A C H R O N I C L E H E R A L D C U S T O M P U B L I C AT I O N
Reimaging spaces Mallory Lennon’s Reimagine Designs is changing the way people enjoy homes and businesses across the region
A real superhero Dave Veale's innate sense of wanting to give back in the most meaningful way is the key to his success
You get back more than you give Germaine Pataki-ThĂŠriault sharing the gifts of art, volunteerism
ISSUE 18
Most businessess do not survive...
19% are out competed 23% HAVE THE WRONG TEAM 42% face a market that no longer values their product or service 82% fail because of cashflow challenges
Sound like you? We can help! Simplicity Designs exists to make the world a better place, one organization at a time — starting in Atlantic Canada. We’re the experts in helping you scale your business.
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CONTENTS 004 PAUL’S NOTEBOOK 006 UPCOMING EVENTS Check out our exciting lineup of in-store events 008
FALL 2018 & WINTER 2019 FEATURE BRANDS Apparel, shoe and accessory collections for men and women available at Robert Simmonds 010 SERVICES We offer one-stop shopping for the well-dressed man and woman 012 A REAL SUPERHERO Saint John entrepreneur and visionary’s innate sense of wanting to give back in the most meaningful way is the key to his success
PHOTO: 123RF KONRAD BAK
016 YOU GET BACK MORE THAN YOU GIVE Germaine Pataki-Thériault sharing the gifts of art, volunteerism
036 BACK WHERE HE BELONGS Beaverbrook Art Gallery CEO Tom Smart returns after a two-decade sojourn
021 REIMAGING SPACES Mallory Lennon’s Reimagine Designs is changing the way people enjoy homes and businesses across the region
043 ROBERT SIMMONDS Twenty big ones at 400 King Street
024 TOGETHER WE RISE The NBCC shines light on the future 028 THE HARTT SHOE COMPANY Version 2.0
048 HOSPICE HOUSE Compassionate care in the heart of Fredericton 052 AN ACCIDENTAL ENTREPRENEUR Atlantic-based Lulujo Baby founder and CEO turns a ‘necessity’ into a million-dollar business
032 FARM TO FIRE TO FORK Chef Michael Smith and wife, Chastity, revolutionize dining on P.E.I.
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PAUL’S NOTEBOOK TWENTY YEARS. THANK YOU. Twenty years ago, when Robert Simmonds first became a reality, I never imagined I’d be writing this note. Doing so reminds me of when The Beatles said they didn’t anticipate their careers lasting more than a couple years. I was hoping I’d do better than that, but two decades later I’m wondering where the time went. Thankfully, I can confirm that Robert Simmonds is still here. We’re doing well, feeling fine and loving every day of our adventure. But the story might be quite different were it not for the many friends and colleagues, past and present, including our current wonderful team who have made this anniversary possible. Their dedication to making your Robert Simmonds experience a special one is as great as mine is, so let me shine the spotlight on them. In the men’s department, Carolyn Snell and Jodi Dykeman, with us 18 and eight years respectively, plus John Blackmore constitute a formidable team of personable professionals. Though we recently said farewell to Mary-Dean Bligh, who retired after having been with us from the start, we are delighted that the talented Adrienne Goodine and Melissa Leger now illuminate the ladies’ side with their presence. And there is the multi-talented, creative soul of our team, Linda Mayhew. Where others see darkness, Linda sees light. Passionate positivity, intuitive creativity and a great eye for style are just three of her many qualities. Each of these people is either pursuing or has attained their degree in post-secondary education, so I’m honoured that they are dedicated to ensuring the Robert Simmonds experience is everything it promises to be. Cassandra Blackmore, our Administrative Manager, may not be a familiar face to all, however she seamlessly supports the complexity of the store’s operations. Also, I extend a special thank you to our master tailor, Tony Dableh. He and I go back 40 years to ADR Menswear. A consummate professional, Tony is an amazing person. Many others, including suppliers, our window merchandiser Sabrina James, even those who produce this magazine, also have our thanks. But ultimately there would be no Robert Simmonds without you. We are only able to do this and love it as much as we do because, as a client, you have valued and supported our efforts year after year.
PHOTO: 123RF VIOREL SIMA
So thank you, from me and everyone here at 400 King Street, for our first 20 years. They were phenomenal.
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EVENTS
UPCOMING EVENTS Check out our exciting lineup of in-store events CO OPPLE EY MA ADE TO OR RDER EVEN NT CO OPPLE EY GA AME CHAN NGER November 17 to 24, 2018 Special incentives on customer-made clothing.
CIN NZIA ROCC CA CO OAT EVENT T October 25 to 27, 2018 Cinzia Rocca representative will be here to assist you in choosing the perfect winter coat. This is your chance to try on styles not available in store and find a truly unique Italian made coat.
CU USTOM MER APPRE ECIAT TION EVEN NT November 30, 2018 Friday, all day
SC COTCH H & SU UIT T + BLING & BUBBL LY EV VENT
September 8 to 15, 2018 A selection of fabrics for custom-made clothing will be available for $998 with no additional charge for selected extras (linings, buttons, etc.). Truly an opportunity to customize your own garment!
FR REDER RICTO ON CH HAMB BER NO OVEM MBER AF FTER HO OURS EVENT HO OSTED D BY ROBE ERT SIIMMO ONDS November 1, 2018 from 4:30 p.m. to 6:30 p.m. Open to all chamber members. Come join us for a few drinks and nibblies while networking with different businesses from around the city!
October 4, 2018 from 5 p.m. to 8 p.m. Enjoy a scotch while getting fitted for your perfect suit or grab a glass of champagne while checking out our trunk show of jewelry from various designers!
Robert Simmonds Magazine Published by: Herald Custom Media
PHOTO: 123RF KAMIL MAJDA SKI
Chairman and Publisher: Sarah Dennis President and CEO: Mark Lever V.P., Partner Solutions (NS): Jeff Nearing Editor & Project Manager: Lindsey Bunin Graphic Design: Julia Webb Account Executive: Wanda H. Priddle wpriddle@herald.ca Customer Relations Specialist: Meghan O'Neil
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Photographers: Mark Hemmings Photography, James West, Joy Cummings Photography, Victoria West Photography, Adrien Vaczan, Rob Blanchard, Stephen Hutchings, 123RF.com Contributors: Wayne Blanchard, Heather Laura Clarke, Cynthia McMurray, Colleen Cosgrove On the Cover: Mallory Lennon, Dave Veale and Germaine Pataki-Thériault Clothing provided by Robert Simmonds
© The Chronicle Herald 2018 All rights reserved. No part of this book may be reproduced, stored in retrieval systems or transmitted in any form or by any means without the prior written permission from the publisher. The Chronicle Herald 2717 Joseph Howe Drive PO Box 610, Halifax, Nova Scotia, B3J 2T2 902-426-2811 TheChronicleHerald.ca Printed by: Bounty Print, Newfoundland & Labrador bountyprint.com Cover Image by: Mark Hemmings Photography Markhemmings.com
CONSIDERATE PROPERTY MANAGEMENT
RESIDENTIAL | COMMERCIAL | CONDO CORPS | LEASING | VACANT MONITORING At Considerate Property Management, we understand the value & importance of your property investments. Our mandate is to ensure that, as the owner, you are comfortable & conямБdent in our service. INFO@CONSIDERATEMGMT.CA | WWW.CONSIDERATEMGMT.CA | 506.449.2644
CRAFTING THE ADVENTURE
POURING 23 TAPS OF N.B. CRAFT BEER .LQJ 6WUHHW )UHGHULFWRQ
BRANDS PROFILE P ROFILE
FALL 2018 & WINTER 2019
FEATURE BRANDS Women’s Collections
Men’s Collections
Adriano Goldschmied Adrienne Goodine Alembika A/X Armani Exchange Autumn Cashmere Boy Smells Candles Brave Belts Brax Cami NYC Canada Goose Cinzia Rocca Citizens of Humanity Eileen Fisher Elie Tahari Equipment Free People Gillian Julius GUM Design Handbags Hue Tights Hunter Ilsa Jacobson Kate Spade New York Lack of Colour L’Occitane en Provence Mackage Maui Jim Mavi Michael Kors Mother Denim Paige Pello Bello from Sweden Rails Sarah Pacini Saint James So Pretty Smythe Spanx Schutz Shoes Scotch & Soda Suzi Roher Theory Twigg & Feather UGG Australia Velvet White & Warren
Adriano Goldschmied Alberto Allen Edmonds A/X Armani Exchange Boot Rescue Boss Brax Canada Goose Citizens of Humanity Coppley Dion Eleventy Eton Frank and Oak Gran Sasso Hartt Shoes John Varvatos L’Occitane Marcoliani Maui Jim Mavi Mizzen & Main Peter Millar Robert Graham Ron White Samuelsohn SAXX Secrid Wallets Ted Baker UGG
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PHOTO: 123RF DZIANIS APOLKA
Apparel, Shoe and Accessory Collections for Men and Women Available at Robert Simmonds Clothing
SERVICES
SERVICES We offer one-stop shopping for the well-dressed man and woman
R
obert Simmonds Clothing is noted as the place to shop in downtown Fredericton for the latest styles in high-end fashion. As a local independent retailer, our mission is to provide an “Excellent Experience, Every Time with Engaged Employees.” We pride ourselves on being clothing solution experts while providing our clients with access to some of the world’s favourite brands, complementary services and style suggestions.
STORE INFORMATION
FASHION EMERGENCY
Robert Simmonds Clothing 400 King Street Fredericton, New Brunswick E3B 1E3 Corner of King and York under the black canopy
Have a last-minute interview, airport lost your luggage, spilled coffee on your tie before your big meeting or found a run in your hosiery? We have all been there. Call us and we will help. We can deliver to your office or book an appointment. No need to stress.
STORE HOURS Monday – Wednesday 9 a.m. to 5:30 p.m. Thursday – Friday 9 a.m. to 8 p.m. Saturday 9 a.m. to 5 p.m. Phone: 506-455-2500 Fax: 506-455-4550 Email: info@robertsimmonds.com www.robertsimmonds.com
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WARDROBE CONSULTATION This service, for both men and women, is tailored to your particular needs and budget and is offered at no additional cost. Our clothing solutions experts will assist you with your wardrobe planning, closet purging and offer suggestions for any occasion. We help you make style decisions that you won’t regret and that you’ll enjoy for years to come. For an appointment for a private session, please call 506-455-2500 or email us at info@robertsimmonds.com.
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STAY IN TOUCH
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We want to let you know about special events, sales and promotions. Whether it is by mail, email, Facebook or telephone, make sure your contact information is updated in our computer system. See a sales associate next time you are in or email info@robertsimmonds.com and we will get you connected.
TAILORING Your purchase will be custom tailored to suit you in a timely manner by our Master Tailor, Tony Dableh. Tony can adjust your older items so that they can be worn and enjoyed anew. His work is done to perfection every time.
We offer a complete refund or exchange within 10 days of purchase on all regular-priced merchandise in original condition, with proof of purchase. Please review your sales slip for details. All exchanges are final sale. Merchandise on sale is final sale. No exchanges or refunds are accepted on sale merchandise. The following lists of items are also final sale for hygienic reasons: beauty products, jewelry, hats, hosiery, sunglasses, watches or undergarments. All Canada Goose products are also final sale.
GIFT CARDS The perfect gift is the one that always fits. Robert Simmonds Clothing gift cards can be purchased in any denomination and they never expire.
GIFT WRAPPING If you are buying for any special occasion, Robert Simmonds Clothing offers gift wrapping. Just mention it is a gift and we will be happy to wrap it for you.
SERVICES STYLE S TYLE
LEGAL ATTIRE Prefer by appointment. We are an agent for a legal-wear company. You will be measured by qualified Robert Simmonds staff. Your legal garments will be custom made for you. There is a six-week turnaround time. Please call our store at 506-455-2500 or email info@robertsimmonds.com to schedule an appointment.
TUX RENTALS We are an agent for tuxedo rentals from Freeman Formalwear who provide a large selection of tuxedos. Our tuxedo prices are the same as every agent across Canada, but we provide the services you’ve come to expect. Our in-house tailor can make any last-minute alterations to your rental. Please call our
menswear department to book appointments or email us at info@robertsimmonds.com.
ADVERTISING OPPORTUNITIES
MEN’S MADE-TO-MEASURE For men who find off-the-rack garments a difficult fit or who enjoy expressing their individual style by selecting exclusive patterns and fabrics, made-to-measure suits, blazers, trousers and dress shirts may well be the answer. Appointments preferred. Please call or email us at mens@robertsimmonds.com.
FUR STORAGE
This is Robert Simmonds Clothing’s 18th issue. We would like to thank all of our advertisers for contributing to the growth of Robert Simmonds Magazine. If you would like to advertise in our magazine, please contact Cassandra Blackmore at orders@robertsimmonds.com or 506-455-2500. Named “Best boutique for head-to-toe style for any season, budget, or person� by magazine.
Keep your fur looking new by storing it in Robert Simmonds Clothing fur vault. The vault is a specially designed environment with carefully controlled temperature and humidity.
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ROBERT SIMMONDS / 11
PROFILE PROFILE
A REAL SUPERHERO Saint John entrepreneur and visionary’s innate sense of wanting to give back in the most meaningful way is the key to his success By Cynthia McMurray Clothing provided by: Robert Simmonds | Photography by: Mark Hemmings
lenty of people have good ideas. Some even have great ideas. But the real power comes when that idea is actually executed. And that is where many people fall short. One man, however, has not only come up with a million-dollar idea (literally), but he has also found a way to ensure that his idea has the biggest impact possible. Dave Veale, the founder and president of Vision Coaching in Saint John, N.B. has always been a visionary — with a true entrepreneurial heart. While he describes himself as a CFA (Come From Away), there is no doubting he has immersed himself thoroughly in the community, which he says has very deep roots. “What I found unique about New Brunswick is that people really want to see you be successful. There is a lot of support,” Veale says. “I grew up 12 / ROBERT SIMMONDS
in the Yukon, played hockey in Saskatchewan, lived in Vancouver, spent the summers in Ontario, but I loved the Maritimes. … I kind of doubled down with a New Brunswick family and three beautiful kids … I just love the New Brunswick experience and I encourage people from all over to come here. It is a great place to build and grow a business and to raise a family,” he adds. And that is exactly what Veale did. “I arrived in Saint John in 2000 to launch a business supporting organizations using behavioural assessments for hiring and retention and motivation … that sort of thing. … As I was learning more about the process, and doing a lot more work developing and supporting leadership growth in organizations, I ran across this thing called coaching,” Veale explains.
But the real shift in his career happened when a “successful business leader” asked Veale to coach him, he says. While Veale says he “didn’t have a sweet clue what ‘this coaching stuff ’ was,” the entrepreneur in him said, “Sure,” and he read his first book on the subject and committed to sending the gentleman a proposal. “It was probably one of the few times I can say that I actually said, ‘I should probably learn about this before I actually try to do it.’” Veale completed a graduate program in executive coaching at Royal Roads University in Vancouver. “I went all prepared to learn how to ‘do coaching’ and I learned how to be a coach, which was a very transformational learning experience,” he says. And in 2005, newly married and his first child on the way, Veale decided it was the perfect time to launch
Fast Facts
PROFILE
MILLION DOLLAR PLEDGE PARTNERS InteliSys Aviation Systems Mrs. Dunster’s Spartan Systems Teed Saunders Doyle Porpoise Hemmings House Pictures Vision Coaching Domino’s Pizza Anonymous Donor Saint John Sea Dogs For more information, visit www.visioncoachinginc.com or www.unitedwaysaintjohn.com
Vision Coaching, which is now in its 13th year and boasts a pretty impressive list of clients that range from entrepreneurs to executives of multinational corporations across North America, Europe and Asia, including Xerox, RCI/Wyndham, Irving Oil, University of New Brunswick, Royal Bank of Canada (RBC), Government of New Brunswick and Atlantic Wholesalers. “I describe myself as an entrepreneur who happens to now be a coach,” Veale says. While Veale has always been a ‘giver,’ donating to and working with various non-profits and causes over the years, he also understands the power of being a profitable, successful organization. “When you can support people through a business, in some cases, I think that can be a better advocate for change than direct support,” which is the foundation for Veale’s Million Dollar Pledge (MDP) idea. The MDP is not just about corporate giving, Veale says. The MDP allows and encourages businesses and their employees to have an active role in where their money goes. Even more importantly, it allows companies like Vision Coaching, which also strives for social and environmental accountability, to see the direct impact their donations are having on the community. Having worked with the United Way for years, Veale decided to take his idea to Wendy MacDermott, the executive director of the United Way Saint John, Kings and Charlotte. “Last summer, he [Veale] had what he called ‘this crazy idea’ and he wondered if the United Way would be able to help. As a donor himself for a while and having done other fundraising initiatives in the community, he really wanted to find a way to leverage more and be more strategic,” MacDermott says. Veale’s concept is to get nine other businesses to join him in committing $10,000 a year for 10 14 / ROBERT SIMMONDS
years ($1 million) to the cause of their choosing. What makes the idea so interesting, MacDermott says, is that it is not just about fundraising. It is the idea of bringing medium- and larger-sized businesses and their leaders together to help create a network of peers that have a cultural or value base that is similar. “The idea behind the Million Dollar Pledge was to generate incremental dollars to help fight the factors contributing to generational poverty in Saint John, and really southern New Brunswick,” says Blair Hyslop, president and co-owner of Mrs. Dunster’s bakery, which was the second member to take the MDP. “We look at it as a kind of investment club. We look at the social impact of what is going on with various organizations and we have the ability as a group of entrepreneurs to direct those funds in the way that has the best return on investment. … Organizations that are having a good impact will not only have more money, but they can get maybe multi-year funding and spend more time working on solving problems, rather than fundraising,” Hyslop adds. The United Way, which already vigorously vets charitable organizations based on their outcomes, will act as the administrator of the pledge, Veale says. Each MDP member individually gives the United Way its contribution, which is then given to the agency or agencies the MDP members have chosen. “As a group, we meet every six months and the United Way gives us an update on the impact that our money is having on that agency,” Veale says. When he came up with the idea for the MDP, Veale says he essentially had three goals in mind. “I wanted to go back to why I got into business in the first place — to have an impact. The second objective was that I don’t want to just talk about why it is important to give; I want to create an avenue in which a company and its
employees can give,” explains Veale. “And the over-arching goal is to see more small- and medium-sized businesses give more. I read some dismal stats about which organizations are giving and why many are not is because they don’t know where their dollars are going,” he adds. Veale says the MDP is not only a way for companies and their employees to engage in effective altruism, but it can also benefit the business itself. “You always get something back from giving,” Veale says, even if it is as simple as a pleasurable feeling. In the bigger picture, he says, we live in an age when corporate responsibility is expected and companies that work to be both profitable and accountable to people and the planet are seen as more favourable. “The MDP is a way to do this so everyone wins.” The beauty behind the MDP is that even companies that don’t have $10,000 to pledge every year can find innovative ways to become involved, through things like employee payroll deductions or group fundraising events, such as car washes or corporate runs and/or company matching. “I think corporate responsibility should almost be something that is automatically on the balance sheet. It should be ingrained in the culture of why you do business,” Veale says. And it is for this reason that Veale’s business partners, colleagues and friends sing his praises. “Dave is a great example of somebody that uses his ‘superpowers’ for good. … We are fond of saying that everybody has superpowers and you need to use them for good. And Dave’s superpowers are leadership and getting people engaged and excited about ideas and following through on that, and this is just one example of how he is using his superpowers for good to make the community a better place,” says Hyslop.
PROFILE
YOU GET BACK MORE THAN YOU GIVE Germaine Pataki-Thériault sharing the gifts of art, volunteerism By Heather Laura Clarke | Clothing provided by: Robert Simmonds
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PHOTO: MARK HEMMINGS
PROFILE
PHOTO: CONTRIBUTED
ermaine Pataki-Thériault spends her days running an art gallery, but for many years she used to live inside one. It was 1976 when Pataki-Thériault’s parents opened Gallery 78 in their family home on Fredericton’s Brunswick Street, after meeting many exceptional artists and realizing there weren’t enough spaces in town for Atlantic Canadian artists to display their work. Art was hung throughout the two main floors, and Pataki-Thériault remembers waking up on Saturday mornings and peeking through her bedroom door to see if it was safe to run through the art-filled hall to the bathroom in her pyjamas. “Having a gallery in a house made it easy for people to imagine a painting on their wall because they were seeing it in someone else’s home,” says Pataki-Thériault. “Mum used to bake bread during quiet times and people really enjoyed the homey atmosphere.” Although Gallery 78 moved to a larger location in 1989 (796 Queen St.), it didn’t adopt a stark white “gallery feel.” The Victorian home is comfortably furnished with rugs and furniture, with soft yellow walls that hold the works of more than 80 artists. Pataki-Thériault has always believed in adopting new platforms for sharing their art with a broader market. They were one of the first galleries to put together a rudimentary website. Even with tiny bitmap images of the work, it helped promote the artists’ work and generate new clients. Now their pieces are starting to be listed in online marketplaces, such as ARTSY, and art collectors can click and purchase pieces from anywhere in the world.
She’s also opened up their space for fundraisers, concerts and receptions in order to make art more accessible for people in Fredericton. “We encourage people to get up close and personal to the art because it should be enjoyed by everyone,” says Pataki-Thériault. “Besides making a person happy, it sparks creativity, it can make us think and approach issues differently and it can be wonderful company.”
“We encourage people to get up close and personal to the art because it should be enjoyed by everyone.” – Germaine Pataki-Thériault She was mentored by a Toronto gallery owner early in her career and remembers thinking she was incredibly lucky to learn from someone who wasn’t gaining anything in return. But when she began sharing how to utilize social media and online newsletters to tap into new clients, she realized it was a mutually beneficial relationship where they learned from each other. In return, she’s mentored a Canadian newcomer looking to open her own business and serves on the Fredericton Women’s Executive, which meets once a month and draws anywhere from 25 to 100 women in business.
In 2016, the Fredericton Chamber of Commerce presented Gallery 78 with the Community Leadership through Business Award for its outstanding commitment to supporting other local businesses. Pataki-Thériault says Fredericton is a beautiful city with friendly people who are truly engaged in supporting small businesses. She, her husband and their daughters make a point of purchasing supplies, gifts and gift certificates from local merchants, and she urges consumers to step up and support Fredericton’s exceptional local merchants and products. “In order for all of us to thrive in Fredericton, we need to work together,” says Pataki-Thériault. “It’s very well and good to say, ‘Isn’t it lovely to have this beautiful shop,’ but at the end of the day, the shop needs money to survive. You need to support it by making purchases.” Along with the full-time job of running Gallery 78 and serving as an advocate for the local business community, Pataki-Thériault remains deeply committed to the arts community. She’s on the board of directors of the Fredericton Community Foundation and has volunteered with many visual and performing arts groups in the province, including the Beaverbrook Art Gallery, the Atlantic Ballet Theatre and the Fredericton Playhouse. Volunteering was important to Pataki-Thériault even as teenager, when she donated hours of her time to the Spina Bifida Association and the YMCA — and remembers travelling to Waterloo, Ont. around Grade 10 for a national volunteering camp. “It really opened my eyes to how lucky I was and it inspired me to give even more of my time,” says Pataki-Thériault. “There are so ROBERT SIMMONDS / 17
PROFILE
PHOTO: CONTRIBUTED
many organizations that couldn’t operate without volunteers, and you get back even more than you give.” She’s also passing her love of volunteering onto her two daughters. Her 24 year old works at Gallery 78 alongside her mum and already serves on the board of the Harvest Jazz and Blues Festival. Her 18 year old is just graduating
from high school, where she ran numerous committees and spent her lunch hours and most of her free time volunteering. Of course, both of her daughters have been volunteering in the family’s gallery since they were tots — and her husband, Lévis, is a huge help. Pataki-Thériault says she is very lucky the family loves art and the gallery. This year,
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they’ll all celebrate its 42nd anniversary and look forward to many more years of bringing beauty to the people of Fredericton. “Great art gives much to the viewer the more that the viewer looks,” says Pataki-Thériault. “It is a real gift when the artist shares their genius and we are delighted when people connect with art.
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PROFILE
REIMAGING SPACES Mallory Lennon’s Reimagine Designs is changing the way people enjoy homes and businesses across the region By Heather Laura Clarke
|
Clothing provided by: Robert Simmonds
PHOTO: MARK HEMMINGS
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PROFILE
ou can spot Mallory Lennon’s creative touch all over Fredericton. It’s in the mixture of tropical fabrics, millennial pink and custom millwork in Shear Beauty Salon & Spa on King Street. It’s in the clean lines and natural elements — like birch poles from the owner’s backyard — of Flawless Clinic on Smythe Street. It’s in the whimsy of the tree-shaped bookcase in the kids’ playroom of Uptown Chiropractic on Woodside Lane and the Trailway Brewery countertops made from salvaged bowling lanes. The owner of Reimagine Designs founded her business on the principles of function, esthetics and emotion — as well as the belief that “people and spaces should be intimately connected.” She says it’s not just about creating a good-looking space; it’s also about making something functional and comfortable. “Whether it’s your home or your office, you spend so much time there. It deserves to be a place you really enjoy,” says Lennon, 31. “There’s a lot of benefit of having somebody come in and show you how to make it the best it can be.” She isn’t one for trends (“They start to get passé pretty quickly!”) and prefers to help clients choose finishes and pieces with longevity. “It’s always up to the client, of course, but we like to go in with a timeless, classic look,” says Lennon. “Design is an investment, and you don’t want to be ripping it all out and starting over in five years because it’s dated.” She’d always been interested in design and started taking as many design-related electives as she could at Mount Royal University in Calgary. When she learned the Centre for Arts & Technology offered an intensive two-year interior design program, Lennon jumped at the chance to return to her hometown. After working at the Beaverbrook Art Gallery and spending a maternity leave at home with her daughter, Audrey, she launched Reimagine Designs in 2015. It may have been a bold move for someone less than two years out of school, but Lennon says it didn’t feel that way. “There wasn’t really an opportunity for me to work underneath another designer, so that prompted me to start going after my own projects,” says Lennon, a member of the Interior Designers of New Brunswick (IDNB). “I knew it was just a matter of getting started and putting my name out there.” She and her husband, Matt, had worked hard 22 / ROBERT SIMMONDS
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“A lot of people have great ideas, but they don’t always know how to pull it all together. It can get overwhelming and that’s where we can help.” – MALLORY LENNON
renovating their own Fredericton home. So Lennon hired a professional photographer to document her design work in their crisp, Scandinavian-inspired home and used those images to help build her portfolio. Soon after, her home was featured in East Coast Living magazine, which provided Reimagine Designs with even more exposure. She landed several large projects right away and says she feels fortunate that the work has kept rolling in. She brought an edgy, industrial vibe to downtown Fredericton restaurant 11th Mile — complete with upholstered banquettes and a locally crafted recycled steel and concrete bar — and brought warmth to a new build on Gabe Aucoin Drive, where she combined warm walnut, white subway tile, marbleinspired countertops and open shelving to create an incredible kitchen. Her designs have since been featured in Style at Home magazine, and last August Lennon took on a new challenge by launching her own retail store on Queen Street. She opened the doors just two weeks after having her second daughter, Sophie. Even though it was challenging to run a brand-new shop with a newborn in tow, she said it felt like the next logical step to directly source her own products and materials. “I think Fredericton is a great spot for us because we’re providing something that wasn’t there before,” says Lennon. “There wasn’t a one-stop shop like this, so I really listened to my clients as they told me what they needed.” Reimagine Designs carries modern furnishings, lighting, rugs, flooring, tile, homegoods and decor. But instead of a warehouse full of options, Lennon chooses to bring in smaller selections. “All of our looks are curated, so you can see a full living room or a full kitchen and not just the
PROFILE PHOTOS: CONTRIBUTED
pieces individually,” says Lennon. “Our clients love that it doesn’t feel like a stuffy showroom. We’ve taken the time to put together a fresh look for them.” There’s also a full design centre at the back
of the shop, where clients can get Lennon’s help choosing tile, flooring, paint and fixtures. She says it’s this personal approach that has demystified the concept of hiring an interior designer, and has introduced her to homeowners and
business owners in Fredericton and beyond. “A lot of people have great ideas, but they don’t always know how to pull it all together,” says Lennon. “It can get overwhelming and that’s where we can help.”
ROBERT SIMMONDS / 23
PROFILE
TOGETHER WE RISE The NBCC shines light on the future By Wayne Blanchard | Clothing provided by: Robert Simmonds
24 / ROBERT SIMMONDS
PHOTO: JOY CUMMINGS
PROFILE
PHOTO: CONTRIBUTED
ith its bold strategic vision for transforming lives and communities, the New Brunswick Community College (NBCC) is lighting the way for a positive future in a new world order shrouded by uncertainty. For NBCC President and CEO Marilyn Luscombe, ensuring the light of learning shines brightly and remains focused on an improved future is a mission she embraces with passionate vigour braced with an astute awareness of the challenges of everyday reality. “We are an outcome-focused institution,” she states in her office at the college’s HQ on lower Smythe Street in Fredericton. “We want our learners to be extraordinary. We want NBCC to be seen as a leader in social and economic prosperity.” Indeed, as Luscombe is keen to clarify, the college is so much more than just a trade school. “The NBCC seeks to create lifelong connections and life-changing experiences for students through community service, innovation and entrepreneurship.” Her commitment to the cause is tangible. Created in the 1970s via an amalgamation of the province’s technical and vocational schools, the NBCC has six campuses — Moncton, Miramichi, Fredericton, Saint John, St. Andrews and Woodstock — with 8,500+ students — median age 27 — enrolled in full-time, part-time and online courses that include administrative, agriculture, construction, business, automotive, culinary arts, criminal justice, information technology, nursing, design and other career-oriented subjects. Given those
numbers and study options, plus the fact that the NBCC has evolved considerably since becoming a Crown Corporation in 2010, one can readily reconcile the reality that it is already playing a major role in shaping New Brunswick’s future well-being. THE NUMBE ERS S AD DD UP P “Our graduates are very successful, with 90 per cent of the 2016 class getting work within a year; 84 per cent of those in jobs related to their field of study; and 94 per cent working in New Brunswick.” She attributes these figures to, “doing a number of things right, including responding to industry needs by training in disciplines required for the provincial labour market.”
“NBCC alumni contribute $1.4 billion to the New Brunswick GDP.” – Marilyn Luscombe
Numbers aside, confidence in the NBCC likely has much to do with the ability of Luscombe and her colleagues to articulate an inspired vision of the future, coupled with their implementation in 2017 of a five-year strategic plan, Together We Rise. A previous one, Imagine the Possibilities, already in place when she arrived, was a landmark
initiative that directed the college toward progressive community leadership versus a strictly educational role in the traditional sense. Those strategies have escalated student and staff involvement and boosted their effectiveness. IT’S ALL AB BOU UT ADV VANTA AGES “Our students have an advantage in that 98 per cent of our programs have an experiential component outside the classroom, so they’re either out in the labour market doing job practicums and internships, or interacting with employers who visit us as guest speakers. A key criterion is that students participate in a program that promotes leadership by volunteering in their community. Since the launch of the Robertson Institute for Community Leadership in 2014, our staff and students have contributed over 30,000 hours of service. We have built houses for Habitat for Humanity in Miramichi and St. Andrews, where students volunteer carpentry, plumbing and electrical skills. While they’re changing someone’s life by building someone a house they otherwise could not afford, they’re gaining personal as well as collaborative cross-discipline experience. In Moncton, students are building cabins for Fundy Parks. Students tell us that volunteering makes them feel they have value and are able to give value back to their community.” This commitment to community leadership and service earned the college a Canada Volunteer Award for business leadership in 2017. “Another advantage is our entrepreneur program, where successful entrepreneurs ROBERT SIMMONDS / 25
PROFILE
PHOTO: CONTRIBUTED
mentor NBCC alumni who are self-employed or have started a business. So we’re also dealing with entrepreneurship skills in addition to this formal mentoring program.” Thus far, 89 small businesses owners have received support through NBCC’s OASIS entrepreneurial mentorship program. Twenty more are on the waiting list. Two-thirds of the mentees have been female business owners, with 96 per cent of participants reporting increased confidence, while 95 per cent reported an increased customer base and revenue growth. “And on top of all those numbers,” she adds, “NBCC alumni contribute $1.4 billion to the New Brunswick GDP.” ASSISTING THE COM MMUN NIT TY To assist businesses and communities in solving problems and seizing opportunities, there are also NBCC Applied Research and Innovation projects. Since 2012, the college has undertaken 201 projects involving 180 partners and 1,005 students. More than $4 million in grant funding has been awarded in support of these initiatives. The school is also attracting more international students — 241 in 2016/17 versus 115 in 2015/16, with a projection of 400 in 2018/19. There is also an increase in mature learners and individuals who might never have considered post-secondary education, as well as learners 26 / ROBERT SIMMONDS
looking to upgrade their skills or gain additional education as a component of life-long learning.
“We want our learners to be extraordinary. We want NBCC to be seen as a leader in social and economic prosperity.” – MARILYN LUSCOMBE
MITIGATING G THE E CH HAL LLE ENG GES S But there are challenges. “There is a disenchantment with education and how it is provided,” reveals Luscombe. “Maybe a diploma is not what students will want in the future. Maybe it will be pieces of learning that they patch together in their own way and say, ‘That’s the certificate I want.’” “There are over a hundred thousand people in New Brunswick who are of post-secondary age but don’t have a post-secondary education. Their situations — social, financial, cultural — vary dramatically. There are Indigenous people who don’t see themselves, their culture or aspirations in current post-secondary curricula. And there are first-generation learners where post-secondary education hasn’t been their familiar experience. It’s going to take more than just changing the delivery model to attract them, so we are part of the plan offering these people optimism for the future. “The public perception of a ‘college education’ is changing,” concludes Luscombe. “But there is still so much more that people could learn about what we at the NBCC offer and how we are making a difference, not only in the individual lives of our learners, but also the collective good of our society.”
Cheers to another NBCC Alumnus making a difference. Through lifelong connections and life-changing experiences, NBCC graduates like Sean Dunbar are having an impact across our province as entrepreneurs, innovators and community leaders. Sean is just one more example of how an NBCC education is about more than making a living; it’s about making a difference.
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SEAN DUNBAR (NBCC Class of 1984) Founder of Northampton Brewing Company, brewers of Picaroons Traditional Ales 2018 NBCC Friend of New Brunswick Alumni Award recipient
nbcc.ca Ask us about government funding programs!
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PROFILE
THE HARTT SHOE COMPANY Version 2.0 By Wayne Blanchard | Photography: Contributed
omebacks are the thing of rock stars and politicians, right? But with the re-launch of the venerable Hartt Shoe Company, seldom has a brand revival been so warranted. Combining traditional hands-on craftsmanship with globe-spanning digital marketing, this is version 2.0 of a Canadian legend. At the foot of the York Street hill in downtown Fredericton, N.B., sits a large tower-fronted, three-floor red brick building. Weathered by 28 / ROBERT SIMMONDS
more than 120 years of cold, wind and rain, this was, from 1898 until 1999, home to the renowned Hartt Shoe Company, which with shops across the country and fans around the world was one of Canada’s great brands. Now housing residential apartments, the large white letters on its walls remind thousands daily that changing consumer trends undermined the business to the point of closure. But as of December 2017, the Hartt Shoe Company is back. Yes, there have been changes
— its marketing is decidedly 21st century, while the legendary hands-on traditional craftsmanship now happens in a 100-plus year-old family-owned workshop in Spain — yet those things that matter most remain the same. “They have the same original English equipment Hartt had,” notes brand champion and CEO Andrew Bedford of his craftsmen. “They also incorporate many of the same artisanal techniques, so producing quality footwear to our exact specifications is an established tradition with them.”
CONFIDENCE
FALL 2018
PROFILE Those points, along with a strategically curated portfolio of classic designs, enhanced with subtly nuanced modern touches — all being promoted via a digital marketing strategy targeting the world — are enabling Bedford to propel a bold, new vision of what was once — and is again set to be — one of Canada’s foremost brands. Thanks to insisting on authentic values and involving his own digital marketing expertise, the discerning CEO’s version of the Hartt Shoe Company is already punching well above its weight in terms of reinstating the brand to its deserved status. PERFEC CT TIM MING “There was a critical moment in my life where I decided to do this,” reflected Bedford. “I wouldn’t have done it five years ago. And I don’t think I would do it five years from now. But at that moment the timing was right … a magic moment.” Though admitting that there are those who think he is “crazy” to undertake such a daunting venture, with the legacy of the Hartt brand still part of the Canadian conscience, Bedford’s timing seems perfect. So does his reasoning. “It was a matter of how we could use digital marketing to leverage the brand and communicate its allure to connect with our audience, which is typically business leaders, lawyers and other professionals aged 35 to 55, as well as those aspiring to dress with style. Fine shoes are an important part of their life. Choosing and caring for them reinforces the perception of the owner as being sophisticated, coordinated and confident. “I discovered,” he continued, sliding a pair of Oxfords across the desk as if to reinforce his point, “that the Hartt Shoe Company was itself a symbol of confidence. New Brunswickers are very proud of it. The relationships I’ve developed with the likes of Frank McKenna [deputy chairman, TD Bank; former premier of New Brunswick] and Derek Oland [executive chairman, Moosehead Breweries Ltd.] confirm just how much the brand means. They too recognize this as an opportunity of a lifetime to revitalize something that is important to New Brunswick and Canada.” GOING G GLOB BAL Robert Simmonds and a growing number of prestigious shops on the international retail map also recognize the importance and appeal of the Hartt Shoe Company brand. “Local, national and global retail expansion is already underway,” confirmed Bedford, “so export is absolutely part of the plan. Outside of North America, our goals include the likes of China and Germany, markets with sufficient economies and enough love for Brand Canada to support what we do.” Though the company’s current portfolio consists of classic Oxford and wingtip variations as well as a suede loafer, plus two boot styles, 30 / ROBERT SIMMONDS
Bedford confirms there is more in the offing. “Absolutely. Our casual line launches this fall [2018]. There are driving shoes, sneakers, casual boots and interesting variations on dress shoes.” ALL NA ATURA AL “Hartt shoes,” he points out, “are crafted from premium leather that is vegetable-tanned and dyed to colour.” Picking up one of the Oxfords from the table, he rotates it, alternating between the upper and the sole before loosening the lace to reveal the inside. “They are also leather-lined, so the feel on the foot is immediately comfortable. Many companies artificially soften their leather with chemicals so the shoes feel in their prime when you first put them on. As a result, their lifespan is comparatively short. But our leather is authentic — no chemicals are used — so out of the box, a pair of Hartts is a little firmer, though with wear they soon soften. Treat them well and they will hold their shape, feel comfortable and look great forever.” LIFE IN N A SIN NGLE PAIR When Bedford says “forever,” he means it. With a typical lifespan of 20 to 30 years and classic designs that are always in style, a pair of Hartt shoes will outlast many of life’s most important purchases, including those shoes by major brands that look nice but aren’t built with longevity in mind. Still, he admits that one of the biggest challenges is to convince buyers that there is a good, better and best hierarchy when it comes to footwear. “Because the quality brands faded in the face of low-price imports
“It iss rattherr unb b elievable that a siingle e pa a ir of our shoes w ill d elivver mfortt and d styyle for com two or three de e cad d es,, even n lon ngerr.” – An n dre ew Bedff ord d, CEO O, Harttt Sho oe Com mpan ny
back in the ’80s and ’90s, shoes are seen by many to be a commodity they wear, discard and replace. After all, it is rather unbelievable that a single pair of our shoes will deliver comfort and style for two or three decades, even longer … the majority of one’s professional career. But with a pair of Hartt shoes, it is absolutely true.” Bedford’s initial focus on classic designs isn’t just an alignment with Hartt’s historical legacy; it’s a nod to the reality that style is style, and style is forever. “Yes, Hartt is style. Some fashion has great style potential but gets switched out at the end of a season. A hundred years ago, it wasn’t so easy to make rapid production changes, so if something worked well it was retained and developed upon, which is one reason Hartt shoes became as good as they were; decades of producing footwear based on the same design principles led to a level of expertise that would be difficult to find anywhere in the world today.” Except, of course, with version 2.0 of the Hartt Shoe Company.
PROFILE
FARM TO FIRE TO FORK Chef Michael Smith and wife, Chastity, revolutionize dining on P.E.I. By Heather Laura Clarke
hef Michael Smith has authored 10 cookbooks and starred in five different shows on the Food Network, but he admits he was nervous about bringing a brand-new dining concept to Prince Edward Island. When he and his wife, Chastity, took over the failing Inn at Bay Fortune, it wasn’t going to be a standard hotel menu and traditional dining room. They planned to grow their own food, cook it with live fire and serve it at communal dining tables where guests would mingle as they ate. 32 / ROBERT SIMMONDS
He had no idea whether or not it was going to work. “We went into it on a wing and a prayer, and the big lesson was that ‘gut check.’ You always need to trust your gut,” says Michael. “Sometimes in life, the answers may not reveal themselves to you immediately. We are living, breathing proof of that.” The Inn at Bay Fortune dates back to 1913 when it was a summer home for Broadway and silent film actors looking to escape the grueling summer heat of New York City. Over the years, it went through several notable owners — like
Hollywood actor/director George C. Scott — before it was converted to a country inn in 1989. Michael appeared on the scene in 1991 when he transformed the inn’s restaurant into one of the island’s most impressive culinary destinations. It grew so popular that it required a larger kitchen, dining room and guest wing in 1998. But Michael was soon called to work on other projects. Over time, the inn went downhill and its reputation lost its shine. When Michael was presented with the opportunity to buy the inn five years ago, he wasn’t sure that would be the right decision.
PHOTOS: ALEX BRUCE, HOLLY ART INSTALLATION
PROFILE
“When you’re seated with more people, you get to engage with them and hear new stories. It’s a wonderful bonding experience and something that’s lacking in the world today.” – Chastity Smith
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PHOTOS: BRADY MCCLOSKY
PROFILE
“We took a hard look at the project because the inn had basically failed. It was bankrupt at the time,” says Michael. “We knew it needed a dramatic overhaul and a complete refresh, so it took some time for us to figure out ‘OK, what are we going to do with it?’” He decided to go through with the purchase and made his triumphant return in 2015. Except this time, he brought his wife, Chastity, a singer/songwriter with a sharp eye for good design. Chastity says they saw “so much potential” in the inn, but they didn’t have much time to make changes before the first tourist season. “We had to accept a lot of things as they were and temper our expectations that first year,” says Chastity. “It’s always been a beautiful space, but our big plans to freshen it up would have to wait a while.” They made just a few minor cosmetic tweaks to the inn before their first guests arrived, since most of their time and energy was focused on the unique new dining concept. “We knew we wanted a place where everything was foraged from our own gardens — and local fishers and farmers — cooked with live fire 34 / ROBERT SIMMONDS
and eaten at communal dining tables,” says Chastity. “It was a brand-new concept, so it was quite nerve-racking because there were no other examples out there to help guide us.” Michael says that chaotic first season was “really about proof of concept.” They had built a fire kitchen and had plenty of homegrown food, thanks to their eight acres of farmland and four greenhouses. But what if their guests hated the communal dining concept, or felt awkward making conversation with strangers? Luckily, the couple could see immediately that the concept was a hit with their guests. “Our natural instinct is to have dinner by ourselves at small tables and stick to our own little conversations,” says Chastity. “But when you’re seated with more people, you get to engage with them and hear new stories. It’s a wonderful bonding experience and something that’s lacking in the world today.” After the first season wrapped up, Michael and Chastity spent the winter aggressively renovating the old property. The guest rooms were updated with beautiful fireplaces, flat-screen TVs, luxurious bedding, high-end toiletries and just the right amounts of curated local art and antiques.
A year after the couple took over the business, it received its five-star rating — making The Inn at Bay Fortune the island’s only five-star country inn. It’s just as lovely outside, too, with a property that backs onto lush, wooded walking trails and is an easy 15-minute stroll to the beach. “You’re surrounded by nature and we can see our guests immediately relax when they arrive,” says Michael. “There’s this sense of relief and relaxation because this is a beautiful, calming place.” Five years ago, Michael says he never would have guessed he’d be running an inn alongside Chastity, but their new roles suit them perfectly. “We were looking ahead and starting to plan for our future, and opportunity knocked,” says Smith. “This was a way we could do something together and have our family be a part of it.” The inn is now seven times more successful as it was the year before Michael and Chastity purchased it four years ago. But Michael says they still haven’t taken a single dollar out of the property — everything is reinvested in the inn to make it even better. The couple lives nearby with their two young daughters and Chastity says they enjoy spending time at the inn as a family. “It’s important to us that they engage with this property,” says Chastity. “They love the pigs and the rest of the animals and everyone who works here has become like family.” While Michael isn’t the inn’s full-time chef, he spends as much time there as he can during their busy season. He loves chatting with their guests and ducking into the kitchen to check on the staff and says what they’re doing is truly exciting. “We’re creating an authentic culinary experience that transcends the normal restaurant discourse,” says Michael. “It’s all about connecting our guests to the earth and the island: farm to fire to fork.”
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BACK WHERE TITLE HE BELONGS Subtitle
By Author Name
Beaverbrook Art Gallery CEO Tom Smart returns after a two-decade sojourn By Colleen Cosgrove | Clothing provided by: Robert Simmonds PHOTO: JOY CUMMINGS
he Atlantic Canadian art world has welcomed a long-time supporter back into the community this year. Tom Smart, a curator and executive known for his modern views and inclusive, of-themoment business style, has returned as CEO of Beaverbrook Art Gallery 21 years after leaving the gallery to follow opportunities as chief curator at the Winnipeg Art Gallery, director of the Frick in Pittsburgh, PA, CEO of the McMichael Canadian Art Collection and, most recently, as chief curator at the Peel Art Gallery, Museum and Archives in Brampton, Ont. Robert Simmonds magazine spoke to Smart this summer about his return to New Brunswick and what he has in store for Beaverbrook and the art community at large. PHOTO: ROB BLANCHARD
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The first 10 years of your career were spent at Beaverbrook. What is it about the gallery and community that drew you home again? I like to say that in 1997 I left the gallery and I’ve been wandering in the wilderness for the last 20 years waiting to come back home. (Beaverbrook has) been very good to me in my career and I got a great start back in 1989 with a very dynamic team who wanted to expand the scope and programming of the gallery … We built the collection and soon the regional scope of the gallery started to expand and the gallery grew in different and broader ways. That was a really exciting time, so this definitely feels like a homecoming. I’m really happy to be back and looking forward to building the institution as much as I can in the time that I’ll be here.
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ROBERT SIMMONDS / 37
PROFILE FAST FACTS: t 5IF #FBWFSCSPPL "SU Gallery was founded by Lord Beaverbrook in 1959. t 5PEBZ UIF HBMMFSZ JT known internationally for its collection of Atlantic Canadian, Canadian, British and international works of art. t *U JT UIF MBSHFTU BSU HBMMFSZ in the Atlantic region. t #FBWFSCSPPL DPMMFDUJPOT are divided into four parts: British Collection, the Canadian Collection, the International Collection and the New Brunswick Collection t The Frame-Up, a new young adult book by Fredericton author Wendy McLeod MacKnight, is centred around the gallery and imagines the works of art coming to life while visitors aren't looking.
Artists from the East Coast have long captivated you. You wrote critical biographies and books on artists like Alex Colville, Tom Forrestall, Mary Pratt and Fred Ross. What compels you most about their body of work? Put simply, the quality of the work coming out of Atlantic Canada is just extraordinary. The creative expression of Mary Pratt, of Suzanne Hill and Alex Colville is stunning. In my work, I’ve tried to interpret these great artists who were working out here in ways that made their art more accessible to people who wanted to see it and understand it in a deeper way. A welcome theme in modern discourse these days is the need for inclusion and diversity programming; you’ve been an outspoken advocate for diverse artists and galleries in the past, so what role do you expect Beaverbrook to play in this conversation? One of the things I want to do is incorporate some of the recommendations from the Truth and Reconciliation Commission (of Canada). I also want to present
the work of the living artists and historical artists from the First Nations community and show the resonance, depth and the richness of meaning that can be gleaned from the work of the First Nations. As a curator, how do you juggle local, regional and international audience demands while staying true to your mandate to be inclusive and representative of diverse communities? I ask myself, ‘How do I make this institution relevant?’ It’s the role of curators and public educators and the art gallery staff to find out what
that is through engaging with communities and working with them to determine the new model; how we can work with communities so they have a space to explore their own histories and the history of the region. One of the ways to do that is to work with First Nations who have been living on the beautiful banks of the Saint John River for thousands of years. And there are enormous insights that can be translated into partnerships and programs that resonate with the audience and still magnificently highlight the land, the river and history and all of its dimensions.
PHOTO: ROB BLANCHARD
t 4FBTPO &QJTPEF PG The Crown explores the making of a portrait of Sir Winston Churchill. The original sketches, done by artist Graham Sutherland, are part of the Beaverbrook collection.
PHOTO: ROB BLANCHARD
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PROFILE Drawing on your experiences in Winnipeg, Pittsburgh and Toronto, where do you see the gallery in 10 years? Right at the moment, the gallery has had a period of rapid and transformative growth and that’s a great thing. Its new pavilion has just opened last fall and with it there are many more opportunities for programming, exhibitions, public engagement and for art education … That’s broadened our mandate and what we need underneath that is a robust foundation and business model. So, what I’d like to do in the short term is find that business model that respects the original mandate of the gallery as it was established in 1959 and to show how that original mandate is really vibrant and dynamic in the present. There’s a way the gallery can reflect the diversity of the community, the wide range of audiences and the various kinds of artistic production and creativity in the region that’s become so eclectic and multi-
PHOTO: STEPHEN HUTCHINGS PHOTO
faceted. I want to create a healthy institution in which there’s extraordinary public engagement, diversity and inclusion is built right into the model and it becomes a real driver for creativity and tourism. Is the role of galleries evolving or keeping pace with consumer expectations and the yearning for an experience?
There are a lot of challenges, but a way to meet the challenges head on is to create programming that is engaging to as broad a diverse audience as possible and to build inclusion right into it as you’re designing the programs. People come to art galleries to see art, but what they really want is something interesting — they want to have an experience that is intellectual, creative and personal and when they leave the art gallery they like to be different, they want to see the world differently. And so, as curators and educators and public programmers and communicators, we must be attuned to ways in which the art can live with all of our new audiences, particularly as society is changing in such dramatic ways. How do curators find balance between exhibiting important works that speak to the gallery’s
mission but also respond to audience appetite for perhaps, a less high-brow experience? It means juggling different kinds of programs. For instance, Beaverbrook does musical programs and spoken word, dance programs, art programs. It means creating a space in which all forms of creativity can be presented and audiences can come together in different ways through works of art that are meaningful in this day and age. What about being back in the community are you most looking forward to? I got a bicycle for Father’s Day, so I’ll be riding my bike to the gallery every day. I used to have a two-hour commute each way to the gallery in Toronto, so the idea of being able to ride a bike on the bike path is really quite exotic and I’m looking forward to that a lot.
CREATIVITY IS ALWAYS IN STYLE FASHIONED IN 1749
FIND INSPIRATION HERE Victoria Kynaston is shown in the style of 1749 as painted by Allan Ramsay. The Beaverbrook Canadian Foundation.
beaverbrookartgallery.org 03 Queen St, Fredericton, NB E3B C
40 / ROBERT SIMMONDS
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TITLE Subtitle By Author Name
PROFILE
PHOTO: ADRIEN VACZAN
ROBERT SIMMONDS TWENTY BIG ONES AT 400 KING STREET By Wayne Blanchard
f value and trust define a great brand, then Robert Simmonds is one of the very best. With the lustre of its appeal as alluring as ever, it is the perfect example of self-realization against the odds in this everchanging world. It has been 20 years since Robert Simmonds opened its doors. That it has grown in size and expanded its scope well beyond all intent is testament to the positivity of doing things right. Sure, a bit of luck and maybe even a touch of magic have been involved, but upon meeting the man whose vision is being played out in real time, one immediately recognizes that if anyone
could teach the world about value and trust, it is Paul Simmonds (Robert is his first name). However, reluctant to take credit, he opts instead — and quite genuinely — to bestow kudos on his past and present colleagues, suppliers and clientele. “We are what we are thanks to everyone who has supported the idea that Fredericton could be home to a store that brings the fashion and style of Montreal, New York, London, Berlin and Paris to Atlantic Canada.” There is no denying that Fredericton’s King Street — indeed, the downtown of New Brunswick’s capital city — experienced a
momentous upswing in 1998 when Robert Simmonds Clothing opened at number 400. Today, with devotees ranging from discerning locals to Juno Award-winning musician David Myles and Canadian boxing champion Brandon Brewer, the store is a go-to for regional and visiting professionals, politicians, touring popstars, actors and tourists surprised to find a world-class source of casual and formal ladies’ and gents’ apparel in a relatively quiet provincial city. Their loyalty to the store also extends to the man who risked everything to pursue a vision fostered by his love of bringing joy to others. ROBERT SIMMONDS / 43
PROFILE
PHOTO: JAMES WEST
ST RIA WE : VICTO PHOTO
“Fredericton is now a fantastically cosmopolitan city where quality and service are appreciated, so we have great clients.” – PAUL SIMMONDS
44 / ROBERT SIMMONDS
Paul Simmonds is polite, caring, intelligent, industrious and inquisitive. Quietly confident, yet modest to the point of self-effacing, he started his career with ADR Menswear before graduating to Peter Roberts as a co-owner. Then he went solo. “I had acquired a skillset that I wanted to expand. And because independent retailing involves various vocations — marketing, HR, finance, inventory buying, branding … many things all wrapped into one — creating my own space was an opportunity to do that.” Originally, Simmonds catered only to men. “Then we added the women’s department. When additional space became available, we grabbed that, too.” With 5,000 square feet, his is one of the largest independent stores of its kind east of Montreal. Of course, much has changed in Fredericton since 1998: an influx of new residents from afar as well as a growing audience of style-savvy locals now fuel this busy man’s passion. “True,” he acknowledges in his office, a sort of strategic operations centre tucked away below street level. “Fredericton is now a fantastically cosmopolitan city where quality and service are appreciated, so we have great clients. Many have been with us since we first opened … even before that, from my previous lives.”
While fashion is forever shifting, the resilience of style ensures the stability Simmonds seeks, which is why some brands come and go while others endure. Eileen Fisher, Michael Kors, Paige, Smythe and Cinzia Rocca add allure to the ladies’ section, with Eleventy, Allen Edmonds, Boss and Canali amongst those doing it for the men’s side. Though seasonal wear always brings surprises, Canada Goose continues to be the warming choice for winter. But there is more than just clothing. In addition to footwear from the likes of Ron White and the newly resurrected Hartt Shoe Company, accessories, including L’Occitane en Provence creams and fragrances and locally crafted Adrienne Goodine jewelry serve as highlights throughout the store. “We look to build relationships with brands whose pedigree and DNA align with our own value propositions of quality, uniqueness and integrity. For example, Coppley and Alberto have been with us from day one. The best partners stay with you through the ups and downs.” Choosing brands, however, isn’t the only challenge. “Because inventory purchasing happens almost a year in advance of when the goods will appear in store, we hedge on what we feel will be popular, where the economy might be and what the weather could be like.
PROFILE
PHOTO: JAMES WEST
“We are all about providing solutions.” – Paul Simmonds
Such variables play havoc, so as a precaution we don’t overbuy. That reduces the likelihood of end-ofseason leftovers, while ensuring exclusivity for those items that do sell.” So it’s not the size of the offer, it’s the quality of the edit? Simmonds nods affirmatively. “The edit is all about detail. My lifelong mission is to learn — I’m a
consummate learner who focuses on attention to detail and strives for perfection, so my efforts to raise the bar are continuous.” Simmonds’ colleagues are also encouraged “to do the same, with training sessions enabling them to expand their industry knowledge. “You always need to be learning and open to new ideas, so we offer our staff as much insight and opportunity as we can. Everyone is either getting or has gotten their post-secondary education, so this is their career.” In a world where employees tend to come and go, Simmonds is proud of those who come and stay. “Some have been with us since the start. Their ages range from 20-some to 70-some, which is great because our customers also vary in age and touchpoints. Those clients also appreciate that we can save them time by asking the right questions. We are all about providing solutions.” Though rapid changes in retail and the lure of the internet suggest ROBERT SIMMONDS / 45
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PHOTO: JAMES WEST
46 / ROBERT SIMMONDS
the future is anyone’s guess, Simmonds’ ability to envision what’s next means he doesn’t shy away from what others fear. For him, every day is about planning and preparing for the unknown. “The future may differ in terms of delivery, whether it’s personto-person, online or whatever, but the determining factor will still be the experience. With us, whether you enter through our front door or via our website portal, we aim to keep the experience personal and positive. “You know,” Simmonds concludes, “a great day for me is when I’m greeting clients, thanking them for coming in, then having a nice chat over a cup of coffee. That means my colleagues have everything under control and can all have fun doing what we love with people we enjoy. That is what the Robert Simmonds experience is all about.”
400 King Street, Fredericton, New Brunswick, Tel. 506.455.2500, info@robertsimmonds.com
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HOSPICE HOUSE Compassionate care in the heart of Fredericton By Wayne Blanchard | Clothing provided by: Robert Simmonds PHOTO: JOY CUMMINGS
he setting sun at the end of a summer’s day is a reminder that all good things, even the greatest — life — eventually come to an end. Sadly for some, the sun will never rise again. But as the days grow darker, there are those others who are committed to helping those departing make their way comfortably to the end. On March 30, 2016, Hospice House, a 10-bed residential palliative care facility, opened at 621 Churchill Row, on the corner of Regent Street, right in the heart of Fredericton’s leafy downtown residential district. A large vintage 48 / ROBERT SIMMONDS
house expanded to facilitate its new role — a more private residence than hospital, with compassionate care topping the list of priorities. “Hospice House is designed as a home,” explained past executive director John Sharpe. “It’s a home-based environment as opposed to institutional- or hospital-based. That is a huge departure from what people experience when faced with palliative care. The rooms are private and designed with our patients and their families in mind, as those families can also stay onsite. They just move in to be with their loved ones, eat their meals here and use
the home as they see fit. On average, they stay nine to 14 days. In our first year, we had 157 guests, which is fantastic.” Though the aroma of freshly baked bread wafting through the air might seem somewhat incongruous, it highlights the reality that this is a place for living, where home-cooked meals, socializing in the sitting room with new friends and greeting family members arriving for a visit is the reality. This is a place where life goes on. “Yes,” says Sharpe with a smile, “there is always fresh-baked bread. We’ve got a real maritime kitchen.”
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GETTING G CO ONN NEC CTED D Twenty-four-hour dedicated care in rooms that are, well, almost like being at home, means residents here are not only well catered to in every possible sense; they’re able to feel comfortable and confident with their situation. “There is a series of programs,” responded Sharpe when asked about patient activities. “We have therapy dogs that visit. There are folks who come in and do music. Volunteers spend time with the residents. A pastor makes care visits. We’ll provide as much support and activity as our guests would like, respecting where they’re at in terms of their condition, which varies from resident to resident. We also do a lot of in-home work with folks not ready to come in to a palliative care situation. We have initiatives designed for those who do self-harm or are facing onset dementia or some life-limiting condition but their families want them to stay at home. When those families need a break, they come to us. There are numerous activities ranging from art to music to outings and physical activities. A lot happens here.” While chatting, Sharpe mentions that some staff even attend funerals of their patients. This sort of thing has a profound impact. “There is a real appreciation of the staff. Our people get very connected to the residents and their families. It’s a very supportive environment. We also have social workers, nurses and nursing staff, cooks … Everyone here is intent on supporting the families and those end-of-life patients.” SUPPORT TING G TH HE COM MMU UNIT TY BEYOND D TH HE HOU USE But not everyone who comes to Hospice House is there to stay. It also contains the JT Clark Family Adult Day Program, which between 9 a.m. and 3 p.m. offers a nurturing environment for those with mild to moderate
50 / ROBERT SIMMONDS
cognitive and/or physical impairments. With structured day programming, lunch, snacks and a variety of activities, this program offers support and respite to families in an effort to assist them in keeping their loved ones at home for as long as possible. There are also in-home visits to provide emotional support for the patient and their family; care for caregivers,
“Being here has had a profound impact on me in terms of how communitybased palliative care supports those at end of life, as well as the importance that relationships play in that process. It’s all quite amazing.” – John Sharpe where volunteers provide relief care so families can take a break; a Narrative Care program that focuses on the patient recounting their life story and sharing memories with loved ones; plus supportive and educational grief support via a six-week group facilitated by two experienced social workers. For professionals who provide palliative care in a longer-term setting, there is
LEAP – Learning Essential Approaches to Palliative Care — an interactive two-day course offered twice yearly. Sharpe’s dedication is tangible. “I had been in the non-profit sector for 25 years and came here after a long period of working with at-risk children. I was looking for a new non-profit organization where I could give back and was attracted to what hospice is all about. Being here has had a profound impact on me in terms of how community-based palliative care supports those at end of life, as well as the importance that relationships play in that process. It’s all quite amazing.” OPEN TO O TH HE PRO OVIN NCE E With its start-up and annual costs softened by ongoing funding courtesy of the Provincial Government of New Brunswick, the role of Hospice House is, simply stated, to lessen the burdens associated with palliative care and the passing of life. Not only for its patients, but for loved ones, families and friends. It’s about ensuring the easing of grief, loneliness and emotional confusion that so often arises for those who know their time has come. And it is open to patients across the province. And what is the response Sharpe and his colleagues hear? “‘Thank you for what you’ve done for us and for our family as we’re faced with tragedy.’ And, ‘Thank you for what you have done for our loved one.’ There are also comments about how they feel peaceful, supported and very comfortable here while facing a very, very significant life-changing event.” Admission to Hospice House is by request and comes via referral of the palliative physician. Patients can be admitted from a hospital or directly from their home, though being registered in the palliative program is a prerequisite to be eligible for inpatient care.
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PROFILE
AN ACCIDENTAL ENTREPRENEUR Atlantic-based Lulujo Baby founder and CEO turns a ‘necessity’ into a million-dollar business By Cynthia McMurray Clothing provided by: Robert Simmonds | Photography by: Joy Cummings
hile Nova Scotia-born and raised Dawn Marie Pottier says her thriving retail business actually happened “by accident,” it is certainly no accident it is taking the world by storm. In 2009, while on maternity leave from her job with an IT company, Pottier found herself facing a unique challenge shortly after the birth of her daughter, Emily. On a family trip to Florida, Pottier’s then husband wound up in a wheelchair after a minor injury, which made 52 / ROBERT SIMMONDS
visiting places like Walt Disney World and SeaWorld with her son, Jack, who was five at the time, another five-year old (cousin) and a new baby in tow, a little tricky to say the least. But, being the resourceful person she is, something Pottier credits to living in Nova Scotia’s rural Yarmouth County, Pottier came up with a plan. She fashioned a sling for her daughter that allowed her to carry Emily hands-free and hold the two five-year-old’s hands while they toured the parks. After returning home to
Fredericton, friends and family suggested she sell the sling, which she had hand-sewn, a skill she learned from her mother, she says. “The carrier saved me,” Pottier remembers. “The idea came about as more of a necessity than anything else,” she adds. But, as the proverb says, ‘Necessity is the mother of invention.’ Pottier’s ‘invention’ was a hit and ultimately the impetus for Lulujo Baby. “I approached a local store in Fredericton and asked them if they would be interested in
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selling them [the sling], and they not only said ‘yes,’ they said they would take six,” Pottier says. “So, I spent $500 to make six carriers and they sold right away.” While she didn’t make any money on the original slings, which she made out of the basement of her home, when the store asked for 12 more, she was already thinking she may be onto something. “I drew out a website with crayons, I researched things like colours and patterns and other things people were selling and I came up with some other product ideas to sell … and off we went,” she says, adding that the name for her new company came from combining the nicknames of her two children. Pottier approached other local stores and trade shows and drove from store to store with her samples, which included her best-selling product, a muslin swaddling blanket. “They all sold. So, I thought if they sell in Atlantic Canada, maybe they can sell in other places across Canada,” she says. And sell they did. By 2011, Pottier needed to find a manufacturer overseas that could keep up with the demand as Lulujo Baby was already in 250 stores across the country. “I approached an actual factory [in China] that was able to produce the blankets and they said they would do it, but that I needed to order a minimum of 2,000 of each design,” Pottier says. Never one to back down from a challenge, Pottier came up with a design from a piece of her son’s artwork. “I took my pencil crayons and designed what he had done at school that day. I took it to a graphic artist and he put it in the format it needed to be to order 2,000 of them. I figured out how to get them here and they sold right away.” The blankets became so popular, in fact, that Pottier just continued to create more designs, she says. “There is no way we were going to be able to possibly produce products here in Canada. We would just never be able to meet the demand …” While that was the beginning of what is now an internationally known company, it was also the end of another chapter in Pottier’s life. Staying in Fredericton was never supposed to be long term, she says. “My heart was still in Nova Scotia … but one year turned to two and two years turned to three and then four, and it just kept going. I could not get used to living in Fredericton.” And then, six years ago, she went through a divorce. “The kids were very little still and here I was, a single mom in a community and in a place I didn’t want to be in. I was broke, I had no family here. It really looked like I was going to have to go back to work. So, I literally made a decision. I said, ‘That’s it! I was going to just have to surrender to Fredericton — I was not going to 54 / ROBERT SIMMONDS
move, I was not going to move my children back to Nova Scotia and not have their dad there. I was either going to fight against Fredericton or I was going to make some friends and make it my community,’” she recalls. As is often the case in life, when something is right, everything just has a way of lining up. “And honest to God, it sounds so corny, but it worked. Everything started opening up. I started making friends with these great people. I started meeting new people. This whole community of Fredericton just embraced Lulujo, embraced me and my kids, and now, I do still have a place in Yarmouth, Nova Scotia, our summer home near my family, but Fredericton is home. It’s like Sesame Street — I walk from my house, pass by all of the stores and the people that I know, the people who really helped start Lulujo by accident by accepting that first product. If they had said ‘no’ that day, I wouldn’t be here,” she says. “It is really a special community that helped me through such a traumatic time.” After the divorce in 2012, Pottier was still running the business on her own. “I knew that in order to grow, I would need a distributor. And the best distributor in Canada was in Toronto, so I approached her and I said, ‘Will you take on Lulujo?’ and she said, ‘No, you are not ready.’” She did give Pottier some good advice, however, and six months later, Pottier called her again. “I was literally at the low, low, low point of my life and I said, ‘I am ready. I did this and this and I am ready and I want you to take on
Lulujo. I know it is going to work for you.” And this time, she said yes. “I literally hung up the phone and said, ‘Thank you.’” Much to Pottier’s surprise though, the distributor sent a first order for $25,000 of product that had to be paid for in 30 days. Pottier also had to pay for shipping. “At that point, I did not have enough money to ship that order. It was a time when things were the worst of the worst,” she says. “My parents were coming through to visit on their way to the United States and I had not told them anything; I didn’t want them to worry. But they could see that I was struggling with this and my father said he would give me $1,000 to ship it (it cost $750).” Pottier graciously accepted and told her father she didn’t know when she would be able to pay him back. “He laughed and said, ‘Just pay me back one day when your company makes a million dollars.’” She shipped the product and then the following month she got another $25,000 order and then another $50,000 order and then a $100,000 order. And in 2014, Pottier says they approached a U.S. distributor and shortly after that, distributors in other countries. Today, Lulujo Baby is in 35 countries worldwide. Their products can be found in major stores such as Indigo/Chapters, Nordstrom, Amazon, Bloomingdale’s, buybuy Baby, Toys R Us as well as smaller baby and gift boutiques and on all of the major online retailers, essentially “thousands and thousands of stores worldwide.” Pottier says Lulujo Baby has more than 100 different skews made up of 15 to 20 different product categories and designs. “You always have to watch the trends, look at what is trending and come up with something new … the trick for us is that it is not just Canada anymore — it’s the world. So, how do you design a product that the mother in Fredericton, the mother in Halifax, the mother in Vancouver and the mother in Israel are all going to buy?” While the swaddling blanket remains the must-have for every parent and is by far the most popular Lulujo product, their Baby’s First Year blanket and card set won Best New Product Award two years in a row. “Now, our focus is on the China market. While we started manufacturing in China, now we are focused on selling our products to the consumer in China because it is such a massive market,” she explains. “Ironically, what I have learned is that the world is very, very small. What a parent wants here is the same thing a parent in the United States, in Israel wants. They all want the best for their child and they want an affordable product.” As for that loan from her father, Pottier says she paid her dad back about three years ago.
©2018 EILEEN FISH ER INC .
400 King Street Fredericton, NB E3B 1E3 www.robertsimmonds.com
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