globe. To leverage those potential viewers, ensure you’re marketing not just locally but to your secondary audience as well. This may require a rethink in terms of understanding your potential attendees.

With all your promotions, make sure you clearly communicate that there will be virtual components as well as in-person so guests can pick which experience works best for them.

Think Virtual-First The key to a hybrid event is for online attendees to feel excited about their experience, not like they bought cheap seats to the live event. The best way to do this is to focus on the virtual aspects from the start, and then add in the in-person elements. If you put your digital audience at the front of your mind, then it will show up in a more cohesive and thoughtful hybrid event. Consider content that will keep your remote viewers’ attention. Shorter talks drive engagement and will benefit your inperson attendees, too. Add a virtual emcee to your event. Chances are there will be someone there in person letting attendees know what sessions are happening when, reminding them to visit the sponsor booth, or otherwise addressing issues as they crop up. Build in the same for your digital audience. This will keep them engaged and like they are part of the experience, not just an as outsider, looking in.

Make it Customizable Virtual is not the same as in-person. It never will be, and it’s best not to pretend it is. Understand that a hybrid event requires the creation of two different experiences.

That’s not to say you should create two different events.

Both experiences should feel connected and like an integral part of the larger gathering.

Consider creating separate registration streams for your attendees so it’s easier for them to navigate the sessions that 42 DOUGLAS

apply to them. Make every attendee, whether they are hybrid or virtual, feel like their experience is special. Don’t force in-person attendees to interact exclusively online when they could be chatting over a coffee. It’s okay to create in-person only networking, as long as you provide something exciting for your virtual audience such as Zoom mentoring sessions or exclusive digital panels.

Focus on Safety Safety is one of the biggest priorities for your event guests. If they don’t feel safe, then they won’t feel comfortable participating in sessions.

For in-person, this means ensuring that the latest health guidelines are being followed.

Have your procedures in place, and make sure they are clearly communicated. For digital, safety looks a little different. Set expectations for how your attendees should behave by

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having a code of conduct. Make sure you have moderators present in chat forums or virtual discussions, and that your attendees know where to go if there’s ever an issue. This applies to in-person experiences as well.

Make Use of Technology Going digital-first provides the opportunity to use technology to up your event game.

Consider having your speakers pre-record their sessions, but then have them present to answer questions or facilitate a discussion afterwards.

This will up the quality of the video that your remote audience will see and will help keep talks short and focused. Digital also allows the opportunity to provide on-demand content, instead of solely live. This can further expand your reach by accommodating different time zones and schedules and increasing the lifespan of your event. 

Inn at Laurel Point — New Spaces Our one-of-a-kind meeting areas feature ocean views and lots of natural light. Our new Hunt, Martin and Mackenzie meeting rooms are ideal for strategy meetings and more concentrated huddles. With over 10,000 square feet of fully equipped event space available for annual conferences or galas, corporate meetings, once-in-a-lifetime wedding receptions, and anything else you might need, you’ll be glad you returned to the Inn. selesandevents@laurelpoint.com 250-386-8721 www.laurelpoint.com

KWENCH KWENCH’s 5 fully stacked boardrooms are ideal for bringing today’s professional diaspora together for meetings, events and retreats.

C Suite-level designed rooms accommodate from 2 to 40 people and will wow while the work gets done. Recently renovated and thoroughly gorgeous, KWENCH is located at 2031 Store Street.

On-site catering from Neighbourly Café, our food-forward sister business, is available so your team can enjoy nourishing food, coffee and treats all day. We work to ensure your event is flawless.

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Gather. Connect. Grow.

Vancouver Island Conference Centre is an award-winning event venue conveniently located in vibrant downtown Nanaimo. VICC is an ideal environment for reflection, networking and decision making. With award-winning facilities, dedicated staff and a full range of complimentary services, we will help you create memories that last. Let us help you plan your next event.

• • • •

Meetings Conferences and conventions Trade and consumer shows Special events and festivals

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Victoria Conference Centre LET’S MEET AGAIN! Victoria Conference Centre is the largest meeting venue in Victoria with 77,000 sq feet, 21 multi-purpose meeting rooms, Virtual and Hybrid meeting solutions and a Safe Space Plan.

Be a Local Host and connect with us to successfully bring a Conference to Victoria – we provide financial support and resources to make this happen! Book Today!

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DOUGLAS 43

WHERE ARE THEY NOW?

Many of Douglas’s 10 to Watch winners “grow up” to become significant players in their respective fields and major employers in Victoria and beyond. We catch up with three companies who are making waves far and wide.

BY CARLA SORRELL

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“I don’t have an exit strategy; I have a desire to leave a legacy of making the world a better place.”

—Melodie Reynolds, Elate Cosmetics, 2015 winner

IF THERE IS ONE similarity between the founders of Elate Cosmetics, First Light Technologies and Certn, it's their fervour.

In less than a decade, all three companies, who share a history as previous Douglas 10 to Watch winners, have flourished.

When Melodie Reynolds won the award in 2015, she was working out of her spider-filled basement for a few hours each day while her daughter napped. But she had a vision for Elate Cosmetics, and for herself.

“I'm a global businesswoman running a global business. It just happened to be from my basement [in the beginning],” says the company’s founder and CEO. “Recognizing I always had the vision that I could create something that was bigger — I just didn't know how I was going to get there.”

Honouring early stage entrepreneurs can offer them a huge boost in confidence, with endorsements igniting their speed of growth.

Early, big wins come in many forms, from a mentor’s introduction to winning an award. The benefits stack up, fuelling the flame.

JEFFREY BOSDET/DOUGLAS MAGAZINE

A Bigger Piece of the Pie Since winning the 10 to Watch Award in 2012, First Light Technologies’s revenue is up 2,000 per cent but the potential is even bigger. Notes scribbled on the large whiteboard in founder and CEO Sean Bourquin’s office include stats and predictions like: $14.6 billion revenue generated by solar street lights and 2.42 million lights per year being installed in new applications in the U.S. (U.S. Department of Energy).

“From when we started to now, what success looks like, has changed quite a lot. I don't think we had the imagination in 2012,” says Bourquin. “It's got to be 100 times bigger than it is now.”

The company saw a decrease in revenue when the cofounders shifted away from consulting to fully commit to their product line.

It was worth the loss that year. The lighting company, whose specialization is in reliable, durable and cost-effective solar products, has built a client list that includes the Kennedy Space Center, the USS Arizona Memorial at Pearl Harbour and projects in the Mojave Desert.

“If we capitalize on the opportunity we have, then there is a billion dollar annual opportunity here,” says Bourquin. “The further we go, the further emboldened we get and the further we believe we can make a dent in the lighting industry and make a positive impact in the discussion around climate and energy conservation.”

From its launch in 2014, Elate’s mission has been to create high performing vegan and cruelty-free cosmetics with an emphasis on sustainability.

“There weren't any other companies out there doing that,” says Reynolds. “Now, my vision is the same but elevated; we want to be the world's most sustainable cosmetic brand.”

In 2016, Elate had 10,000 customers in its database; today that number has quadrupled, and Elate has 180 retail partners in Canada, the United States, Australia and Hong Kong.

After a pandemic-induced wobble to sales, with some wholesalers closing, the tide turned for Elate, who moved from a 2,000-squarefoot space in Bastion Square to an 8,000-square-foot unit with a top floor in Rock Bay earlier this year. The much larger space has enabled DOUGLAS 45

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46 DOUGLAS

Reynolds to consolidate operations and give her team, which has grown from eight to 24, space to work safely distanced.

It’s been hard not to notice Certn’s exponential growth. The company raised $43 million in 2020. They won the 10 to Watch awards in 2018 with approximately 12 employees and around $250,000 in revenue.

Today, the company has around 150 employees, including contractors, across eight countries and are expanding at 400 per cent annual growth.

“It's a different world,” says Certn’s cofounder and CEO Andrew McLeod. “We were a soccer team; now we’re a league.”

“I don't think our long term definition of success has changed,” says McLeod. “We all want to change the world. We all want to help build trust in people, and we all want to build a huge company that started here in Victoria.”

Certn’s focus is building trust in people — something that hasn’t changed — although how they do it now and in the future will look different, says McLeod. The company’s focus is on smart, respectful, comprehensive and efficient background checks — streamlining a process that has previously caused employers to lose out on candidates.

Taking Care of Your People “Number one rule is only work with people you love,” says McLeod, who meets groups of new employees every two weeks as part of their onboarding process. It's an opportunity for him to get to know everyone and “what makes them special,” which means the personal — hobbies and side projects that vary from

mountain climbing to collecting rare snakes — as well as the professional.

People power is a big motivator for McLeod, whose ambition for Certn was initially to be the best company to work for in Victoria but is now to become “the best employer anywhere.”

Despite the varied skill sets and backgrounds at First Light, the team shares values, and Bourquin lets the recruitment process reflect the time it takes to really get to know people and to make sure they are the right fit.

After a decade developing his business acumen, Bourquin realized he needed to transform his leadership. Bourquin has “navigated an arc of leadership toward becoming a mentor.” The motivation comes from a desire to launch others on their own successful trajectories by transferring the confidence he has built in himself onto others and respecting their individual pursuits, he hopes many of them will start their own companies one day.

“I think that's the next frontier for leaders,” he says.

The bookshelves in both Reynolds’s and Bourquin’s offices are stacked with titles on leadership and growth. Both are aware that, with their businesses in good hands, they have a significant role to play for their teams, and, subsequently, they spend significant time thinking about how they want to do that.

Reynolds’s calendar has “clarity days” carved out every month. Those days can be anything from a facial to a day combing through a backlog of emails with a sign posted on her door so as not to be interrupted.

“Modeling this idea of taking time for clarity

JEFFREY BOSDET/DOUGLAS MAGAZINE

“I’m becoming more and more a believer that the best situations are situations where you can have your cake and eat it, too.”

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allows me to have a team that believes in that too,” says Reynolds.

Her “best self” policy encourages the team to check in with themselves, make decisions about their needs and take similar time for themselves.

From early on, Reynolds knew she would have a team. Her life’s purpose, she says, is “to make everything, including the people that I see and talk to every day, a little bit better than I found them.

“Leadership isn't a benefit to you. It's being in service to others.”

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The Local Global Dilemma All three companies have a majority of employees based in Victoria but are expanding nationally and globally, capitalizing on the broadened scope of talent made possible by remote work.

McLeod admits he initially took some convincing to move from Vancouver to Victoria to set up Certn, but he hasn’t looked back and now heralds the city as the best place to live in Canada.

“The connection with the community is important to me personally, but as a company, it's crucial to our foundation,” says McLeod, with Certn well-positioned to take advantage of the future of remote work. “But our future is everywhere else, wherever the best people are.

If we can convince them to come to Victoria, that's great. We convinced a lot of people to move here. They don't ever come to the office; they just enjoy what our community has to offer, which is incredible.”

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its own set of challenges in terms of recognition and connection to the community.

“In Victoria, I think most people don't know about us,” says Bourquin. “We don't win a lot of business locally; we don't tend to pursue it.”

The same is true of Certn. But the proof is in the profits for both, boasting extensive international client lists. Something, says Bourquin, they tend to show on their website to quell any doubts about their “legitimacy.”

Despite the remote work — installing lights across the U.S., in the Caribbean and in Europe — Bourquin values being a local business.

First Light is a Victoria company, and the community means a lot to him. He has always tried to source locally, creating opportunities for companies to expand by offering manufacturing support for First Light, for example. It's a value that has panned out practically, creating a closeknit and reliable supply chain, whose in-built resilience has been crucial to the company’s success over the last year and a half.

The Mindset Reynolds is a “fast-paced person” and came to beekeeping later in life, to counterbalance her natural state.

“I see a lot of similarities and parallels between a beehive and a business. As the caretaker of the bees, I don't do anything. I don't affect how they work. They know what

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they're supposed to be doing — they have millions of years of evolution. That has not changed.”

She trusts the team in order to do her job, protecting the vision.

“I can be clear on where we're going, because that's really my only job — to see into the future with my crystal ball. To do that I need to be calm, clear and confident.”

It’s impossible to get everything right. But those bumps in the road serve as learning opportunities and are what sharpens entrepreneurial instincts.

No stranger to failure, McLeod says that the difference now is “we're doing less failing.

We've figured out our product market fit, we've figured out how to accelerate growth and revenue and we figured out how to hire great people.”

Those great people secure the space for these founders to think big and bigger.

“I’m a big fan of a poet named David Wright,” says Bourquin. “He talks about how we want this conversational nature of reality — we want to be on the frontier of ourselves, right? I don't want to be in some comfort zone.”

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“Why not?

Why wouldn’t you do it?

Douglas is a staple in our community; it’s got a ton of readership.

The awards are really great for exposure as you’re trying to grow your company, for the amount of effort that you have to put in.”

— Andrew McLeod, Certn, 2018 winner DOUGLAS 49

Scott DiGuistini is the cofounder of Tree Island Gourmet Yogurt in the Comox Valley. The licensed Island Good company sources milk from local grass-fed dairy farms to produce its artisanal yogurts.

VIEA

STATE OF THE ISLAND ECONOMIC SUMMIT

October 27 - 28 | Vancouver Island Conference Centre and Online

50 DOUGLAS

JEFFREY BOSDET/DOUGLAS MAGAZINE

The Local Food Paradox Food security and local supply systems have been a long time focus at VIEA and will be the subject of a keynote speech at this year’s "State of the Island" Economic Summit.

BY CARLA SORRELL

M

The 2021 Summit will be a hybrid affair, held both

in person and virtually. In-person components hosted by VIEA will include an expanded tradeshow, networking opportunities and informal meals.

All plenaries, breakouts and the bonus pre-summit tech session will be beamed into the Vancouver Island Conference Centre, where delegates will be able to view them on personal devices or large screens throughout the facility.

Like the 2020 event, Summit delegates will also be able to partake in all or portions of the event online, in the comfort of their own homes and offices.

Visit viea.ca to learn more about this year’s Summit, how to register and how to attend … up close and/or virtually.

ore than a year and a half into — and coming out of — a global pandemic, it is increasingly clear that the big question looming over us might be something like, "What now?" How do we sustain ourselves and live sustainably in an increasingly unsustainable world?

It comes as no surprise then that the Vancouver Island Economic Alliance's (VIEA) most popular project to date is Island Good. The Island Good product brand was initiated in 2018 to help shoppers identify locally sourced products. It’s an initiative that has made sense from day one — during the six-month pilot, Island Good increased sales by an average of 16.4 per cent. Nobody needed to be convinced of the logic in following this course, focusing on sourcing locally made products. Today there are more than 160 companies proudly sporting the Island Good label.

Food security and food autonomy has long been discussed on Vancouver Island, given the realities faced as an island community, with alarmingly limited food production. The pandemic was a reminder of the fragility of food supply systems and our overdependence on global supply chains for a broad range of manufactured products, with consumers still questioning reliability and feeling the effects of cost increases.

The recent report issued by the UN's Intergovernmental Panel on Climate Change shows a critical global heating threshold of 1.5 degrees Celcius may be breached far earlier than previously expected. The landmark study warns of increasingly extreme heatwaves, droughts and flooding. A key temperature limit could be broken in just over a decade.

The impact of climate change on agriculture is one of the many considerations that the Canadian agri-food industry must take into account to future-proof the industry. Other considerations include disruptions to how consumers shop and buy food as the line between food service and retail blurs.

By examining food cultures, trends and climate change more closely, Economic Summit keynote speaker, Dr. Sylvain Charlebois, “the food professor,” from Dalhousie University, will engage in an open dialogue about food systems opportunities for the Island and discuss the topic of the local food paradox.

The paradox, Charlebois says, is that although 79.5 per cent of Canadians are willing to pay a premium for locally grown produce, DOUGLAS 51

only one in four of them consider the origin of their food important. A recent study by Dalhousie University casts light on the value and cost of local food in Canada. The definition of “locally grown” is up for grabs across the country. In the Atlantic and Prairie provinces, local is understood to be food grown within provincial boundaries, but consumers in British Columbia, Ontario and Quebec are more likely to consider only food grown within their region to be local.

“Most of us will pay more for locally grown food and will respond so during a survey but few are actively looking for opportunities to do so,” says Charlebois.

Given that coming out of the pandemic, many Canadians may be faced with smaller personal budgets and that most consumers are already price conscious, if not price-driven, when it comes to food shopping, Charlebois cites that for 47.8 per cent of Canadians, the price of fruits and vegetables is the most important consideration when choosing produce.

Given these factors, the question is: what and how big a role should government play in supporting local food producers, increasing domestic production, and lowering the cost of locally sourced foods?

Island Good has proven to be a wonderfully successful and important idea. Now, we ask, what more must be done and who will partner to expand this endeavour? Going forward, it is imperative that we secure access to local products in which all consumers have full confidence.

Keynote presentation by Dr. Sylvain Charlebois: It’s Good to Produce Goods — It’s Getting Complicated Out There, and That’s a Good Thing! — Thursday, Oct 28, 8:30 9:30 a.m.

About This Year’s Summit This year’s key questions are answered by George Hanson, president of the Vancouver Island Economic Alliance.

What is important this year?

Our perspective is that our economy is being transformed before our eyes. We are looking forward, asking: What now? What next?

There's a massive opportunity in front of us for transformation. In response to the climate, change needs to be specific and rapid and urgent. COVID highlighted the untenable and unacceptable inequity in our economy.

We don't know yet the scope of impact that this pandemic experience has had and is going to continue to have. We're using this summit platform to look at where things are headed, what we need to know and how we can get where we need to be.

How has the format changed this year?

We chose to make all of the presentation content virtual and create an engaging and spacious networking exhibition experience. People have always said they put a high value on the quality of the networking at the Summit. All the sessions are set up so that people can attend from wherever they are. We will have big screens set up and encourage people to bring their mobile devices, laptops and headphones so that they can fully participate. Throughout the Summit, there will

The Indigenous Economy Island First Nations are expanding economic activities in traditional and non-traditional industries. They are becoming lead economic players, driving wealth creation and employment for their members while contributing to the economic vitality of local communities. Leaders from three First Nations development corporations — the Huu-ay-aht, Snuneymuxw and Malahat Nations — will discuss where they are headed, what’s working and what’s needed.

Pictured: Trevor Cootes is a councillor for the Huu-ay-aht First Nation where he holds the portfolio for economic development, external communications and cooperative management.

52 DOUGLAS

be places where delegates can go to quietly participate in sessions. They will also be able to network in person over stand-up meals and a cocktail reception, all within the tradeshow environment.

What is carrying over from last year?

Something we did last year that we're continuing is a three-pack registration for people who wish to attend virtually and are specifically interested in certain topics. We understand that some people may not have the time to participate in the full schedule of 16 presentations with Q&A and roundtable conversations. Thus, the Summit threepack allows people to choose any three sessions that peak their interest.

What are you most excited about?

I always get excited about the quality of our content. How it is always so close to the ground, so relevant and immediate to what is going on right now. Our team always focuses on what's actually happening, what people are interested in, what's trending and the opportunities or challenges that people need to know about. That always engenders a strong response from the audience because it's information about what is going on in our economy.

How has the digitization of events impacted your reach?

We have always brought world-class speakers in from elsewhere, but there has always been a limitation to that — their schedules and the expense. Now, it's easier for us to attract speakers that we want. It also opens the doors for people who are interested in those presentations to participate, regardless of where they live.

How important is collaboration to our economy, and how does VIEA support bringing people together?

VIEA was born 15 years ago out of a recognition that we needed to get out of our silos and collaborate from one end of the Island to the other. One of our key objectives as an organization is to bring together decision-makers and thought leaders to share information, learn from one another, initiate change and work together. The Summit provides that context, and that's why people attend the event with so much enthusiasm.

One of the things that stands out about the Summit is that the buzz in the room is immediate — from the moment the first people walk into the door to the moment the last person leaves.

Featured Sessions Pre-Summit Forums Island Wood Industry Forum

TUESDAY, OCT 12: 8:30 A.M.—4:30 P.M. Elements of Indigenous economic reconciliation, BC’s Forest Industry Modernization Plan and data from VIEA’s two-year Waste Wood Recovery Pilot Project converge at this gathering of industry stakeholders hosted by the Tseshaht First Nation in Port Alberni. A summary session will be featured in the Summit program.

Innovation & Technology Showcase

TUESDAY, OCT 2: 3:00—4:30 P.M. This bonus pre-summit session will explore the stories of companies from different sectors who increased their digital approach during the pandemic — what they did, how they did it, why they did it and what the results looked like.

Philanthropy's Role in Deploying Capital in the New Economy THURSDAY, OCT 28: 1:15—2:15 P.M.

Trickle-down philanthropy has been perpetuating economic inequality through its business models and culture of donor centricity. This session will examine how philanthropy can adopt the principles of equitable, sustainable, just and inclusive to help deploy capital to resolve economic inequality.

Speaker: Andrew Chunilall, CEO, Community Foundations of Canada

The Geography of Disruption

WEDNESDAY, OCT 27: 1:15—2:15 P.M. Is it possible to get more from less? The last year delivered enourmous disruption to modern life and the economy. Most of us agree on the importance of the UN's 17 Sustainable Development Goals. What’s more difficult to agree on is how to achieve them. If you do the math — and many have — sustainability is not sustainable. It’s too slow, arbitrary and it’s not scalable for what's really needed. Love it or hate it, the forces of disruptive innovation and dematerialization might save us.

Speaker: Graham Truax, Executive Director, Innovation Island

Big-City Opportunities Small-Town Vibes

Contact: Rose Klukas Economic Development Officer, City of Campbell River invest@campbellriver.ca | 250.286.5738 campbellriver.ca/invest

DOUGLAS 53

Mental Health in the Workplace: Return-to-Work Tools for Employers WEDNESDAY, OCT 27: 10:30—11:30 A.M.

Mental health issues have risen to the forefront of our attention. As companies make decisions about returning to work, tensions between those in the office and those working remotely are expected. This session will aim to: 1) identify mental health issues in the workplace, 2) provide examples of practical and tactical leadership approaches for proactive management and 3) guide understanding of related legal implications.

The Blue Economy: Vancouver Island’s Next Economic Engine WEDNESDAY, OCT 27: 1:15—2:15 P.M.

Canada’s blue economy is responsible for 1.6 per cent of Canada’s total GDP and sustains nearly 300,000 jobs across the country’s three coasts. With considerable attention being paid to Canada’s blue economy, the Vancouver Island region has the potential to be a driving force in this sector. This panel will explore how the Island’s vast expertise across a range of ocean-based industries can position it as a leader in innovation, conservation and the creation of net positive and socially beneficial opportunities for Indigenous and nonIndigenous coastal communities.

Supporting Island Business As Vancouver Island's only locally owned and independant Customs Broker, we are committed to your success.

Applying Doughnut Economics: How Local Government Can Lead Economic Development Fit for the 21st Century WEDNESDAY, OCT 27: 10:30—11:30 A.M.

Nanaimo is the first Canadian city (joining Amsterdam, Melbourne, Brussels, Berlin and Sydney) to adopt the Doughnut Economics framework to guide all city initiatives toward building a thriving community that is environmentally, socially and economically sustainable. Panelists will discuss how Nanaimo is applying the principles and how local governments can leverage their resources to meet the challenges of the 21st century.

Speakers: Carlota Sanz, co-founder, Doughnut Economics Action Lab; Tyler Brown and Ben Geselbracht, Nanaimo city councillors

Modernizing Our Forest Practices — How Will We Make This Happen?

THURSDAY, OCT 28: 1:15—2:15 P.M.

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54 DOUGLAS

This session will report on findings from VIEA’s Waste Wood Recovery pilot project; explore pathways to Indigenous reconciliation in the forest industry and share details of BC’s new Modernizing Forest Policy intended to transform the forest industry.

Speakers: Shannon Janzen, VP & chief forester, Western Forest Products; Graham Sakaki, Regional Institute Research Manager, VIU; Chief Robert Dennis, Huu-ay-aht First Nation 

Business Profile

LUKE BILES Meet MNP’S New Victoria Partner

A

new partner in MNP’s Victoria office, Luke is an entrepreneurial accountant who brings handson experience working with a successful start up. He prioritizes building relationships and connecting his clients with the people who can help them succeed.

Did you always want to become an accountant?

My dream job when I was a kid was robot inventor. I started my Bachelor of Commerce at Memorial University in Newfoundland and aced my first accounting course, so there was a natural fit.

How would you characterize your professional self?

I am entrepreneurial and love conquering the challenges that come with that.

Before joining MNP, I was employee #4 at a start-up company that’s now publicly traded, so I know what it means to wear multiple hats and have to adapt quickly, because I lived it. Our work isn’t just about numbers; everything has to be considered.

My empathy allows me to see things from my clients’ perspective, which helps me communicate in a way that ensures they are truly informed.

What is your role with MNP? My role as business advisor provides me with a lifestyle that I really enjoy; all day I am connecting with people and helping them achieve their goals. I find myself bridging connections within the firm, but also externally. If I think two clients can help each other, I’ll get them together. I also enjoy creating networking events, which I have done most recently for the local cannabis industry, an exciting yet struggling sector full of passionate people.

What’s the common thread that runs through your clients?

My client base is diverse — the businesses you see on every corner of our community — so there’s lots of opportunity for working together. At the end of the day, they’re all people. They’re all living in the same dynamic, changing world, facing the same challenges, and everybody has something to offer.

What are your clients’ biggest challenges?

Labour, succession and technology solutions are key concerns for many local businesses right now. We spend a lot of time helping clients navigate through these processes and maximize the value of their businesses.

701-1803 Douglas Street // 250-388-6554 // mnp.ca

“OUR WORK ISN’T JUST ABOUT NUMBERS; EVERYTHING HAS TO BE CONSIDERED.” What’s the number one piece of advice you’re giving clients right now?

Engage in tax planning early to protect your business assets and stimulate growth and value for shareholders.

What do you do when not working?

I serve on the board of the Greater Victoria Housing Society. My partner and I were fortunate enough to acquire a home in Victoria, so we’re learning about everything that goes with that and enjoying the space with our rescue dog, Stella. I like dining out with friends, and I’m a Gamer with a capital G. What is the best thing about living in Victoria?

The Island reminds me so much of my home province of Newfoundland. But it’s the people that make it special. I click with them.

These are my people and it’s been awesome.

Go to mnp.ca/meetluke or scan the code to see Luke’s video profile.

DOUGLAS 55

Business Profile

victoria foundation Greater Victoria’s 2021 Annual Check-up

T

he events of the past two years have laid bare many of the inequalities long existing in our communities. The uneven hardships of the pandemic, the rallying cries for racial and gender equity and the tragic reminders of the past and present injustices towards Indigenous peoples in this GREATER VICTORIA’S 2021 ANNUAL CHECK-UP country have all led to the first two years of the 2020s as a time of reckoning.

But with the pain and hardship has come opportunity. The opportunity to do better than we have in the past. The opportunity to face hard truths and come up with viable solutions.

The opportunity to heal and grow and change.

Recognizing the important work that needs to be done on equity and inclusion in our own community, the Victoria Foundation chose this subject as the theme of the 2021 Victoria’s Vital Signs.

The capital region is no exception from these hard truths. We know, through both data and lived experiences, discrimination exists in our community, and that for many people in our community the experience of living, working and playing in Greater Victoria is different than Introducing an online it is for others. version of Vital Signs Drawing from local, provincial and national data, along with the results of a resident survey taken by nearly 4,000 people in our region, EQUITY the 2021 Victoria’s Vital Signs explores the SNAPSHOTS experiences of living in Greater Victoria and how See how Greater we can do better as a community. In addition, Victoria is faring Vital Signs provides up-to-date reporting on 12 key issue areas in our community, along with a countdown of the top things to celebrate SUSTAINABLE DEVELOPMENT GOALS Things to celebrate about our region and the top areas in need + things to improve of improvement, as chosen by residents of our region.

Also, after 16 years of publishing Vital Signs reports, the Victoria Foundation is this year introducing a new website that is a wealth of information about our community and includes over 80 measurable indicators on our quality of life. Vital Victoria also includes news and reports related to the indicators and issue areas, measurements tracking the UN Sustainable Development Goals and a feature series on this year’s Vital Signs theme of equity and inclusion.

Visit victoria-vital-signs.tracking-progress.org to explore this exciting new resource for our community. And find your copy of the 2021 Victoria’s Vital Signs report in locations throughout Greater Victoria, or online at victoriafoundation.ca.

VITAL VICTORIA

SURVEY SAYS...

QUALITY OF LIFE in Greater Victoria

Framework for a better future

THE 2021 VICTORIA’S VITAL SIGNS EXPLORES THE EXPERIENCES OF LIVING IN GREATER VICTORIA AND HOW WE CAN DO BETTER AS A COMMUNITY.

200-703 Broughton Street // 250-381-5532 // victoriafoundation.bc.ca 56 DOUGLAS

Business Profile

HOUSE OF BOATENG Introducing a New Langford Location!

C

hef Castro and team welcome you to their new venue at 2829 Peatt Road in the heart of Langford.

This exciting new space can accommodate 10-person cooking demonstrations, multi-course dinners for up to 30 people at a beautiful long table, and up to 50 people reception style. The space features large windows, an open kitchen, projector, music and retail where you can get HOB Fine Foods and other local artisan products. Perfect for entertaining clients, holding product launches, social gatherings, intimate weddings and other special events, it’s an additional location with the same simply fresh ingredients, delightfully personable service and seriously good food.

Fine Foods

2829 Peatt Road, Langford // hobfinefoods.ca // catering@hobfinefoods.ca

Business Profile

MAYFAIR OPTOMETRIC CLINIC Live Your Life With Happy Eyes

P

roviding optometric expertise and excellent patient care, Dr. Trevor Peddle joined the team at Mayfair Optometric Clinic in 2009.

Dr. Peddle’s love for hiking the backcountry brought him out to the West Coast Trail in 2006. After receiving a Bachelor of Science in Biomedical Sciences and an Optometry degree from the University of Waterloo, Dr. Peddle relocated to Victoria permanently. Outside the office, you will find Dr. Peddle hiking, rock climbing, mountaineering and always planning his next adventure.

Dr. Peddle, along with Mayfair Optometric Clinic’s Dr. Taylor and Dr. Genereux, welcomes new and past patients for routine eye care, glasses and contact lenses. Open by appointment to serve you better.

3196 Douglas Street // mayfairoptometric.com // 250-361-4444 // 9am–5pm, 6 days/week

DOUGLAS 57

JEFFREY BOSDET/DOUGLAS MAGAZINE

Keeping it in the Family Multi-generational family-run businesses offer enormous value to the communities they serve. But passing on the gauntlet to stand the test of time comes with a unique set of challenges.

BY KEITH NORBURY

W

hen Mel Bolen died unexpectedly in 2016, her daughter Samantha Bolen didn’t inherit the family business.

She had already owned Bolen Books since 2010.

“We had worked with our accountant and other advisers to create a succession plan so that I could fully own the company, and they could fund her retirement properly,” says Bolen, the second generation to own the eponymous bookstore that her mother had built from an 800-squarefoot space to a 17,800-square-foot expanse in Victoria’s Hillside Shopping Centre.

And when the time comes for Samantha’s daughter Madeline Holmes to take over the business, she will expect her also to pay a fair price.

“One thing that I feel very strongly and passionate about is that a business should not be gifted from one generation to the next,” Bolen says.

The Third Generation Curse In taking the long view to presell the family business, perhaps Bolen Books will avoid “the third generation curse” of family businesses. It’s an actual phenomenon, says Dr. Roy Suddaby, a University of Victoria business professor.

“One of the challenges of family businesses is that the founder tends to bring a lot of energy and enthusiasm to the business,” says Dr. Suddaby, who is the guest editor of a special edition of an upcoming issue of Family Business Review. “But by the time you get to the second or third generation, the motivation and the energy, and sometimes 58 DOUGLAS

the expertise, seems to have dissipated. So most family firms don’t survive beyond three generations.”

The third generation curse is familiar to Doug Wittich, president of the Family Business Association Vancouver Island.

Wittich represents the first generation of his family enterprise, which consists of three Sooke area businesses: Wittich Environmental Services, PLAN Contracting and ScanPlus Locating. Wittich himself runs Wittich Environmental; son Kelby now manages the contracting firm and son-in-law Mike Cooper is in charge of ScanPlus.

The latter employs ground-penetrating radar to locate underground utilities as well as for archaeological work such as finding unmarked graves.

The first generation is “just survival,” Doug Wittich says. “The second generation sees that mom and dad have a new car, and they go for a trip once a year, and obviously what they didn’t see is the first 17 years they never left,” Wittich says. “Third, I don’t know how it gets to even a point of being a third.”

He came to Victoria from Ontario in 1986 to study commercial photography and wound up owning the Western Academy of Photography for seven years. Later, despite lacking any technical expertise, he took a job in marketing with an environmental company and in 1997, he founded an environmental company.

“And I was the only non-engineer in the environmental industry for, well, forever.”

Bolen Books, founded in 1975, third generation



Bolen Books was founded by the late Mel Bolen, mother of Samantha Bolen (left) who is pictured with her daughter Madeline Holmes and her granddaughter Willa.

DOUGLAS 59

Succession Planning (and Working Elsewhere) Also the third generation in her family business is Caitlin McKenzie, chief executive officer of Monk Office. Her grandfather, Ron McKenzie, a Victoria city councillor from 1976 to 1983, bought the family firm in 1963 from Charles Monk, who founded it in 1951.

“My dad, James, took over the business from my grandfather in 1983,” Caitlin McKenzie says.

“And then I took over in 2018.”

Her childhood memories include writing messages and placing them in those tubed boards that predated voice mail and Post-its.

As a teen, she worked part time and during summer vacations. After college, she left to work elsewhere for 13 years — 10 years with the Oak Bay Marine Group.

“Ever since I was quite young, probably even too young to understand it, my dad spoke to me about succession planning,” McKenzie says.

“The rules of engagement were I needed to leave the family business and work elsewhere.

And I needed to go and get an education.”

So she earned a degree in human resources management from Camosun College. And when she decided to return to Monk in 2016, she submitted a job application just like any other job seeker.

Monk Office, founded in 1951, third generation

Working for another company isn’t par for the course in succession planning; in fact, says Dr. Suddaby, “secondment” is typically used in large corporations and public sector organizations and is rare in family businesses.

“Formal secondment to outside firms is not a common practice [in family businesses], even though it has been identified as a recommended practice by academics who suggest that this practice correlates with high growth firms,” says Dr. Suddaby, citing a 2013 study from Mason & Brown. “Most family firms are smaller and may lack the resources to support a formal secondment program.”

At Capital Iron, Kylie Black is the fourth generation to have a leadership role in the company, which her great-grandfather Morris Greene founded in 1934.

After high school, though, she attended Ryerson University and upon graduation stayed in Toronto to work for Target Canada before its demise and then was employed for three years at Canadian Tire’s head office.

“I ended up deciding I wasn’t quite ready to move back from Toronto, but also that work experience elsewhere would be incredibly valuable for not only myself but for the business,” Black says.

Before COVID, her grandfather, Ron Greene, in his retirement would often lead historical tours of the store.

JEFFREY BOSDET/DOUGLAS MAGAZINE

In 2018, Caitlin McKenzie took over from her father James, who succeeded her grandfather, Ron, in 1983.

60 DOUGLAS

“It’s a nice reminder of the roots,” says Black, now chief operating officer. Capital Iron started as a shipping and scrapping company. It always had a presence on the water, predating its familiar persona as an eclectic retailer.

Black never met the founder, but she remembers going to the flagship store on an elementary school field trip, not imagining that she would end up working there soon after.

Leaving a Legacy UVic’s Dr. Suddaby says one way a family business can survive beyond three generations is to curate its own history. But, he adds, a business can survive even if the original family is no longer involved.

“When a family firm with a strong brand identity is acquired by a large corporation, it is a common practice for the acquiring firm to include in the sale the intellectual property associated with the family heritage,” says Dr. Suddaby, who adds that preserving that history can be critically important to the acquirer.

“This could include family pictures, photographs and similar mementos that reflect not only the history of the firm, but the history of the family so that the ethos and history of the family firm can be used to maintain the brand.”

The owner of Francis Jewellers, Rafal Zebrowski, is thankful for the foundation built by the Francis family over three generations — detailed in a timeline on the company's website.

"At Francis Jewellers, we are continually reminded of the legacy of the Francis family, even decades after the business changed hands," says Zebrowski, priviledged to celebrate the company's 100-year-anniversary this year.

"We have customers who remember coming into the store as children when it was on Douglas Street, and are now coming back for custom projects fifty years later, sometimes with the same jewellery. We cherish the history of our store and the memories of our customers."

Included in the history was the historical significance of the iconic clock that stands outside the former Broughton Street store.

Originally, the clock was erected by the first company Frederic William Francis worked for in Victoria before founding Francis Jewellers on Douglas Street. It’s value was such that they had it moved to Broughton Street in 1986, requiring approval from the City of Victoria.

“Family firms are just beginning to realize the emotional and economic value of those stories as a form of a social symbolic resource that can be used to maintain ties with key stakeholders, particularly employees, but can also be used to build trust with consumers,” says Dr. Suddaby.

“Increasingly, however, firms, even the smaller ones, are beginning to recognize the value of family history and tradition as an effective marketing resource.”

Secrets of Longevity The Cloth Castle in Langford is another fourth-generation business. For secondgeneration owner Sylvia Ratcliffe being able to work with two of her daughters — Bonnie Harper and Maria Porter — is particularly poignant. Ratcliffe’s two other daughters died prematurely.

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Cloth Castle, founded in 1969, fourth generation

 “It has been really good for me, with losing two children, to have my daughters with me and caring about the business,” Ratcliffe says.

A family can practice rituals “that help to remind people of the founder and the founding values,” says Dr. Suddaby. “The nice thing about rituals is that they can be big or small.”

A ritual happens with Monk Office, wherein Caitlin McKenzie gets together for “McKenzie Martini Meetings” with her dad once a week, where they talk about work but “we also just talk about life.”

One of Ratcliffe’s rituals is to take each of her daughters out for lunch or coffee. “We are a Christian family,” Ratcliffe says, explaining how the family business has endured. Her late husband, Joe, was a pastor at what was The Forge Church.

Her mother-in-law, Ethyl Ratcliffe, started the business as the Yarn Barn. When her son and daughter-in-law ran the company they pivoted from yarn to fabric, renaming it the Cloth Castle.

In the mid 1980s, the Ratcliffes bought the building, a former billiard hall, that the company has occupied to this day. Also working at the store is Harper’s son, Bryan Benischek.

Harper’s preteen granddaughter, Victoria Wagler, represents yet another generation of sewers — a photo shows her using Ratcliffe’s serger to sew herself a top.

“Bonnie loves sewing. I love to quilt,” Porter says. “We’re creative people. Sometimes Bonnie and I will get together, and we’ll sew in an evening. It’s just a part of who we are.”

Another fourth generation business Jennings Florists has been operating in Victoria since 1912, notes Rob Jennings, who is currently at the helm of the family business.

His son, Mason, works at the store, which has operated in Oak Bay’s Estevan Village since 2003. Jennings's daughter, McKenna, occasionally works at the store as well, when not studying music at UVic or performing her concert harp.

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His great-grandparents, William and Phyllis Jennings, arrived in Victoria from Cheshire, England, in 1911 on the Empress of Britain.

They soon established greenhouses on what is now the site of Tuscany Village in Saanich.

William Jennings would open satellite stores in downtown Victoria, usually on Yates Street.

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“My great-grandfather was quite famous for having all the store fixtures on wheels,” Rob Jennings says. “And he would sign the shortest lease he could. He would go up and down the street, and anytime he saw an opening, he’d find out if he could get a better rent.”

Starting in the 1960s, the family opened more permanent stores in the vicinity of Shelbourne Plaza before eventually moving to Oak Bay. Jennings's earliest memories were of riding his tricycle around the shop. He also quickly learned how to tie red bows around poinsettias at Christmastime.

The secret to the longevity of Jennings Florists, Jennings says, is in following the example of the founder “who was willing to put everything on wheels, roll down the street, keep current and keep reinventing the business.”

Capital Iron’s iconic stone store was designed by Wright and Sanders architects and completed in 1863.

62 DOUGLAS

To Each Their Own Some businesses might change to accommodate the interests of a new generation, but most don’t, says Dr. Suddaby.

“These differences in strategic direction between generations is precisely the reason that most family firms fail to last beyond two or three generations,” says Dr. Suddaby.

Samantha Bolen also remembers helping out at her mom’s store after school or during evening events. Later, when her own daughter was about two, she came back to work parttime at the store.

She started doing accounts payable and learned other parts of the business until by 1996, “I knew I wasn’t going anywhere.”

Her daughter, Madeline Holmes, who is named after her grandmother, remembers the excitement of the store’s 2013 expansion and massive events like release parties for Harry Potter novels. But her mom never pressured her to join the business.

“I didn’t really feel it was the right fit for me until I was in my mid twenties,” Holmes says.

“I remember my mom was skeptical because I had never shown an interest in the business, and (she) wanted to know that I was serious.”

Bolen dreams that the store her mom built will remain operating in its current location 25 years from now with her daughter at the helm. Holmes agrees that would be cool while cautioning that she has no expectations for her own daughter, Willa, just one years old.

“But,” Holmes adds, “I would love to carry on the tradition and share an office with her one day.” 

Capital Iron, founded in 1934, fourth generation

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BY EMMA RENDELL

Ready for Your Close-Up? Insights and tips from an actor will help you engage and connect with your audience on camera — be that on social media, websites or virtual speaking engagements.

Emma Rendell competing on stage at the Noel Coward Theatre in London in 2017. She received a degree in classical acting from the London Academy of Music & Dramatic Arts.

W

hen I first first saw myself acting on camera, I was appalled. The size of my expressions, the tension around my mouth, the awkwardness and self-consciousness — honestly, it was bad.

Coming from the world of theatre, where your performance needs to be seen and heard from the back row, I was shocked to see the detail and nuances the camera picked up.

It’s incredibly exposing. It took a long time to become comfortable in front of a camera, to let myself be vulnerable and to allow the camera to witness my work, instead of pushing my work onto the camera.

Hands up if you’ve found yourself, willingly or not, in front of a camera this past year.

64 DOUGLAS

Now more than ever our presence is being requested on video — be that on social media, websites or virtual speaking engagements.

Companies and brands are wanting to put faces at the forefront, establishing a more authentic, relatable presence — the people behind the product. (Instagram just announced this month that it’s officially moving from a “photo-sharing app” to a “video-sharing app.”)

Being able to show up in front of a camera with authenticity, warmth and confidence is crucial to engage and connect with your audience.

Here are four foundational concepts from the world of acting that will come in handy when it’s time for your close-up.

It’s Not About You As actors, we learn to focus all of our attention on our scene partner. Our scene partner is the most important person in the room — be that in an audition, on set or on stage. This is one of the most fundamental yet most difficult, parts of acting, because when we’re under pressure, our attention turns onto ourselves.

This, in turn, makes us even more nervous, self-aware, self-conscious and (frankly) not very interesting to watch.

To connect to our camera, a.k.a. our scene partner, we have to give it our full attention.

Take the pressure off yourself — it’s not about you. Consider who is on the other side of the camera. How do we want them to feel?

The more specific you can be about who

Take the pressure off yourself — it’s not about you.

Consider who is on the other side of the camera. How do we want them to feel? The more specific you can be about who you’re talking to and why, the more engaging and natural you will become. you’re talking to and why, the more engaging and natural you will become. I find it helpful to have another human being in the room when you’re recording something — practise speaking your message to them, and then turn to the camera.

Slow Down and Breathe Back in my early years as an actor, I remember the feeling of walking into an audition room — bright lights, a big camera, a table full of people, a big "X" on the floor — and my heart would be pounding through my chest. I’d launch into my lines at the speed of light, worried that if I didn’t get them out, I’d forget them.

Recording video can feel full of pressure — time pressure, pressure to get it right, pressure to be natural, pressure to remember everything you need to say. It’s very common

GROWTH

to launch into speaking at a breakneck speed, often glossing over one's thoughts and blurring things together. Take a few deep breaths, bring yourself into the present moment and start slow. Don’t be afraid to take pauses. Be intentional about your message, emphasize key words and remember that your audience is hearing this for the first time.

Instant Forgiveness We all make mistakes; it’s bound to happen.

I, for one, have fully blanked on a line midperformance, tripped on a carpet, missed an entrance, chipped a fellow actor’s tooth (whoops) … you name it. As an actor, the ability to maintain our sense of focus and calm is essential, and one key tool we employ is instant forgiveness.

Instant forgiveness is the ability to let things go, instantly, when they happen.

Holding on to feelings of guilt, anger or frustration will only hinder your ability to perform. When recording video, we feel the need to get things “perfect.” But “perfect” shouldn’t be the goal. If you have a little mixup, forgive and carry on. The camera loves spontaneity — these moments are the little bits of gold that make up incredibly authentic and engaging content.

Engage Your Body Being on camera can feel like an activity that happens from the shoulders up — more

Emma Rendell is a professional actor, singer and communications coach. She is the cofounder of the company ‘once more with feeling’, offering workshops and coaching designed to empower people to speak with authenticity, impact and ease.

BY CLEMENS RETTICH

Own It To foster real connection and belonging within an organization, employees need genuine ownership over what they are doing — thankfully, there is more than one way to make that happen.

H

often than not, we completely ignore or forget what’s happening with the rest of our bodies.

When our bodies are tense or unengaged, it affects our ability to breathe, to focus and to relax. On camera, this reads as discomfort, nervousness or feeling unconfident.

Take a few minutes to connect with your body before you begin.

Take some deep breaths, stand up, unlock your knees, walk around, roll out your shoulders, stretch out your hands. If sitting isn’t working for you, try standing. Or vice versa. Your body is there to support you, to provide grounding, to provide breath. Don’t ignore it.

Videos are a critical new tool, allowing you to connect to your audience and share your story on a whole new level. By incorporating these techniques and channeling your inner actor, you’ll be delivering compelling and engaging content that not only gives you a leg up in the virtual world, but has that extra, sought-after "je ne sais quoi." So grab your script, hit the makeup chair and we’ll see you on set in five. 

uman beings have a deep need for ownership. Not just in the sense of owning possessions but in that sense of extended identity and connection with purpose. It can be a high school locker or a first apartment we "make our own" by infusing it with our sensibilities and with objects that have meaning for us. Or it can be a part in a performance, an idea raised at a meeting, a project we took on; not things, yet we feel a sense of ownership.

HEALTHY WORK CULTURE

That sense of ownership is central to organizational values like purpose, engagement and accountability.

Where we feel no ownership of places or work, those other values will be absent.

Purpose, Belonging and Ownership Healthy organizational culture requires three elements: psychological safety, a sense of purpose and a sense of belonging (adapted from Dan Coyle’s The Culture Code).

DOUGLAS 65

Being able to point to something we own in an organization — a process, a part in the creation of a product or service — makes purpose and belonging tangible.

We may think of belonging as one way: we belong to an organization.

For real connection, the organization also has to belong to us. We say “That’s my team.”

Without that sense, we feel like a ghost in the machine. It is well-documented that this disconnect kills engagement and creates a breeding ground for phenomena like vandalism and employee theft.

When we cannot find any trace of ourselves in the environment we go to school in or work in, it is tough to feel like we belong in any meaningful sense. We feel temporary and replaceable. When it goes that far, we are disconnected from any sense of purpose or belonging, but, even worse, the foundation of psychological safety becomes eroded.

It is hard to feel safe when we feel nothing in a place that is ours.

Ownership and Initiative I am often asked by employers why employees don’t show more initiative. “Those millennials” are a particular target in this line of questioning.

“Why do I always have to think for them?

Where’s their initiative?”

My answer is always another question: “How much ownership do they have?”

Ownership and initiative are two sides of the same pancake.

To ask for initiative and its companion, accountability, for something employees have no ownership of is a recipe for failure.

We must "own" what we are asked to be accountable for. When we feel like a bit of ourselves is in our space and our work, we become accountable.

If a manager wants autonomy and accountability, they must also delegate ownership.

Flavours of Ownership Employers get hung up on the word ownership. The assumption is that we are talking about literal ownership — shares in the company. But there are many other forms of ownership, and an effective leader manages with the full set. ▶ Task level — The most basic form of ownership. When the management of even a basic task is handed over to those who do the work without strings or micromanagement, ownership is increased, and purpose and accountability with it. ▶ Role level — An accounts payable clerk or a project manager should feel full ownership

3

Questions to Increase Ownership Levels in Your Organization:

IS THERE ALIGNMENT? Between the individual, their career path, their level of experience, the growth and trajectory of the organization and the supporting management frameworks, and the specific form of ownership being considered.

ARE FRAMEWORKS IN PLACE TO SET UP “OWNERS” FOR SUCCESS? Clarity of expectations; standardized processes; clear support, learning and development frameworks — all must be in place.

ARE THE OBJECTIVES CLEAR? Evolving ownership in an organization should be undertaken.

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of processes, but more importantly of outcomes. This level of ownership requires careful articulation to ensure common understanding of the span of control and expected outcomes. ▶ Management — When we ask someone to lead or coach a team of people in collaboratively creating value, the "math" of ownership becomes a lot more complex.

Loyalties, transparency, expectations and effective communication all have to be considered. ▶ Profit sharing — This is one of the "skin in the game" forms of ownership. The mechanics of profit-sharing are complex and beyond the scope of this article. But done right, profit-sharing adds material ownership to the psychological ownership of the other levels. ▶ Shares — These are the most literal form of ownership. Business owners can become squeamish when this form of ownership comes up. They are afraid of a loss of control, and of the risk of betrayals and broken relationships. Bad things can happen but far less often than you would think. Two protections can minimize risk:  Crystal clarity of expectations and boundaries.  A thoughtful and professionally prepared shareholder’s agreement.

Which of these levels of ownership is right for you? Unsurprisingly, the answer is “It depends.”

Four questions need to be answered: Are you ready? The courage to let go and the patience to facilitate the success of others as they move to "own" a part of the process, cannot be underestimated.

Is there alignment? To get the highest return, there must be alignment between the employee, the organization, its values and the forms of ownership being considered.

Are we setting up owners for success?

Success requires clarity of expectations around results, standardized processes, appropriate learning and development support.

Is the motivation clear? Ownership should not be used just as a reward. Shifting ownership in an organization should be undertaken to elevate autonomy and accountability, and to deepen safety, purpose and belonging.

Ownership in all of its forms plays a transformative role in the life of an organization. It does require courage, trust and careful design.  Clemens Rettich is a business consultant with Grant Thornton LLP. He has an MBA from Royal Roads University and has spent 25 years practising the art of management.

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MINDSET

BY ERIN SKILLEN

Negotiating Value How a company’s compensation philosophy, and the way it's communicated, can help deflate the resignation boom.

0

ver the last year and a half, employers held the power as employees hunkered down to wait out a tumultuous economy.

Now, there’s been a dramatic shift as the world reopens, with Microsoft’s Work Trend Index reporting that “41 per cent of the global workforce are considering a job change in the next year.” Employees are discovering a greater scope of opportunities with fewer geographic limitations, leading to a resignation boom.

To attract and retain workers in this global job market, employers need to be strategic, empathic and able to move quickly.

One key to success is having a solid, open compensation strategy, implemented with relationship-driven negotiation practices.

Here’s why this is important and how you can get started.

The Tipping Point “In the past people were like, ‘Well, I don’t know what I’m worth or what I should ask for’ because there were just no resources accessible,” says compensation strategist Annika Reinhardt of Talent Collective. “Now, there’s data everywhere. Is it great data?

That’s questionable, but people can at least get an approximation, seeing that they can ask for more.”

There’s a vast array of compensation data available now, whether it’s through free information that’s loosely accurate to more reputable paid results. At the same time, conversations about salary between friends and colleagues are becoming less taboo, as workers realize that pay transparency usually works in their favour. The result is a more informed workforce who has greater insight into the pay scales available to them in a broader job market.

“There’s also a little bit of a risk factor in that, if people don’t have full context, it makes it very challenging for organizations,” says Reinhardt. “If companies are not transparent in-house as to how they’ve built their comp structures, where the market data is coming from, how you’re progressing within your salary and how promotions are made up, they’re always going to be held hostage.”

68 DOUGLAS

Building a Transparent Ladder A strong compensation structure with clear salary bands (a.k.a. ranges of pay) can help you have an open conversation with current and potential employees about where they stand and how they can advance within your company. Reinhardt refers to it as a “compensation philosophy,” where you don’t necessarily have to disclose what individual team members are earning, but you provide clarity on what is available and what’s required at each step to earn more.

Reinhardt believes that being clear on your compensation philosophy conveys the message that this is “how we’re valuing and rewarding you, how you’re making progress.

Here’s what we need to see. And here’s how you can move forward.”

This doesn’t just enable employees to understand why you’re compensating them at a certain level, but it also clearly illustrates what is needed to progress within the organization. This demonstrates your commitment to developing in-house talent and your recognition that many team members want to grow — and they can expect to do so with your organization.

It’s Not Just About the Money Showing your team that you are working with them to achieve their goals is particularly relevant when many employees have felt stuck during the pandemic. The obvious path to change is to leave and start somewhere new, but that may not ultimately be the solution that all employees need or even want.

There are many compensation levers available to create a plan that engages and motivates talent. This is especially relevant when bringing back into the workforce workers who exited during COVID — statistically more women than men. Some people are less concerned with money and prefer flexible schedules, robust benefits, rapid advancement, invigorating team culture and more. Valuing someone goes beyond boosting their paycheque. There are several options to improve an employee’s work experience and incentivize them to stay.

Developing collaborative relationships with

41% of the global workforce is considering leaving their employer this year.

Microsoft Work Trend Index your employees that are built on trust and respect will help you learn what motivates them and how you can provide compensation that resonates with their needs. Reinhardt frames salary negotiations as a conversation between two parties seeking to agree upon a mutual benefit, rather than the old school approach that’s more like a battle to be won or lost.

“Really listen in to what your conversation partner actually wants,” says Reinhardt. “What are they trying to achieve?”

Active listening skills are essential here in to get honest, useful answers that you

YO DEPEN COU

Annika Reinhardt is cofounder and compensation professional at Talent Collective, where she helps companies attract and retain talent.

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It Takes Two “Both parties have a role to play,” says Reinhardt. “Companies should take the higher road and be more open, transparent and upfront, but also as an employee, or as a potential candidate, there’s nothing wrong with saying, ‘so, I’d love to learn more about your compensation philosophy.’ ” The more we expect these policies to be in place and can ask for information about them, the more insight companies will have into what is hitting the mark and what isn’t. Creating fair, equitable workplaces requires both sides to communicate about compensation, forming a new standard more effective at helping organizations and employees achieve their goals. 

Erin Skillen is the founder of content4good, where she collaborates with businesses and organizations to foster employee engagement and well-being, diversity, equity and inclusion and empathic leadership. She’s also the mom of two amazing kids and one adorable puppy.

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POINT OF VIEW

CRUISE ECONOMY

“For a lot of operators it's the difference between operating in the black and operating in the red,” says Ian Robertson of the impact cruises have on small businesses.

Ian Robertson, CEO of the Greater Victoria Harbour Authority, was “really proud of how the entire business community came together” to lobby for the cruise industry’s return.

Stakeholders in Greater Victoria acted fast in support of reopening — within just 72 hours, 13 mayors and leaders of two Nations signed a letter calling on the federal government to revise the order.

Transport Canada’s decision to allow cruise ships back in its waters is welcome news for the many jobs and businesses that rely on the industry whose previous annual contribution to the regional economy was over $130 million. Over the last six years, as head of the Greater Victoria Harbour Authority, Robertson has watched local businesses establish high-ranking reputations as an integral part of the City.

“Passengers love their time here in Victoria and they’re very complimentary on how they’re made to feel here,” he says.

What does the change really mean?

What it means for the cruise lines is that they can begin to plan their itineraries with some certainty.

They need time to prepare, and it gives them that time. It also helps provide some certainty for the literally thousands of companies in Greater Victoria that are involved, either directly or indirectly, in cruise operations.

How can small companies encourage and capture business when it does return?

To contribute to the passengers’ experience, I would say we must continue to be great hosts, welcoming visitors back when that first ship comes in next year.

The cruise passengers are excited to experience the places that locals love, and would love to share.

So whether it’s talking to a store owner, small business, or someone on the street, they always talk about the amazing experiences they have here.

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What sectors benefit the most?

There are numerous sectors that benefit economically, that’s very clear: tour operators; retail stores; restaurants and bars; and then the crews, jobs for the longshore workers, tug operators, marine pilots.

But there are other benefits from the activity and interaction passengers bring. I was talking to a restaurant operator in downtown Victoria, who said to me, “You know, I really miss the cruise passengers.

I miss the vibrancy that the cruise passengers bring to my community’.”

The loss is more than just economic.

Celebrating 70 years as Your Office Outfitters™ From our Customer Experience Team and Commercial Specialists to the Team Members at our nine retail locations Island-wide, we’ve taken pride in exceeding expectations since 1951.

Delivering to over 5000 businesses, our packages are packed with care and shipped from our Distribution Centre in Victoria. No matter the business size, our free commercial accounts mean access to specialists, free shipping, and discounts on what you buy most. Let us make a difference in your workday.

Read about community and environmental initiatives in our latest Corporate Social Responsibility Report at monk.ca/resources

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