The Edge A Leader's Magazine | Dennis Mitchell & Birgir Jónsson

Entrepreneurship 101

Unveiling Five Key Entrepreneurship Success Secrets Leveraging EPOS to Boost Growth and Profitability

Unravelling the Underlying Realities Of Start-ups

Mitigating Climate Change: Canada’s Carbon Pricing Policy in Action

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BARACK OBAMA AMBER MAC BRETT KISSEL

TITANS OF SUCCESS DENNIS MITCHELL, CEO & CFO OF STARLIGHT CAPITAL BIRGIR JÓNSSON, CEO OF PLAY AIRLINES Channelling Their Vision to Drive Change and Spur Economic Growth

Fall 2023

Starlight Capital Real Assets Mutual Funds & ETFs Tax-efficient real income you can depend on

Real Assets and Real Income Investing in real assets means investing in essential assets and businesses that allow an economy to function. The critical nature of the assets provides recession-resistance, a hedge to inflation, recurring tax-efficient income and long term capital appreciation in line with the growth of the domestic economy.

Traditionally, real assets have been seen by investors as interest-sensitives with defensive qualities and limited growth potential. The chart on the right contradicts this notion. Global real assets have consistently outperformed global equities over the long term (Exhibit 1).

Real assets’ outperformance can largely be attributed to the consistent dividends paid by real estate and infrastructure companies. Companies that have historically increased their dividends have outperformed on a total return basis with less volatility (Exhibit 2).

Real assets, in addition to offering investors the potential for increasing dividends and distributions, pay very taxefficient income to investors. Investors in the Starlight Global Real Estate Fund (SCGR) and the Starlight Global Infrastructure Fund (SCGI) received most of their distributions in the form of return of capital in 2022.

This advantageous tax treatment results in investors retaining more of their Starlight distributions compared to dividends from preferred and common shares or even the higher coupons from high yield bonds.

Investors would have to find equities yielding 8.8%+ or bonds yielding 11.4%+ to match the after-tax yields from the Starlight Capital funds (Exhibit 3).

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the EDGE Fall 2023

Dennis Mitchell, CEO & CIO, Starlight Capital Dennis is an investment industry veteran with over 20 years of experience and lead Portfolio Manager for Starlight Capital Mutual Funds, ETFs and Private Pools.

Exhibit 1 - Global Real Assets Total Returns vs. Global Equity Total Returns1

Source: Bloomberg LLP, May 31, 2023. Note: Real Estate Total Returns represented by the RUGL Index. Infrastructure Total Returns represented by the SPGTINTR Index. Global Equity Total Returns represented by the MXWO Index.

Exhibit 2 - Risk-Adjusted Returns of S&P 500 Index Stocks by Dividend Policy Risk vs return, annualized, 1973 - 2021 Higher 12 return 10

Dividend growers

8 Return (%)

Real assets, specifically real estate and infrastructure, are businesses that provide essential services in a supplyconstrained manner to large portions of the population. These services include housing, healthcare, logistics, electricity, water, waste collection, communications, payment processing, data storage, and high-speed Internet. Due to their essential nature, households, corporations and municipalities continue to pay for these services, even during periods of economic weakness.

Dividend payers with no change

6

Non-dividend paying stocks

4 2 0

Dividend cutters

Lower -2 return 15 Lower risk

20

25

30 Higher risk

Source: Ned Davis Research, December 2021.

Exhibit 3 - Canadian After Tax Yield and Income Comparison

Starlight Real Assets Funds vs. High Yield Bonds vs. Common and Preferred Equity High Yield Bonds

Yield

Common Equity

Preferred Equity

Starlight Global Infrastructure Fund (SCGI)

Starlight Global Real Estate Fund (SCGR)

6.76%

3.39%

6.14%

5.64%

6.80%

Tax Rate

53.53%

39.34%

39.34%

5.73%

10.60%

After-Tax Yield

3.14%

2.06%

3.72%

5.32%

6.08%

$100,000 Investment Example Capital

$100,000

$100,000

$100,000

$100,000

$100,000

Income

$6,760

$3,390

$6,140

$5,640

$6,800

Taxes Payable

$3,619

$1,334

$2,415

$323

$721

After-Tax Income

$3,141

$2,056

$3,725

$5,317

$6,079

Source: Bloomberg, E&Y Tax Calculators, Starlight Capital, June 30, 2023. Notes: High Yield Bonds represented by the Horizons Active High Yield Bond ETF, Common Equity represented by the S&P/TSX Composite Index, Preferred Equity represented by BMO Laddered Preferred Share Index ETF, SCGR is the Starlight Global Real Estate Fund series F, SCGI is the Starlight Global Infrastructure Fund series F. Tax rates based on an Ontario resident with taxable income greater than $220,000. SCGR and SCGI tax breakdowns based on 2022 tax year.

Both the Starlight Global Real Estate Fund and the Starlight Global Infrastructure Fund yield over 5.0% annually and the distributions are paid to investors on a monthly basis. High absolute yields from the Starlight real assets funds are supported by strong dividend and distribution growth from the underlying investments (Exhibit 4).

Exhibit 4 - Starlight Real Assets Funds Yield, ROC and Distribution Increases Year

YTD 2023 2022 YTD 2023 2022

Investment Portfolio Dividend or Distribution Increases

Fund Name

Yield

% of Return of Capital

# of Increases

Avg. Increase

Starlight Global Real Estate Fund (SCGR)

6.80%

Unavailable

14

13.3%

6.62%

65.6%

31

12.7%

Starlight Global Infrastructure Fund (SCGI)

5.64%

Unavailable

13

12.4%

5.50%

79.1%

30

10.2%

Notes: Data for the year 2023 is as of June 30, 2023, Series F.

We invite you to partner with us.

Access Global Real Assets with Starlight Capital today.

Starlight Global Infrastructure Fund - ETF (NEO: SCGI) Starlight Global Real Estate Fund - ETF (NEO: SCGR)

Visit starlightcapital.com or speak to your advisor

Starlight Global Infrastructure Fund – ETF (NEO:SCGI)

Starlight Global Real Estate Fund – ETF (NEO:SCGR)

Inception Date: October, 2018

The Fund aims to provide regular current income by investing globally in companies with either direct or indirect exposure to Infrastructure.

Distribution Frequency: Target 5% annual distribution paid monthly; 6% distribution available 2022 Tax treatment 79.10% return of capital 30 Distribution increases averaging 10.2%

Asset Allocation

Sector Allocation

The Fund aims is to provide regular current income by investing globally in companies with either direct or indirect exposure to Real Estate.

Asset Allocation

Inception Date: October, 2018 Distribution Frequency: Target 5% annual distribution paid monthly; 6% distribution available 2022 Tax treatment 65.61% return of capital 31 Distribution increases averaging 12.7%

Sector Allocation

Equity

84.4%

Utilities

25.2%

Equity

84.2%

Residential REITs

23.8%

Private Investments

11.5%

Industrials

21.6%

Private Investments

10.9%

Industrials REITs

19.6%

Real Estate

12.3%

Private Invemestments

11.5%

Cash and cash equivalents

2.8%

Financials

9.2%

Preferred

2.2%

Energy

7.2%

Information Technology

6.3%

Cash and cash equivalents

2.2%

Fixed Income

1.9%

Geographical Allocation* Canada

39.7%

Geographical Allocation*

Specialized REITs

18.0%

Private Investments

10.9%

Retail REITs

6.1%

Real Estate

5.6% 3.2%

United States

58.9%

2.8%

Asset management & custody banks

Canada

38.3%

Office REITs

3.0%

*Excludes cash and cash equivalents.

Source: Starlight Capital. June 30, 2023

Other

9.9%

United States

37.4%

Asset management & custody banks

France

5.6%

Cash and cash equivalents

2.2%

Netherlands

4.7%

Communication services

1.6%

Italy

3.4%

Germany

3.0%

Spain

2.4%

United Kingdom

1.6%

*Excludes cash and cash equivalents.

Source: Starlight Capital. June 30, 2023

Starlight Capital is an independent Canadian asset management firm with over $1 billion in assets under management. We manage Global and North American diversified private and public equity investments across traditional and alternative asset classes, including real estate, infrastructure and private equity. Our goal is to deliver superior risk adjusted, total returns to investor through a disciplined investment approach: Focused Business Investing. Starlight Capital is a wholly-owned subsidiary of Starlight Investments. Starlight Investments is a leading global real estate investment and asset management firm with over 360 employees and $25B in AUM. A privately held owner, developer and asset manager of over 77,000 multiresidential suites and over 8 million square feet of commercial property space. Learn more at www.starlightcapital.com and connect with us on LinkedIn at https://www.linkedin.com/company/starlightcapital/ Starlight Investments Capital LP (“Starlight Capital”) is the manager of the Starlight Capital Funds.

Commissions, trailing commissions, management fees and expenses all may be associated with investment funds.

Investment funds are not guaranteed, their values change frequently and past performance may not be repeated.

Please read the prospectus before investing. The content of this document (including facts, views, opinions, recommendations, descriptions of or references to, products or securities) is not to be used or construed as investment advice, as an offer to sell or the solicitation of an offer to buy, or an endorsement, recommendation or sponsorship of any entity or security cited. Although we endeavour to ensure its accuracy and completeness, we assume no responsibility for any reliance upon it. Starlight Investments, Starlight Capital and all other related Starlight logos are trademarks of Starlight Group Property Holdings Inc.

OVERVIEW FALL 2023

FROM THE EDITOR

8

Beyond Entrepreneurship COVER STORY

16

Interview: Birgir Jónsson

CO

13

Interview: Dennis Mitchell

Y

36 38

R

25 26 29 30 32

VER S TO

20 21 22 23

BUSINESS Five Traits of Successful Entrepreneurs 7 Questions for Businesses Wanting to Franchise Interview: Sky McLean Interview: Forrest Tuff ECONOMICS Public vs. Private Business Loans Using EPOS to Drive Growth and Profitability Interview: Jesus Gonzalez Rivas Jr. Interview: Stephanie Chan Infographic: Entrepreneurship in Canada START-UP The Underlying Financial Challenges of Start-ups Twelve Growth Hacks for Start-ups

Interview: Shriya Gupta Purva Gupta 4

the EDGE Fall 2023

S TA R T- UP

Interview: Jonathan Bonnell David Gaucher

OVERVIEW TECH & INNOVATION Top Technologies Transforming Today’s Business Is Facial Recognition the New Norm?

H

& IN

N O VA TI

ON

FALL 2023

44 46

Interview: Amber Mac

48

Interview: Emma Todd

49

TEC POLICIES Impact of Digitalization on the Labour Market Canada’s Carbon Pricing Policy Interview: Jordan Simmons Interview: Saminder Bhalesar

52 54 56 57

E

N

S' C I RC R E N L

WINNERS' CIRCLE

Interview: Shelly Niro

59

Interview: Brett Kissel

60

WI

LEADERSHIP Case Studies of Exemplary Leadership Canadian Entrepreneurs Empowering Communities Interview: Chris Smith Interview: Joan Pierre

62 64 66 67 Fall 2023

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Fall 2023 F OUNDER & E DITOR - IN -C HIEF | J ENNIFER M. W ILLIAMS P RESIDENT C URTIS E LLIS P UBLISHER J ORGE M ARSHALL

S TAFF W RITERS C HINENYE E MEZIE | D AVID M ESSIHA | L UKE M ILES | S HIRLEY G RAHAM G LADYS C HRISTIAN | A ARON L EVINSON | J ACOB C ARMICHAEL

C ONTRIBUTING W RITERS R EBEKAH B LAKE |D AVE G ORDON | N IGEL T AKLALSINGH | K ENNY H EDGES | S HERIKA P OWELL L LOYD P ENNEY | J ACKIE M ARSON | N ICK D AUK | S TEPHANIE H AWKINS | S EAN P LUMMER J ASON W ADDLE | H ELEN J ACOB | J ERICHO T ADEO | P ETER C AMPBELL | M AUREEN S IMPSON R OB S HAPIRO | M ARCUS M EDFORD | O RVILLE G REEN C REATIVE D IRECTOR A RMIS N. G OODARZI BUSINESS DEVELOPMENT

GEORGE WILLIAMS | CHIEF OPERATING OFFICER MASTORA ARGHANDEWALL | ADMINISTRATOR TABITHA ROCK | OFFICE SUPERVISOR

CUSTOMER RELATIONS

ARCHANA KESHARI | POOJA PATEL, JYOTI BHAKTIA | YASHASVI PANDAY NETESHA | JETY JENY VAUGAS

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ZAIDA RICAFRENTE | CHIEF FINANCIAL OFFICER WEI SHI | ACCOUNTING ASSISTANT JOSEPH GOMES | FINANCE VO NGOC | DHTHAO CHAU

C REATIVE D ESIGNER U LAMA S AIF

G RAPHIC D ESIGNER M ARK M URRAY

RESEARCH ASSISTANTS

ROSALEE EDWARDS | VIVIAN HERON RACHEL MITCHEL | DONIQUE DALEY

ONLINE CONTENT CONSULTANTS ALTHEA BLOOMFIELD KAREN SCOTT | VINCENTO COREY

DATA PROCESSING

SHIVI | GRACE DUNG ARCHANA RAND | JOEBELLE BACANI

WEB DEVELOPMENT DIT WEB SOLUTIONS INC. RESTCREATIVE AGENCY

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D ESIGNER E RIC C HEN

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JACK LIU | DIRECTOR OF MARKETING TALHA ATHER | MARKETING ASSISTANT NURSULUU USENOVA| MARKETING SUPPORT

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MAUREEN MONTAGUE | EXECUTIVE BUSINESS DEVELOPER DAVID HIGGINS | SALES EXECUTIVE

ADMINISTRATION

DEBBIE MUKHERJEE | FRTUNA TEKLAY VATHSALA VIMAL

HUMAN RESOURCES

LEO IKESON | HR MANAGER NAZIA SUKHRA | HR SUPPORT

ADVISORY BOARD

FINANCIAL SERVICES

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The Edge Magazine is published four �mes yearly in Canada. No part of this publica�on can be reproduced without the permission of the Publisher. The opinions expressed herein are not necessarily those of the Publisher and The Edge Magazine or its team. Authors agree to grant The Edge Magazine exclusive rights to publish their works in English across Canada. The Edge Magazine cer�fies that the content within is original and not in the public domain. Authors have warranted to the Publisher that they are the sole creator and proprietor of their work. They agree not to hold the Publisher responsible for any damages in the event of a viola�on of these warran�es. The Edge Magazine content will not violate the privacy of any individuals, nor will it contain any libelous or unlawful ma�er. Addi�onally, there will be no infringements upon the copyright or rights of any person or party. The Publisher shall make no changes to the content without the consent of the Author and shall submit the edited work to Author for approval beforehand.

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from the editor

Beyond Entrepreneurship In the dynamic world of entrepreneurship, one asset often goes overlooked amidst the hustle and bustle of building a business: your brand. While entrepreneurs dedicate substantial resources to defining their business models and strategies, they should not underestimate the power and influence of a well-crafted brand. In this fall edition, we dive deep into the essence of entrepreneurship and the far-reaching impact of a strong brand.

Your brand is more than a combination of logos, colours, and taglines. It represents the very soul of your business, encapsulating your vision, values, beliefs, and personality. It is an effective communication tool, conveying to your audience what you stand for and what they can expect from you. A robust and authentic brand sets you apart from competitors, fosters trust, and cultivates loyalty.

Investing in your brand involves comprehensively understanding your target audience and their needs, and defining your unique value proposition. Equally important is maintaining consistency across all touchpoints, from your website and social media profiles to your marketing materials and customer interactions.

Innovation and the courage to create something new are at the core of entrepreneurship. A well-crafted brand can act as a magnet, attracting customers, investors, and other key stakeholders. It helps establish credibility and plays a vital role in achieving your business goals.

But, the path of entrepreneurship is not without its challenges.

As a sequential entrepreneur, I can attest that risks and obstacles are inevitable. Yet, it is precisely the potential rewards that make the journey worthwhile.

Entrepreneurs are often the driving force behind developing groundbreaking products and services that cater to national and international markets, addressing societal needs and solving pressing problems.

Besides, the rise of the digital economy and the increasing emphasis on sustainability have opened up fresh opportunities and new business models, raising competitiveness and generating wealth. Entrepreneurship fuels the engine of economic progress by creating new industries, jobs, and community prosperity.

Amidst the ever-changing entrepreneurship landscape, entrepreneurs face persistent challenges such as inflation.

Inflation, characterized by a sustained increase in the general price of goods and services, can have far-reaching consequences for businesses.

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the EDGE Fall 2023

"Your brand is more than a combination of logos, colours, and taglines.

It represents the very soul of your business, encapsulating your vision, values, beliefs, and personality."

from the editor

As inputs such as raw materials, labour, and operational expenses escalate, entrepreneurs grapple with maintaining their profit margins. Small businesses and startups with limited resources may find it particularly burdensome to absorb these cost increases, potentially jeopardizing their sustainability and growth prospects.

Similarly, rising interest rates elevate the cost of borrowing money for business investments or operations, making loan acquisition more complex and increasing the burden of existing debt.

In the wake of the ongoing pandemic and global conflicts, specific communities, particularly marginalized groups and women-owned businesses, have plunged into poverty and deep financial hardship.

Governments must recognize entrepreneurship's role in promoting economic stability and support them further; policymakers can also assist with a range of measures:  Implement policies such as tax incentives, funding programs, grants, and supportive regulatory environments that create a conducive environment for entrepreneurs to thrive.

In our themed Entrepreneurship 101, we are thrilled to reintroduce influential cover profiles featuring stalwarts like Dennis Mitchell, Amber Mac, and Birigir Jónsson.

These individuals represent a diverse range of industries, backgrounds, and experiences. As we delve into their journeys since their previous features, it becomes evident that success doesn't come overnight; it requires unwavering dedication, hard work, and resilience.

In summary, entrepreneurship offers enriching personal and professional experiences to drive change and propel ventures to new heights.

Consequently, adopting sustainable practices and staying agile, entrepreneurs can seize opportunities that arise to help shape the future of our global economy, all while building and nurturing a powerful brand that resonates with its audience.

As always, we appreciate your continued readership and the opportunity to serve.

Jennifer M Williams

 Create streamlined regulatory systems by simplifying bureaucratic processes, reducing entry barriers, and safeguarding intellectual property rights.

jennifer@theedgeleaders.com

 Invest heavily in research and development.  Facilitate technology transfer and promote collaboration between universities, research institutions, and the private sector.  Provide networking and mentorship opportunities that enable entrepreneurs to connect to potential investors and experienced business leaders who can offer guidance and support.  Offer accessible training programs and education within communities to equip individuals with the skills and knowledge to realize their ideas.  Establish trade agreements and partnerships that facilitate access to foreign markets.

21st Century Agriculture

Promoting Eco-Conscious Farming Products to Enhance Bio-diversity Aiding

Start-Ups to Revolutionize The Farming Industry

Delving into the Critical Benefits of Tech in Agriculture

Analyzing How Consumer Savings Stimulate Economic Growth

Exploring The Political Aspects of Climate Change

How the Former President of The Canadian Federation of Agriculture MARY ROBINSON Commits to Improving Farmers’ Lives Worldwide

Summer 2023

 Improve physical infrastructure such as transportation networks, broadband internet, and energy supply to enhance business connectivity and operations.  Organize trade missions and exhibitions to showcase local products and services globally.

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the EDGE Fall 2023

1-877-563-9268 2124 Lawrence Ave. E. Scarborough, M1 R 3A3 www.scarboromazda.ca www.mazdashop.ca @scarboromazda

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cover story

TITANS OF SUCCESS Exclusive Interviews with DENNIS MITCHELL, CEO & CFO, STARLIGHT CAPITAL BIRGIR JÓNSSON, CEO, PLAY AIRLINES

By Jennifer M. Williams

12

the EDGE Fall 2023

cover story

DENNIS MITCHELL Illuminating Pathways to Success

Once a young dreamer envisioned touchdowns as a pro football player, Dennis Mitchell experienced the harsh reality of life's unexpected turns. Injuries and multiple knee surgeries shattered his football aspirations, but Dennis refused to stay defeated.

With unwavering determination, he swiftly transitioned to a new playing field — the world of finance.

Starting with his undergraduate degree at Wilfrid Laurier University and later completing a Master of Business Administration at York University, Mitchell embarked on a decades-long journey where success became his second nature. With a Midas touch, he transformed mere millions into hundreds of millions of dollars, leaving an indelible mark on the global real estate and infrastructure investment landscape.

In 2018, Mitchell rallied a team of diverse and talented professionals to establish Starlight Capital, an investment firm specializing in listed global real estate and infrastructure securities. Today, as the Chief Executive Officer and Chief Investment Officer, Dennis's expertise and leadership have propelled the company to new heights.

In his recent interview with The Edge, Mitchell shares insights on navigating business challenges, embodying exceptional leadership, and confronting life's inherent risks head-on. Dennis Mitchell's remarkable journey is a testament to resilience, adaptability, and an unyielding pursuit of success.

Photo courtesy of Dennis Mitchell

Fall 2023

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13

cover story

How has the COVID-19 pandemic and its far-reaching impact on global markets influenced Starlight Capital's investment strategies? Could you provide insights into your firm's specific adjustments or adaptations to navigate these extraordinary periods?

Starlight Capital's investment strategy remains unaffected by pandemics, financial crises, high inflation, or other market events. The firm focuses on buying great businesses that offer sufficient returns for the level of risk involved. While weaker quality businesses may experience temporary market recovery, in the short term, they may lose market share and see significant declines in cash flows. Therefore, Starlight Capital remains committed to investing in high-quality businesses that can withstand economic challenges and deliver long-term value.

As interest rates continue to be a hot topic in the financial industry, how do you foresee changing interest rates affecting the investment landscape? And how is Starlight Capital positioning itself to capitalize on potential opportunities or mitigate risks?

Higher interest rates hurt all assets and tend to slow down economic growth. However, markets often overcorrect and create opportunities to acquire excellent businesses at substantial discounts to their intrinsic value. Starlight Capital concentrates portfolios on the highest quality businesses in response to changing interest rates. This approach allows them to capture abnormally high returns from businesses that can be held long-term rather than trading into weaker quality businesses for short-term gains.

Can you provide insights into Starlight Capital's investment philosophy and approach? How do you identify investment opportunities and manage risk to deliver consistent client returns?

Starlight Capital's investment philosophy revolves around investing in high-quality businesses that meet specific criteria. These criteria include strong, recurring free cash flow, possession of irreplaceable assets, low leverage, and strong management. High-quality businesses often generate more cash flow than needed for their operations and growth plans.

They also tend to provide steady dividend growth, allowing Starlight Capital to hold their stocks even during economic downturns. Risk management involves avoiding permanent losses of purchasing power, sacrificing some upside potential to prevent long-term losses, and focusing on businesses that can survive economic stress and emerge stronger.

Where do you currently see the most promising opportunities in terms of investment sectors? Are there any particular industries or themes in which Starlight Capital actively explores or invests?

Starlight Capital's investment philosophy revolves around investing in high-quality businesses that meet specific criteria. These criteria include strong, recurring free cash flow, possession of irreplaceable assets, low leverage, and strong management. High-quality businesses often generate more cash flow than needed for their operations and growth plans.

14

the EDGE Fall 2023

They also tend to provide steady dividend growth, allowing Starlight Capital to hold their stocks even during economic downturns. Risk management involves avoiding permanent losses of purchasing power, sacrificing some upside potential to prevent long-term losses, and focusing on businesses that can survive economic stress and emerge stronger.

Where do you currently see the most promising opportunities in terms of investment sectors? Are there any particular industries or themes in which Starlight Capital actively explores or invests?

Starlight Capital currently identifies promising investment opportunities in sectors that have experienced recession-like pullbacks, such as healthcare, technology, financials, real estate, and small caps. These sectors offer strong growth potential and discounted valuations, making them attractive for investment. By focusing on factors like revenues, margins, cash flows, and dividends, Starlight Capital identifies highquality businesses within these sectors that demonstrate material growth potential.

Environmental, Social, and Governance (ESG) considerations have gained significant traction recently.

How does Starlight Capital integrate ESG principles into its investment decisions, and what benefits do you believe this approach brings to investors and the broader society?

Starlight Capital integrates Environmental, Social, and Governance (ESG) principles into its investment decisions, recognizing their benefits to investors and society. Research indicates that firms with more significant gender and racial diversity within their management ranks tend to deliver more robust financial performance because diversity fosters optimal decision-making and implementation processes within a business. By investing in high-quality businesses that have already recognized the importance of diversity and optimized their performance, Starlight Capital naturally benefits from its ESG strategies, leading to enhanced financial performance.

cover story

With the increasing popularity of alternative investments, such as real estate or infrastructure funds, how does Starlight Capital incorporate these asset classes into its investment offerings? What potential advantages do these alternative investments offer for investors seeking diversification?

As alternative investments, real estate and infrastructure funds have gained popularity due to their potential advantages in diversification. Starlight Capital incorporates these asset classes into its investment offerings by providing clients with real estate and infrastructure strategies. These strategies include both listed securities and private investments. Real estate and infrastructure have historically outperformed global equities and offer tax-efficient income to investors. By adding these asset classes to a traditional portfolio consisting of fixed-income and diversified equities, investors can potentially achieve higher returns while reducing overall risk.

As the company's leader overseeing many employees, what leadership traits have you discovered are most critical in your position?

Communication is the number one skill. [You can't have it where] some people know more than others, and other people are aware of less. That can lead to poor decision-making. It can lead to resentment, so the key is communicating.

A close second is holding people accountable. The moment people start thinking that they're not accountable for their actions or not concerned with the overall success is when things start to slide out of control.

For the next six years, I dedicated myself to meeting people, writing reports, and attending interviews, relentlessly pursuing an opportunity. Finally, my efforts paid off, and I secured my first chance at Century Investments. Determined not to let anything hinder my progress, I was unwavering in my commitment, driven by the feeling of losing my first passion to injury.

With an $8-million real estate fund, my team and I diligently expanded it into an impressive $1.5 billion. Later, I assumed full responsibility for Global Equity's business, starting with $60 million, and successfully grew it to $800 million. Each milestone of success fueled my determination to build a more extensive and accomplished team.

What challenges did you encounter on your remarkable journey to success?

The challenges I faced on my rise in the finance industry mirrored those confronted by anyone striving for outstanding achievements. Navigating the unpredictable market was a constant hurdle, as even when you make the right decisions, the market may disagree for prolonged periods.

Beyond that, I grappled with life's uncertainties, including family responsibilities, travel, and the impacts of significant events such as market crashes and financial crises. Coping with these challenges requires strength, deep resilience, and adaptability, which are crucial qualities to succeed in the dynamic world of finance.

Who are your role models – personally and professionally – and why?

At the time, leaving a secure job that paid the bills was no easy choice, but I knew that expediting my career growth was the right path. This calculated risk paid off immensely, propelling me forward and leading me to establish Starlight Capital, a testament to my willingness to take bold steps and risks to pursue my ambitions.

II would say professionally; my role model is Warren Buffett.

From his integrity and investment success standpoint, it's hard to go wrong when selecting someone like that.

What is the most valuable advice you've ever received, and how has it shaped your career?

Personally, my role model is a gentleman named Gale Sayers.

Gale Sayers was a fantastic football player who played for the Chicago Bears. The reason why he's my role model because he suffered a similar injury to me, only he suffered his injury in the '70s, and there was no orthoscopic surgery or any of that. It was just a matter of working out and getting your legs strong. It required him to be highly committed and work hard, and he returned an even better player than when he left.

The story resonated with me even more after I hurt my knee.

Can you describe your career path and the factors that led to your significant impact on the finance sector in Toronto?

The defining moment in my career occurred when I was working as a financial advisor, and Warren Buffett disclosed his holdings in Coca-Cola. Inspired by this revelation, I immediately purchased a book called Buffettology and immersed myself in its teachings. Reading it cover to cover, I discovered my true passion: managing money professionally. This newfound purpose set the course for my career, directing my focus, energy, and ambition.

Undoubtedly, the most precious advice I've received is to "do what you love." While it may sound cliché, the power behind waking up every morning with genuine excitement for work cannot be overstated. Managing money has always been my passion, which makes it effortless to dedicate myself to my profession. Whether starting my day enthusiastically or staying late to achieve our goals, my love for what I do fuels my drive to deliver exceptional results.

Summary Through Starlight Capital, Mitchell and his team have developed an investment philosophy centred around highquality businesses that offer sufficient returns for the associated risks. Their approach remains unaffected by market events or changing interest rates.

Starlight Capital identifies promising opportunities while mitigating risks by focusing on sectors with recession-like pullbacks and incorporating ESG principles. Mitchell's remarkable story and Starlight Capital's strategies showcase their commitment to delivering consistent returns and creating long-term client value. //

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BIRGIR JÓNSSON Uniting Global Expertise for Aviation Excellence Birgir Jónsson, the CEO of Play Airlines, brings extensive international management and operations expertise to his role. With a remarkable track record, he has held key positions in prominent organizations across continents.

Previously, Birgir was the Regional Director for Asia at Ossur, and was based in Hong Kong.

He also held CEO positions at Iceland Express and Deputy CEO at WOW Air. During his career, he resided and worked in various countries, including Romania, Bulgaria, and Hungary, where he led Infopress Group, a leading printing company in Eastern Europe, as its CEO. Additionally, Birgir successfully led Iceland Post as its CEO and spearheaded numerous restructuring and transformation projects spanning multiple industries.

Birgir is a distinguished academic, earning an MBA from the University of Westminster in London, UK, and a BA (Hons) from the University of the Arts London, UK. His educational background complements his extensive practical experience, positioning him as a dynamic leader in aviation and beyond.

Photo courtesy of Birgir Jónsson

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cover story

As the CEO of PLAY airline, what do you believe to be one of the most crucial qualities a leader should possess in the aviation industry? How has your leadership style evolved over the years?

Humility is one of the most essential qualities I believe a leader should possess in the aviation industry. Whether you come from aviation or other industries, the same skillset applies to create success. It's essential to remain humble and not afraid to make critical decisions. No one can know everything and do everything, so it's okay to make mistakes.

As a leader, you must surround yourself with a great team and trust their abilities.

Over the years, my leadership style has evolved. Having worked in international markets and lived in Asia and Eastern Europe, I've learned the importance of building relationships with the people I work with. I put my ego aside and see myself as a conductor for a band rather than the star of the show.

This mindset allows me to bring out the best in my team.

How have you navigated economic fluctuations and uncertainty in light of the COVID-19 pandemic's impact on the airline industry? What specific strategies have you employed to maintain financial stability and profit?

Navigating economic fluctuations and uncertainty caused by the COVID-19 pandemic has challenged the airline industry.

PLAY airline started operations during the pandemic, thinking it would be short-lived. However, various issues, such as the invasion of Ukraine and the impact on oil prices, severely affected the industry. Throughout this period, we maintained transparency and consistently communicated the situation to our shareholders.

This open communication was fundamental in leading us through these challenging times. We are now becoming operationally profitable and have focused on scaling up to 10 aircraft for continued growth and stability. Building cash reserves and reducing costs are also priorities to ensure financial stability.

these measures, we aim to reduce our carbon footprint and promote eco-friendly practices.

Can you provide an example of a policy you implemented to ensure customer safety, enhance the passenger experience, and maintain a competitive edge in the industry?

Ensuring customer safety, enhancing the passenger experience, and maintaining a competitive edge are priorities for us. One policy we implemented to achieve these goals is offering our staff a unisex uniform and the freedom to choose their clothes. This approach allows them to be themselves while delivering excellent customer service. We have also created a culturally diverse environment by hiring people from 23 nationalities. This diversity promotes a great place to work and thrive. While these initiatives may seem simple, they significantly impact the overall passenger experience.

How do you approach building and managing global teams across different cultures and time zones? Could you share a specific practice that has fostered collaboration and achieved organizational goals?

Building and managing global teams across different cultures and time zones requires effective strategies. We approach this with a detailed business plan and approach that provides clarity and aligns everyone towards common goals. As the CEO, I believe in getting out of the way and empowering my team to find solutions. We provide leadership training to every manager in the company from the beginning, focusing on their team's success.

Our culture discourages workplace gossip and encourages direct communication with respect and honesty. Promoting inclusivity and open dialogue ensures that everyone feels included in discussions and decisions.

With growing concerns about sustainability and environmental impact, how have you mitigated these aspects in your global business operations? Please highlight some initiatives your airline has undertaken to reduce its carbon footprint and promote eco-friendly practices.

Addressing sustainability and environmental impact is a significant challenge in the aviation industry. As an Icelandic Scandinavian airline, we recognize the industry's carbon footprint and actively work towards mitigating it. We contribute to environmental sustainability by having Europe's youngest fleet of all airlines. Our aircraft are fuel-efficient and environmentally friendly.

Additionally, we have been lobbying with the Environmental Institute in Iceland to allow the recycling of aluminum cans generated during flights. This initiative is a significant step forward as few airlines globally practice recycling. By taking

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In your experience, what are the key factors to consider when evaluating potential international markets for expansion? How do you determine if a market suits your organization's products or services?

When evaluating potential international markets for expansion, we consider several key elements. Data plays a vital role in our decision-making process. We crunch data from various sources like Google, Expedia, and search engines to identify specific European locations people in a particular area are searching for. We match our flights to meet the demand and ensure we provide transportation solutions from point A to point B. As a low-cost airline, we also consider the cost structure and choose airports that align with our business model. Consistency is essential in our choices, and we focus on delivering low fares to our target demographic.

As a specialist in international management, how do you stay updated on global trends and emerging markets?

What types of resources do you rely on to anticipate changes and adapt your business tactics accordingly?

Staying updated on global trends and emerging markets is crucial for our continued success. I frequently use LinkedIn to gather information and connect with industry professionals.

Our team relies heavily on data analysis and coordination to anticipate changes and adapt our business tactics accordingly.

We create comprehensive solutions to navigate the evolving landscape by involving many people and gathering diverse perspectives.

Consider influences such as rapid technological advancements, changing consumer preferences, and evolving regulatory frameworks; how do you foresee the airline industry's future in Canada?

The airline industry's future in Canada is influenced by rising technological developments, varying buyer choices, and changing governing structures. Air travel is no longer considered a luxury but a transportation necessity. Low-cost operators are gaining prominence, offering reliability, increased frequencies, and lower prices. Infrastructure improvements are needed to enhance transportation within Canada. As a low-cost airline, we see a focus on growth in this sector, with more options for affordable air travel.

With your demanding schedule, how do you approach work-life balance, and what strategies do you employ to ensure your well-being?

I employ effective time management techniques to prioritize tasks and allocate time for work-related responsibilities and personal activities. This approach helps me stay focused and efficient during work hours, allowing me to disconnect and recharge during personal time.

I believe in leading by example, promoting work-life balance among my team members, and ensuring they have the support they need to maintain their work-life balance.

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Staying physically active and engaging in hobbies outside work helps me relax, refresh and revive. Whether it's spending time outdoors, practicing sports, or pursuing creative interests, these activities are crucial in enhancing my overall well-being and resilience as a leader.

What or who inspires you to continue driving innovation and excellence in your role?

My greatest inspiration comes from the collective effort and dedication of the talented individuals I work with within Play Airlines and the broader aviation industry. Witnessing the passion and commitment of our team members, as well as the shared vision to create a positive impact on the airline industry, motivates me daily.

The challenges we face and the knowledge that our efforts positively impact travellers' lives fuel my drive to push the boundaries of innovation and deliver excellence in our services.

We have invested in cutting-edge technology to streamline various processes, from online booking platforms to automated check-in and real-time flight updates for passengers. We leverage data analytics to understand customer preferences better and tailor our services to their needs.

Throughout your career, what lessons have you learnt from a past failure, and how it has influenced your approach as the CEO of Play Airlines?

Indeed, failure is an inherent part of any journey, and I've experienced my fair share of challenges. One notable lesson I learned from a past failure is the importance of embracing transparency and learning from mistakes. Instead of dwelling on the failure, I confronted it openly and analyzed the root causes.

This experience taught me that failures can serve as valuable opportunities for growth and improvement. Embracing failure as a stepping stone toward progress has not only strengthened our resilience as an organization, but has also led to innovative solutions and positioned us for future success.

How does PLAY Airline differ from other airlines?

PLAY Airline differentiates itself in the marketplace through several factors. We offer our passengers the option to build their prices. It means they can purchase additional services like food or bring their own. Unlike other airlines, we do not include the cost of food in the ticket price. We focus on providing excellent service and a great experience to all passengers, regardless of their fare. Our crew is known for being happy, welcoming, and ensuring the safety and security of our passengers.

In conclusion, I want to be part of a great team and am thrilled when my colleagues are happy and prosperous. Building relationships, maintaining transparency, and embracing diversity is essential to my leadership style. I value datadriven decision-making, customer safety, and environmental sustainability. By adapting to emerging trends and delivering a unique passenger experience, PLAY Airline aims to make a difference in the aviation industry. //

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business

FIVE TRAITS OF SUCCESSFUL ENTREPRENEURS

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by Nigel Taklalsingh ccording to Innovation, Science and Economic Development Canada, 2022, on average over 100,000 small- and medium-sized businesses are started each year. Seventy percent of those business fail due to a variety of factors, including limited number of employees, and industry competitiveness, but mainly due to management issues (Made in CA, 2023). Despite the high failure rate, there continues to be interest for individuals to start a business, indicated by the 62 per cent increase in the number of small businesses from 2021 to 2022 (Equifax Canada, 2022).

The question that arises from these points is: If there continues to be a demand for individuals to pursue the entrepreneurial path, then how can entrepreneurs be more successful at starting and maintaining a business?

Listed below are five (5) behaviours of successful entrepreneurs.

1. Enjoy Your Pursuit The entrepreneurial journey can be long and is often lonely. Making the decision to “go on your own” indicates that sometimes only you can see the outcome, only you have that vision.

Therefore, only you would be willing to commit hours, months, and years to see your vision become a reality. You may not always find enjoyment in the process — this is where a network of supporters, with varied backgrounds and experiences, will be an asset. They can help be a sounding board for when you need to vent, or to solve a problem that you have not encountered before.

There is also the option of allocating those less-desirable responsibilities to others on your team, allowing you to focus on your strengths.

2. Be Adaptable and Creative There are many books, videos, and courses on entrepreneurship. While these resources can be valuable, they often follow a linear approach, which does not reflect the dynamic nature of entrepreneurship. Starting a business involves adapting to unforeseen circumstances and responding to competing priorities: an employee calls in sick, a delay in goods from your supplier, or a customer is late in making payment. Being able to “pivot” and find alternate paths is essential to function in the uncertainty of business. The ability to “think outside of the box,” i.e., creativity, is necessary to respond to the different scenarios. Creativity will allow you to innovate on typical options and develop

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new, unproven approaches to address the problem.

3. Raise Your Risk Tolerance Adopting a “bias for action” is a mindset that focuses on making progress and acting, without being bogged down in unnecessary details or caught in an exercise of “analysis-paralysis.” This approach can cause concern, as decisions are made with incomplete information and create a fear of imperfection.

However, not acting often results in lost opportunities, disappointment, and regret. To be comfortable with this approach, start small, and make decisions that have a low impact (risk) to the business. As comfort increases with this type of decision, then move to medium- and high-impact decisions, with appropriate assessment and mitigation of the risks. Be comfortable with the concept of Minimum Viable Product (MVP) and using an iterative process to make progress. Keep in mind the famous quote: “It’s not about making the right decision, it’s about making the decision right.” (Harvard Business Review, 2013).

4. Increase Your Level of Openness Dictionary.com defines Openness as being “…receptive to new ideas, opinions, or arguments…” which is a critical requirement for anyone starting a business. The entrepreneurial journey is filled with unknowns, so it is necessary to have an open mind to new and unfamiliar ways of solving problems. Months, possibly years, may be spent developing a new product or service. This commitment

to create something of value can lead to blindspots. The final version may not meet customer expectations or is no longer competitive in the market. Build a network of individuals with diverse and supportive points of view who can provide feedback, as the product or service is being developed. Being receptive to different ideas and different points of view, and accepting that plans may need to change, is an entrepreneurial strength.

5. Build Higher Levels of Resilience Grit, “…the power of passion and perseverance…,” was made famous by psychologist Angela Duckworth.

Perseverance describes the ability to continue doing something difficult to achieve success. Resilience relates to the ability to recover, to “bounce back” from the difficulties and stress encountered in trying to achieve a goal. Being able to respond to setbacks and apply the learnings from that experience is an advantage of resilience.

Being declined by customers, making a bad decision, and missing a deadline are difficulties that can be encountered while trying to launch a successful business.

Resilience is also a valued quality by customers, employees, lenders, and investors. A proven way to build resilience is through physical activity, e.g. training to run a 5K, 10K, or even a marathon (The Washington Post, 2023). Training, while more physically demanding, can be easily measured to provide clear indicators of progress. //

business

7 QUESTIONS FOR

BUSINESSES WANTING TO FRANCHISE

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by Rob Shapiro here are few business ventures as exciting and rewarding as franchising. If done correctly, it is a proven way to grow your business, expand into new territories, and create extensive revenue streams.

Are you ready to franchise your business?

There are a lot of factors to consider before deciding if you’re ready to expand into franchises. Always proceed with caution and ensure your business is in a place where franchising is the next logical step. Otherwise, there could be financial consequences that set you back. For business owners that are determined to move forward with franchising, it could be the difference between a successful business and an international empire.

There’s a lot to consider, and many elements need to be in place before you can franchise successfully.

Let’s review some of the key questions a business should ask itself before moving forward in the franchising process.

1. Can your business model be consistently replicated?

A strong business model is imperative for a business to be successful, but even the strongest models can’t necessarily be reproduced by someone else. If your business’ success is reliant on your expertise, location, and existing clientele, then it might not work once you remove those elements.

The systems that run your business need to be easily reproducible for another person who might not have your experience or abilities. Remember, your business model needs to be reproducible because you, as a business owner, are not.

2. Will you have access to a large pool of potential franchisees?

Much like how your business is reliant on a large market of potential customers, franchising requires an extensive market of potential franchisees. These are people or investment groups who can meet the criteria that you establish such as financing, references, and relevant experience, to name a few.

A viable market can drive franchising opportunities, but if the market is limited, then franchising might not even be an option.

3. Do you have the funds needed to franchise?

Franchising your business costs money, and the start-up fees from franchisees will not be enough to finance this operation.

You need available funds to bankroll what is essentially a massive expansion plan.

In most cases, it will take many franchises to create a steady stream of revenue that will support your franchising objectives and your flagship location.

4. What are your financial risks?

As profitable as franchising can be, it comes with several risks. Identify the risks associated with your business, including your current financial risks, as this will be important for potential franchisees to know.

This process involves accounting for all the potential liability a franchisee could incur. This will mitigate surprises and allow for better preparation, more informed decisions, and fewer headaches.

5. Do you have an established brand?

It only makes sense for businesses with an established and recognizable brand to consider franchising. Remember, a large part of what you’re selling is your business’ trademark, reputation, and brand value. You need to confirm that your brand is recognizable and wellrespected, and that it will play in other markets.

6. Are you ready to oversee a larger operation?

Running your business is challenging, but it will be nothing compared to managing an organization comprised of multiple franchises, each with a franchisee who will require ongoing help, support, and guidance.

Some of the responsibilities include: • • •

• •

Crafting marketing strategies that can be executed by each franchise.

Training and supporting new franchisees.

Ensuring your franchisees are maintaining strong relationships with their customers, communities, and vendors.

Scouting new territories for franchise opportunities.

Updating your franchisee guidelines and regulations as needed.

Your role will expand, and you will be faced with new responsibilities, possibly in addition to your current ones. If you’re not prepared to manage a heavier workload, you will need to hire someone or a team who can.

7. What’s your exit strategy?

Your exit strategy should be communicated to potential franchisees during the early stages of the process. You want to mitigate any potential concerns they might have over leadership changes at your company’s executive level.

Typical exit strategies for franchised businesses involve: • •

Choosing a specific time frame in which to sell a significant portion of your business.

Hiring and training a manager to run your business, including the franchisees, as you gradually step back from day-to-day operations. //

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SKY McLEAN Redefining the Boutique Resort Experience Sky McLean is carving a niche in the hospitality sector in Alberta and B.C. with her unique chain of boutique mountain resort hotels. After completing her MBA in Business at York University in Toronto, McLean moved to Calgary, Alberta. Her passion for the great outdoors moved her to offer travellers a unique resort experience in the heart of the Canadian mountain communities. McLean spoke about her experience establishing Basecamp Resorts and outlined her plans for expansion.

Photo courtesy of Sky McLean

by David Messiha What made you interested in the hospitality industry?

and amenities you find at a premium spa destination.

Prior to starting this business, I loved travelling, and I always felt that there was a need for the style of boutique hotels that we build, which feature units with kitchens, multiple bedrooms, and living spaces, that sort of thing. I found that that didn't exist, especially in these mountain communities.

What challenges did you face in starting Basecamp Resorts?

I was motivated to start one. I was always passionate about real estate and real estate development. Because I had a couple of condos that I was running on Airbnb as a side business to my day job, that fueled the passion in that sense that I saw how good of a business it was. I always felt that the market was missing a branded experience for suites. We opened our first Basecamp resort hotel on August 1st, 2017.

What are the amenities and features of Basecamp Resorts?

Basecamp Resorts are like stacked townhomes; they are full home away from home units. The main thing with that, is you have a full kitchen, multiple bedrooms, multiple bathrooms, washer, dryer, everything that you would want in a home, but in a branded environment.

In a branded environment, you can get everything you want, like a hotel, including 24-7 service, towels, cleaning service, and all of that. At our newest property MTN House By Basecamp in Canmore opening this summer, we are building a Nordic Spa experience as part of the resort; there will be outdoor pools, saunas, steam rooms, a mud bath, and all the kinds of wonderful services

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There were so many challenges, the biggest one was really finding the money.

When you are a startup, it's not common that banks to want to lend to startups, and investor equity is typically reserved for companies with experience, not brand-new companies. It was hard to get all of that together, and then at the same time, get the first building built in a tight timeline. Physically constructing the building from the ground up was also a big challenge.

We had to acquire the land and then get a permit from the town of Canmore, which is where our first hotel was. Once we had the permit, we had to line up all the trades and stick to the budget, and make sure everybody's doing what they're supposed to be doing and get it open so that it starts making money.

What would you say are you most proud of?

I am proud of so many things. I am proud of creating a team that’s just as passionate about the business as I am and just as excited to grow. I am also proud of the buildings, the designs and how we offer a great experience for guests.

What advice would you give aspiring entrepreneurs wanting to start a business in the hospitality industry?

Starting a business is hard. It's never easy, but don't give up. There were so many moments in time that something

happened that was pretty destructive, terrible and awful, and I could have just given up and done something else. If you really want to do it, you can't give up. It was just constantly people committing to things and then uncommitting, and then we had to pivot the plan time and time again to make something work.

One of our buildings was supposed to be a hotel during COVID, but then the lender changed what they were going to lend, we ended up turning them into condominiums and selling the units, which was very heartbreaking to me, because it was supposed to be our flagship hotel, and now it's sold to 74 condo unit holders.

What future plans do you have for expanding Basecamp Resorts?

Right now, we are looking for larger equity partners so that we will have the capital to grow and then hopefully acquire and build new locations, not only in Eastern Canada, such as Ontario for example, but also in the Pacific Northwest, the United States. We want to either buy existing hotels and renovate them, and also buy land and build hotels from the ground up.

Currently, we have ten operating hotels, and we have another eight under various stages of development. We have locations in Revelstoke and Golden, where we are building stack townhomes. And we have another massive project in Canmore that used to be a Holiday Inn, which is rebranding to MTN House by Basecamp, which is a hundred-room hotel that we are going expand into a 150-room hotel with a conference centre and Nordic Spa experience. //

business

FORREST TUFF A Visionary of Empowerment Forrest Tuff is the CEO and Founder of One Vision Productions based in Atlanta, Georgia. Founded in 2004, One Vision Productions specializes in media and production, as well as branding. Their area of specialty include visually dynamic and innovative multimedia production, and video marketing strategies for commercial and governmental purposes. Over the years, One Vision Productions has received multiple awards, including the prestigious Atlanta’s Best and Brightest Companies to Work For®, that speak to their excellence and quality of service. The Edge spoke with Tuff on his vision for the media industry, and his involvement in community projects that empower the youth to redefine their destinies.

Photo courtesy of Forrest Tuff

by Chinenye Emezie What inspired One Vision Productions? Take us a bit on your journey to this very moment.

One Vision Productions is a media and branding agency, and what we do is we handle multimedia production, graphic design, web design, any type of video and aerial drone services, and any type of production work. And how that started for me was, as a kid, I always had a camera or camcorder. My mom always was recording things. And so, growing up in grade school and high school, I always recorded events. It was just a great way of, you know, capturing moments. And it was always good when friends got together after five or 10 years and we watched these videos from the past, and that’s how it started. It was really just something I loved to do, to capture these stories of my life and other people’s lives. Then, one day, someone asked me to record an event and that they would pay me.

Your services at One Vision are all about production, including video and film. What is that one fulfilling production you’re most proud of content-wise?

If I could name just one project that I think had the most impact or most meaning, I would say this would be in my community. I did a film with the U.S. Department of Justice here, and it focused on the topic of recidivism, or people that were coming out of the criminal justice system and coming back into society, reacclimating back into

society. Well, this was a project that I worked closely with the government on. I produced a documentary, and this documentary was shown throughout the country. And one of the things that was so impactful is that it talked about opportunities for people to get back and involved into society, to become productive. Because if someone commits a crime or they do something and they serve their time, then they have to come back to society. And if they come back to society, there has to be an opportunity for them to be a part of society, or they’ll go back to what put them in prison or jail in the first place.

One Vision Productions emerged as one of “Atlanta’s Best and Brightest Companies to Work For®” for the ninth year in a row. In the same vein, you were named among Atlanta’s Most Powerful Leaders for the third year in a row; can you tell us what stands you out from the rest, plus what these awards mean to you and for the growth of One Vision?

I believe what makes me stand out is my individuality and just being authentic. I think just being who I am, like the things that matter to me, which stories matter to me, ethics. Having a name that means something. My word means something to people, and those are the things that really stand out to me as a person. And I think that’s some of the things that make me, I would say, stand out to individuals.

For those that know me, they would say, hey, this is somebody I can trust. If he

says he’s gonna do it, he’ll do it. And I think that goes a long way in this society.

That’s an old school type of thing that people, as they would say in New York, "my word is bond". You know, and that means when you say it, you mean it.

In your own words, what does the future hold for you and One Vision Productions?

I would say legacy. You know, I hope that whether I’m still with this company or whether it’s taken over by one of my children, or it’s bought out by another company; that the legacy of One Vision Productions continues and lasts. That legacy of treating people fair and giving great service, that to me is an important legacy. You know, you think about some of the major brands and it’s the consistency of doing something good. So, for me, however it turns out, that’s what I want.

One Vision Productions to be known as a company that has been consistent and delivering great productions and treating people well.

Finally, what are some of the tech influences that you swear by?

The Task Cam Audio Recorder. It's a device that I always use, whether I'm doing public speaking or working on sets. It’s a lapel mic that records to a SD card. This technology has helped me with writing or doing different things as I'm recording. So that's one device that I've used now for a few years that's been very important. //

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business

PUBLIC VS. PRIVATE BUSINESS LOANS

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by Jacob Carmichael he time is now to search for a loan to fund your business, but the question is, how do you get this loan? You can either choose a public or private lender; however, it may not be obvious what the difference is and how that affects the fine print of your loan agreement. There are a few details to consider before deciding whether to choose a public or private loan lender. We’re giving you an overview on notable distinctions between the two.

Loan Lenders It seems like the discussion is between private and publicly funded loans, but it’s a bit more complicated than that. Firstly, what is the difference between private and public lenders?

We need to draw a bit of a distinction. It’s not as obvious as “government vs. not government,” though there is a kernel of truth in an assumption like that. Retrieving loans from the government is an option.

However, broadly speaking, private lenders operate as their own entities separate from traditional financial institutions. By traditional, we mean the institutions that have a long-standing association with the storing and exchange of money, like banks and credit unions. Private lenders are outside these banks and credit unions, functioning with their own set of rules beyond the stricter regulations traditional lenders tend to follow.

Private lenders are generally quicker, too. While it might take weeks for a bank to process a loan, a private lender can have your loan out in days. Private lenders’ speed and willingness to accommodate might work for anyone in a financial bind.

Interest Rates Unfortunately, what private lenders gain in flexibility, they lose in interest rates. Despite banks also being for-profit organizations like private lenders, banks offer the lowest interest rates. Private lenders, on the other hand, demand the highest interest rates.

Qualifying for Loans

If you go through a bank, you may only stack up interest on your loan at a rate between 0.5 and 15 per cent. The starting rate at banks is significantly lower than the starting rate of eight per cent offered by private lenders. The maximum rate of banks, 15 per cent, also doesn’t compare to the maximum interest rate private lenders offer, 35 per cent.

Qualifying for loans is known to be a lot easier if you go through a private lender. Private lenders can and will reject loan requests at their discretion, but they tend not to have the same priorities as banks and credit unions.

Banks are usually the strictest of all potential loan lenders.

You will need a good credit score to secure a bank loan.

Banks and private lenders are both using interest rates to generate profit on their services, but banks seem to benefit from demand (and more interest from investors). They are able to create a profit with a lower interest rate margin, due to the size of their customer base, compared to private lenders.

Credit unions look at your credit score too, but may accept a bad credit score if other boxes are checked. For example, proof of stable employment, and collateral. At credit unions, you can increase your chances of landing a loan with bad credit or lower income by adding a cosigner who has a stronger credit score and income. The caveat is you must be a member of the credit union to apply for any loan — and credit unions can be pretty picky about who they grant membership status. An upfront fee is also required to join a credit union.

Private lenders are usually the most flexible of loan lenders.

They do care about your financial health like other financial institutions, but may accept loan applications based on a combination of factors that banks and credit unions won’t prioritize, like your overall character, your unique needs, capacity to succeed, and collateral that is not related to the loan you’re intending to take out. A poor credit score and a rocky financial situation aren’t necessarily roadblocks to obtaining a loan from a private lender.

Banks also offer additional services that bring in profit, which private loan lenders do not offer, such as bank accounts and credit cards. In other words, banks can afford to offer lower interest rates.

If the amount of interest you might incur and be required to pay off is a major concern of yours, private lenders may not be your preferred option. However, private lenders are an excellent alternative to traditional financial institutions.

Private lenders sometimes make the process easier than banks, or even credit unions and government units.

Credit unions ask for an interest rate of 3 per cent or more — and as non-profit organizations, the leftover money credit unions make through interest rates goes back to the members in the form of dividends, which would be sent to external shareholders if the organization is for-profit.//

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economics

USING EPOS TO DRIVE GROWTH AND PROFITABILITY

by Nick Dauk In 1897, the first cash register was introduced, and it transformed global commerce.

Today, EPOS systems are the contemporary equivalent, allowing businesses around the world to accept electronic payments.

EPOS, or electronic point of sale, is a system that utilizes software and hardware to enable financial transactions. The rise of digital wallets, tap-to-pay cards, and other contactless payment methods makes an EPOS an indispensable resource for business owners.

How to Use EPOS to Drive Growth You’ve likely used an EPOS system as a customer, even if you’re not as familiar with these systems as a business owner.

The e-commerce platform Shopify uses an EPOS payment system, as does Square. Businesses rely on EPOS systems to drive their growth in three unique ways.

Rapidly Process Transactions A customer may be quick to put an item in their shopping cart online or in-store, but if they view completing a transaction as a burden, they’re more likely to abandon their cart.

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The original till evolved from a machine that could store cash payments into a point-of-sale system that tracked transactions.

An EPOS enhances and expands these features to do everything from decreasing transaction time and tracking inventory to managing customer relationships and integrating seamlessly with other operational tools.

Most importantly, an EPOS is an ideal resource for business owners who want to drive growth and profitability. At a time when customers seek the most freedom and flexibility of spending as possible, an EPOS can help leverage consumer spending habits and capitalize on buying trends.

Simple and swift transactions allow a customer to quickly finalize their purchase, which is why EPOS systems are vital.

Being able to quickly process transactions using a variety of currencies brings a more convenient and comfortable buying experience to customers, no matter how familiar they are with your products or services.

Manage Sales, Inventory, and Customer Data The centralization of data management is invaluable for business owners. One significant issue that many companies struggle

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with is juggling multiple software tools that either cannot integrate fully or do not integrate seamlessly with their POS. In theory, it may seem like resolving discrepancies between these tools is a simple act of manual reconciliation. In practice, however, it’s much more tedious and can lead to additional errors. Allowing your EPOS to act as a single centralized home for sales, inventory, and customer data enables you to instantly get a comprehensive view of your most important information.

Engage With Customers Regardless of how often your average customer will frequent your website, it’s important that you make every opportunity to engage with them in meaningful, consistent ways.

EPOS systems can encourage customer engagement in a variety of ways, like personalizing their experience by remembering their preferences, suggesting similar products or services they may be interested in based on their browsing and buying habits, and extending promotions or discounts to them.

How to Use EPOS to Increase Profitability Growth means different things to different companies; however, it should always have a core goal of increasing profitability.

As an EPOS software helps your business grow by increasing transaction fluidity, managing data, and engaging customers, you can also use system features to translate that growth into profitability.

Automated Processes The vast potential of AI is already being leveraged by countless businesses across a spectrum of industries. So many of your daily, monthly, and quarterly tasks can be easily automated with your EPOS system. Instead of wasting time and payroll manually running reports or managing processes from execution to completion, automation can accomplish it for you. If you also integrate AI software into these processes, you can increase your growth potential by running sales or expenditure forecasts based on your current growth rates.

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Remote Access Increasing profitability means decreasing expenditures, no matter how small or necessary they may seem. Remote access of an EPOS system gives you instant access to your inventory and sales data and allows you to make instantaneous decisions.

Cell: 647.389.5955

You can increase or decrease orders of product, create sales or promotions to leverage niche consumer trends, or edit marketing strategies from anywhere in the world.

Having constant access to your EPOS wherever you are means you can meet your customer base wherever they are, whenever they need it, and however they prefer.

EPOS systems are a necessity in today’s tech-forward world of commerce. By adopting and leveraging an EPOS system to the unique needs of your operations and consumers, you retain a resource for driving growth and profitability that you can continue to enhance for years to come. //

3601 Highway #7 E. Suite 210 Markham, ON L3R 0M3 P: 905.305.8771 F: 905.305.8122 E: ramo200055@yahoo.ca the EDGE Fall 2023

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economics

JESUS GONZALEZ RIVAS JR. Pioneering South and Central American Foods in Canada Latin American grocery store, Paraiso Tropical, fostered community in Edmonton as the first place in western Canada to sell imported food products from South and Central America. Jesus Gonzalez Rivas Jr. grew up alongside his parents’ business. Now he’s taken on his parents’ role and is responsible for nurturing and growing the business he calls his baby.

The last few years have been challenging for Rivas Jr.’s business. But he’s as motivated as ever and excited about the future.

Photo courtesy of Jesus Gonzalez Rivas Jr.

by Marcus Medford How has your business responded to rising food prices, inflation, and financial uncertainty in recent years?

Has climate change or Alberta’s fire season had any impact on your business?

Things went out of whack for prices.

It was a compounding effect because you're paying crazy exchange rates, and we rely on imports, the prices were raised and that was compounded to the customer. Some staple products tripled in price, and there were items at a 30 per cent inflation rate.

As of right now, I haven’t seen a direct effect. What I can anticipate is possibly a reduction in crop quality. So, staples that we rely on, like beans, are here in Canada. I can see those prices going up come harvesting season for the upcoming year. I don't know if it's because of the drought or the fires, but farmers are struggling a bit more.

So, corn flour that normally costs $14 USD is now $28. Thankfully, other products were closer to the seven percent average, but it makes it hard to make projections because you don't know to what extent your growth in sales is due to sales or inflationary causes.

At one point, every invoice was a new price. They've stabilized, but they haven't gone down. Maybe other things surrounding it have gone down like more favourable exchange rates, transportation prices, etc., so that makes the cost of the food cheaper, but the actual cost of the product didn't go down.

What have you heard from customers regarding inflation and high food costs?

What we've seen is that a lot of customers are shopping, they're just shopping for less. Those big purchases aren’t happening as often, and people are going down to the essentials because the high costs are still there. The average sale per transaction has gone down about 10 to 15 per cent.

What have you learned about your business through dealing with the pandemic and unprecedented food costs?

On the personal side, I learned that running a business is about being ready for the ups and downs. You always expect the highs, but you need to be ready for the lows. Once you've been in the industry a while, you see the waves; I've seen a lot of businesses that we relied on come and go. I’ve learned from them as well as the ones that stayed, like what are the things they did to give them stability.

If I were to take a lesson from this experience is that you always need to focus on your long-term growth and the things that are necessary to keep that going.

Many small businesses haven’t survived the pandemic followed by economic uncertainty. What keeps you going?

My business is my baby. I'm a secondgeneration owner, so I've grown up with

the business and it means a lot more to me than just in the financial sense. There's a vision of where we came from, who we are, and what I hope to achieve for our business. If you have that long-term vision and focus, the key is to do the things you need to on a daily basis. If you're not passionate, it makes it very hard to tough it out through those moments… and they will come. You need resilience or patience if it's not something that you're passionate about, whereas if it’s something that's important to you, it makes it more manageable.

For some people, making money is their passion, but it doesn't fit with my own philosophy and vision that I have for my business.

What’s your long-term vision?

We're always looking towards expansion, which falls in line with our vision of carrying on the legacy of my parents who came to this country and started a business from nothing. As a second-generation owner sharing that experience and knowledge with the broader non-Hispanic population here is very important for me.

When people shop at Paraiso, I want them to have an educational experience while at the same time trying amazing foods that are representative of Latin America. The vision of expanding and growing our business is being able to provide variety in our departments, like having a bakery section, having a café section, and really centralizing as Paraiso. We always want to be leaders and innovators in what we do, so that's always our focus as we grow. //

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STEPHANIE CHAN Passionate About Caring for Seniors Very few people can boast about going into business for the rewards associated with being passionate about what they do, rather than monetary gain. One such person is Stephanie Chan, Founder and CEO of myCareBase. Caring for the vulnerable — and in this case, seniors, is a job that Ms. Chan cherishes and practices with professional care. A lawyer by training, Ms. Chan is a caregiver at heart. The Edge spoke with Chan about her inspiration behind myCareBase, and what keeps her moving forward in her chosen field.

Photo courtesy of Stephanie Chan

by Chinenye Emezie What inspired you to start up myCareBase? What’s the story behind it?

My story starts about 16 or more years ago. So, my origin story is that I used to be a lawyer and, I practiced for 10 years, and I decided to leave law to do something a little bit more meaningful.

I practiced corporate securities law, and it just wasn't what I wanted to do for the rest of my life. I wanted to work more directly with people as opposed to companies. And so, I left to start a business helping families and seniors with elder care planning, and with transition management and planning. So, I’ve been doing that for the last 16 years.

myCareBase is all about providing solutions around caring for seniors.

What are the solutions you provide?

And how does the process work?

Just to answer that last part first, the way that any family can engage our services is by calling or emailing us. We are kind of like a hybrid care agency marketplace model with a lot of customer support.

So, it starts when a family or primary family caregiver contacts to tell me about their situation and current challenges, and where they feel they could use the most help. Then, we look through the marketplace with the customer to identify the best candidates. And one of the ways we are different is that we allow the customer to choose and interview the candidates. We want them involved in the selection process and be happy with the candidate that they want for their parent or their spouse. We provide a lot of support in the matching, the hiring, and the post-hire process as well.

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Seniors and children are some of the most vulnerable members of any society. With that in mind, what have been some of the challenges you encountered since the inception of myCareBase?

You're very right that children and seniors are the most vulnerable members of the society. We focus on seniors, and I think there are two main challenges depending on which perspective you're looking at it from. From the family's perspective, I think their main challenge is that they want to know that the person they're hiring is experienced and responsible and will provide good quality care. And I think from a family caregiver's perspective, that their biggest fear is, am I hiring the right person? Is this person gonna take care of my mom or dad? And so, we address that by doing rigorous vetting of the individual. This takes time because we don't want to shortchange the vetting process in exchange for speed.

How does your education and training background influence and continue to help with your goals and commitment towards caring for seniors?

Yeah, that's a really great question. As a lawyer, one of the things I’ve developed is my advising skills. So, I think what I became really good at was being able to give client focused, well-balanced advice. You take those skills, and you can apply them to different areas of your life. So rather than advising companies on a certain area, at corporate law, you're advising people on something that matters to them, and in this case, it's caring for aging parents, it's elder care planning, it's care management.

And so as long as you can build up the knowledge, then you apply your advising skills, and your empathy, and your communication skills to help families through their journey.

Can you highlight some of the highs and lows of taking on such a huge responsibility as caring for the vulnerable, and what drives you to keep going?

Definitely, the high is the reward of those cases where you know you've really made a meaningful impact in someone's life, even in a short chapter of their lives.

And I figured out a while back that what really drives me is meaningful work and spending time on projects where the effort makes a meaningful impact on someone's life. So, I would say the high is having happy customers. As a small business owner, having happy customers is really important.

How does Stephanie unwind and recharge? What are some of your swear-by relaxation tips?

For me, what brings me joy in my downtime is dogs. I love dogs. I fostered for the SPCA. And I dog sit for one or two friends on a regular basis. So, I have dogs at my home at least once or twice a week. And that's actually how I recharge.

I love being around dogs. Oh, they just bring me so much joy. For relaxation, I started meditating and it's difficult to find time every day, but I found that spending time every day to do a little meditation in the morning really helps me keep focus. And I really try to eat nutritious too. And some foot massage doesn't hurt too. //

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ENTREPRENEURSHIP IN CANADA: ITS STATE AND HOW IT IS CONTRIBUTING TO ECONOMIC GROWTH

by Rob Shapiro

E

very year, more Canadians are starting a business, and it’s easy to see why. Being an entrepreneur allows one to take control of their professional lives, build something meaningful, and if things break right, be profitable. But success as an entrepreneur is far from a guarantee. It takes sacrifice, hard work, and a willingness to fail. These efforts, however, have resulted in entrepreneurship being foundational to the Canadian economy, driving job creation and innovation across the nation.

With more people choosing to strike out on their own, the national economy is becoming increasingly reliant on ensuring the success of entrepreneurs despite it being as risky as ever. The economic role that entrepreneurship plays in Canada falls into two categories: the current state of the Canadian entrepreneurial sector and how is it contributing to economic growth.

Before delving into the state of affairs regarding Canadian entrepreneurs, it’s important to understand who we’re talking about. While entrepreneurs’ range in demographics, there are some interesting insights about the current crop that are impacting the economy.

In 2022, Startup Canada conducted a census and received responses from 115 cities across the country. Some of the findings from this census shed light on who makes up the sector, including:

45%

Those identifying as women made up 67 per cent of respondents.

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70%

Close to 70 per cent are currently working as entrepreneurs.

This means they are past the ideation stage.

45 per cent of entrepreneurs are from the Gen Z and Millennial generations.

67%

Unfortunately, a high percentage of entrepreneurs never get too far in the process. For the sector’s continued growth, aspiring entrepreneurs need to turn an idea into a small business.

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42.3%

12%

There are areas where Canada can improve. For instance, only 12 per cent of entrepreneurs identify as having a disability.

2%

Only 2 per cent of venture funding went to Black-led businesses.

1-3 yrs To this point, Startup Canada’s census also found that 42.3 per cent of respondents have been entrepreneurs for one to three years.

Each government level needs to improve the ecosystem and create better support. This can be done through tax incentives and easier access to grants, business incubators, and mentorship programs.

65%+ 2-3 yrs

The State of Entrepreneurship in Canada

Over 65 per cent forecast that their annual revenue growth will range from $200,000 to over $5,000,000 in the next two to three years. This is promising for the current national state of entrepreneurship and provides a positive outlook for the future.

$ $200,000-$5,000,000 Let’s begin with the obvious, the COVID-19 pandemic created a barrage of hurdles for Canadian entrepreneurs to jump over, including disrupting the supply chain and raising the price of many raw materials.

$ 27.5%

$

27%

To get a better idea of what type of Canadians are foregoing job security in favour of the allure of entrepreneurship, consider that entrepreneurs are rather diverse (27 per cent were born outside of Canada and 27.5 per cent belong to a visible minority). This diversity is key to the future of Canada’s entrepreneurial excellence.

Entrepreneurs are still positioned as huge economic drivers, despite the challenges and pitfalls they face under the current economic conditions.

These conditions are forcing many small businesses to take on more debt than before while dealing with the typical bureaucratic red tape and labour shortages.

Despite everything, entrepreneurs in Canada seem to be rolling along.

According to the Global Entrepreneurship Monitor, Canadian entrepreneurship has increased by more than 50 per cent over the last decade.

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The Contributions of Entrepreneurs to the Canadian Economy

How Is Canada Helping its Entrepreneurs?

3.5 M There are approximately 3.5 million entrepreneurs in Canada.

This means that entrepreneurs are greatly contributing to Canada’s economic stability and growth. Furthermore, Canada is reliant on entrepreneurs to be job creators — a significant and indisputable contribution.

68%

Since entrepreneurship and small businesses go hand in hand, it’s worth noting that over 68 per cent of employment in the private sector is attributed to small businesses creating over 150,000 jobs annually. It’s tough to imagine what Canada would do without this type of growth year over year.

150,000 JOBS/YR

It would be advisable for the provincial and federal levels of government to make a more substantial investment in entrepreneurs. An investment can take on many forms, but easier access to programs and more funding options would be a start. This can be followed up by tax credits and incentives if a small business meets certain key performance indicators such as crossing revenue and job creation thresholds.

Canada’s Continued Reliance on Entrepreneurship

$

35.8%

According to a report by the Innovation Economy Council, entrepreneurs act as a major catalyst for the national economy. Between 2014 and 2019, 35.8 per cent of Canada’s net employment growth was created by small businesses.

The Canadian government has helped build an ecosystem where entrepreneurs can thrive, but only to an extent. For instance, there’s the Canadian Business Growth Fund, which provides capital to support companies, in addition to a variety of loan and grant programs and tax incentives. These are all designed to help finance and guide entrepreneurs through hiring, training, research and development, expansion, and the adoption of necessary technologies. Of course, each small business must be either approved for funding or accepted into a program — neither of which is a guarantee.

Without the continued prosperity and perseverance of entrepreneurs, Canada’s economic growth would be capped and stagnant. Small businesses led by entrepreneurs diversify the country’s economic portfolio and shoulder much of the weight when it comes to economic growth.

It’s fair to gloat about the current state of Canadian entrepreneurs, and its contribution to the Canadian economy can’t be exaggerated.

Still, this is something that no Canadian or politician should take for granted. Canada’s economy is reliant on entrepreneurs and will continue to be for the foreseeable future. To nurture and evolve the ecosystem to ensure its survival and expedite its growth would be an investment in Canada’s economic future. //

SOURCES https://www.startupcan.ca/the-state-of-entrepreneurship-in-canada/#:~:text=Diversity%20Across%20the%20 Ecosystem,entrepreneurs%20are%20a%20visible%20minority https://yoush.com/canadian-entrepreneurs-smb-and-what-they-mean-to-our-economy/#:~:text=Over%2068%25%20 of%20employment%20in,survive%20more%20than%20five%20years. https://www.marsdd.com/news/how-immigrant-tech-founders-boost-canadian-innovation/#:~:text=Entrepreneurs%20 are%20the%20catalysts%20of,businesses%20between%202014%20and%202019. https://www.mentorworks.ca/government-funding/#:~:text=Grants%2C%20tax%20credits%2C%20and%20loan,4)%20 capital%20and%20technology%20adoption. https://www.bdc.ca/en/about/mediaroom/news-releases/canadian-entrepreneurs-needs-and-challenges-interest-ratehikes-slow-2023-investments https://www.gemconsortium.org/news/economic-growth-and-entrepreneurship-increases-in-canada https://www.wipo.int/edocs/pubdocs/en/wipo_pub_gii_2020/ca.pdf https://www.wipo.int/edocs/pubdocs/en/wipo_pub_2000_2022/ca.pdf

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ACROSS BOUNDARIES Supporting Mental Health

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To provide equitable, inclusive and holistic mental health and addiction services for racialized communities within an antiracism, anti-Black racism and anti-oppression framework.

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(416) 787-3007 EXT. 222 ACROSSBOUNDARIES.CA Fall 2023

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THE UNDERLYING FINANCIAL CHALLENGES OF START-UPS

by Sherika Powell

E

36

mbarking on a business venture can be quite an adventure, but the hurdles faced by startups can be incredibly intimidating, even for the most hopeful entrepreneur. Many of us, at some point, have entertained the idea of launching a startup. After being captivated by shows like Shark Tank, it’s hard not to feel inspired.

we cannot live without. Who would have thought that Uber and Airbnb would become so ingrained in our culture today?

Because of their ingenuity, to build something completely out of the box, we have access to services that make finding a vacation stay or your next ride a whole lot easier. Startups are a need, not a want, and we need the future founder to be ready to launch when the next big idea strikes.

Shows like Shark Tank are meant to ignite and motivate the next big dreamer to take their idea from manifestation to an entrepreneurial endeavour that the world is waiting for. And we know that as a society we rely on the innovative ideas of these brilliant minds to turn their ideas into household names

Successful startups equal products or services we don’t even realize we need until it’s in our day-to-day lives. Can you imagine a life without Uber? I mean, sure you can, but why would you want to?

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You see, the thing is, becoming an entrepreneur is not for the weak or for those that have one-off grandiose ideas of being the next Jeff Bezos. These brilliant innovative minds are literally one of a kind. They are a small percentage of the world, and they are relentless at making their dreams a reality. It can take years to create a thriving business that is profitable while keeping up with market demands and trying to scale.

Is it achievable? Yes, with grit and hard work, anything is possible. However, let’s keep in mind some of the challenges that could arise while launching a startup.

If you are seriously thinking about developing a startup, here are some financial challenges to look out for while you are building your dream business.

Cash Flow Management Startups often struggle with managing their cash flow effectively. They may face delays in receiving customer payments while needing to cover various expenses like salaries, rent, and supplies.

Miscalculating cash flow projections or inefficient cash flow management can lead to financial instability and even bankruptcy if not addressed promptly.

High Burn Rate Startups often operate with a high burn rate, which is the rate at which they spend their available capital. This occurs due to heavy investment in research and development, marketing, and hiring talented individuals to accelerate growth.

While a high burn rate can be necessary to establish a strong market presence, it also increases the risk of running out of funds before reaching profitability.

Uncertain Revenue Generation Startups frequently face uncertainty in generating consistent and predictable revenue, especially in the early stages.

Building a customer base, acquiring paying clients, and establishing long-term contracts can be challenging, leading to fluctuations in revenue. This uncertainty makes it difficult to plan for future growth and investment.

Limited Funding Securing adequate funding is one of the biggest challenges for startups.

Many entrepreneurs struggle to find investors or obtain loans from financial institutions due to the high-risk nature of startup ventures. Limited funding can hinder the ability to hire talent, develop products, market effectively, or expand operations, potentially stunting growth and sustainability.

Scaling Costs You can face increased cost demands while your start-up grows. This can include costs associated with hiring additional employees, expanding infrastructure, investing in new technologies, and marketing expenses. Managing the financial burden of scaling while maintaining profitability can be a significant challenge for start-ups.

Pricing and Profitability Determining the right pricing strategy can be challenging for startups, especially if they are introducing a new product or service to the market. Setting prices too high may deter potential customers while setting prices too low can erode profitability. Striking the right balance between competitiveness and profitability requires careful market research and an understanding of cost structures.

Navigating Regulatory Hurdles Startups often face a maze of regulations and legal obligations that can carry a hefty price tag. From securing essential licenses, permits, and certifications to meeting industry-specific rules, staying compliant is crucial yet challenging.

Market Volatility Start-ups are more vulnerable to market volatility and economic fluctuations compared to more established businesses. Changes in the economy, shifts in consumer behaviour, or industry disruptions can impact startups’ revenue streams and profitability. Adapting to market changes and mitigating the

financial risks associated with market volatility can be a significant challenge for startups.

Competitive Edge Competition for any start up can present challenges, and with the current climate, standing out among the crowd demanding innovation, agility, and resourcefulness can cause many sleepless nights. For founders to differentiate themselves, they must navigate crowded markets and vie for limited consumer attention and resources. Overcoming these hurdles is essential for their survival and growth in the competitive business landscape.

Access to Skilled Talent Hiring and retaining skilled talent is crucial for a startup’s success, but it can also be financially challenging. Start-ups often compete with larger, more established companies that may offer higher salaries and more attractive benefits packages.

Offering competitive compensation packages and incentives to attract and retain top talent can strain the financial resources of startups, particularly in the early stages.

Addressing these challenges requires a combination of financial planning, strategic decision-making, adaptability, and careful resource allocation. Startups can benefit from conducting thorough market research, exploring cost-saving measures, seeking partnerships, and continuously monitoring and adjusting their financial strategies to overcome these obstacles.

Startups can also benefit from seeking guidance from experienced mentors, learning from their trials and triumphs.

So, fear not, future entrepreneur; with strategy, planning, and the right people on your team, you can get your business off the ground and achieve financial success. //

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12 GROWTH HACKS FOR START-UPS G

by Chinenye Emezie

rowth hacking is the different methods companies use to grow their business. It’s usually used by companies without much startup capital or resources to grow their business within a short time frame.

It’s a strategic method that is results- and solution-focused. The idea is to attract customers and clients early on and gain their trust in the products and services before competitors can get to them.

1. Maximizing Online Presence In this age of digitalization, any business who wants to grow and widen its reach must have an online presence. The first step would be building a website tailored to the type of products and services the business is offering. Social media cannot be overlooked as a strategic online tool, as well. By being and staying active online, before long, the business will figure out who their audience is, and thus optimize their search engine in order to keep improving their website ranking. Also, creating strategic content for the website and social media accounts will result in a strong online presence, which will garner media attention and get investors interested, thereby positioning the business to grow quickly.

2. Create an Email-List Email marketing is still on the list of many progressive companies, especially those who want to grow their clientele quickly. This is because email marketing is the tried and tested method to generate leads and conversions faster.

Companies should start off with a pre-launch list targeting their audience. Using free marketing communication tools like MailChimp, for instance, businesses can reach thousands of subscribers who end up as potential customers. Attaching a free gift (lead magnet in marketing terms) to an exit intent on your website will make this method more effective. This is because it’ll help monitor visitor activity, as well as sending them a personalised advert just as they are about to click exit. The free gifts can include eBooks, downloads, a free browser extension, and so forth.

3. Partnerships Companies with shared target markets can work together by sharing budgets and marketing programs. They can integrate sales, or monitor newsletters and social media accounts.

These methods are effective as many companies are poised to experience exponential growth through these collaborations due to an unlimited audience reach. An example would be for company A to mention company B on their social platforms and offer each other’s products and services as a way of support. This will help to build brand awareness for the start-up. With that being said, a thorough understanding of each other’s customers and their problems, providing the solutions the customers need, and ultimately being of value to all stakeholders is key for a rewarding partnership.

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4. A Referral/Affiliate Program Rewarding your customers for sharing their positive feedback and outcome of your products and services is another growthhack many companies are leveraging on. This incentive is targeted at the already trusted followers of said customers who would want to access same services and products as their trusted mentor or colleague. Essentially, your customers get A or Z in form of reward from you for their referrals through positively reviewing your products and services. Referrals are great as they help companies achieve their marketing goals by converting leads quickly, plus it’s a very cost effective plan.

5. Contests/Free Trials The competitive nature of people is what drives this growthhack. Your target audience who are essentially potential customers can enter contests offering them free trials and samples of your products and services. The contests can simply be in form of a follow of your social media platforms, tagging others to your page, subscribing to your newsletter, or alerting their friends and families to your products and services. Your potential customers will get to see the value you’re offering when you give them an opportunity to use your product or service for free. These strategies help build your audience as you engage with potential customers.

6. Attend Conferences and Events Positioning your company on the forefront of potential customers is another fast growth-hacking strategy. By attending conferences tailored towards your target audience, you’ll learn more about your brand, and this requires little effort to do. The company must have content marketing plans for these events, including video, print publications, and other components in place with a focus on the right audience.

Also, new contacts are set to be made in these events, and the company will have the opportunity to share their vision.

As the company grows, they can look into hosting their own conferences and events.

7. Prioritize COPE Content The idea behind COPE Content is to do more with less in order to save resources, money, and time. “Create Once, Publish Everywhere,” otherwise known as COPE, is a process of applying many uses of the same content. A typical example is using the same content and slightly modifying it if needed to do a blog, video, or podcast. Another method is by repurposing existing content like revamping guest posts, and newsletters from old posts. It can also be done by recording the podcast interview and transcribing it into written content for use.

8. Write Guest Posts One growth hack that is sure to yield result is guest writing.

Otherwise known as blogging, this growth hack idea can be used to reach new audiences by increasing website traffic

organically. High-quality organic leads can be easily generated through strategic written content. Additionally, including your website link in guest blogs content will help with your SERP (search engine research pages) ranks improvement.

9. Keep Up with Trends Detecting the applicable trends in your line of business will help you develop relevant marketing ideas that will yield profits. Investing in the latest trends is one sure way of ensuring the success of your marketing strategies. As new trends emerges, you can capitalize on them by adapting your business plans to your profit.

10. Social Sharing Links Adding the links to your social media accounts on blog posts makes it easy to share your content on different platforms.

Embedding the linked content to popup on your blog is a surer way to ensure visitors do not leave your blogsite, though.

The idea behind this is to give your site visitors and readers an understanding of how important sharing your content — be it images, graphics, and quotes — is to you.

11. Perform A/B testing A/B testing, also known as split testing, is a process whereby two different groups examine two variants of the same thing to determine the better performing one. For instance, a web page copy, personalization, landing page, CTAs, subject line of an email can all be tested. The process works by changing just one element and keeping the rest the same while the test is being performed; this way, it is easy to determine which of the element will yield a good result.

12. Improve your product As a startup business owner, getting new customers and retaining them is one of the surest way to ensure the growth and success of your business. This can simply be done by improving on the product you already have. Trying to acquire new customers when the quality of your product and services has not passed an evaluation process is a futile exercise and a waste of resources. When you have a good product, your exiting customers will keep patronising your goods and services.

This is because they already know and trust your brand, as opposed to new clients whom you would need to convince to patronise your services and products. So, investing time, energy, and resources into your product and its improvement is crucial. Routine product updates and tests is paramount to achieving this. Additionally, reaching out to old customers after they have made a purchase, or used your services, ensures the business relationship is kept open and going smoothly. This way your customer service will be broadcast and together with your great product, it’s a win-win and sure recipe for growth. //

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start-up

DAVID GAUCHER AND JONATHAN BONNELL Encouraging vegetable consumption David Gaucher, a former engineer turned entrepreneur, and Jonathan Bonnell, a former VP of marketing, established Wholly Veggie, Canada's fastest-growing vegetable company. Drawing from their shared experiences in the animal agriculture industry, they recognized the need for a sustainable solution and created a plant-based frozen product line that celebrates vegetables in their purest form, free from GMOs and artificial colors.They spoke about fueling their efforts to create an eco-conscious future.

Photo courtesy of David Gaucher and Jonathan Bonnell

by Jackie Marson David, you worked in the meat industry, and after spending time on the front lines, can you speak about why the current food system isn't sustainable?

John and I met working for a company that was trying to grow organic meats. I grew up on a meat and potatoes diet, but being on the front lines of the industry, over time it dawned on us that the scale of humanity and the amount of land and resources that you need to sustain ethical farming, just doesn't add up.

The cows were well treated, but you could see the amount of land we used from space. We took our knowledge from the meat industry to encourage vegetable consumption as a more sustainable form of feeding the planet. It’s less intensive and less resource consuming.

The world has its challenges, and I wanted to do something that if it all went sideways, I could say at least I tried.

A big part of my motivation was my two daughters and trying to do something that they could feel proud of.

John, you oversaw marketing in the animal agriculture industry as well.

How did that influence your transition into the vegetable market?

It was a personal frustration that I had with the animal industry. The reality is that most of those industries are regulated by the governments. Whether it's in Canada or the U.S., controlled through quota, the supply chains are supply-demand managed. There was a lack of innovation, nobody was pushing the boundaries.

Every time we'd bring an idea to the

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table for how we could improve things, the first answer was always no until you had the byproduct. The culture was not doing anything to incrementally improve in the industry.

Could you describe what sets Wholly Veggie apart from other non-GMO veggie products?

David: Celebrating vegetables for what they are. It's not just a commodity, it's always a value-added one. Our cauliflower wing, perfect example. We developed a proprietary, crunchy coating system, but we source real cauliflower florets. As a brand, what we try to deliver upon is convenience and taste.

What are some of the misconceptions about frozen veggies?

David: People associate fresh produce with being healthier. It isn't. When we source the vegetables, they will go from being harvested on a field to put in hot water to let the enzyme activity pick up so that its peak ripeness and immediately flash frozen within 90 minutes. That is the peak consumption, nutritional value and quality of that vegetable.

A lot of people think that frozen foods are not sustainable, but we upcycle cauliflower, in our dairy-free cheese sticks, to rescue fresh produce that gets thrown away because it's getting past its shelf life. Frozen food is a great way to reduce waste.

What are some of the benefits of food grown organically (like Wholly Veggie Products) rather than in a lab?

John: That is an industry trying to solve

the same problem we're trying to solve, which is, how do you sustainably feed a growing population? It'll take time before there's general acceptance around it.

I wouldn't say it's an us versus them type thing.

If you're looking for a clean, healthy, simple fun way to get more vegetables into your diet, that's where we (Wholly Veggie) play a role. It comes down to giving consumers choices that are healthy and affordable to them.

Given your successful careers, what is the best piece of business advice you've received through your journey as entrepreneurs?

David: I see a lot of entrepreneurs that are just in it for financial reasons (not passion) and they don't tend to do well when things get sideways. We've made mistakes along the way. Be cautious about some of the generally accepted rules of trade. You have got to go to this trade show and this event.

A lot of this stuff doesn't move the needle but costs you money. Just be cautious and make sure that those investments are worth it.

John: One of the biggest lessons we've learned is there's no shortage of people trying to give you advice. If you're feeling down or unsure, that advice can be overly weighted to the point where it may send you in a direction that is not good for your business.

At the end of the day, you're the one held accountable. I'd say try to cut out the noise, trust your guide. //

start-up

SHRIYA GUPTA AND PURVA GUPTA Producing Clean, Healthy Food Powered by AI. Daily Blends is an AI tech powered food startup offering convenient, affordable, delicious, and healthy food through smart vending machines — founded by sisters Shriya and Purva Gupta.

Both have an entrepreneurial background and experience from working in their family-owned restaurant before diversifying to AI, tech, and retail. The Edge spoke with the sisters about their expertise in AI, and their passion for clean, healthy food.

by Leo Ikeson What inspired this phenomenal innovation of AI-powered smart vending machine offering food on the go?

Shriya Gupta: In the last three years, there has been a massive shift in consumer behavior. The demand for healthy food is off the roof, and people are increasingly looking for more convenient options. That’s why our AI-powered solution is the perfect fit to address the problem.

Purva Gupta: Having a background in technology and AI, we thought that it could be married with this element of having fresh food available 24/7 through our vending machines, and that's how the concept came into being.

What would you say are some of the health benefits of Daily Blend meals?

Purva Gupta: Daily Blend is all about making healthy food accessible on the go with our technology. Our meals cater to a wide variety of dietary needs and preferences like vegan, halal, glutenfree. For example, our butter chicken with basmati rice actually has no butter or cream in it, it is made using coconut milk. Coconut milk is a great source of antioxidants, potassium, and magnesium.

Shriya Gupta: The secret sauce is getting this fresh food to the customers in the shortest amount of time in the freshest form. That is exactly where AI comes in, we are using AI to get a lot of insights and to build a highly optimizing agile supply chain, to make this whole operation possible.

Can you tell us more about some of the products that you offer?

Purva Gupta: We have multiple categories of products, from breakfast bowls to snacks, and lunch option bowls. We also

Photo courtesy of Shriya Gupta and Purva Gupta

have salads, and plates with large portion meals to get you throughout the day. We have breakfast bowls like peanut butter chocolate chia, which is the new favorite.

We have energy bowls like the mango tapioca pudding, which is one of our bestsellers too. We also have jerk chicken with mango salsa, a pesto pasta, and in our salads, the Greek salad is our bestseller.

Shriya Gupta: We also have a bunch of gluten-free options, like our spicy tofu with Japchae and kimchi. A lot of customers these days prefer gluten-free options.

Which locations are Daily Blends vending machines currently available?

women reached out to us through our social media channels, like LinkedIn and Instagram. They have been cheering us on and supporting us along the way, we are very glad to have that solid support.

We are true believers that women can excel in any field, let alone technology.

Through Daily Blends, social media and communication channels, we strive to build an inclusive and thriving community of people who believe that healthy food can be made accessible to everyone out there.

What would you say has been your biggest success story so far since inception?

Shriya Gupta: We are spread all over GTA, we have over 10 plus locations spread across transit stations, hospitals, universities, and offices. Right from Union Station and downtown, to Highway 407, to the Brimley Go Station, and Kipling. We are getting another hundred locations. In the coming few months, you'll be seeing these fridges everywhere.

Purva Gupta: We immigrated to Canada in the middle of COVID. In a very short period of time, we made solid partnerships with some of the biggest organizations in the world. We were able to address and readily make fresh, healthy food available, where it was not as accessible. Making this available through the technology that we are creating, and solving a real-world challenge is the biggest success for us.

How do you maintain profit while dealing with the costs associated with scaling up?

Shriya Gupta: Just to add in the fact that our technology is actually moving the needle, it’s one of the biggest successes.

Shriya Gupta: Our AI solution is solving a real-world need. That's why we have strong interest from investors, and that's how we were able to raise $2 million from our investors. We have been getting a lot of interest from investors, and that will further help us fund the company.

What other innovative ideas are in the pipeline for you both? What should we be on the lookout for from both of you?

As young women of colour, setting up a huge venture especially in the tech space, how has that positively impacted your circle of community?

Purva Gupta: We are strong supporters of women in technology. Many young

Shriya Gupta: What is coming up is a lot of growth, and that's the exciting bit. The team at Daily Blends is one of the most experienced teams in AI, and that is the core building block that has helped us work towards this vision to use technology to solve a problem.

Purva Gupta: We are daily striving to provide healthy, fresh food and make it accessible to a larger audience out there.

All our efforts are towards that. // Fall 2023

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INDONESIAN IRON AND STEEL PRODUCTS ARE SUITABLE FOR CANADIAN CLIMATES

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.,

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tech & innovation

DISCOVER 9 TECHNOLOGIES TRANSFORMING BUSINESS

by Sean Plummer

D

o you have a job? Then you likely see technology transforming your workplace daily. Maybe your work has an AI chatbot to deal with common customer questions. Or your company’s invoicing has been automated. Or your factory is using 8.35 per cent less energy each month thanks to IoT-related upgrades.

Technology— that broad, generic term — is driving most business innovations today and tomorrow. Here, we introduce nine technologies impacting a broad spectrum of businesses around the world, including retail, real estate, manufacturing, medicine, and media.

They are: 1.

2.

3.

4.

5.

6.

7.

8.

9.

5G Virtual and Augmented Reality (VR/AR) Robotic Process Automation (RPA) Blockchain Internet of Things (IoT) Artificial Intelligence (AI) Big Data Analytics Cloud Computing Quantum Computing

Some are widespread and interconnected; 5G, for instance, allows for the deployment of IoT and AI at scale. Others, like blockchain, hold great promise, but have yet to be widely accepted. But we can expect them all to become engines driving the world’s economies for the next few decades.

5G Technology This upgrade in wireless technology from 4GLTE has allowed for the faster and more reliable interconnection of Internetenabled devices. The result has been faster download speeds and improved data transfer which, in turn, has led to businesses being able to provide services in less time and to increase their productivity. 5G also made working from home that much easier, which came in handy when COVID-19 throttled the global economy. Expect 5G to play a crucial role in the development of so-called “smart” cities and self-driving vehicles... at least until 6G rolls around in 2030.

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Virtual and Augmented Reality (VR/AR)

Artificial Intelligence (AI)

It’s ridiculed on TV comedies like Bob’s Burgers, but virtual reality (VR) has become seriously useful. Tourism companies use VR headsets to let potential tourists view a destination prior to booking. Similarly, real estate agencies started using 3D VR glasses during the pandemic to allow homeowners to view a property in the design stage; in this way, changes can be made prior to striking ground.

Whether or not you think it’s dangerous, artificial intelligence (AI) is changing much of the business sector at a rapid pace.

AI analyzes existing data to simulate human behaviours and responses. And while many customers disdain AI chatbots, many have no qualms about using the ProfilePic app to generate a Facebook avatar or ChatGPT to write a homework assignment.

The latter has already revolutionized digital marketing since its release in late 2022, with many companies using ChatGPT to create content like website blogs. Cheerleaders of the technology see it as a supporting tool that lets businesses further automate tasks and make data-driven decisions based on the fast processing of huge swaths of data.

AR (augmented reality) refers to information that is digitally overlaid over the existing world via AR headsets or apps. IKEA customers, for instance, use it to see what their furniture will look like in their home prior to purchase. It has also been used by surgeons to see helpful information about their patient and the procedure they are performing.

Robotic Process Automation (RPA) The Jetsons promised a future where we would work two days a week. While that has yet to pass, Robotic Process Automation (RPA) has taken some repetitive tasks out of the hands of humans. RPA refers to software robots using rule-based processes to do things like perform data entry, process invoices, and automate chatbot technology. The theoretical result is leaving (human) employees free to focus on higher-value work.

Blockchain Will blockchain actually transform the way transactions get done? Its many supporters are certain it will, despite the many controversies attached to its primary proponent: cryptocurrency. Still, the potential of blockchain – which, at its heart, is a decentralized digital ledger that securely records transactions – is immense. Because data on it cannot be changed, it could eliminate many forms of fraud. In any case, established companies like IBM are using blockchain solutions in a number of ventures, including food distribution and shipping. It is also being used by telecoms, transport, and logistics firms, retailers, healthcare providers, and media companies.

Big Data Analytics Just to clarify, when we talk about “big” data, we’re not just talking about terabytes but zettabytes. (One zettabyte is equivalent to 1021 bytes!) The development of this tech lets businesses glean new insights from analyzing these huge tracts of both structured and unstructured data. (Sources of data include sensors, IoT devices, video, logs, transactional applications, and social media.) The results include identifying trends and uncovering hidden patterns that can drive innovation and improve operational efficiencies. For instance, HR departments can employ these analytics to find the best candidate for a job and retain employers longer.

Cloud Computing Perhaps not surprisingly, effective Big Data Analytics is reliant upon cloud computing, as it provides the delivery speed, IT efficiency, and scalability it requires. Cloud computing refers to storing, processing, and accessing data stored online via third-party servers, rather than doing so on a company’s own proprietary servers. This allows businesses to more efficiently scale their processing power and save money as a result.

Cloud computing also allows employees and collaborators around the world to access data or applications on any device with an internet connection from anywhere to work together seamlessly.

Internet of Things (IoT)

Quantum Computing

Yes, it’s an odd phrase, but the Internet of Things (IoT) is being leveraged by industries like healthcare, energy, and manufacturing to drive innovation, enhance customer experience, and optimize operations. IoT basically refers to Internet-connected devices and sensors that can exchange information with each other. This concept is helping businesses prepare for automation by facilitating communication between devices. In IoT, the health of machines can be tracked by these sensors. This leads to less equipment downtime and significant energy savings, which facilitates sustainability on an industrial scale.

Looking further into the future, quantum computing does not exist yet in any way that is profitable to business. But when this cutting-edge technology does become commercially available, expect to see it revolutionize business and everyday life in ways we have not even considered yet.

Quantum computing essentially refers to taking two-dimensional (or “classical”) computing and ramping it up into new dimensions. The results of this exponentially increased computing power could include the development of new commercial products, enhanced security protocols and, on a more important scale, new drugs and sources of energy.

Adopting new technology into your business’s everyday operations is not always easy. But the tech outlined here is driving innovation, optimizing operations, upgrading the consumer experience, and creating new opportunities. Mastering these digital tools also means staying competitive in a business world where every advantage counts. //

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IS FACIAL RECOGNITION TECHNOLOGY BECOMING THE NEW NORM?

by David Messiha

F

acial recognition is a technology that is taking the world by storm. Facial recognition is ubiquitous, from unlocking phones to clearing customs and scanning people entering stores and entertainment venues, it’s everywhere. While the technology might seem convenient in identifying and measuring facial features to prevent fraud and identity theft, it comes with a growing list of concerns.

Where Is It Used?

In many airports, customs officials are using facial recognition to screen passengers. In some airports, the technology is used to identify suspects by searching through a database of images.

Facial recognition is also on our phones; iPhone face ID, for example, can be used to unlock your phone or iPad and even allow you to make a purchase. Apple has continued to expand its face ID technology to its other devices. By transitioning to face ID, Apple is ending most of its devices’ home buttons and fingerprint functions.

When entering entertainment venues, facial recognition technology is being used to bolster security and identify those entering arenas. The technology uses cameras to capture images of people, and then uses an algorithm-based database of photos to identify potential security threats.

Some schools in the United States are also considering adopting the technology for safety reasons. Schools can use it to monitor who is on their property. However, opponents argue that the technology infringes on privacy and accuracy, especially regarding children. Others believe that the prevalence of face ID violates constitutional rights and is subject to manipulation and bias.

In countries like the United States, where technology is becoming increasingly popular, many believe that the government must limit and restrict the use of face ID and the scope in which it is developed. Many fear that the prevalence of facial recognition technology is giving rise to a Chinese-style surveillance system.

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Is Facial Recognition Technology Biased?

Facial recognition technology has its faults; in the United States, for example, the system is causing debate across law enforcement. People are concerned that facial recognition systems are biased because their results are less accurate in other demographics.

Studies have shown that facial recognition systems have been used by the police for more than two decades in the US. Yet, they work well only on Caucasian men, partly because of the lack of diversity of the images in the underlying databases.

Because of this, corporations like Amazon, Microsoft, and IBM paused their facial recognition offerings for law enforcement in the United States.

Given the rise of face ID technology, researchers have developed an online tool called Exposing AI. It allows people to sift through millions of images collected from online sources and surveillance cameras. The tool matches images from Flickr, an online photo sharing service that offers a window into the vast amount of data and images. The online tool made people admit that some of their most private moments could have been jeopardized.

Other companies like Clearview, for example, have introduced a downloadable app that gets images from social media networks like Facebook, YouTube, Venmo, and millions of other websites to create a repository of images that law enforcement officials and government agencies can use. The app is not publicly available and is only used by law enforcement officers.

Is Banning Facial Recognition the Answer?

Rising concerns over privacy and security caused many to question the use of facial recognition technology and even consider banning it. Although these efforts might be well intentioned, there are better ways to address modern surveillance than banning facial recognition.

In the technologically advanced world we live in, a wide range of other methods can be used to identify people. Cameras are good at reading fingerprints and iris patterns meters away.

Still, even without them, we can always be identified by our smartphones, which broadcast unique numbers, also known as MAC addresses. Other things that can quickly identify us include the license plates on our cars, phone numbers, and credit cards. Browsing and online purchasing data can also be collected.

A ban on facial recognition will not make any difference in a world with many surveillance techniques. The issue at stake is that we are being identified with or without our knowledge or consent, and that needs to be addressed effectively in our societies. It doesn’t matter which technology is used; the point is that we can be consistently identified over time in several ways.

In Europe, for example, there are data protection rules about how people’s data is collected, combined, and processed.

Facial recognition is only receiving the brunt of the tech backlash because of its pervasive use.

The future of facial ID technology remains unknown because it tends to deliver false matches for ethnically diverse communities amid growing concerns over the appropriate use of its images among law enforcement officials. How our society chooses to address these concerns is in question. It will require a mixture of policy tweaks and adjusting people’s habits, but for the time being, this technology isn’t going anywhere for a long time. //

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AMBER MAC

Elevating Excellence In Her League Amber Mac is an accomplished tech expert, author, speaker, TV host, and the president of her thriving enterprise, AmberMac Media. With a career that took root during the dot-com boom, she has consistently pushed boundaries and her expertise in the field.

Her knowledge and insights have caught the attention of major media outlets such as CBS, CNN, Bloomberg TV, and Fast Company magazine, who have sought her expertise to provide fresh perspectives on the evolving tech landscape.

by Jen Williams You've witnessed the growth of the tech industry since the dot-com boom. How did learning and growing up in that environment shape you?

During the dot-com boom in the late 1990s, startups were much riskier regarding overspending. I worked at one startup that raised over $20 million and spent most of it within a few years without significant revenue.

Also, there were more entry barriers to starting a business during that first bubble. Today, it's easier than ever to launch a company thanks to plenty of third-party tools (whether it's Freshbooks for invoicing or Squarespace for website design) and more opportunities for seed funding. If you want to start a business in your basement, it's doable.

The experiences have helped to shape my perspective. The financial recklessness of that era has instilled in me a cautious approach to resource allocation, emphasizing sustainable growth. Moreover, the contrast between the earlier entry barriers and today's democratized entrepreneurship has driven home the significance of adaptability and seizing the myriad tools at our disposal.

As a child, you attended school in a two-room country schoolhouse. What was learning like in that environment?

As a child growing up in rural Prince Edward Island, I had a unique experience that shaped who I am today. While I've had incredible professional experiences, such as writing two bestselling books, working with top technology companies, and interviewing Canadian Prime Minister Justin Trudeau this past May, I always remember my humble roots. From a learning perspective, I always knew I would have to work harder if I was going to succeed on a global scale; after all, I had no built-in network, being from the rural area of the country's smallest province.

As the child of entrepreneurs, I worked in the family business at the ripe age of 8. While 48

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Photo courtesy of Amber Mac

my parents ran a property management company during that time, my brother and I often cleaned up garbage in parking lots my mom and dad oversaw before heading to school in the morning. I believe that this early work ethic has helped me grow my business and my brand.

Did you always have an entrepreneurial spirit?

Indeed, an entrepreneurial drive has been a constant thread in my journey. Balancing roles, like my early morning gig at a San Francisco radio station before my technology startup day shift, exemplified my hunger for success.

In my early 20s, I leveraged my willingness to outwork my peers to forge ahead. Today, embracing the digital economy's demands is effortless – TV takes a backseat, and I don’t drink alcohol. My devotion extends to my family and business operations.

Furthermore, my entrepreneurial journey has been a continuous learning experience, teaching me to adapt, innovate, and seize opportunities in an ever-evolving landscape.

My many challenges have only fueled my determination to craft impactful solutions and make a lasting mark.

During your career, have you observed any changes in how women in techrelated industries are perceived and treated?

I give my mother and her generation credit for being one of the first to raise families and go to work outside the home. Over the past couple of decades, I've seen plenty of positive changes in the tech industry regarding the treatment of women. A famous saying, "If You Can See It, You Can Be It," applies perfectly to women in tech. While there are more of us, we must continue spotlighting these women at work.

Compared to the past, today's landscape

offers more platforms to share women's stories and successes. But true transformation arises when women's achievements become more essential threads of the tech narrative.

What are some entrepreneurs' best strategies to grow their businesses and keep their clients interested?

Today's entrepreneurs must constantly adapt to new digital tools and technologies.

Consider a recent trend like artificial intelligence; all business owners should be working hard to figure out how AI can help make their companies more productive.

Whether introducing a chatbot for customer service or learning how an AI-driven sales tool can maximize opportunities, staying relevant is essential.

Fostering solid online communities and engaging through social media platforms can also build a loyal customer base. Regularly analyzing market trends and customer feedback ensures a tailored approach, while collaborations with complementary businesses can expand reach. Have a blend of innovation and customer-centricity paves the way for sustainable growth and enduring client interest.

Are any lessons you learned in San Francisco during the dot-com boom that are still relevant today?

I My experiences during that vibrant period still resonate deeply. My initial role at Razorfish in San Francisco taught me the power of quiet observation and active listening. Today's frenetic environment often drowns out meaningful dialogue with constant noise and people shouting at each other, whether online or offline. Amid this, stepping back, embracing another's viewpoint, and genuinely understanding and listening before responding remains pivotal.

In an era of noise, genuine growth springs from the wisdom of attentive concentration. //

tech & innovation

EMMA TODD Cryptocurrency is the 21st Century Version of Gold Emma Todd (aka, the Crypto-Queen) – CEO of MMH Technology Group. MMH deals with data systems, consulting, communications, and events for technology groups. Emma is a member of Canadian Blockchain Consortium (CBC). She is a skilled speaker and has participated in talks alongside notable speakers such as Al Gore and Edward Snowden. Emma’s knowledge has been utilized to aid Ottawa’s parliament, United Nations (UN), and to further assist major banking industries such as JP Morgan Chase, Bank of America, and HSBC. Emma is an inspiring professional.

Here is what she had to say on a hot day in Southern Ontario.

Photo courtesy of Emma Todd

by Jason Waddle What is your educational background, and how important is it for companies to have a diverse team?

As far as my education, I have always been a reader. I love reading. I have studied at the University of Toronto, and I did my Master’s Degree from the University of Liverpool. I am hoping to do my doctorate at some point in the future. Well, a diverse team is crucial.

When companies do not have a diverse team, it can cost financially and socially. I will not get into details; however, mistakes can and do occur. It is easy for companies to overlook particularities when their team lacks diversity– inclusiveness. My team has a diverse background – this allows for seeing things in a multifactorial way.

This can help avoid errors.

What is Cryptocurrency, blockchain, and how was MMH formed?

Cryptocurrency is digital money. It is the 21st century version of gold.

The underlying technology is mostly blockchain. Blockchain can fix a lot of issues and does. People like blockchain because it is really secure, and it is nearly unhackable.

It is private and things are traceable –a digital footprint is a digital footprint (Traceable). I had been in banking for fifteen years. I felt a real need for a new challenge.

It happened that I attended a conference and fell in love with crypto: I was hooked.

It was my vision to start my own company.

I knew strategy, marketing, and combined it with crypto. This was the formation of MMH.

When did your passion for business and personal growth begin?

always comes up in my job. Be open to continuous learning.

I have always been interested in business, marketing, and strategy. It is why I enjoyed working in the banking industry for as long as I did. It is important to “love” your job– not just like it. When you are having an awful day, you can at least say to yourself you are having a bad day– but at least you are doing what you love.

Is MMH a trendsetter and what are your future aspirations for this company?

If a person finds themself unhappy with what they are doing, then it might be time to do something else. People’s jobs influence a lot of their personal happiness.

Do something that makes you happy – even if you are making less money, that is fine – you will find a way to make more money eventually – but at least you will be happy. Happiness is important.

What advice do you have for those interested in blockchain and cryptocurrency?

Do your research; do your homework.

Learn and read up on things. This is not a get-rich-quick method. This type of business can be transformative, but it is not for everybody, and it is not for all industries.

The people involved are highly intelligent.

This business requires you to have a thick skin. For example, the government is not your friend.

If you get too well known, for instance, the government may try to knock you off a pedestal. Have a good lawyer.

Learn every day–I learn something new in this business daily. Something new

I am not sure if my company is a trendsetter. I am living it, so it is hard for me to say. I love what I do. Many of the people involved in this business are good people. My aspirations…[Contemplates].

It is tough to say. I started this company the way I would normally tell people not to start up a new company.

When you start a new company, you should start it with the mindset of selling it. However, I really enjoy my business and have no current intentions of selling it.

My aspiration is to do well in mining and dabble in artificial intelligence (AI). I want to live a life knowing I am doing the best for everyone I can. I want to enjoy life.

How can people learn to get smarter with their money?

Someone needs to start up a course on financial literacy, which includes regular money as well as crypto. This would need to encompass traditional forms of money and new forms of digital money. People need to understand what is happening (education).

Then people can be better equipped to avoid the scams. It is important to learn to continue to learn. Lifelong learning.

As I mentioned. Stay positive. //

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policies

IMPACT OF DIGITALIZATION ON THE LABOUR MARKET

by Jericho Tadeo

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he First Digital Revolution began in the 1940s, when the world initially saw a shift from analogue technologies of the Industrial Revolution towards digital electronics. In less than a century, with exponential advancement in computer and communication technologies and the invention and proliferation of the Internet, humans have lived through three more Digital Revolutions that saw the invention of home computers, the World Wide Web, and, more currently, forays into the digital space.

Alongside this technological growth, societies have adapted in a plethora of ways, from changes in socio-economic infrastructures to the establishment of new policies. Indeed, whether it’s fire in the days of Homo erectus, the wheel in the 4th Millennium BC, or the factory system of manufacturing in the 18th Century, humans (and early human species) have continuously demonstrated the ability to change with the times.

Within the last decade, the rise in artificial intelligence, virtual reality technologies, and advanced robotics, among other digital innovations, have ushered in what experts are calling the Fourth Digital Revolution. As such, now is an integral time in which we must, yet again, adapt, especially when it comes to the labour market.

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How the Digital Is Changing the Work Force It’s no secret that with the advancement in technology comes the elimination of certain jobs. From switchboard operators to factory and warehouse workers to retail cashiers to even travel agents, computer technology — or, more correctly, automation — has effectively replaced human workers across a multitude of industries.

A means of increasing efficiency and productivity, computers have helped improve company performance, essentially allowing them to re-focus human labour towards more valuable tasks.

At the same time that some jobs are lost, however, there has been the creation of new ones, like computer specialists and programmers, social media managers, developers, and content creators. In fact, for every job lost to technology, there seem to be two more created by it. As ubiquitous as digital technology and media are — and will only continue to be — one of the biggest issues humans faces now is adapting to its impact on the labour market.

How the Labour Market Needs to Change with the Digital Age With the creation of new jobs within the digital space, there are naturally new sets of skills required to perform them.

In fact, in the digital industry, there are five key skills that companies now look for: data analysis, cybersecurity, programming, automation, and digital business and sales skills.

What this essentially means is that, as the world shifts towards a more digitallyoriented labour market, there is a definitive revision of core skills needed to not only enter the workforce, but to maintain one’s position within it as well. The precarious part, here, is that

this shift affects everyone differently.

For older employees — or for those already in the work force — learning the core skills needed for an increasingly digital labour market becomes a matter of re-education. More importantly, re-skilling should also take into consideration the strategy of up-skilling so that any employee’s entire career span sees continual opportunities for growth and promotion.

Likewise, for younger employees — or those who have yet to enter the work force — educational programs will need to now include training to better equip them for the digital world.

Wherever one falls on this spectrum, what’s ultimately paramount is an investment from policymakers, governments, educational institutions, and even companies to support individuals across skill development and, in many cases, career transitions.

A Human-Centric Plan into an Unknown Digital World For better or worse, the COVID-19 pandemic has irrevocably changed many people’s relationships with their careers. When combined with other factors like record-high inflation, insurmountable student debt, a steep housing market, socio-economic inequities, and a disproportionate living wage compared to the actual cost of living, vast populations of workers — particularly the younger ones — are reshaping the way they think about and mobilize their careers.

Foremost, the last few, pandemic-laden years has, literally and figuratively, isolated many people from the lives they were living before. Whether it’s being laid off from careers they poured countless hours into, and thus being coerced into starting anew, or discovering better work/life balance, the “hustle,” as they say, has morphed from solely company-focused goals to

include more personal ones. This isn’t to say employee loyalty is in decline, but rather workers are looking for a more holistic experience in their nine-to-five.

And that’s if they even have a nine-tofive at all. Indeed, as global industries progress in their digitalization, there has been a significant move towards more service-oriented and contract-based (and therefore less permanent) work.

This flexibility has allowed workers to achieve a better work/life balance, but, in many cases, has effectively precluded them from reaping the typical benefits of full-time employment.

Gone are the days when Henry Ford’s 40hour work week was the gold standard for companies and their employees.

Now, folks want to be able to not only believe in the work they do, and that they’re making a difference — that they matter and are essential — but they also want to be able to be present for themselves and their loved ones when they’re off the clock.

When you consider that automation has replaced human labourers in many industries across the globe, it’s more important than ever that companies implement a human-focused plan as they forge through an increasingly digital world. The last thing an employee wants is to feel disposable, so the last thing a company should want is to lose their employees’ faith and dedication.

Humans, after all, are the ones who ushered in this new era. Critical thinkers, hard-working creatives, ingenious problem-solvers — all humans who strived to engineer the computers and programs that have benefited the companies who now use them.

It goes without saying, then, that humans must be at the forefront of this change, but they can only do that if they are supported — more correctly, empowered — by the companies and leaders in charge. //

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CANADA’S CARBON PRICING POLICY IN ACTION

by Helen Jacob

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round the globe, we are experiencing the consequences of climate change. Pricing carbon pollution is recognized as one of the most effective ways to reduce greenhouse gas emissions that cause climate change, according to Environment and Climate Change Canada. Carbon pricing is a tax or fee that is placed on carbon-based fuels and industries that produce carbon emissions, such as gasoline for your car. The good news is most of the money from the federal price on pollution charged to fuel is returned to families through Climate Action Incentive payments.

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What is carbon pollution?

Carbon dioxide (CO2) is a greenhouse gas that is colourless, odourless and non-poisonous. It is formed by combustion of carbon — which is a key element in biology. It is used to make fuel and high-tech car parts, along with many other things.

When any object with carbon is burned, the carbon atoms combine with two oxygens to form Carbon dioxide (CO2).

CO² has always been a part of the earth — it keeps the planet warm. However, its content levels are reaching an excess in the atmosphere. Earth’s climate varied between 180 and 280 parts per million during the last million years. Since the 19th century, human activities (deforestation, land clearing, burning fossil fuels, etc.) have raised the carbon dioxide content by about 50 per cent in less than 200 years. As a result, it has become a huge factor in climate change.

Climate change is becoming very real for not only people in Canada, but for everyone all around the globe. Extreme weather events affect peoples’ safety, health and livelihoods.

In the event of a flood or wildfire caused by climate change, people are forced to repair and rebuild their homes and businesses. It also affects ocean acidity. The ocean absorbs extra CO2 and combines with the oxygen in the water, it forms carbonic acid. This, combined with higher temperatures are detrimental to coral reefs and other marine life.

provinces that opted to exercise the federal pricing system, the Government of Canada uses about 90 per cent of the proceeds to give families Climate Action Incentive payments that are returned through quarterly payments. Canadians can claim CAI payments when they file their annual federal taxes.

In most cases, families in Canada receive more money that they paid. Eight out of 10 households get more money back than they spend on pollution pricing according to Environment and Climate Change Canada — low-income families benefit the most. The remaining proceeds are used to help support small- and medium-sized businesses, famers and Indigenous communities.

Canadians can also avoid paying the carbon tax by making more environmentally friendly choices, such as purchasing the energy-efficient home appliance or car. For example, when the price of gasoline increases, people are more likely to carpool, take public transportation, or buy a more fuel-efficient car.

People who live in more rural areas may not have the same options, such as biking instead of driving. For this reason, the Government has applied another 10 per cent top-up to their Climate Action Incentive payment.

Low-Carbon Alternatives

How does Canada’s carbon pollution pricing system work?

The David Suzuki foundation advocates for and emphasizes the importance of putting a price on carbon pollution to help make the transition to cleaner, and better energy solutions.

Only half of Canada’s carbon emissions come from industrial sources. The other half comes from motor vehicles, buildings and landfills. Both the government and Canadians have to work together to move toward low-carbon alternatives that decrease emissions.

Every jurisdiction in Canada has a price on carbon pollution.

According to Environment and Climate Change Canada, the federal government set minimum national stringency standards to ensure that everyone is contributing to reducing greenhouse gas emissions.

Putting funding into renewable energy sources such as wind and solar energy reduces the need for fossil fuels, and is a less expensive solution in the long run. Choosing public transportation is another low-carbon alternative that reduces road congestion and relieves commuting stress.

Each province and territory can either design its own pricing system tailored to their needs, or choose the federal pricing system. The system has two parts: a regulatory charge (also known as the fuel charge) on fossil fuels such as gasoline and natural gas, and a performance-based system for industries.

This encourages companies to use cleaner energy and cut down on pollution.

Expanding low-carbon infrastructure and putting in more active transportation resources like bike lanes and sidewalks also helps to move away from carbon emissions. Consumer incentive programs spearheaded by the government can also help people switch to energy-saving options such as electric vehicles or home appliances.

There is a clear cost that we are paying for the changing climate. This is why the Government of Canada introduced a price on carbon pollution across Canada in 2019.

Climate Action Incentives The government has developed some courses of action to try and combat climate change. The Government of Canada implemented the pricing system in 2019, and also committed to direct all proceeds from the fees back to the jurisdiction of origin, so they can decide where to reinvest it. In the

There’s research that proves the carbon tax works. But also, it just makes sense: the more someone wants to pollute, the more they have to pay. Carbon pricing makes polluting more expensive and clean energy solutions more affordable.

The results solidify that this system is an extremely effective way to reduce the carbon pollution that is so damaging to climate change. //

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JORDAN SIMMONS Mentoring the Next Generation of Politicians Jordan Simmons knows politics is a worthwhile pursuit, but recognizes the scene isn’t perfect and can be intimidating to many potential great leaders, namely diverse candidates who can best understand the unique needs of minorities. That’s why he started Nominee, a learning and mentorship platform designed to eliminate barriers in the political sphere, and ease the process of succeeding in politics for underrepresented groups. The Edge had the honour of talking with Simmons about his mission for Nominee.

Photo courtesy of Jordan Simmons

by Luke Miles What was your inspiration for Nominee?

What happened that made you sit back and think, ’The political landscape needs to change. I should build a platform that could fix problems in politics’?

I feel strongly that we all have the power to make a difference in our communities and to stand up for what we believe in, and getting involved in politics and engaging in the political process is one of the best ways to do that. Yet, right now, only 30 per cent of Canada’s MPs are women, 15 per cent are people of colour, three per cent are Indigenous, and less than two per cent identify as 2SLGBTQ+.

This needs to change. Our elected officials need to reflect the diversity of the communities they serve, because better representation results in better public policy.

At the same time, our political climate is becoming more divisive, more polarized, and more partisan, which is making it harder and harder to encourage good people to run for office. This was what sparked us to start Nominee.

We want to break down these systemic barriers that prevent good people from running for office, particularly those from underrepresented and marginalized communities.

By providing comprehensive campaign training, one-on-one political mentorship, and a peer-to-peer network that aspiring candidates can turn to for support and advice, we can level the playing field.

We aim to empower and equip more people to run for office, to advocate for causes they believe in, and make a difference in their communities.

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What would you say makes Nominee different than other establishments designed to teach politics? In other words, what hope can Nominee offer that university and college political faculties might not be able to?

Nominee is unique in that it is designed to be affordable and accessible to as many people as possible. All of our resources and training is available online (you can think of us as a Skillshare or Masterclass, but for politics), so it’s easy for folks all around the world to access resources that otherwise might not be available to them locally.

We also employ a unique model in that we’re nonpartisan and we’re here to support people through every stage of their political careers – from deciding to run for office, to building a winning campaign, to serving effectively in office. Our content and training is produced by cutting-edge experts in political campaigning, public policy, and advocacy — and focuses on practical, action-oriented resources that people can put to use right away. That’s paired with a peer-to-peer network and oneon-one mentorship that really provides a 360-degree support system for our members that you can’t find anywhere else.

What changes do you expect to see in the world if you can knock down barriers in the political world and open doors to a wider variety of people? What excites you about politics?

I’m an optimist when it comes to the future of politics and am encouraged and excited by the work that is being done by so many amazing activists

and organizations all over the world to safeguard our democracy and revitalize civic engagement and political participation. We need to reimagine what political leadership needs to look like in the 21st century and build infrastructure that provides citizens with deliberative tools to participate in the policymaking process. That’s how we’ll open doors and shift the political culture to be more inclusive and representative of our communities.

Have you noticed any improvements in how politics operate since founding Nominee? Are you reaching your goals?

I think across the board, I have started to see a shift in the conversation — more people are recognizing the need to change the political culture and empower and encourage more people to run for office or get involved in politics. But there’s still so much more to be done. I hope that the work we do at Nominee will continue to encourage all of us to think about how we can make a difference in our communities and progress towards a brighter future.

Where do you see Nominee going in the future?

The political challenges we’re faced with in Canada and the U.S. are equally challenging in countries all over the world, so we very much see Nominee as a global platform. We’re aiming to enter the UK and EU in 2024, and will look at expanding to further countries in the future. At the same time, our focus is on expanding our content and training to build the most comprehensive learning platform for all things politics, public policy, governance and advocacy. //

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SAMINDER BHALESAR CSAWCC is a “One-Stop Shop” for Women In 2018, Sam Bhalesar was elected as the National Party Secretary of the Liberal Party of Canada. Although she’s a seasoned political veteran, the current cultural landscape made it apparent that women in her community were struggling, so she founded the Canadian South Asian Women’s Chamber of Commerce (CSAWCC). The Edge spoke to Bhalesar about the possibility of a brighter future.

Photo courtesy of Saminder Bhalesar

by Kenny Hedges Can you tell us about CSAWCC’s mission and how it’s been going?

During my election, I went to this picnic and there were a few women struggling with their businesses. They were struggling because, especially, males in the community were not supporting them. A lot of South Asian Women were struggling to find resources or ways to run their businesses or to get to that next level, they just don’t know how to get there.

We have a gap in the South Asian communities. Women don’t have a platform; they don’t have a place to go when they need these types of tools.

I’ve been in politics for 32 years now.

I’ve met thousands of people and I’ve even felt that struggle with gender and feminism.

It became clear to me that we need to do something where women can come — it’s a one-stop shop, and help them find those tools whether it’s grants and contributions, funding, resources, mentorship, a community where women can come together and help each other lift up.

So out of that came the CSAWCC. We quickly realized this was a thing that women had been thinking about, wanting, and needing. We have started getting recognition, not just in Canada but in other countries, so I’m very excited by this.

As a mother and caregiver for their mother, do you have fears regarding the Ford government’s healthcare reform and what it could mean for you

personally? More broadly, how do you feel it can affect diverse communities across the province?

Always. Everything that Ford does for healthcare, education, seniors — I fear all of it. There are two people who join politics: there’s those that do it for other reasons, and there’s those who do it for community and because they’ve experienced something; and I fall into that [latter] category. Healthcare — I know how hard it is to get through this system. I even once walked out of a hospital, and no one noticed I walked in.

I waited three years for my son to get an appointment at a children’s hospital to go to a two-minute appointment. With his reform, it’s going to hurt affordability.

I look at the system every day. Healthcare is not cheap. Many families can’t afford it. This is not fine! We need more nurses, we need to keep our doctors, we need to not close emergency rooms — things like that. There are other ways to do this than what Ford is doing.

We are seeing a rise in youth participation in politics. As someone who is running a youth advisory council, how can you best harness this resurgence in interest?

I have a large youth team and following.

I truly believe the best way to do this is to mentor, train, educate, bring them along with you; treat them as your peers, not like you’re superior. All of my team, I respect what they do. I can’t do what I do [without them]. The young people have a strong voice, they’re connected, they know social media. And we should be harnessing that because their maturity

level is far greater than we think. Let them do what they need to do in the world and guide them. That’s what they’re looking for.

When we educate our youth, they need to go out and get experience. Give them the programs for these experiences, mentor them so they can be part of your company. It’s not just voting, it’s business, it’s everything. Young people are connected and present. When we get them ready, we’re going to have better politicians, better businesspeople, and we’re going to be able to have a better community.

What does your ideal future for Canadians look like? Given your involvement in the CSAWCC, for women, more specifically?

The youth do not carry the same burdens that we had in different generations. They see everyone on the same platform, and they will always treat women on an equal platform because I see it — whether they’re women or LGBTQ or visible minorities, the world is changing.

On the youth platform, we’re already going there. CSAWCC was really important now because, for me, it’s important for women to see the future as bright. My world would be an inclusive, open world. //

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Big Screen HD TVs .

196 MCEWAN DR.E, BOLTON,ON L7E 4E5

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SHELLEY NIRO Award-winning Multidisciplinary Artist Shelley Niro's innovative work extends across various media, including photography, filmmaking, painting, sculpting, and beadwork. As a member of the Six Nations Reserve, Turtle Clan, and Bay of Quinte Mohawk, Niro's artistic endeavours challenge stereotypes and clichés surrounding Native communities, particularly Native women. Her contributions to the arts have garnered recognition, including the 2017 Scotiabank Photography Award and becoming a fellow of the National Museum of American History.

Photo courtesy of Shelley Niro

by Shirley Graham What inspired you to pursue a career in the creative arts?

I often wondered, "How can one not be drawn to the creative arts?" We are surrounded by exceptional artists who inspire us through films, music, and visual art. Although I grew up immersed in Indigenous art, with many individuals involved in creating drums, rattles, beadwork, carving, and painting, I consider myself a product of this vibrant artistic environment.

How did growing up on the Six Nations Reserve shape you as an artist and woman?

Growing up on the Six Nations Reserve allowed me to explore various materials and artistic outlets. Though not identified as formal teachers, numerous skilled individuals generously shared their expertise with anyone eager to learn.

These traditional skills often formed their livelihoods, making their preservation crucial. I am grateful for their determination to keep these skills alive and well.

Could you describe your journey toward becoming a working artist? Did your family environment play a role?

My path toward becoming an artist has been meandering, filled with twists and turns. For instance, I felt inadequate after taking drawing classes, constantly comparing myself to the likes of da Vinci.

Eventually, I realized that my perspective and motor skills were unique. Over time, I gained confidence in the skills I had honed throughout many years of practice.

as individuals who contribute little to the overall economic structure and rely solely on social services. However, this couldn't be further from the truth. Native people, like anyone else, pay taxes and actively contribute to society. Our culture is complex and multifaceted, incapable of being captured by a mere headline.

Your work heavily draws from the history of your people. Do you believe it is essential to look to the past to understand the future?

My work resonates with history and serves as a wellspring of inspiration, considering the frequent misrepresentation of my people, who others portrayed as monstrous warmongers. Limited exposure has hindered a proper understanding of our culture. As time passes, I find inspiration in the works of other artists, particularly when they delve into our rich history.

Throughout your career, you have received numerous awards. How significant is recognition for an artist like yourself?

The awards I have received are a true blessing. They provide the means to frame my work, acquire new equipment, and generally enable me to produce my art professionally. While recognition is gratifying, it propels me forward, allowing me to create my next exhibition or film. Each new work must surpass its predecessor, and sometimes the work is already judged before completion.

What message would you like people to understand about Native culture?

Your art encompasses both personal and political themes. Do you believe artists can avoid political overtones in their work nowadays?

Native people are frequently misrepresented in newspapers and films, often portrayed

I do not deliberately create political work solely for the sake of politics. Instead, I

believe it is a by-product of my search for meaning. It surprises me when my art assumes such political undertones, although I must admit that it often does.

Therefore, to answer your question, I cannot avoid political overtones unless I decide to paint flowers exclusively.

How do you balance expressing your individual experiences and representing the broader Indigenous experience?

Navigating the balance between personal and collective identity is an ongoing process. I strive to create art deeply rooted in my own experiences and emotions, while also acknowledging the shared experiences of Indigenous peoples. I must convey the universal aspects of the human experience while staying true to my cultural perspective.

By intertwining personal narratives with broader Indigenous themes and histories, I aim to create work that resonates with diverse audiences.

How do you envision the role of art in promoting understanding and reconciliation between Indigenous and non-Indigenous communities?

Art has an influential role to play in promoting understanding and reconciliation. It can serve as a bridge between Indigenous and non-Indigenous communities by challenging preconceived notions and fostering empathy.

Through my work, I strive to create a space for dialogue and reflection where different perspectives can come together. Art has the potential to break down barriers, heal wounds, and encourage meaningful conversations that contribute to a more inclusive and equitable society. //

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BRETT KISSEL A Rising Star in the Era of Streaming The streaming age has redefined what a superstar is, and Brett Kissel qualifies as a classic example. The three-time platinum, three-time JUNO award-winning artist is in the midst of his most ambitious project yet. The Compass Project, a four-part box set of albums, is expected to be released by the end of the year, with the South and East albums available now.

Kissel spoke to The Edge about success in the digital age.

Photo courtesy of Brett Kissel

by Kenny Hedges You’ve talked about how your acoustic album [East] is comprised of songs you would play in a more intimate setting. How did that influence the writing process?

The writing actually influenced the whole record. I had so many songs I was so proud of that were very acoustic — that was this beautiful marriage between lyric and melody. I was just in love with some of these songs. Your team is thinking about what's your next commercial success.

This was an entire album of the songs that I love that have fallen through the cracks because they never really fitted in a box. I realized I had enough songs that were outside of the box that you could create a box specifically for these songs. Every time I was inspired to write a song like this, I would. And I've just collected them over the last ten years.

Streaming, ticket giants like Ticketmaster, and the internet have changed the music industry. Has that made it more challenging to rise to the top?

There's no secret, I wish that there was. The reality is that with every great thing that has come, there's also an equal negative reaction. The Spotify/ Amazon/YouTube generation has been extraordinary in some ways. Thanks to the data that I've got and that my team can access, we know that we have fans in Chicago, and my agent can coldcall

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some of these festivals and say, “Hey, if we put on a show, do you think it would go over well?” Every time, it has. That is only thanks to the Spotify generation that knows no borders.

On the flip side, not a lot of people are taking deep dives for a full album.

Nobody is spending $20 on a CD. Because very few people do that, it's difficult to create a body of work. If you sell one album back in 1999 or 2001, and get a diamond record, everyone knows every song. You can actually create a real star in that situation. [But] I don't find it to be that negative. That's really cool for me to find pockets in the United States like Detroit and Dallas, and to know that these are really unique strong markets for me. I would have never known that.

What are the differences between American and Canadian country music?

I would say that 95 per cent of it is so similar; similar themes, similar topics, and similar conversations. It’s really centered around love or lost love, triumph, or tough times. Sometimes just having a good time on a Friday night! It's very difficult to not recycle old ideas. That five per cent I was talking about is the differences between American culture and Canadian culture — also my accent.

It's all about, “Hey everybody, won't you come on over here?” In America, it's like, “Y'all come here.” Americans pick it up. Everybody in America likes

to say it's a touchdown pass to win the game. Whereas I would rather say it's an overtime goal to win the game.

The Compass Project Album is an ambitious undertaking. What do you hope most fans will take away from it once it’s complete?

I think the weight that these songs carry and the diversity in which I come at each song and each particular record; how diverse it is underneath the allencompassing genre of country music — which has the most extraordinary umbrella of any genre. I hope if someone is listening to it, they can appreciate maybe what I'm capable of as a songwriter and a performer.

How much emphasis do you place on touring versus songwriting?

I pretty much never write while I'm on the road — which a lot of people do, but I am so busy, chasing my family. I really have to get in the zone. I'm always writing down ideas, and every now and then, a song idea will just hit me, and you've got to follow that inspiration because I've learned now that if you try to deny it, you will lose that song. I'll write 30 songs in 14 days because I'm so inspired.

I'm the most unique songwriter in that way and in terms of balance — there's no comparison or no competition: I love performing. //

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CASE STUDIES OF EXEMPLARY LEADERS

by Jennifer Williams

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iscover the inspiring stories of exemplary leaders who have significantly impacted society through their visionary leadership and unwavering commitment to driving change. These remarkable individuals have left a lasting legacy in their respective fields, transcending borders and industries. Explore their extraordinary journeys and gain valuable insights into the effective leadership practices and timeless principles that have guided their success.

Barack Obama, the 44th President of the United States, is known for his distinct leadership style characterized by charisma, inclusivity, collaboration, strategic thinking, and a deep commitment to service. His pragmatic strategy to problem-solving made him a notable figure in contemporary leadership, marked by his ability to inspire and connect with people through his influential and eloquent speeches.

He successfully used his oratory skills to articulate a compelling vision, motivate the masses, and foster a sense of hope and unity.

Furthermore, he emphasized inclusivity and diversity in his leadership approach, seeking to bring people from different backgrounds and perspectives together, promoting a sense

Justin Trudeau. His leadership as the Prime Minister of Canada marks his commitment to progressive policies. He has been a staunch advocate for addressing the urgent issue of climate change, implementing a national carbon pricing policy and prioritizing a transition towards a greener economy.

Additionally, Trudeau’s government has championed gender equality, promoting inclusivity in government and society by appointing a gender-balanced cabinet and taking steps to ensure diversity. His progressive stance on these issues has garnered attention both nationally and internationally.

In 2015, he made a compassionate pledge to welcome refugees into Canada regardless of

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of belonging and unity. His collaborative approach bridged political divides and opened dialogue, negotiation, and compromise to address complex challenges.

Obama’s calm and composed demeanour under pressure contributed to his capacity to make thorough decisions. His focus on service to others and empathy showcased his compassion towards those facing hardship and his commitment to addressing social and economic inequalities. He acknowledged the power of technology and applied it to engage with the public, fostering transparency and accessibility through digital platforms— Obama’s high level of intelligence garners broad recognition for its sharpness, depth, and sheer brilliance.

ethnicity or faith. This approach showcased Canada’s commitment to humanitarian values and demonstrated leadership in fostering an inclusive society. Trudeau’s emphasis on reconciliation with Indigenous peoples has been a core component of his leadership.

He has addressed historical injustices and invested in improving Indigenous education, healthcare, and infrastructure.

Throughout the COVID-19 pandemic, Trudeau demonstrated clear communication, transparent decision-making, unity, resilience, and trust. His strong leadership has primarily contributed to Canada’s economic growth and recovery.

leadership

Tonya Williams is an accomplished leader who has significantly contributed to the entertainment industry, particularly in Canada.

Williams is the founder and executive director of the Reelworld Film Festival and Reelworld Foundation. Her dedication to promoting diversity and inclusion in the media has profoundly impacted Canadian film and television.

Williams’ leadership and vision transformed the Reelworld Film Festival into a highly regarded event that celebrates diversity, fosters dialogue, and inspires future generations of filmmakers. Williams has created opportunities

for individuals to build a more inclusive and equitable entertainment industry in Canada.

The foundation provides mentorship, training, and resources to help artists navigate the industry and overcome barriers to entry.

She exemplifies her relentless commitment to amplifying marginalized voices and advocating diversity in film and television. Her unwavering dedication to creating a more inclusive industry has left an indelible mark, inspiring others to challenge the status quo and work towards a more equitable future in the entertainment world.

Angela Merkel, the former Chancellor of Germany, is widely regarded as one of the world’s most influential and respected leaders.

Strong analytical skills and a commitment to democratic values characterize her leadership style. Merkel’s leadership during crises, such as the Eurozone debt and refugee crises, demonstrated her steady and pragmatic approach. She sought consensus, built coalitions, found practical solutions, and emphasized the importance of unity and stability.

Her ability to navigate political landscapes and find common ground is a hallmark of her pragmatic leadership style. She balances competing interests, builds consensus, and compromises to achieve practical outcomes.

Her resilience and stability provide a sense of continuity during turbulent times. Merkel’s leadership is deeply committed to democratic values, human rights, and international cooperation. She advocates for multilateralism, global collaboration, and the European Union, fostering dialogue among nations.

Masai Ujiri plays a crucial leadership role in the basketball community in Canada.

Ujiri’s tenure as the President of the Toronto Raptors, a professional basketball team in the NBA, has been particularly noteworthy.

Before his time with the Raptors, Ujiri gained recognition as the General Manager of the Denver Nuggets, where he showcased his talent evaluation skills and helped elevate the team’s standing in the Western Conference.

ever for a Canadian franchise. Ujiri’s strategic decision-making and ability to assemble a championship-calibre roster were pivotal in the team’s achievements. His leadership illustrated a dogged pursuit of excellence and has garnered immense respect in the basketball community. Ujiri’s influence extends beyond the court.

Under his leadership, the team experienced unprecedented success, culminating in the historic 2019 NBA Championship, the first-

He is known for his commitment to social justice and community development through his foundation, Giants of Africa, making him an influential figure in Canada and globally.

These case studies and examples of good leadership highlight each leader’s unique characteristics and approaches that have positively impacted their organizations and communities. Through their leadership, these individuals have inspired others, driven innovation and growth, fostered inclusive and supportive cultures, and navigated through challenges with resilience and empathy. //

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CANADIAN ENTREPRENEURS EMPOWERING COMMUNITIES

by Peter Campbell

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the EDGE Fall 2023

here are about as many types of entrepreneurs as there are types of communities — and goals within each and every one of those aforementioned communities.

Canadian entrepreneurs, however, are showing they have the power and foresight to build and shape these communities.

A successful community, like a successful entrepreneur, doesn’t simply happen by accident. It takes hard work, attention to detail, and problem-solving skills — but perhaps the most important step: do your homework.

Whether your community be Indigenous, Women, Artistic, LGBTQ, BIPOC, Business, Financial, Legal, Marketing, Medical, Urban, Suburban, Rural, Foodie — or any combination of the above — the key component remains the same: do your due diligence.

Like most things, building a successful business and having your dreams come to fruition takes time.

With a strong economy and supportive government policies, Canada has become a hotspot for entrepreneurs. It makes perfect sense that so many people are choosing Canada as the place to start their business. Canadian entrepreneurs have made significant contributions to boosting the country’s economic growth through innovative products, services, and technologies. About 97 per cent of businesses in Canada are small-to-medium companies with up to 500 employees. These organizations are the backbone of Canada’s socioeconomic growth and development.

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Climb Every Mountain At the risk of sounding like some motivational poster, don’t look at obstacles (because they are sure to rear their inevitable heads) as roadblocks — look at them as challenges to be met and overcome.

Strategic insights from the 2022 Startup Canada Census – a national census distributed by Startup Canada’s network of 130,000 entrepreneurs and key stakeholders – provide a snapshot of key characteristics and trends within the Canadian entrepreneurship community.

Startup Canada supports and connects grassroots networks to fuel a culture and environment for entrepreneurship at the local and industry level by: • • •

Providing entrepreneurs with opportunities to connect with support, mentors, resources, and financing Rallying local entrepreneurship organizations to foster collaboration, information sharing, and opportunities Connecting with the national Startup Canada network to provide new partners, opportunities, and initiatives to local entrepreneurs and to grow exposure across Canada and around the world

Key points from the survey included:

Thanks to these quick-pivoting, and even quicker-thinking/ seeing individuals, we were able to weather the seemingly endless waves that the pandemic’s storm deluged us with.

Empower by GoDaddy — whose slogan is: “Equipping entrepreneurs, fulfilling lives”— is GoDaddy’s global community and philanthropic program. It equips entrepreneurs with training, tools, and peer networks to accelerate their journeys.

To date, GoDaddy has given close to a quarter of a billion dollars to non-profits and CDFIs around the globe.

GoDaddy states: “Together with our non-profit partners, we work to understand local communities and the small business landscape to identify gaps and develop customized, neighbourhood-based programs that meet every entrepreneur where they are on their journey.”

It Takes a Community When one thinks of Canada, entrepreneurship is not generally the first thought that comes to mind. However, this country has produced a sizable number of entrepreneurs who have not just managed a toehold, but have blossomed—making a name for themselves, not just in Canada, but also abroad.

Just a few of those names include:

The average respondent indicated that it took them over 530 hours to research and learn about different components of their business Nearly 70 per cent of respondents indicated that accessing government grants was their top-specific challenge Nearly 68 per cent indicated finding funding was an obstacle for their business Outside of funding, the top challenges noted by respondents were marketing (nearly 48 per cent) and sales (nearly 43 per cent)

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Kayla Isabelle, CEO of Startup Canada, wrote in their 2022 Census: “Startup Canada celebrated its 10-year anniversary of supporting entrepreneurs from coast to coast to coast.

A large aspect of this work is continuously monitoring and facilitating research on behalf of Canada’s 1.2 million startups and small businesses.”

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• • • •

Make Lemonade At the height of the pandemic, these Canadian entrepreneurs quickly pivoted their respective businesses to produce items that greatly helped a sudden and unexpected need.

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Audra Renyi, co-founder of Canmasq, helped create a transparent face mask, which allowed people with hearing disabilities to see facial expressions and to read lips Azadeh Dastmalchi, co-founder of VitalTracer, helped launch a medical-grade smartwatch that was not only capable of continuous measuring of all vital signs, it could also provide cardiac monitoring — which served as an early-stage COVID-19 prediction solution

Amid growing mental health concerns, platforms such as Snapclarity Health pivoted to provide specialized COVID-19 mental health resources to the entrepreneurial community

• • •

Jim Balsillie – entrepreneur, philanthropist, and former co-CEO of Research in Motion Mike Lazaridis – founder of BlackBerry Harrison and Wallace McCain – the brothers who cofounded McCain Foods Limited Samuel Bronfman – founder of Distillers Company Limited

Other notable Canadian entrepreneurs include: •

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Susan Niczowski – founder of the company Summer Fresh, which produces salads and dips Tonia Jahshan – a successful entrepreneur who established the company Steeped Tea Kevin O’Leary – a Canadian entrepreneur and successful businessman, O’Leary launched SoftKey software products (with no money, from his basement), and became a venture capitalist in 1999 when he sold the Learning Company for $4.2 billion; he is also a well-known investor on TV’s Shark Tank

Brass Ring / Build Your Empire Through entrepreneurship, you can ditch that traditional 9-5 job, be your own boss, AND strengthen your community.

For inspiration, look no further than the Canadian entrepreneurs mentioned above. Through careful planning and preparation, all of them have soared to lucrative business heights, even though they started from humble beginnings. Sure, taking risks and creating opportunities may not always guarantee immediate success, but both are integral ingredients in the recipe for entrepreneurial success.

And, like the man said, “You miss 100 per cent of the shots you don’t take.”//

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leadership

CHRIS SMITH Helping People Live Their Healthiest Lives With an extensive 27 years of experience in the fitness industry, Chris Smith started his career as a personal trainer, progressed to a club operator, and now serves as the CEO and President of Fitness World. His passion for helping people live healthy lives remains at the forefront of innovation.

Additionally, Chris reveals that the secret to a successful and happy life is the result of chasing your passion, not your pension.

Photo courtesy of Chris Smith

by Jackie Marson How do you foster innovation and growth within the industry?

What are you focusing on for your team as a leader right now?

Sometimes innovation is a hybrid approach. What if you took two things and mixed them together? You don't innovate anything without failing along the way.

At the center of all that is the customer.

Talk to the customer and understand what they're looking for. That's the approach.

How can we continue to help make fitness as accessible to as many people as possible? Because at the end of the day, we're trying to help as many people be healthy.

We talk to our team about three things.

One is nutrition. We want our team to take care and eat good. Two, we want them to exercise and move regularly.

And third, is prioritize their sleep. From there, we say, what are you doing for your hobbies and interests? How can we help you accomplish your life goals?

What are the benefits of maintaining an active lifestyle that have consistently withstood the test of time?

The research continues to evolve around cold therapy and different modalities.

Movement is the answer. Get up and move. We're inclined to get our dopamine hits by viewing social media versus understanding that innately as humans, we were created to move.

I'm an advocate for walking. If you say, I can't run, or I can't lift weights, you can walk. From there, go where your goals are. What are your hobbies and interests? Do you like hiking? Do you like playing disc golf? All of those are activities that you can do on your feet.

Most people know what's good and what's not. It's not to say never eat what's bad for you. It’s everything in moderation.

It's not a complicated formula as everyone wants to make it. It's simple. Eat decently and move.

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We bring speakers into the team, whether that be to give financial advice around how to invest, or real estate professionals to discuss buying a home.

All kinds of avenues help our team be better people. That's the kind of place people want to work. If you want to have a good company culture, take care of people and help serve their needs, in a fun, enthusiastic way.

You launched a new concept called Train by Fitness World. Can you tell us about this exciting new project?

A lot of people that I've watched over my career, at some point, are entrepreneurial and want to see if they can do this on their own and get their own studio, but making that leap is harder than they think.

In Vancouver, they’re charging personal trainers a ton of money to rent studio space. And I thought, we could create a studio space that's just as nice and create an opportunity for individuals to be entrepreneurial.

If my employees decide Fitness World's not for them anymore, and they want to go out and do their own thing, we

don't want to fight that. If that's where their career is at, and they're ready for that step in their personal journey, then we want to celebrate that. That's where the idea came from. A lot of people are like, wait, you want to help people leave your company?

Not that we want that, but if that's what they want, then we want to make it available, accessible, and safe. I've found that when people leave the fitness industry to do their own thing, most of them are not successful and leave the industry entirely.

And these are people that are really passionate about helping people. And for me, that's a tragedy. One out of four people are exercising right now in Canada. Three out of four don't. That's the crisis. We have to get more people exercising and moving.

That's what I'm fighting against. How can I make it easier to get more people moving? To me, that's retaining great people in the industry, helping the people that want to help people move, helping them be successful.

What is the best piece of advice you've received?

Chase your passion, not your pension.

Originally, I wanted to be a strength coach, but I was having so much fun as a personal trainer, and I was changing people's lives, and my clients were so happy that I was like — this is my happy place, and I'm really passionate about helping people. I'm happy I get up every day and I'm in fitness. //

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JOAN PIERRE On Creativity, Organization, and Design Joan Pierre’s enthusiasm is infectious. She also comes with over three decades of experience working in many different roles as an event planner, designer, consultant, project manager and board member of various organizations. As the CEO of Joan Pierre & Associates, her involvement with events and the arts — and her stellar reputation — enables Joan to provide insights on design, leadership, and going above and beyond. She kindly shared her wealth of knowledge with The Edge.

Photo courtesy of Shelley Niro

by Stephanie Hawkins What would you say are your design/ artistic inspirations? How much of your personal design input are you able to incorporate in projects while accommodating customer demands?

My first approach is to really listen to the client. I listen to what they’re trying to produce and get as much information as possible. Once all of their questions have been answered, I turn to producing and designing the event. The next time I get in touch with them, I would have the entire layout for the entrance, what happens on the inside, what the colours look like, as well as the décor. I sat on the board for the National Ballet School for nine years, and every year they host a huge gala.

I often start out as a board member and end up often doing events, which is what happened here. Every year, they choose a country and create an event around it.

I had asked if they had ever been to the Caribbean, but they said no, so it was an opportunity for the National Ballet to go Calypso! I created a fabulous event with food and costumes that they really enjoyed. Fortunately, there was also a significant budget available.

I believe that creating an event must start from the entrance and I get excited when I am able to use my design skills, gather the right companies, and pull the final product together. That’s my joy — making events happen.

Having had such a long-spanning, impressive career in event design, management and consultation, and having served as an associate professor at York University, how do you manage it all and what do you attribute your success to?

I’m a time management, detail-oriented person, and I do nothing without a plan.

To be successful in events, you have to consider everything — from the set up to the break down. It’s important to clearly communicate with your clients, so they know what’s happening at every step.

Over the last thirty or so years of doing this, people always ask me if I advertised or have a website. I always say no, as the majority of my work comes through referrals, and I really love that. I let my event sell itself, so that people remember it and can reach out. My father gave me advice when I was leaving Trinidad; he said, “Whatever you do, make sure you do it at 110 per cent. Never give only a 100 per cent. Give 110 per cent and it will come back to you.” That’s exactly what I live by. No matter the client or budget, I give it 110 per cent at every level.

What leadership skills would you say you have honed over the years that have helped you create a space for yourself in the industry?

With Caribana, having the role of executive director gave me the opportunity to master many skills. Many people were counting on me to look at the complete picture. Managing all different aspects of the festival, and understanding the media, was especially new for me as I’m usually behind the scenes. I was approached by our publicist as we were navigating everything, because I knew all the information and was a direct source for media news soundbites and interviews. It’s important to know all the figures and details, and I was able to share that whenever I was asked. It was a great experience for developing leadership skills as well, since a lot of people come to me for help. I’ve always

done a lot of mentoring. I have had university students (and others who have heard about the events I manage) reach out and ask if they can chat with me.

What advice would you give to any event design and management enthusiasts who wish to have an events management career, but are reluctant due to financial constraints or lack of experience?

The thing I always say is volunteer first to see if it’s something you want to get into. I think sometimes people assume events are easy, but you have to really be in it to see what it is and what’s required. There are key traits — you must be detail-orientated, organized, be able to multitask, and deliver under pressure.

I have a gift: a very good photographic memory. I can look at something and remember exactly what it looked like.

This has been very helpful, even when I attend other events, as I can see and remember things I liked and that worked well. By getting involved, you can also recognize what parts of events you don’t like as much. For me, I don’t like dealing with the money — I’m happy to get the sponsorships, to budget, create invoices, but I would rather hire someone to do the finances on my behalf. But really, volunteering is a great way to see all sides of the business and then determine what next steps are best for you. //

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