14 HE SAID/SHE SAID: The news and views of area executives on pertinent business issues of the day.
16 CORPORATISM:
Jim Blasingame says the small business owner can easily turn customers into friends.
C2 AT A GLANCE
A look at how international retailers can use AI-enabled data for planning.
2 CROSSWORD
Take a coffee break from work and challenge yourself with our crossword.
3 ESSEX ECONOMICS
A series of guest columns by business executives on various trends in the region.
8 PRIME PROPERTY
A look at recent commercial property transfers in the city of Windsor.
9 PRIME PROPERTY
A look at recent commercial property transfers in Essex and Chatham-Kent area.
10 PRIME HOME
A look at residential property sales in Windsor, Essex County and Chatham-Kent.
12 BUILDING PERMITS
A compilation of construction activity in the Windsor and area market.
13 START UPS
Newly incorporated firms launched in Windsor-Essex and Chatham-Kent.
CS Engineering & Construction, a Canadian leader in medical office interiors, has expanded by acquiring Windsor’s Ground Effects’ International Seating and Decor (IS&D), a leader in restaurant interiors.
The move enables the fast-growing, three-year old CCS to expand by physically moving into the former Ground Effects’ giant building on St. Etienne Blvd. CCS purchased the three-acre, 30,000-square-foot building in February for $2.7 million.
The new firm is called CCS International Seating & Decor
CCS International has several locations locally, and will consolidate most of them on St. Etienne.
“Our millwork (design and build) shop was growing, and we wanted to get everybody in our company in the same building,” said CCS president, Carl Bernat.
Continued on page 4
Carl Bernat, president of CCS Engineering, at the company’s new headquarters on St. Etienne Blvd. By Ron Stang
AT A GLANCE
• A recent study on AI-based retail planning found retailers don’t see any other way to improve their merchandise planning without using the insights derived from new analytics.
• Only 32 percent of retailers confidently report being able to keep pace with customer behavior.
• The biggest operational challenge to developing more effective strategies is a perceived inability to predict the effect of future pricing, assortment and promo decisions.
• Retail is no longer dictated by what retailers want to sell, but by what consumers want to buy.
• In the 20th century, the “merchant prince” was the arbiter of taste, especially in apparel, but today’s it is the consumer. Merchants increasingly struggle to find the right formula between creativity and speed to market.
• Consumers now have access to information 24/7 about any product available, anywhere, and at any time via their Smart mobile devices. Armed with a world of information, consumers are more discerning and demanding than they have ever been.
I’M GUESSING, DUDE, THAT IT’S BEEN A WHILE SINCE YOU WORKED IN AN OFFICE SETTING.
BUSINESS BOOST
“Many companies’ primary growth strategy is still to invest heavily in the acquisition of new customers. After all, if the number of new customers, or conquests, increases every year, the financial results should head in the same direction, right? Wrong!
“New customers do not necessarily mean the company is in a growth process. If the existing customers start to abandon the brand, simple math shows the total number could decrease.
“The objective of a loyalty program is to keep customers satisfied, eliminating consideration of the competitor’s alternative. The mechanism employed is to provide individuals with reasons to remain loyal by establishing ties that will rarely be copied by other companies.
“Loyalty’s financial dimension works with the price variable, providing bigger discounts for greater purchase volumes, or increasing the number of installments to pay for the merchandise. It can also explore the reward aspect for the most loyal customers.”
VOLUME 28, ISSUE 12 • APRIL 2025
EDITOR-IN-CHIEF Nadia H. Shousher
ART DIRECTOR David Cowx
CONTRIBUTORS Jim Blasingame, Mike Chase, Dale Dauten, Paul March, Devan Mighton, J.T. O’Donnell, Ron Stang, Joe Symchyshyn
Windsor Business is published monthly by The Page Publishing Corp. and is distributed through Canada Post to every business address in Windsor and Essex County and Chatham-Kent. No part of this publication may be reproduced without prior written permission from the publisher. Copyright The Page Publishing Corp., 2025.
Work wear has gotten more casual over time, no doubt. Remember “Dress Down Fridays?” That was a big deal in its time, because the usual work wardrobe was formal, a little fussy, and expensive to own and maintain.
With recent back-to-the-office mandates, companies have downgraded their dress code requirements. One reason is because, after years of working remotely, dressed in pajamas or sweat pants (if not less), workers refused to go back to more traditional work clothes.
And it’s easier: after all, sweats and yoga pants do not require ironing. It is certainly cheaper; it cuts out dry cleaning and other maintenance costs, and there’s no need to continually replace things as fashion changes.
(More importantly, how many of us still fit into our pre-pandemic work clothes?)
But there is something to be said for a professional demeanor. Back when I started my career, the media company had a lengthy dress code. For women, it meant closed-toe shoes, pantyhose (pantyhose!) and skirts to the knee or lower. Men were required to wear button down shirts, a tie and nothing more casual than a sport coat. Anyone showing up in jeans or sneakers was promptly sent home to ponder the error of their ways. Man, how things have changed.
In retrospect, I understand why workplace dress codes were so restrictive. Mark Twain said clothes make the man, but I suspect clothes could also misrepresent the man.
For example, a while ago I bought a black zippered hoodie jacket, totally on a whim. And totally unlike my usual style; I didn’t even wear such things in high school.
Now, I’m usually a fun and outgoing person. Sure, I have a temper and am beyond stubborn, but I am not aggressive. Determined, yes. But never aggressive. Yet once I don that jacket, something comes over me. I subconsciously undergo a total personality change. Next thing you know I’m feeling belligerent, and I think I actually swagger a bit. I can feel that bad attitude bubbling around the edges, and am more than ready to get into fisticuffs with anyone in my way. And I abhor violence!
A friend of mine – a quiet, introspective guy who works with his hands – lives in baseball caps and tshirts. One time, his wife bought him a coral pink button down shirt. He said when he puts it on, he feels his back straighten, his head come up and his arms swing while he walks.
He’s telling me this story, and I yell out: “IT’S THE SHIRT! IT’S THE PINK SHIRT!”
I guess some clothes can have that affect on us, as if we don an otherwise submerged personality along with the duds. Makes me wonder what I’d become in floor-length velvet …
Nadia H. Shousher is Editor-in-Chief of Windsor Business, a division of The Page Publishing Corp.
ESSEX ECONOMICS
KATE ZABRISKE
Overcome the urge
to micromanage
It starts innocently enough. You want to ensure things run smoothly, so you check in often. You spot a typo in a presentation, so you fix it yourself. Before long, you’re reviewing every Email, sitting in on every meeting, and wondering why your team can’t seem to get anything done without you.
Most people don’t set out to micromanage. It often comes from a desire to help, avoid mistakes or ensure high standards. But the unintended consequences are real: a demotivated team, slower progress and burned-out leaders. If this sounds familiar, don’t worry. Awareness is the first step, and change is possible. Ask yourself:
• Do you need to approve every decision? If team members check with you for even the smallest choices, like the wording of an Email or the layout of a slide, you may be micromanaging. This constant need to be involved in decisions can signal a lack of trust in their abilities.
• Do you hover over tasks you’ve delegated? Delegation means handing over responsibility but, if you’re constantly checking progress, your team isn’t getting the space to own their work.
• Do your team members avoid taking initiative? If your team waits for explicit instructions before acting, it could be a sign they’ve learned to rely on you to avoid being second-guessed.
Micromanaging doesn’t just make daily work harder. It has long-term consequences for teams and organizations. It hinders growth, it pushes away good people, it erodes team morale, and it limits managerial effectiveness. Micromanagers spend so much time on small details, they can’t focus on big-picture strategy or leadership priorities. You need to trust your team. Start by giving your team clear goals and responsibilities, then step back and let them execute. Instead of “Send me the draft before you finalize it,” try “Finalize the draft and send me a copy once it’s submitted.” This shows confidence in their abilities.
Also, focus on outcomes, not processes. Micromanagers often fixate on how tasks are done. Shift your focus to the desired results, and let your team figure out the best way to achieve them.
Ambiguity can lead to over-management, so clearly define what success looks like for each task or project. Allow your team to make decisions and solve problems independently. If mistakes happen, treat them as learning opportunities.
Great leaders focus on enabling their team’s success, not doing the work for them. Ask yourself, “Am I helping my team develop, or am I doing their job for them?” If you let go of the reins, you might be surprised at just how far your team can go.
Kate Zabriskie is the president of Business Training Works, Inc. Visit
Abaete de Azevedo and Ricardo Pomeranz in Customer Obsession: How to Acquire, Retain and Grow Customers in the New Age of Relationship Marketing, McGraw-Hill.
Firm moves close to new Howe Bridge
Loricon Holdings is moving into the former Sure Seal Roofing site at 4088 Sandwich Street, near the Gordie Howe bridge.
The move is to consolidate the company’s construction and property investment offices. Loricon purchased the 5,000-square-foot building from a numbered company in February for $885,000.
Loricon, in business for 15 years, is perhaps best known for its PSI (Prestressed Systems Inc.) concrete operation on Walker Road, which it sold last year ago as a trucking terminal for the Amar Group
“We bought it because we have businesses on both side of the border, and it’s a great location for us,” said vice-president Michael Collavino, of the family which owns the firm. “We had project managers, accountants, our VPs, controllers,” at the Walker Road offices, he said.
Loricon is still in the prestressed concrete business, but has consolidated operations at its larger River Rouge, MI. plant, which produces for the U.S. and Canada. It’s called International Precast Solutions
Most of Loricon’s other companies are industrial land and construction holding companies.
Immediately beside the property is the former long-vacant Olco gas station, now owned by the City of Windsor
PSI at one point produced girders for the Herb Gray Parkway, in part to replace faulty girder produced by a foreign company which did not meet MTO standards. “We
took on more of that job after those guys shut down,” he said. They also had a “big job” last year for the Toronto Rogers Centre rejig.
A spokesman for Artistic Stone Carving, the most recent owner of the Sandwich Street building, said the company vacated because it didn’t meet “the manufacturing
needs we wanted. We needed to sell it and look for a larger space.” It is currently located on nearby Morton Drive.
A city of Windsor spokesman said “The City of Windsor owns the (Olco) property located at 4060 Sandwich, and there are no immediate plans for the site.”
BY RON STANG
CCS acquires IS&D
Continued from page 1
Bernat said the merger was “seamless,” and CCS will take over an operation with its “talented, dedicated staff and state-of-theart production facilities.” This brings CCS’s staff to 50 with the 13 Ground Effects’ employees.
CCS has built up a large portfolio of design for an array of medical clinics, but its work is wider, encompassing commercial site development and residential construction.
Now it will expand into the fast food industry with Ground Effects’ former clients, such as McDonald’s and Dairy Queen. It has also worked with Windsor-based Petretta Construction
Bernat said the Ground Effects division was focused on “larger commercial projects,” while CCS was focused on smaller. Now, “we can utilize on both ends of efficiency and the same equipment to build both of our offerings.”
BY RON STANG
Ground Effects is a Windsorbased mainly auto parts manufacturer with more than 30 sites worldwide, about 10 locally. President Jim Scott did not reply to requests for comment.
Bernat said he couldn’t speak for Scott, but said he believed the IS&D division “just wasn’t their focus,” compared to growth in its primary business.
The McDonald’s and Dairy Queen contracts are not for every outlet, but a large portion across the country. “So, we are going to continue to grow” in the Quick Service Restaurant commercial space from the IS&D side, and we’re going to continue to grow in the medical space with CCS,” Bernat said.
While CCS is a relatively young company, Bernat has personally been in the dental-medical project management and build field for two decades.
Beyond its Oakville ON branch, it will be opening facilities in Calgary and Vancouver this year.
Plaza changes hands
Abusiness plaza originally constructed by former Windsor Spitfires owner, Steve Riolo, has been sold to an active Windsor real estate investor.
The plaza at 1540 McDougall Street in central Windsor was an
example of innovative infill when it was constructed on the former Kelsey Hayes plant site, in 2000. The property, featuring private and public tenants including three Government of Ontario offices, has now been sold for $2.3 million by Winwest Enterprises Ltd., associated with Riolo, which also owns the BMR franchise in east Windsor, which had absorbed Riolo’s onetime business Windsor Drywall Riolo is well known because of his former ownership of the OHL Windsor Spitfires between 1989 and 2006.
The purchaser is Jin Hu Holdings Inc., a family-owned firm associated with Standard Tool & Mold Inc. in Oldcastle. Kevin Hu said there are no plans to change the plaza – “we’re just leaving it as is.” The company has numerous local real estate investments.
The plaza was originally designed to feature stores related to a banquet hall, such as wedding suppliers and photo shops, but the hall never got built. The hall itself was innovative to feature a restaurant and residential units for the wedding party.
Riolo originally operated his drywall business in a Kelsey Hayes building, torn down to make way for the banquet hall, on land separate from the plaza and not included in this sale.
Central Windsor sports hub on the sales block
Central Park Athletics is up for sale. After a long run by the King family, the massive athletic center in the middle of Windsor is listed by CBRE for an undisclosed price.
The facility is unique in size and sports offerings in a city where hockey rinks, for example, are usually municipally-owned. The overall size is almost 15 acres and 250,000 square feet.
Among amenities are two ice pads, three indoor soccer pitches, a baseball training area, a 25-meter pool, indoor climbing gym and four golf or multisport simulators. There’s also a restaurant and banquet hall, and a rooftop configured for a patio.
King Development took over what was known as the Windsor Ice Park in 2010, and invested millions enlarging what had been just two ice pads in danger of closing.
“After successfully navigating a variety of economic and public health challenges, Central Park Athletics is today a busy, multifaceted complex that serves a wide variety of local communities and educational institutions,” owner Leigh Ann King replied to Windsor Business in a statement.
Now, “We’re looking around to see if there are qualified and interested people to take up the torch and continue building on our vision.”
Meanwhile, her team will “remain committed” to its several tenants and partners.
These include Windsor AAA Zone, Giovanni Caboto Soccer, E.J. Lajeunesse Institute Du Sport Academique and WMHA Travel Hockey
Randy Levac, president of
AAA, the first tenant at the facility, had no concerns about the building’s future.
“We’ve got good rapport and (King) wants to make sure that the people who come in have the same vision as her, the same passion. So, we shouldn’t miss a beat,” he said. “There’s nothing like it between here and Ottawa.”
EXPANSION
BY RON STANG
Leamington hospital buys nearby physiotherapy property for expansion
Leamington’s hospital, known as Erie Shores HealthCare, has acquired a property immediately across the street to it at 204 Talbot Street West as part of its “2050” vision for hospital renewal and expansion.
Physiotherapy & Wellness; Barraco also has a clinic in Kingsville.
Hospital spokesman Kevin Black said ESHC was “not in a position” to announce specific site plans. But he released a statement from Katelyn Dryden, CFO and Vice-President, Outpatient Services.
WB
The City of Windsor does not use the facility.
The hospital paid $1.65 million for the property from a Halifax NS-based Ontario numbered company in January. The less than halfacre site has been home to Barraco
“As part of our Erie Shores 2050 initiative, Erie Shores HealthCare is committed to ensur-
ing our facility is positioned to meet the evolving needs of our patients and community. The recent purchase of a neighboring property is a strategic decision that supports our long-term vision for growth and operational efficiency. Our newly launched Strategic Plan, Transforming Healthcare Together: Shore to Shore, includes
Two Leamington agri-business firms have struck a “strategic union” marking “a significant milestone” in the industry.
One, Tychon Packaging, produces eco-friendly packaging for agricultural, retail food and childresistant uses. Products include clamshells, resealable pouches and corrugated trays. The company has been around since 2018 as a small family business, and has grown with clients worldwide. It employs a variety of designers, engineers and production staff.
The other, Excalibur Plastics, has been in existence since 2002. Started by Richard Colasanti, the company supplies many products such as greenhouse plastic, energy curtains, woven groundcover, insect screens and water storage tanks. It sells to Canadian, U.S. and Mexican customers. For example, energy curtains use light, humidity and temperature to create optimum grow conditions.
The idea behind the alliance is to “leverage combined expertise” and “create a new era of packaging innovation,” according to a release. “This partnership will focus on developing sustainable materials,
enhancing product design and product availability to be a true partner for the growers.”
Excalibur CEO David Boutros said the companies can “set new standards” in the industry, “offering sustainable and innovative solutions that meet the evolving needs of our customers.”
Tychon CEO Kevin Kantati said the collaboration offers a “a shared vision for a greener future.” He said that by combining resources, location and expertise, “Tychon can service all of our North American customers from our Leamington and Queretaro, Mexico locations.”
The officials did not respond to further requests for comment.
Richard Lee, Executive Director Ontario Greenhouse Vegetable Growers, said the partnership “is another example of how greenhouse farming is committed to enhancing our packaging sustainability efforts to protect the environment, and ensure the future prosperity of our farmers. Collaborations like these only aim to further fortify our packaging supply chain to remain competitive in a North American market that continues to evolve.”
Hospital buys nearby medical building
Continued from page 5
Smart Growth as one of our organization’s strategic goals. This acquisition will play an important role in our smart growth plans, allowing us to optimize how we deliver care.”
Black said more details would be released “once all of the i’s are dotted and t’s crossed, likely closer
The venerable Amherstburg car dealership, Thrasher Sales & Leasing, closed late last year. Currently a few autorelated businesses operate out of the Simcoe Street building.
The dealership, which originally sold new GM vehicles, became a used car dealership after 2008, following the government bailout to General Motors. The bailout saw numerous one-time corporate dealerships across North America relinquished by the corporation;
to summer.”
Barraco owner Tori Barraco was on maternity leave and didn’t respond to requests for comment.
Her business describes itself as “conveniently located in Leamington next to Erie Shores Health Care, and across from the Leamington and Area Family Health Team and Leamington Medical Village.”
It’s unclear whether the hospital
Thrasher was one of them.
The dealership had been run by three generations of the Thrasher family, originally purchased from Murray Kennedy in 1984. Wes Thrasher was of the third generation at the time of closing.
The property is now in the hands of area business man Justin Hunt after a recent inter-family sale. The Hunt family is leasing it out to auto mechanic Jay’s Auto, and APC Auto Parts Centres, which has outlets throughout the province
will keep the property or demolish and expand its current footprint. There are also adjacent residential properties.
Windsor Business sought comment from Mayor Hilda MacDonald’s office as to whether the town has any concerns about any encroachment by the hospital on the neighborhood, but did not receive a reply by press time.
including two in Windsor and one in Leamington.
Wes Thrasher said it was “time to move on.”
Noting family retirements, he also said things weren’t the same since the 2008 bailout and loss of the GM banner. It “took all of us aback. We were shocked.” He said the dealership had to continue as an independent, “But that was enough. I was quite tired of it. It was a lot of work for very little return.” He said prior to 2008 “we had a great store, we had a profitable store. We had been recognized nationally for our customer satisfaction.”
Nevertheless, Thrasher said “it was fun, we had really a great staff and loved dealing in the Amherstburg community.”
Jay’s Auto is now renting the former Thrasher service drivethrough with four bays, and APC is occupying the main portion of the building.
Ali Jaber of Jay’s Auto said he moved in last fall. “I was actually looking for a house in Amherstburg before I found this shop,” he said.
APC manager Marc C. said his store opened in early November. “We’re here because we saw a need for more auto parts” in the area.
All APC stores are corporately owned; the parent company is Canusa. “Basically our bread and butter is (sales) to garages and dealerships,” he said.
PRIME PROPERTY
THE FOLLOWING, PROVIDED BY REALTRACK.COM, REPRESENT SOME OF THE TOP COMMERCIAL PROPERTY TRANSFERS IN THE ESSEX & CHATHAM-KENT AREAS:
SOLD
Address: 333 Eugenie St. E.
Windsor
Selling Price: $2.06 million
Vendor: Morrish Solutions Inc.
Purchaser: 1890991 Ontario Inc.
SOLD
Address: 1027 St. Luke
Windsor
Selling Price: $1.3 million
Vendor: Imperial Oil Ltd.
Purchaser: Walkerville Commercial Centre Inc.
SOLD
Address: 11307 County Rd. 46, Lakeshore
SOLD
Address: 24819 Prince Albert
SOLD
Address: 1849 & 1855 Meldrum
Rd. & 1850 & 1854 Meighen
Rd., Windsor
Selling Price: $3,716,978
Vendor: Bayside Homes Ltd.
Purchaser: DJ3 Investments Inc. & GJD Property Investments Inc.
SOLD
Address: 2005 & 2011 Spinks
Dr., Kingsville
Selling Price: $5,452,000
Vendor: AMA Horticulture Inc.
Purchaser: Teccle Group Inc.
Selling Price: $1,552,250
Vendor: G & C Sylvestre Farms Ltd.
Purchaser: 1882102 Ontario Inc.
Rd., Chatham-Kent
Selling Price: $1.35 million
Vendor: 2316081 Ontario Inc.
Purchaser: 1031143 Ontario Inc.
SOLD
Address: 1638-6740 Tecumseh Rd., Lakeshore
Selling Price: $750,000
Vendor: 2570929 Ontario Inc.
Purchaser: Reagan Realty Holdings Inc.
SOLD
Address: 39 Queen St. S., Chatham-Kent
Selling Price: $800,000
Vendor: 1000914235 Ontario Ltd.
Purchaser: 1000920018 Ontario Ltd.
CHATHAM-KENT
• WHEATLEY
Selling
Selling
PRIME PROPERTY
THE FOLLOWING, PROVIDED BY REALTRACK.COM, REPRESENT SOME OF THE TOP COMMERCIAL PROPERTY TRANSFERS IN THE ESSEX & CHATHAM-KENT AREAS:
• Horst Construction Ltd. is building a storage unit on Victoria Rd. Value of construction: $900,000.
• County Fair Mall is renovating a restaurant on McNaughton Ave. Value of construction: $250,000.
• The Public General Hospital Society of Chatham is doing renovations to a hospital at Grand Ave. W. Value of construction: $500,000.
• LH Gray & Sons Ltd. is doing renovations at an agricultural business on Beechwood Line. Value of construction: $286,000.
• LH Gray & Songs Ltd. is erecting a new building at agricultural site on Beechwood Line. Value of construction: $2.5 million.
• Gray Ridge Investments Ltd. is
renovating a retail outlet on Grand Ave. W. Value of construction: $650,000.
• Kaylan Properties Ltd. is renovating offices on St. Clair St. Value of construction: $500,000.
• Skyline Retail Real Estate is renovating a retail space on Grand Ave. W. Value of construction: $650,000.
• Timbertec is building a new agricultural building on Base Line. Value of construction: 500,000.
• Timbertec is constructing a new agricultural building on Palmyra Rd. Value of construction: $890,000.
• County Fair Mall is doing renovations to offices on McNaughton Ave. Value of construction: $300,000.
• Clarke Developments Inc. is building an apartment on
Nazarene Rd. Value of construction: $60,000.
MUNICIPALITY OF CHATHAM-KENT RESIDENTIAL:
• Maple City Homes Ltd. is building a single-family residence on Ironwood Trail. Value of construction: $490,000.
• Individuals are building a singlefamily home on Erie St. N. Value of construction: $175,000.
• Individuals are building a singlefamily home on Rosewood Cr. Value of construction: $450,000.
• Individuals are building a singlefamily home on Simpson Line. Value of construction: $300,000.
• Individuals are building a singlefamily home on Peter Rd. Value of construction: $175,000.
• Individuals are building a singlefamily home on Middle Line. Value of construction: $250,000.
• The Municipality of ChathamKent is doing renovations at an apartment building on McNaughton Ave. Value of construction: $500,000.
• Individuals are building a singlefamily home on Talbot Trail. Value of construction: $100,000.
• Jodamar Properties Ltd. is building a single-family home on Bloomington Way. Value of construction: $900,000.
• Individuals are building an addition to a residence on Prince St. Value of construction: $150,000.
• Individuals are building an addition to a residence on McDonald St. Value of construction: $220,000.
• Individuals are building a singlefamily home on Tecumseh St. Value of construction: $600,000.
struction: $1.4 million.
• 2622380 Ontario Ltd. is building a single-family residence on Dufferin Ave. Value of construction: $400,000.
• Individuals are converting a single-family residence to apartments on Elizabeth St. Value of construction: $200,000.
• Mi Cazza Construction Inc. is building a single-family home on Rosewood Cr. Value of construction: $500,000.
• Rumble Home is building a single-family home on Charing Cross Rd. Value of construction: $650,000.
• Affinity Elite Homes is building 14 units of semi-detached residences on Worthington Crt. Values of construction: $350,000 each.
TOWN OF LASALLE COMMERCIAL:
• Sterling Ridge is renovating an existing raquetball court into office space. Value of construction: $200,000.
TOWN OF LASALLE RESIDENTIAL:
• Individuals are building a singlefamily home on Front Rd. Value of construction: $900,000.
• Individuals are building a detached garage with an Additional Dwelling Unit on Huron Church Line. Value of construction: $323,710.
• Timberland Homes is building two units of a semi-detached home on Silverleaf Lane. Values of construction: $596,010 and $594,990.
$500,000.
• A contractor is building an addition to an agricultural facility on Albuna Townline. Value of construction: $700,000.
• Associated Engineering is renovating an industrial building on Union Ave. Value of construction: $20,000.
• Lassaline Planning Consultants is renovating a commercial building on County Rd. 34 W. Value of construction: $50,000.
• A numbered company is doing alterations to a commercial building on Seacliff Dr. Value of construction: $4 million.
• Alpine Construction (Windsor) Inc. is doing repairs to a commercial building on Main St. W. Value of construction: $30,000.
• D.C. McCloskey Engineering Ltd. is partially demolishing a commercial building on Lansdowne Ave. Value of construction: $100,000.
TOWN OF KINGSVILLE RESIDENTIAL:
• A contractor is building an addition to a single-family home on Heritage Rd. Value of construction: $150,000.
• Sunvalley Hydroponics Ltd. is building a single-family home on Graham Sideroad. Value of construction: $550,000.
MUNICIPALITY OF LEAMINGTON RESIDENTIAL:
• Individuals are renovating a single-family home on White St. Value of construction: $75,000.
• Maple City Homes Ltd. is building two single-family homes on Ironwood Trail. Values of construction: $450,000 each.
• 1001066208 Ontario Inc. is building a new townhouse on Winterline Rd. Value of con-
TOWN OF KINGSVILLE COMMERCIAL:
• Noah Homes is renovating an institutional building on Mill St. W. Value of construction:
• Individuals are renovating a single-family home on Robson Rd. Value of construction: $94,000.
• Individuals are building a singlefamily home on Mersea Rd. 15. Value of construction: $700,000.
• Individuals are building a singlefamily home on Sherk St. Value of construction: $845,000.
START UPS
THE FOLLOWING WINDSOR, ESSEX COUNTY AND CHATHAM-KENT COMPANIES WERE RECENTLY ISSUED CERTIFICATES OF INCORPORATION UNDER ONTARIO’S BUSINESS CORPORATIONS ACT:
• 2 Blondes House Cleaning Inc.
• A&Y Trucking Inc.
• Adam Ali Automotive Inc.
• AHS Services Inc.
• Albanian Association of Windsor Inc.
• ALC Balance Accounting Services Inc.
• AS Auto Services Ltd.
• Ascend Wealth Inc.
• Associati Farms Ltd.
• Ayurkripa Ayurveda Massage Center, Inc.
• Blenheim Pharmacy Ltd.
• Bobaroma Two Inc.
• Bright Spot Cleaning Services Inc.
• Busy Bee Tecumseh Pharmacy Inc.
• Callaghan Carpentry Co Inc.
• CIB Contracting Inc.
• Complete Heat & Air Conditioning Inc.
• Congress Annual Services Inc.
• Crafted Technologies Ltd.
• Crescero Natural Capital GP Inc.
• Dataguardian Inc.
• Datalogico Inc.
• Delhi Delight Indian Gourmet Inc.
• Discerning Services Group Ltd.
• Door Savvy (Windsor) Inc.
• Durocher Creative Studio Inc.
• Elemental Technical Academy Ltd.
• Faith Centered Attire Inc.
• Fastlink Distribution & Logistic Inc.
• Figliomeni Investments Inc.
• Fionat Cleaning Services Inc.
• Garreffa Software Solutions Inc.
• GJ Windows & Doors Ltd.
• Gyprock Construction Inc.
• Harvey Logistics Inc.
• HSP Solutions Inc.
• Hypersphere Global Solutions Inc.
• Icon Building Ltd.
• Jan Cleany Inc.
• KNP Electric Inc.
• Lakeshore Shed Hauling Inc.
• Lariviere Mechanical Contractors Ltd.
• Lawn Nerd & Snowman Inc.
• Lets Eat & Sweet Inc.
• Liquid Luxury Mobile Bartending Inc.
• M15 Construction Ltd.
• Mc Auto Sales Corp.
• McLean Property Assets Inc.
• Melandjer Creative Inc.
• MKF Trucking Inc.
• New Inception Holdings Inc.
• O & S Capital Investments Inc.
• Parkstream Investments Inc.
• Polus Trucking Inc.
• Pro-Fit Investments Ltd.
• Revive & Thrive Centre Inc.
• Rhodes Business Center Inc.
• Roseland Global Trade Inc.
• Shlok Security & Investigation Services Inc.
• Snowbird Leisure Corp.
• Star Windsor Auto Glass Ltd.
• Tallow Envy Inc.
• Techno Motors Auto Sales Inc.
• The Great Wall Restaurant Inc.
• The Villas of Aspen Lake Townhome Association Phase Three
• TJL Recreation Service Ltd.
• Travel Market Report Canada Inc.
• V.I.P. Fresh Market Meats Ltd.
• Veggieline Express Inc.
• Viavideo Communications Inc.
• Vortex Gymnastics Academy Corp.
• Wyron Investments Inc. WB
BY RON STANG
Truck firm acquires lot behind Devonshire Mall LOGISTICS
Along-time auto parts building has been sold to one of Windsor’s oldest familyowned trucking companies.
The former IGB Automotive at 3090 Marentette Avenue, behind Devonshire Mall, was purchased by Morlease Ltd. (aka Morrice Transportation) in December for $3.4 million.
IGB is a German-based multinational specializing in car seat heating systems. The building and lot on almost three acres dates from the 1960s; Morrice plans to keep it intact and possibly lease it out or keep it for its own future expansion. Its terminal is immediately east on Devon Drive.
“We are one of the pioneers of electric car seat heaters. Almost all vehicle manufacturers rely on our products,” boast the IGB website.
IGB has been operating in North America since the 1990s, with a head office in Windsor with “prototype and small series” production. Information about the plant was still on the company’s website, but the phone number did not connect. The U.S. address is also Detroit’s Lear Corp., manufacturer of car seats and which once operated a Windsor factory, closing in
2007. The company acquired IGB in April 2023. IGB made automotive seat heating and seat sensors. Meanwhile, Morrice is happy with the purchase.
“The idea was to add to our footprint but, at the same time, I wanted to add some warehousing to the operation as well,” said president Rob Morrice, son of founder Richard Morrice. The building is 40,000 square feet of space.
“There are lots of opportunities in Windsor right now,” particularly related to the NextStar EV battery plant, he said. “The idea is just to grow our business value added to our customers (with) more options for warehousing.”
Morrice has already had inquiries about storing freight and “pick and pack,” where teams unload deliveries and repack on racking or bins for delivery to the production line. “So, when it goes to the plant it’s ready to go, instead of them having to get it sorted out, taking it out of the bins, putting it on to their racks,” he said.
Morrice said that “short term” he’d like to rent the building to another firm. “I’ll try that option or, we may explore having a warehouse we run.”
HE SAID/SHE SAID
NEWS AND VIEWS FROM AREA EXECUTIVES:
QUESTION: If you were
“I would miss my customers. Helping them save money on their vendor contracts is a passion. I not only consider them customers, but friends. After all, they are trusting me with their business.”
Dave Edwards, Business Optimization Specialist, Schooley Mitchell.
“The relationships, for sure! Over the past 30+ years in recruiting I have loved helping companies find the right talent and helping employees find a new forever home.”
Deborah Zsebok, Founder, Recruiting Solutions by Deborah Zsebok.
“Absolutely and without a doubt, my clients! They become my clients for life. We get to know each other very well over time and it’s beautiful to see their lives grow.”
Darin Schiller, Sales Representative, Verge Real Estate Team - Keller Williams Lifestyles Realty.
“The connections. I would miss the opportunity I have had to watch families and businesses grow. I’ve loved getting to know my clients over the years, and documenting so many of their family’s milestones. I would definitely miss that the most!”
Merisa LePage, Owner, Merisa LePage Photography.
“If I were to leave Made to Shade today, I’d miss two things: The satisfaction of seeing our shades in a window and a yard sign on the front lawn; and helping our customers turn their house into a home.”
Steven Caruso, Sales Manager, Made to Shade Window Coverings Ltd.
BY JEANINE “J.T.” O’DONNELL
How to turn LinkedIn connections into career opportunities
Cara: I’ve been trying to connect with companies on LinkedIn, but it feels like I’m just shouting into the void. I’ve even considered upgrading to LinkedIn Premium, but nothing seems to work. How can I use LinkedIn to land a job?
J.T. O’Donnell: Many job seekers feel exactly the same way, but here’s the thing: LinkedIn isn’t just a digital résumé platform; it’s a powerful networking tool when used strategically. The secret isn’t in paid upgrades. It’s in how you leverage LinkedIn’s free features to create genuine connections.
When most people think about networking on LinkedIn, their first instinct is to connect with recruiters or HR professionals. But they’re not the best people to target. Recruiters and HR teams are often overwhelmed with messages, and their primary role is to screen candidates, not advocate for them.
Instead, focus on connecting with potential future colleagues and department leaders within your target companies. These individuals often have insider knowledge about unposted positions and can act as advocates for you.
For example, if you’re targeting a marketing role, connect with someone already working in the marketing department or the team leader overseeing that group. These are the people who can offer insights and even recommend you directly to the hiring manager. By shifting your focus to the right connections, you’ll dramatically increase your chances of accessing the hidden job market.
Once you’ve identified the right people, the next step is crafting a connection request. You only have 260 characters to make an impression, so every word counts.
What doesn’t work are generic messages like, “I’d like to add you to my network” or “I’m seeking new opportunities and would love to connect.” These come across as impersonal and often get ignored. What does work are personalized messages that spark interest. Reference something specific about their role, the company or mutual interests. For example: “Hi [Name], I admire the work your team has done on [specific project]. I’m passionate about [relevant topic], and I’d love to connect to learn more about your experience at [Company Name].”
This approach shows you’ve done your homework and someone worth engaging with.
The real magic happens after someone accepts your connection request. Many job seekers stop here, but this is where you need to take things to the next level by
sharing your “connection story.”
It’s a carefully crafted message that shares a bit about your background, and highlights why you’re passionate about their industry or company.
This message should make the recipient feel personally invested in your journey.
Cara, here’s something not many people know: More companies are moving away from posting jobs publicly. It is because they’re overwhelmed by thousands of
applications for every opening. Instead, hiring managers often tell their teams, “If you come across someone great, let me know.”
This creates a hidden job market: positions that are filled before they’re ever officially posted. The only way to access this market is through strategic networking. By connecting directly with the right people and sharing your connection story, you bypass the crowded public application process entirely.
We call this technique “back
channeling,” and it’s one of the most effective ways to land a job in 2025. But like any powerful tool, it needs to be used correctly. Here are the keys to success:
• Timing: Don’t rush; give your connections time to engage with you.
• Professionalism: Keep your tone genuine, polite and professional.
• Consistency: Make networking a daily or weekly habit, not a one-time effort. I know it can feel disheartening
when it seems like your efforts are going unnoticed. But with this three-step approach, you’ll shift from shouting into the void to building meaningful connections that lead to real opportunities.
J.T. O’Donnell is the founder and CEO of the job search career coaching platform Work It Daily. Visit workitdaily.com to submit your questions.
Business owners can turn customers into friends
All my life I’ve been fascinated with nature, especially the part that involves any kind of animal. The good news is, my chosen field has provided me with thousands of close encounters of the third kind with the most interesting species in all: the human being.
In many ways, the nature of humans isn’t much different from that of other animals: We need to breathe, eat, drink, procreate and survive. But there is something that
sets humans apart from all other fauna: We are sentient.
Perhaps one of the most essential things we must understand about the nature of those very important humans – our customers – is the difference between what they need and what they want. For example, everyone who owns a car will need to buy new tires at some point. But what they want is to not have to take an entire Saturday to find and acquire them. So, if you’re in the tire business, should you
advertise your tires, which are much like those of your competitors? Or should you focus attention on your service program that anticipates when your customers’ tires need replacing and handles that project for them, including pickup and delivery? Try this: “New tires AND your Saturday back.”
It is the nature of many species of animals to live in groups. There are herds, schools, pods, flocks, gaggles, droves, packs and of course, families. Some animals,
like elephants and whales, have life-long relationships, but those are co-dependent communities.
Humans also need the support of others. But beyond need, only humans cultivate friendships merely because they want them. The desire for friends is another of the most important aspects of human nature we should study about our customers. One of Webster’s definitions of friend is, “a favored companion.” The sooner we realize modern-day customers want to think of our business as a friend, and the sooner we make them feel we are a valued companion in the marketplace, the closer we will be to sustained success. And by success, I mean both on and off the balance sheet.
Uncovering what drives you can drive more in-depth wealth advice.
Lois Geller wrote a book focused on the possibilities of being friends with customers. In Customers For Keeps, Lois identifies several stages of what she calls “Friendship Branding:” Put A Human Face On Your Company: In order to have clean clothes, modern humans think they need a washing machine. But there are dozens of brands, and most humans don’t want to become a washing machine expert. But if you are, you can become the friend who leads them through the appliance labyrinth to a successful purchase, and ultimately, to what they really want: clean clothes. Nobody ever became friends with a brand.
Connect To The Right Customers: A customer motivated by price alone will not become a friend to small business. Let the discounters be their friend.
Just like choosing a friend, choose customers who have something in common with you, take care of them, and let the others go elsewhere.
Make Customers Feel Secure:
Humans don’t need security, but they want it. And a big part of humans feeling secure is thinking someone is looking out for them. You would be hard pressed to find a more exciting thing about owning a small business than the fact every time you make a sale, you have an excellent chance of making a new friend or strengthening an old one. And every time that happens, you not only deliver product and service, you also deliver security. When you’ve created a friendship brand, your customers won’t think of your stuff when they need something. They will see the faces of the friends who will deliver what they want.
Write this on a rock: Most humans can get whatever they need in lots of places. As a small business owner, you are in an excellent position to turn that into success both on and off the balance sheet.
Jim Blasingame is the author of The 3rd Ingredient, the Journey of Analog Ethics into the World of Digital Fear and Greed. Visit jimblasingame.com.
