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Embracing Radical Transparency How The Co-Founder Of ByBlacks.com Camille Dundas Champions Authentic Allyship And Resilience To Drive Change Across Industries

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OVERVIEW 8

FROM THE EDITOR Tales of Courage

(photo courtesy of Jennifer M. Williams)

Glean insights on resilience and courage from individuals who embody these qualities in their purest forms. Uncover inspiring stories that remind us of the human capacity for greatness.

COVER STORY

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(photo courtesy of Javon Martin)

Camille Dundas How the co-founder of ByBlacks.com embraces radical transparency and champions authentic allyship and resilience.

LEADERSHIP How the Pandemic Changed What It Means to Lead The pandemic has redefined modern leadership dynamics, emphasizing empathy, flexibility, and resilience. Leaders now prioritize mental health and crisis management.

BUSINESS Strategies for Crisis Preparedness and Recovery Equip your organization with tools to build resilience.

Learn how to navigate through risk assessment and recovery planning and overcoming unexpected challenges.

ECONOMICS Why Small Businesses Are the Backbone of Today's Economy Discover how small businesses drive innovation, create jobs, fuel economic growth, sustain communities and their pivotal role in global economies.

START-UP The Impact of Customer Values to a Start-Up From personalized experiences to continuous feedback loops, learn how to build loyalty, and focus on delivering exceptional customer value.

TECH & INNOVATION Tips from the Tech Sector on Resilience Empower your business with cutting-edge automation and real-time data. Utilize AI solutions to drive the transformative impact of AI on supply chain agility.

BRANDING & MARKETING Using AI to Measure Your Marketing ROI Harness the power of AI to accurately measure and optimize your marketing ROI. Use advanced tools that analyze campaign performance and market trends.

POLICIES What is the ISO 22301 - and Does Your Business Need It? Learn what ISO 22301 entails in ensuring operational resilience.

Evaluate if this standard suits your business and implement best practices to minimize disruptions.

INFOGRAPHIC 10 Significant Shifts Facing Organizations Today Understand the trends reshaping the business landscape and how to adapt from digital transformation to remote work.

Explore strategies for staying ahead.

OVERVIEW 39

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WINNERS' CIRCLE

(photo courtesy of Melanie LaBelle)

Mélanie LaBelle: National Wheelchair Rugby Star Discover Mélanie LaBelle's inspiring journey, from overcoming adversity to achieving athletic excellence.

Celebrate her remarkable achievements and dedication.

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from the editor

Tales of Courage While crafting this message, I reflected on courage and the extraordinary feats of bravery exhibited by individuals who left a lasting mark on history long before the era of social media inundated us with instantaneous updates. These legendary figures represent the essence of courage in its purest form, reminding us of the human capacity for greatness.

In an age where courage often conflates with fleeting displays of bravado amplified by online platforms, it's essential to revisit the narratives of these pioneers who exemplified bravery without the need for validation or recognition. Their stories inspire us to confront our fears, stand resolute in adversity, and cultivate the courage that transcends the boundaries of time and technology.

Pursuing personal development and self-improvement unveils a profound truth: discomfort is a transformative force often overlooked or avoided. It serves as both an obstacle and a potent catalyst for growth, pushing us beyond boundaries, challenging beliefs, and propelling us toward our fullest potential. Embracing discomfort requires a fundamental shift in mindset, viewing it not as a deterrent, but as an opportunity for exploration and expansion.

Discomfort serves as a powerful indicator of areas ripe for growth and transformation. It signals that we have outgrown our current circumstances or ways of thinking and are ready to progress to the next level. Rather than shying away from discomfort, we can lean into it with curiosity and openness, seeing it as a teacher guiding us toward greater self-awareness and self-actualization.

In the face of discomfort, we confront a choice: retreat to the safety of familiar territory or courageously venture into the unknown. These moments of decision reveal our true character, demonstrating resilience, determination, and a willingness to grow. Each step outside our comfort zone strengthens our courage and enhances our willpower, making us better equipped to navigate future obstacles with grace and grit. We must be attentive and responsive to the inner signals of unrest that may arise unexpectedly.

Here are some actionable tips for staying courageous: Stay attuned to your thoughts and emotions, recognizing when fear or discomfort arises.

View setbacks as lessons and bounce back stronger from adversity.

Replace self-doubt with affirmations, reminding yourself of your capabilities.

Align yourself with individuals who are tenacious, bold, and defiant.

Think big and aim high, but refrain from indulging in selfgloating.

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"Courage is not about seeking out danger or making grand gestures; it's about showing up authentically, with integrity and compassion, even when it's hard."

Discomfort breeds creativity and innovation by compelling us to think outside the box and explore new possibilities. When pushed beyond usual boundaries, we tap into vision and resourcefulness to find solutions to challenges. Discomfort thus becomes a mechanism, driving us to break free from stagnant patterns and adopt novel problem-solving approaches.

Though the growth journey through discomfort demands struggles and setbacks, moments of doubt, fear, and uncertainty test our courage and forge resilience. Embracing discomfort as a necessary part of growth, we empower ourselves to transcend limitations and unlock potential.

Many activists courageously gather in public spaces to raise awareness and advocate for change, knowingly risking arrest, harassment, or violence. Despite challenges and uncertainties, they remain committed to justice and equality, inspiring solidarity and mobilizing others to join their cause, sparking conversations, and effecting positive change.

from the editor

Likewise, embracing discomfort nurtures wisdom, drawing parallels to the journeys of legendary figures who exercised remarkable wisdom in their lives. Consider the sagacity of Mahatma Gandhi, whose peaceful resistance against injustice inspired a nation.

Reflect on the wisdom of Nelson Mandela, who endured decades of imprisonment to pursue equality and reconciliation.

Contemplate the visionary intelligence of Martin Luther King Jr., whose unwavering belief in justice and nonviolence ignited social change.

Ponder the strategic insight of Sun Tzu, whose timeless warfare principles extend to navigating life's challenges.

And let us not overlook the great judgement of Eleanor Roosevelt, whose tireless advocacy for human rights and social justice reshaped the world's perception of women's roles and capabilities. These luminaries exemplify the transformative power of adversity and its impact on humanity's collective consciousness.

You don't have to be militant to become courageous; instead, courage often manifests quietly in the small yet significant choices we make every day. Courage is not about seeking out danger or making grand gestures; it's about showing up authentically, with integrity and compassion, even when it's hard.

In a world that often celebrates the sensational and the extreme, let us not forget the everyday heroes whose acts of courage may go unnoticed, but are no less influential in their impact on the world.

Amidst unpredictable economic terrains, many people often ask me, why do you bother producing a magazine?

My answer is always the same; "It's about storytelling and envisioning the future."

In essence, living courageously entails trusting in our abilities, believing in ourselves, and refusing to let fear dictate decisions or hold us back from pursuing passions and ambitions. Ultimately, it leads to realizing our authentic selves and opens the path to character-shaping with unwavering conviction.

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

Jennifer M Williams jennifer@theedgeleaders.com

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cover story

CAMILLE DUNDAS EMPOWERING AUTHENTIC ALLYSHIP

by Jennifer M. Williams Camille Dundas, co-founder and Editor-in-Chief of ByBlacks.com, the leading Black Canadian online magazine, has forged an extraordinary career. Despite intentionally failing half her classes in high school, Dundas has risen to be named one of the top 100 accomplished Black women in Canada. She has gone from seeking help from the Canadian government to consulting for it, and from having numerous job applications ignored to leading a recognized online magazine and working with global companies like Hootsuite.

Dundas attributes her success to vulnerability, storytelling, and a message of radical transparency.

By sharing personal stories about her career — including discovering she was part of a diversity workplace program and navigating microaggressions — she has focused on Canada’s unique position in diversity, equity, and inclusion (DEI).

Her public speaking and DEI consulting emphasize intersectionality, moving beyond traditional diversity categories to explore the complex interplay of various social identities. With a client list of Fortune 500 companies, Dundas is transforming workplace cultures and promoting effective allyship.

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Reflecting on the journey, can you share the inspiration and vision that led to the co-founding of ByBlacks.com?

The vision for ByBlacks.com originated with my husband, Roger, who worked in marketing and PR. He noticed a significant gap as he visited many Black businesses in the GTA. Many of these businesses needed help marketing themselves, whether due to a lack of resources, knowledge, or even an essential online presence. Roger envisioned creating a platform to help these businesses market themselves effectively. Initially, the idea was for a Black business directory to be a fully digital platform offering additional marketing support.

As we developed the business, we consulted a friend who was a web developer. He pointed out that we needed to give people a reason to return to the website. He suggested we tell the stories behind the businesses in the directory to attract visitors.

Despite early rejections, including a business grant where the administrator said our idea would fail because "Black people do not support each other," we persisted, demonstrating our resilience and determination in the face of adversity.

Today, we pay everyone who contributes to the website.

Our freelancer rate is close to mainstream media freelancer rates, even though our revenue is much smaller than theirs.

We have 17,000 unique visitors per month, and we've had some of the most influential Black Canadians contribute to the website, such as Marci Ien, Celina Caesar-Chavannes, and Jully Black, to name a few.

We have won two national ethnic media awards and a certificate of recognition from the Prime Minister. We have also expanded our content to cover a wide range of topics relevant to the Black community, developed partnerships with major media outlets, and launched initiatives like Black History 365, further cementing our role as a vital resource for Black Canadians.

This insight led to the evolution from a simple directory to a magazine format, leveraging my background in journalism.

Roger took on the role of publisher while I became the editor-in-chief. Over the past 11 years, these roles have been instrumental in our continued growth and success since our founding in 2013.

Considering the early days, what were the challenges faced when starting, and what strategies did you apply to mitigate them?

Most start-ups face structural and administrative challenges, but fortunately, Roger's background as an accountant helped fast-track our setup, as he had experience setting up businesses for others. Our primary challenge, like most new businesses, was financial. ByBlacks started as 100% bootstrapped; we have never sought outside investors.

We poured our money and sweat equity into this because we believed in it.

Having an ads-based revenue model, we had to quickly build an audience and convince advertisers to trust our new brand. We focused on producing high-quality content, leveraging my experience in mainstream media to maintain professional standards. Roger was very good at ensuring we collected data from our target audience to tailor our content to their interests and fill gaps in the market. Building strong relationships within the community and engaging with our audience through events and social media also helped us establish credibility and foster loyalty.

In what ways has ByBlacks.com evolved since its inception, and what are some of its significant achievements?

It's remarkable to see how far we've come. Roger and I wrote all the articles in the first couple of months. As we grew, we enlisted friends who were professionals, but not necessarily writers, as we couldn't afford to pay anyone.

Photos courtesy of Javon Martin

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cover story

While observing industry trends, what methods do you use to ensure ByBlacks.com remains relevant and provides value to its audience?

Instead of focusing on industry trends, we prioritize our specific audience's interests and feedback. For example, we discovered our audience's strong interest in Black Canadian history through our Black History 365 campaign, which featured daily stories about Black Canadian history for a year. This initiative resonated deeply with our audience and even helped some people recognize their relatives in archival photos. Our audience's interests and feedback shape our content and direction, ensuring we remain relevant and valuable.

diverse skills and dedication are the backbone of our continued success.

Each team member brings a unique perspective and expertise, whether in digital marketing, content creation, graphic design, or community engagement. This diversity allows us to approach challenges creatively and develop innovative solutions.

We are also very open-minded and approachable when considering new freelance writers. We have mentored many Black Canadian writers with deeply insightful opinions who may not have had the opportunity to publish their work.

We're always looking for fresh voices.

By what means have you leveraged social media to enhance the company's overall reach and influence?

Black Canadians do not get adequate representation in media; how has ByBlacks.com impacted their visibility?

Social media has been integral to our success, particularly Instagram, where we built a strong following and connected with our audience in real-time. However, building an audience on social media also makes you vulnerable because your content is at the mercy of the host.

ByBlacks.com has become the go-to platform for analysis and commentary on Black Canadian issues. Our stories often get picked up by mainstream media, amplifying their reach. For our writers, contributing to ByBlacks.com boosts their public profiles and opens collaboration opportunities.

For example, we have a monthly segment on Corus Radio on a show called Toronto This Weekend. Each month, a different ByBlacks writer talks about their article and the issues it highlights. In the past, we've had cross-publishing partnerships with the Huffington Post and the CBC.

For example, we were severely impacted by the Online News Act, which resulted in Meta choosing to block users in Canada from viewing any news accounts on Instagram and Facebook. We have 27,000 followers on Instagram, and now none of them can see our posts if they’re in Canada, unless they use a VPN. We've advocated against the Online News Act and continue to seek alternatives to maintain our reach. We have also increased our presence on other platforms like TikTok and LinkedIn, and focused on building a robust email newsletter to ensure we can communicate directly with our audience.

The current state of digital media is changing rapidly; what insights can you share about artificial intelligence (AI)'s role in the future of digital media platforms?

While AI is increasingly used to write articles on digital news platforms, we have not adopted this approach at ByBlacks.com. AI-generated content often lacks the soul and authenticity that we strive for.

Our mission is to empower and employ Black Canadian writers, and using AI to replace them contradicts our principles. However, AI can be helpful in data collection, analytics, insights, and research. By leveraging AI for these purposes, we can free up our writers to focus on creating more nuanced and impactful stories. This way, we maintain our commitment to authentic storytelling while embracing the benefits of technology.

How does the team behind ByBlacks.com, with their diverse skills, contribute to the platform's success?

Our incredible team is crucial to our success, and we cannot do what we do without them. Everyone's talents and innovations drive our growth and evolution — from customer service and sales to freelancer writers. Their

Our focus on underrepresented voices and stories ensures that a broader range of Black Canadian experiences and achievements are highlighted, thus creating a more inclusive media landscape and empowering our community.

Through these efforts, we significantly increase visibility and drive meaningful conversations and change, making Black Canadians feel more represented and empowered.

To what extent do you incorporate Diversity, Equity, and Inclusion (DEI) into your content and business practices?

I always remember that we are writing for the entire Black community, not just the parts that represent us personally.

And I think it's something we are good at in terms of remembering that Black people are not monolithic.

We must have a variety of stories that represent different intersections of Blackness, whether it's Black queer communities, Black disabled communities, Black rural communities, Francophone Black communities, and so on.

We actively seek out stories highlighting the richness and variety of the Black experience, aiming to educate, inspire, and foster a sense of belonging within our community.

In the context of leadership, what tangible steps can companies take to improve allyship in the workplace?

Effective allyship starts with self-interrogation and education.

Individuals and organizations must examine their biases and privileges before engaging in authentic allyship.

Avoiding performative gestures and focusing on genuine understanding and support are critical.

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cover story

One tangible step I always recommend is implementing a DEI and anti-racism education program across the organization to ensure everyone has a shared understanding and starting point. It's why I created Canada's first online micro-credential in Inclusive Communications: Foundations of Diversity, Equity and Inclusion In The Workplace. It's accredited by Dalhousie University and geared towards professionals who can take the course online at their own pace.

At what point during your career did you recognize you were a 'diversity hire,' and how did that realization affect you?

“I hold on tightly to moments of impact and change. When people tell me I've made them think differently or act more equitably, it reinforces the purpose of my work.”

During my first media job after university, I realized I was a 'diversity hire.' It was a devastating revelation, leading me to question my capabilities and worth. However, a mentor helped me see that the diversity hiring program might have been my foot in the door, but it wasn't the reason for my success.

This experience underscored the importance of transparency and support in diversity hiring programs. It also highlighted the need for organizations to adopt an inclusive environment where all employees feel valued for their contributions, not just their demographics. This lesson has profoundly influenced my approach to leadership and advocacy for equitable workplace practices.

As a Black woman and entrepreneur, how do you maintain motivation and resilience amidst ongoing adversities?

I hold on tightly to moments of impact and change. When people tell me I've made them think differently or act more equitably, it reinforces the purpose of my work. I surround myself with a supportive network of family, friends, and like-minded professionals who provide encouragement and perspective. Celebrating small victories and staying connected to our community also fuel my passion and resilience, reminding me of the positive difference we are making.

Are there any upcoming plans or projects for ByBlacks. com that excite you?

Absolutely. Our People's Choice Awards and ByBlacks Restaurant Week are always exciting. These initiatives connect us with new businesses, promote Black-owned businesses, and endorse community engagement. The People's Choice Awards open for nominations on October 1, 2024. ByBlacks Restaurant Week Fall Edition features special menus and discounts from Black-owned restaurants, caterers, and food trucks across Canada from November 18th to 24th, 2024. It's a fantastic opportunity to support and celebrate Black entrepreneurship.

How does ByBlacks integrate sustainability into its content and operations?

ByBlacks has always been a digital-first company. Every single one of our employees is remote. We joke that there are so many ByBlacks writers who we've never met

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in person. We've had to be intentional about creating at least one annual in-person meet-up to have actual face time with our writers. All of our employee onboarding is also digital; no one ever receives a piece of mail from us.

We're a small company, but we do what we can to minimize our environmental footprint.

Do you have a favourite quote that resonates with you? Could you share its meaning with you?

One of my favourite quotes is an African proverb: "Until the lion learns to write, every story will glorify the hunter."

When I hear that quote, I think about the fact that our ancestors were killed for learning to read and write. So, we are the lions. We have learned to write. So, we must use our pen, literally and figuratively, to write our stories, centre our experiences, and map out our futures. Carrying on the work of our ancestors is both a duty and a privilege.

It is the gift of legacy. //

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leadership

HOW TO STAY AHEAD AND KEEP TRACK OF YOUR COMPETITORS

by Sean Plummer

W

hen it comes to taking on the competitors within your market, the goal shouldn’t be just to do as well as them, but to stay far ahead. But what does ‘staying ahead’ mean to your company? Is it about building a better mousetrap? Or maybe it’s about selling more of your current mousetraps.

What are your competitors doing better? And what are you doing wrong?

No manager is going to kick off a staff meeting with a chant of, “We’re Number 2! We’re Number 2!” But acknowledging your competitors’ success by taking a serious look at what they are doing right (and what you are doing wrong) can be a productive way to bolster both your team’s sales and their morale.

There are a number of concrete ways to do this. You could start off by contacting some of your competition’s former employees through platforms like LinkedIn. As long as they aren’t muzzled by an NDA or non-compete agreements, they will likely be happy to have you pick their brain… for a fee. The insights they generate could provide the key that unlocks the secrets of their former employer’s success – and your own path to prosperity.

If you want to take on your competitors in terms of marketing, run analytics tests to see where their ad dollars are going. WhatRunsWhere and SEMrush are popular online tools that you can use to look at their best-performing display ads and where they are running online. It shouldn’t be hard for your SEO team to find out which keywords they are ranking for, and figure out which ones you should be bidding on in response.

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In either case, you’re going to want to study what they are doing right – in terms of their marketing, customer service, product development, and a dozen other metrics. Then you need to come up with strategies that will not only attract new customers, but make even your competition’s loyal patrons spend their money with you instead. Once you have an idea of why they are successful, you can better determine how to not just imitate their success, but to boost your own.

Studying their website’s sales funnel (in both PC and mobile views, of course) is another great way to glean lessons you can apply to your site. So-called ‘funnel hacking’ involves clicking on one of your competitor’s ads; examining the landing page you, um, land on; and seeing just how much easier it is to buy their products than your own.

You should then be able to apply your insights towards improving your own online customer journey and, eventually, stealing their customers away while building up your own consumer base.

Finally, ask your customers for their thoughts. Scary, I know. Everybody seems to have an opinion these days, so use surveys, social media, and even in-store interactions to ask what works about your company and, gulp, what doesn’t. You may find that people are all too happy to discuss your pain points!

So, how do you stay ahead?

This is the harder half of this challenge, because there is no guarantee that your hard work will pay off.

Start by figuring out what your company does well and lean into it.

(If you like business jargon, call that strength your USP, or unique sales proposition.) Perhaps your customer service is amazing. Maybe you’ve won Best Product polls on the website of your local newspaper. Differentiating your brand from your competitors, in these ways is great for getting future

customers to notice you, especially if you follow it up with media outreach and targeted ad spends in the cities or territories where you want to build your business.

Finally, let’s talk innovation. Has your team taken a good, hard look at the strengths and weaknesses of both you and your competitors? Innovating is always better than imitating, so assuming you have an R&D department, give them greater freedom (and a bigger budget) to experiment with product development. Remember: your R&D costs are an investment in your future. (They’re also probably tax deductible!) That includes researching what is going on technology-wise in your industry. Are you on the cutting edge of that tech? Why not? While it’s important to understand what your competitors are doing to be successful this quarter, it is equally important to think about positioning yourself as a market leader three quarters from now, and beyond.

Sticking to tried-and-true strategies within your industry – in terms of what you’re selling to your customers and how you’re selling it – may reap shortterm rewards, but is no guarantee of future success. Yes, it is important to understand what your competitors are doing (and why they’re succeeding), but staying a few steps ahead is the only way to guarantee that you won’t fall behind. //

leadership

HOW THE PANDEMIC CHANGED WHAT IT MEANS TO LEAD

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by Lauren Schwartz he COVID-19 pandemic will continue to be a common topic of discussion well into the future.

Considering the level of impact it has had already, as well as doctors predicting that it’ll be another 12 years before the pandemic is truly over, we really are only beginning to see the changes the world will experience as a result.

One of the major ways that the pandemic has impacted our lives, is in how we work. Pre-pandemic, most people worked nine to five, in person in an office, five days a week. But now, fully remote and hybrid remote work are becoming the norm. In addition, companies were forced

General Preliminary Findings Generally speaking, while these are still preliminary findings, a few trends have begun to emerge. Overall, many leaders used the pandemic as a way to re-think their leadership role, and many leaders were able to find success. For instance, when leaders showed understanding, compassion and empathy, employees felt safer about speaking up.

This also extends to leaders supporting employees’ health and wellness, which helped with employee motivation, engagement, and success at work. Interestingly, according to the Harvard Business Review, “female leaders were more effective than male leaders in displays of empathy and confidence, leading to better outcomes.” Additionally, there was an increase in charitable giving on behalf of many leaders during the height of the pandemic.

The Individual as a Whole Essentially, the pandemic highlighted the need to create a safe space for employees to bring their whole selves to work. What this means is, it’s no longer enough for employers to treat employees as another machine within their company. Employees are people, and expect to be treated as such. Their health and safety, as well as personal goals and motivations, are all important.

They have lives outside of work, and are increasingly demanding that employers become more aware of this fact. While remote and hybrid work has blended the lines between work and personal life a little bit, it has helped humanize everyone at all levels within a company.

Leading With Empathy If you do any research on this topic beyond reading this article, you’ll see the word “empathy” come up a lot. This is due to researchers and leaders alike seeing that the most successful leaders during the pandemic were the ones who lead with empathy.

to face the fragility within their operations and change how their company was run in order to stay in business. This means that not only have employees needed to adapt to a new working environment, but leaders have to as well.

Essentially, the pandemic was a catalyst for many things.

In addition to remote work, the pandemic introduced uncertainty, high levels of stress, forceful adaptation, and disruptions at all levels within a business. While research is still limited and somewhat ambiguous, it is important to understand how all of these changes have impacted leadership thus far, in order to better help us predict how the work world will continue to change, moving forward.

Leaders with high emotional intelligence were also those who prioritized employees’ mental and physical wellbeing. They understand that people want to find meaning within their careers, and that treating employees with care and compassion would lead to higher loyalty and better overall outcomes. As a result, they were more likely to have employees deliver better customer service, employees who were willing to take risks, as well as employees who stayed motivated.

Collaboration and Communication The other major theme to come from the pandemic is the emphasis on the need for better communication and collaboration within teams. Rather than leading in an autocratic way, essentially using rigidity and power to control employees, leaders learned to adapt to be more inclusive of their employees.

In terms of collaboration, when relationships are built on trust and mutual respect, with leaders taking on a more supportive or participatory role, they are creating an environment of innovation. Of course, there are some instances where a leader needs to take charge and dictate how things are done, especially in an emergency situation, but the majority of the time, when employees are given the freedom to collaborate and innovate, they are far happier and more invested in their jobs.

Regarding communication, while constant updates may be confusing at times, briefing employees regularly, and maintaining open and clear communication, can actually increase motivation. This causes employees to have a better understanding of the overall trajectory of the company, as well as the part that they play. It can help improve employees’ adaptability, and teams are often able to have better organizational performance when they are given clear direction. //

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leadership

DAVID LAHEY Boosting Job Satisfaction

by David Messiha

D

avid Lahey is on a mission to remove the guesswork by using workplace analytics to match the right people to fit within the ever-evolving, and complex and subtle workplace culture.

Lahey pointed out that there are many factors you need to consider in finding out if the individual qualifies for the job and matches your needs. He discussed the role of Predictive Success and its unique survey-based system that equips HR professionals with more expertise in hiring practices--from identifying top talent to improving employee retention.

The ingenious algorithm-based AI software not only promises, but has the potential to revolutionize the e-recruitment industry.

He also highlighted the enlightening use of behavioural science in determining the best types of work, a factor that can significantly impact job satisfaction.

Photo courtesy of David Lahey

Can you tell us about your company?

Predictive Success is a management consulting company that uses behavioural analytics for hiring and inspiring great employees in the world of talent optimization. In the past, companies used assessments like colours, discs, or Myers-Briggs.

What we do is bring analytics through a two-question survey-based system.

We train a lot of leaders and supervisors to use behavioural analytics for the right hire, and for being a great coach and mentor.

What role does AI play in HR? The Predictive Index (PI) software allows us to study trends that companies have had success in. Looking for the trends of top performers; like the top sales performers, top business performers, and business development performers.

Most of them are assertive, and they have the ability to work very quickly and tenaciously, and are able to deal with variety and uncertainty.

Most top businesspeople have the ability not to get stuck in the details, but to get the work done. Our software allows us to study those trends and calculate the probability of new people being successful behaviourally in the role. The data has been helpful for companies to hire faster and to onboard employees.

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What is the key to keeping employees happy and satisfied at work?

When people are happy and satisfied at work, it is Nirvana. Our motto is, “Better work, better world.” If the boss is a bully or a bad boss, then that creates collateral damage at work.

When the personality matches the job model, we tend to see higher levels of engagement at work and happier employees.

People don't leave the company; they leave the leader. When the manager has new insights on how to manage the employee, from their perspective, that's very helpful. We did over 300,000 surveys in Canada last year.

The 'number one' reason Gen Z leaves jobs is when they feel that their managers don't care about them. By providing managers with more insight, on how to understand the drives and behaviours of employees, this allows them to manage better.

It's like having a second paycheck for that employee, because they're being recognized properly. They are being coached from their world, and they are being set up for success. That can happen only when we put them in a job that suits them behaviourally.

Can you tell us about the Predictive Index AI Software?

The Predictive Index is a behaviourbased stimuli tool that allows us to understand the person's key drives; for example, things like assertiveness, extroversion, patience, detail, decisionmaking, and ability to respond to the environment. It allows us to understand our core personalities, and the changes we are trying to make when we are at work. Some changes are too much for the employee, and that leads to disenchantment or resignation; other changes are fine.

The Predictive Index is a five-to-sixminute survey based on adjectives; it uses descriptors to predict personalities for organizations and jobs. We worked with many organizations to analyze behavioural tendencies, which led to the best communication strategy within each team.

What helpful tips would you give managers, on hiring people and building successful teams?

You need to take the time to understand the job to be done. You also need to know what the team looks like. Some teams are full of innovators, some are full of process people, some are full of teamwork and employee effectiveness, and some are results-driven. //

leadership

DEE BOSWELL−BUCK Utilizing the Power of Social Media

by Stephanie Hawkins

D

ee Boswell-Buck works closely with women-led businesses to help transform their marketing on LinkedIn, allowing her clients to grow their business and revenue. She shifted gears after 25 years in her previous career because she had discovered a love for social media and helping others achieve their goals.

Through determination, perseverance, going back to school, and building her business from the ground up, she decided to take the leap into the challenging, as well as rewarding, world of entrepreneurship. This busy mother is passionate about her work, and helping clients strategically navigate in the online and social media spaces.

In addition to being a Certified Social Media Strategist, she is also the founder of Boswell-Buck Creative Consulting. She took time out of her busy schedule to talk with us about key fundamentals for entrepreneurs, including networking and considerations for digital marketing and social media.

Photo courtesy of Dee Boswell-Buck

What path led you into your current role?

In 2012, I was on maternity leave and I started a Mom group. I had over 400 active members — I arranged events, created a website and had a Twitter account. I didn’t know much about LinkedIn at the time, but I went into the skills area and updated my information.

The next day, there were notifications about jobs in digital marketing. I went to night school and became certified in social media management. I hit 25 years [in my previous career], and wanted to make a go of being an entrepreneur; I hired a coach and started my own business.

As a strong female leader, what are some challenges you have faced, and how did you overcome them?

At first, being an entrepreneur was very new (compared to my previous 9 to 5 job, in retail as a supervisor); for example, not having the same paycheck and saying’ yes’ to everything. As an entrepreneur, I didn't understand boundaries — taking calls at dinner or when I was out with my family. The coach I was working with said, “Start as you mean to go on” — which means so much to me now. I think challenges have made me a much stronger person today.

What advice would you have for women entrepreneurs — looking to take that next step in their careers — to grow their networks and revenue?

I think it’s important to remember your “why”. If leaving a previous career and becoming an entrepreneur, remember what you wanted before you left.

Entrepreneurship is an interesting and challenging journey. Be aware of your numbers. What is the minimum that I have to make? Meaning, that if you have rent, a mortgage, groceries, be aware of those costs. For many entrepreneurs, looking at your numbers right from the get-go is kind of scary.

If you have an understanding of that base point, then at least you're striving to get to that number.

When it comes to networking, what are some key elements to consider?

Or aspects that are overlooked?

Ask yourself questions. How am I going to benefit? Are your ideal clients there?

One aspect that is overlooked, is what happens after a networking event. Make sure you leave with some names and think about who you want to follow up with. Connect with people who could not only be your target audience or future clients, but also possible collaborators, somebody who can help you grow your business as well as theirs.

What are some misconceptions about social media as a tool to help businesses?

One misconception is that the moment something is shared on social media, one believes they’re going to get thousands of followers. Social media platforms continue to change and roll out different options. In Instagram, I remember when they rolled out reels — I think there were a lot of people who were followerrich, but in terms of engagement and transactions being closed, not as much.

You need to ask yourself, ”Is my target audience on a specific platform, and can that help me to reach my goals?”

The landscape of digital marketing strategies changed; what do entrepreneurs need to be mindful of, moving forward?

With digital marketing, it's noisy, right? There are a lot of people using social media correctly, but there are others who are not. Entrepreneurs really have to be aware that as social media platforms change, the platforms will look out for themselves. A lot of business owners are upset that platforms are now requesting payments.

It's really important to invest funds into a marketing budget — for example, for ads that work for you while you're not on social media, and you can focus on other areas of your business. //

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business

JOAO HENRIQUE LOPES Using AI to Predict Wildfires

by Marcus Medford

D

evastating wildfires in Brazil in 2017 led to João Henrique Lopes developing the FireWatch technology that fuels his company, Sensaio Tech. The company combines artificial intelligence (AI) and state-of-the-art sensors to prevent forest fires.

FireWatch accurately detects the potential for forest fires in high-risk areas up to five days in advance. This information can then be used by authorities and communities to take proactive measures and reduce the devastating impact of wildfires. The sensor devices continuously monitor a series of factors to assess the risk of an area; the variables include soil temperature, salinity, and moisture level, plus weather data, satellite imagery, and human activity.

The information is then put into a computer system, which AI trains to interpret the data and search for patterns to predict the timing and likelihood of the next wildfire. This is especially important in places with thick vegetation or large, urban, heavily-populated areas.

Photo courtesy of João Henrique Lopes

Why do you use AI to minimize wildfire damage?

Our sensors were collecting a lot of data and we saw a way to use math, prediction models, AI, and machine learning to generate heat maps and data about when and where wildfires will occur. We saw that AI can help us a lot.

How does it work?

All our sensors collect data in realtime, and we put it into an AI model we developed. This model generates a risk analysis, and the AI is looking for pieces of information within the data to say, “Here’s the probability of a fire here, here; you might have a fire in three days or in five days.” So, AI helps us speed up this process and gives us a chance at getting better results, because they do calculations faster than humans can.

How can the information help people effectively deal with wildfires?

We offer our clients maps showing them high-risk areas and the risk index.

Smartly using this data, you can dispatch firefighters to those areas, perhaps preventing fires before they start, and if it starts, avoiding their spread. You can increase the precision of your

evacuation plans, protect citizens, and avoid fires getting close to the cities.

All this information and data can be available to citizens so they can make plans, so if they need to leave, they can be ready. We have to be ready because sometimes, the fire changes direction.

We can use our information to make smart decisions, optimize costs and planning, and put people in the right places at the right moment.

What has your work taught you about AI and about wildfires?

Unfortunately, I can say that last year we saw huge wildfires, and that climate change is something that we see every day in the news. When I started, I saw statistics from the ‘90s, about 6-7 million hectares burned annually in the entire world. Last year, in North America alone, 22 million hectares burned.

It’s increased so much, and the next decade will be even worse.

Nowadays, we have things like generative AI and ChatGPT that are taking steps further every day. We know that the wildfires are getting bigger, but we also know that the technology and the revenues involved are getting bigger, too. We can see that we can use these two to protect the environment and avoid fires because we’ve predicted them. AI makes everything easier, faster, and more precise.

What would you say to people who are skeptical about the benefits of AI when it comes to wildfires?

A few years ago, the word of the year was related to “the Internet of Things”, and it was just a buzzword. Then people started seeing AI used in everyday things, sometimes for bad things, but I think if you use AI for good things, you can do things you couldn’t do two years ago. There’s a lot of tools that try to improve things using AI, like people using ChatGPT to write an article, but this is not the same thing. You still need to have someone manually doing some work to provide a better result than what AI alone is capable of. Unfortunately, wildfire seasons are going to get worse over the next decade; but AI can be used to produce a lot of good results, so we can use the data and the technologies that are coming to improve the speed and our predictive models to avoid losses.

I guess I'd say that people shouldn’t consider using AI for 100% of things. We still have to pay attention to what’s good and what’s not-so-good. Fortunately and unfortunately, AI will be part of our lives from now, and into the future. //

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business

10 WAYS TO PROMOTE

SUSTAINABLE TOURISM

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by Nick Dauk ustainable tourism is difficult to achieve in a business context. A destination depends on tourist dollars to sustain its tourism industry, but the act of travel is inherently at-odds with sustainability objectives. “A

McDougall notes that sustainable tourism is easier to achieve in small-scale contexts like ecotourism operations; however, he also concedes that mainstream sustainable tourism goals are more difficult to achieve, due to the industry’s inherent absence of sustainable principles. “It’s a greater challenge – and ultimately more important - to scale sustainability into the more mainstream elements of our industry, like air travel, mainstream hotels, and major attractions, for example,” he added.

“This is often expensive, and requires a lot of imagination and vision to achieve, since the industry was not built on principles of sustainability; and our traditional measures of success don’t necessarily reward or encourage the needed transformation, although we know there is a strong business case for sustainability."

Travelers are increasingly making vacationing decisions based on environmental impact, which means Canadian businesses operating within and beyond the nation’s borders need to prioritize and promote true sustainability. This includes all sectors of Canada’s tourism industry, from hotels and transportation providers to attractions and restaurants.

"As restaurants, we have a direct connection to our community and economy,” said Chef Evan Hennessey, owner and head chef of Stages at One Washington, located in Dover, New Hampshire. “We can help show the power of keeping money local and how that tourism dollar helps everyone.”

Opportunities to promote sustainable tourism may present themselves in different ways, as seen in diverse destinations around the world. Cristiano Cabutti, General Manager of JW Marriott Venice Resort & Spa, recommends striving for selfsufficiency by turning unused land into vegetable gardens.

The Italian resort, which is located on a private island in an area known for overtourism, adopted a zero-kilometer approach for sourcing on-property restaurant ingredients.

On the other end of the spectrum, Jenna Hamm, owner of Alaska’s Camp Denali, tries to minimize the wilderness lodge’s impact on its environment in every way possible, even miniscule ones. Operating within Denali National Park, Hamm keeps her team and guests a safe distance from wildlife, hushing their voices and turning off their vehicles to temporarily eliminate man-made noise and keep the animals as undisturbed as possible.

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key challenge in the pursuit and promotion of sustainability across the Canadian travel and tourism industry is the issue of scale,” said Scott McDougall, director of sustainable and regenerative travel for Adventure Canada.

business

Creating meaningful change begins with awareness; consider these ten ways Canadian business leaders can promote and integrate sustainable tourism practices in their daily operations.

1

. Keep profit in the community. Invest in the immediatearea whenever possible by sourcing supplies locally, crosspromoting other locally-owned businesses, and supporting local efforts for increasing sustainability.

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. Support local environmental legislation. From the preservation of land to the conversation of resources, support local laws aimed at protecting the local ecosystem.

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. Maximize limited on-property space. Install solar panels, collect and recycle rainwater, compost trash, or plant native flora on your property’s available space.

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. Prioritize Indigenous involvement in tourism Indigenous groups have lived sustainably in Canada for millennia. It’s critical that their knowledge and practices are acknowledged and implemented into contemporary tourism operations.

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8

4

9

. Consider partnerships with eco-conscious companies.

Giving Bag, for example, partners with hotel chains like Six Senses and Alila to provide guests an opportunity to donate their gently-used travel items to the hotel’s local charities. . Leverage virtual opportunities. Companies like Local Purse provide digital video shopping experiences that enable travelers to shop global markets with a guide in real time. They can purchase items and have them shipped directly to their homes, supporting the destination without ever setting foot in it.

5

. Educate your staff. It’s just as important toeducate visitors about sustainable tourism as it is to empower your destination teams with the knowledge they need to practice sustainability throughout their roles.

. Promote lesser-visited destinations within your area. Whereas popular areas like Banff are already in the spotlight, other places like Yellowknife, Kugluktuk, and Wapusk National Park see less of a resource strain from tourism. . Understand and avoid greenwashing. Greenwashin is when a company makes false or misleading statements claiming that its operations are more environmentally friendly than it truly is. Always promote your sustainability credentials with accurate information that is verifiable by third parties.

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. Seek advice from industry experts. As Canada seeksto rank in the top seven global tourism destinations by 2030, Destination Canada, Tourism Industry Association of Canada, and the Minister of Tourism are all fantastic resources to connect with. //

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business

STRATEGIES FOR CRISIS PREPAREDNESS & RECOVERY

by Maureen Simpson

O

rganizations face an increasingly complex array of potential crises in our hyperconnected global landscape. From the sudden onset of natural disasters to the infiltration of cyber-attacks, the ramifications of global pandemics, to the tumultuous waves of economic downturns, the spectrum of threats looms large and ever-present.

In such uncertainty, mere crisis preparedness is no longer sufficient. Instead, organizations must arm themselves with comprehensive strategies that anticipate and mitigate potential crises, and enable swift and effective recovery when disaster strikes. For businesses to thrive during turbulent times, they must cultivate resilience as a cornerstone of their operational ethos.

One example was the onset of the COVID-19 pandemic, which revealed how ill-prepared many countries were to respond to such a global health crisis effectively, exposing

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systemic vulnerabilities and shortcomings in public health infrastructure worldwide.

Additionally, the sudden surge in COVID-19 cases strained healthcare systems worldwide, overwhelming hospitals, clinics, and healthcare workers.

Shortages of medical supplies, hospital beds, and ventilators became acute in many regions, forcing healthcare facilities to make difficult decisions about patient care and resource allocation.

Recent global warfare contributes to global security threats and transnational crime networks. Wars have profound economic consequences, disrupting trade, investment, and economic development.

Here are thirteen essential strategies to build resilience and ensure continuity during times of upheaval and facilitate swift rebound.

Comprehensive Risk Assessment

Diversification and Redundancy

Begin by thoroughly evaluating potential risks and vulnerabilities, encompassing natural disasters, cyber threats, supply chain disruptions, and pandemics.

This assessment is the foundation for developing targeted crisis management plans tailored to specific threats.

Mitigate risk by diversifying supply chains, geographic locations, and technological solutions. Investing in redundancy ensures that essential operations can continue even during disruptions, whether from supplier failures, infrastructure breakdowns, or other unforeseen circumstances.

Clear Communication Protocols

Strategic Technology Investments

Establishing transparent and efficient communication channels is paramount for disseminating critical information internally and externally during a crisis. Designate spokespersons, define communication procedures, and deploy platforms for rapid and reliable messaging to stakeholders, employees, customers, and the public.

Embrace technological advancements to bolster crisis resilience. From robust IT infrastructure and cybersecurity measures to cloud-based solutions and data backup systems, strategic investments in technology empower organizations to safeguard critical assets and swiftly adapt to evolving challenges.

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business

Collaborative Partnerships

Leveraging Data Analytics and Monitoring Systems

Forge alliances with government agencies, industry peers, and community organizations to strengthen crisis response efforts.

Collaborative partnerships facilitate information sharing, resource pooling, and coordinated action, amplifying the collective capacity to weather and recover from crises.

Implement robust data analytics and monitoring systems to track emerging threats and trends.

Scenario Planning and Simulation Exercises Conduct scenario planning sessions and simulation exercises to test crisis management plans and identify potential gaps or weaknesses. These proactive measures enable organizations to refine strategies, enhance preparedness, and optimize response capabilities before a crisis occurs.

Agile Decision-Making Frameworks Establish agile decision-making frameworks that empower leaders to make swift, informed decisions in high-pressure situations. Clear protocols, delegation of authority, and rapid assessment of evolving circumstances are essential to effective crisis management.

Continuous Evaluation and Improvement Foster a continuous learning and improvement culture by conducting postcrisis debriefings, analyzing response efforts, and implementing corrective actions. Regularly review and update crisis management plans based on lessons learned and emerging best practices.

Resilience Mindset and Adaptability Cultivate a resilience mindset throughout the organization, emphasizing adaptability, flexibility, and innovation in adversity.

Encourage proactive risk mitigation, creative problem-solving, and a readiness to embrace change, enabling the organization to thrive amidst uncertainty and emerge stronger from crises.

By leveraging data-driven insights, organizations can proactively identify potential crises, assess their impact, and deploy targeted strategies for mitigation and recovery.

Stakeholder Engagement and Relationship Management Adopt strong relationships with key stakeholders, including suppliers, investors, regulatory bodies, and local communities.

Proactive engagement ensures alignment of interests, facilitates resource mobilization, and enhances support networks, strengthening the organization's ability to navigate crises collaboratively.

Employee Involvement Invest in comprehensive training programs to educate employees on crisis response protocols, including roles and responsibilities during emergencies.

Empower staff members to act decisively and effectively by providing them with the knowledge and skills to handle crises confidently.

The Bottom Line While recent events like the COVID-19 pandemic emphasize the critical need for crisis preparedness and resilient healthcare systems, the importance of these strategies extends far beyond any single crisis.

However, businesses can learn from past experiences and embrace proactive measures to strengthen their resilience and adaptability to navigate other global disruptions. //

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business

KIMBERLY SIMON Leveraging Cybersecurity Compliance

by Jackie Marson

K

imberly is the CEO at SecureNA, a company specializing in providing comprehensive IT services, end-user support, vendor management, and cybersecurity expertise.

With over a decade of experience, Kimberly educates organizations on the need for cybersecurity and compliance, to help them reduce risk and gain a competitive edge. She helps businesses establish their value proposition through cybersecurity and risk management. She combines her expertise in tech, marketing, and strategic partnerships, to guide businesses to securely manage their information and data, build brand reputation, and enhance their market position.

Her book, “Case for Investing in Cybersecurity Compliance”, reveals why companies need to invest time, resources, and finances into building a cybersecurity program; and how stakeholders can have these conversations with their team.

Photo courtesy of Kimberly Simon

What are the common cybersecurity compliance misconceptions you encounter?

People have the misconception that being compliant with the framework means that they're fully secure, but the reality is that compliance standards provide a baseline for security. It's not a guarantee that you are completely secure. Instead, it allows you to have a framework to use as threat landscapes evolve. Another misconception is that people believe security and compliance is a one-time project. Compliance and cybersecurity is an ongoing process that requires continuous monitoring, updating and improving security measures, so that you're adapting to new threats and regulatory changes.

People also think that compliance is an IT issue. They think that inputting technical controls is sufficient. While technical controls are important, compliance and cybersecurity involve more than that. There's a holistic approach that's required, which includes employees training people on security awareness. Compliance involves the entire organization, including senior management, HR, legal, and all your employees have to understand and care about cybersecurity. It requires a collaborative effort across many departments. You are only as strong as your weakest link.

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How can organizations leverage cybersecurity compliance not just as a risk-management tool, but as a strategy to enhance their market position?

By having a well-documented cybersecurity program and being compliant with the recognized industry framework, you demonstrate that you care about cybersecurity, and customers are more likely to do business with organizations that prioritize protecting their data. So, beyond risk management, it's a great way to build brand reputation, increase your position, and make you more competitive.

It also improves your operational efficiency and risk management.

Implementing cybersecurity and compliance involves adopting bestpractices and streamlining operations, improving data management, and enhancing overall efficiency. By proactively having a cybersecurity program and a compliance framework in place, you reduce the risk of a data breach, and legal penalties, and you reduce operational disruptions that could lead to an unstable environment for your business. Finally, implementing a cybersecurity program also enhances incident response, which will minimize damage and recovery time for your business if an incident occurs.

How do you combine your global experience in tech, marketing, and strategic partnerships to create solutions for your clients?

Having worked across different regions and industries, I have an understanding of how cybersecurity measures need to be tailored to fit their environments. This has allowed me to integrate cuttingedge solutions for clients and help them anticipate future cybersecurity challenges, ensuring that they are not just compliant, but are staying ahead of the curve. My marketing experience has helped me in framing cybersecurity solutions from the perspective of the end-users and their clients. It can be very technical. I ensure that solutions are user-friendly, and clearly communicated with different stakeholders.

Finally, my experience in strategic partnerships leverages alliances with key partners, stakeholders, vendors, and regulatory bodies, enabling businesses to adopt cybersecurity frameworks that will move them forward.

Aligning cybersecurity strategies with broader business continuity and disaster recovery plans is important. By incorporating global best practices, I help clients build resilient systems that can withstand and quickly recover from cybersecurity incidents. //

SET YOUR LIMITS ABOVE THE SKY

Website: www.cwrightaviation.com Business Phone: 480-500-1818 Charter Email: charter@cwrightaviation.com Address: 14700 N. Airport Drive, Suite 209, Scottsdale AZ 85260 Fall 2022

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economics

WHY SMALL BUSINESSES ARE THE BACKBONE OF TODAY’S ECONOMY

by Peter Campbell

O

ften called the backbone of the economy, small businesses are anything but small. Similar to how each of us requires a backbone in order to function well, Economics (especially in today’s constantly evolving business world) could not function without these types of businesses. Simply put: the overarching global business behemoths could not sustain their economic lives very long (or successfully) without small businesses helping to keep their day-to-day operations afloat.

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economics

It’s All About Perspective

It’s An Economic Backbone Thing

Whether a partnership, sole proprietorship, or corporate organization, the term “Small Business” can be somewhat misleading because good things (especially when it pertains to business) DO come in small packages.

Quite simply, there is an array of multifaceted and farreaching ways that small businesses can be viewed as the backbone of – as well as the contributor to – the economy.

Small businesses play a pivotal role in the global economy by creating jobs, helping to build strong communities, and driving innovation, all of which fosters economic growth.

Even though a strong economy is capable of supporting both big and small businesses, no society can run successfully when small business is not present. In order for large corporations to thrive and continue to succeed, they rely on small business.

In an article for Business News Daily published in October 2023, Stephan Goetz, Professor of Agricultural and Regional Economics at Penn State University and Director of the Northeast Regional Center for Rural Development, stated, “Small, locally-owned business and startups tend to generate higher incomes for people in a community than big, nonlocal firms which can actually depress local economies.”

The Ever-Evolving Business Landscape Larger corporations usually have less flexibility to incorporate newer ideas into older ways of doing business. Conversely, smaller businesses can adapt more quickly to changing market conditions – allowing the small business to grow and thrive. During economic downturns, this resilience helps to promote stabilization within local economies.

An age-old law, as timeless and true in zoology as it is in business: adapt to survive.

In the Government of Canada’s March 2024 report, Key Small Business Statistics 2023, it was noted that: • As of 2022, small businesses employed 5.7 million individuals in Canada, or 46.8 per cent of the total private labour force • Based upon employment growth from 2017 to 2020, the highest concentration of High-Growth Firms (HGFs) in Canada is found in the following sectors: 6.0 per cent for information and cultural industries; 5.2 per cent for professional, scientific, and technical services; and 4.4 per cent for administrative and support, waste management and remediation services Small businesses draw innovation and attract talent that brings inventions and solutions to previous ways of doing business. Which, of course, is one of the main reasons why large companies want to acquire small business: their innovators. Essentially, the innovative new technology created by start-ups boosts the development of the big corporations.

They include: Innovation and entrepreneurship – Fertile fields of innovation, small businesses are more likely to experiment with fresh ideas that fuel economic development.

Job Creation – The backbone of job creation, small businesses employ millions of people. Small businesses are the principal source of employment in both developed and developing economies.

Increased Tax Revenue – The taxes paid by small businesses to local and national governments benefit the entire community by helping to fund such essential services as healthcare, schools, and public infrastructure.

Revitalizing Communities – When people shop locally, they contribute to the overall look (as well as to the societal and economic growth) of communities/neighbourhoods.

Gross Domestic Product (GDP) – From manufacturing and retail to services and technology, small businesses contribute greatly to the GDP of many countries.

Diverse Product and Service Offerings – It is the small business that offers unique and specialized products not readily available from larger retail chains.

Supply Chain and Local Sourcing – Small businesses often source their products and services from other local small businesses, thereby strengthening both themselves and the entire local supply chain. This has been described as “a self-sustaining economic ecosystem.”

What’s In a Name?

Though it’s usually Big Corporations who garner most of the attention, it is often the nimbleness and flexibility of Small Business that proves to be more resilient – and more capable of suddenly pivoting – when times are tough. The fresh perspectives and new ways of thinking are a mindset offered by small business that are both innovative and entrepreneurial.

A business may be defined as “small” by the number of employees it possesses and/or the fact that it has less annual revenue than a large corporation or even a regularsized business. However, Small Businesses perhaps should be viewed more with the moniker of Integral Businesses.

Remember, even big businesses were small once. So, never underestimate the power of Small – as “they” say, size doesn’t matter. //

Fall 2024

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economics

THE CRUCIAL ROLE OF BUSINESS PLANNING

by Jorge Marshall

I

n the competitive entrepreneurship world, where uncertainty is rife and competition is fierce, the significance of business planning cannot be

overstated. Whether launching a startup, expanding an existing venture, or weathering challenging economic climates, a carefully crafted business

Setting Clear Objectives Clear objectives form the cornerstone of every winning business plan. They delineate the business's aims, whether increasing market share, maximizing profitability, or fostering innovation. Entrepreneurs can effectively channel their efforts and resources toward meaningful outcomes and articulate specific, measurable, achievable, relevant, and time-bound (SMART) goals.

Understanding the Market Landscape Staying abreast of industry trends, consumer behaviours, and competitive dynamics is paramount in today's dynamic marketplace. A robust business plan entails a comprehensive market landscape analysis, encompassing market size, increase projections, target demographics, and competitive positioning. By gaining insights into market gaps, emerging opportunities, and potential threats, businesses can formulate informed strategies to capitalize on strengths and mitigate risks.

Strategic Resource Allocation Effective resource allocation is critical for business success, encompassing financial, human, and technological resources.

A well-crafted business plan delineates how resources will be allocated to various activities, projects, and initiatives based on their strategic importance and expected returns.

Whether budgeting for marketing campaigns, hiring key talent, or investing in research and strategic resource allocation, it ensures optimal utilization and maximizes the likelihood of achieving business objectives.

Risk Management and Contingency Planning In an uncertain world fraught with risks, proactive risk management is essential for safeguarding business interests and enhancing resilience. A comprehensive business plan identifies potential risks and contingencies, ranging from market volatility and regulatory changes to supply chain disruptions and cybersecurity threats. With the development of contingency plans, alternative scenarios, and mitigation strategies, businesses can ease the impact of adverse events and maintain operational continuity.

Facilitating Decision-Making and Adaptation Agility and adaptability are critical in the fast-paced business realm. A well-articulated business plan is a decision-making tool, providing entrepreneurs and stakeholders with the 32

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plan is a guiding beacon, illuminating the path to success. The foundational blueprint translates vision into reality, offering direction, clarity, and a roadmap for sustainable growth.

necessary information and insights to make informed choices.

Moreover, it facilitates course corrections and adjustments in response to changing market conditions, emerging opportunities, or internal challenges. Businesses can stay ahead of the curve and foster continuous improvement and a learning culture.

Attracting Investors and Stakeholders Securing financing and garnering support from investors and stakeholders are often pivotal for business advancement. A compelling business plan articulates the business's vision, strategy, and potential for profitability, instilling confidence in investors. Whether pursuing traditional business loans, venture capital investments, or crowdfunding campaigns, a well-prepared business plan significantly enhances the chances of securing funding and building strategic partnerships.

Monitoring and Evaluation A business plan is not static, but is a dynamic framework requiring continuous monitoring and evaluation. Regular review of key performance indicators, financial metrics, and milestones enables businesses to track progress, identify areas for improvement, and make informed adjustments to strategies and tactics. In a culture of accountability and transparency, businesses ensure alignment with objectives, foster organizational learning and drive progress.

Establishing Operational Processes and Systems Operational efficiency is crucial for business functionality. A well-developed business plan outlines operational processes and systems to streamline workflows, optimize resource utilization, and enhance productivity. From inventory management to customer service protocols, establishing clear operational frameworks ensures consistency, reliability, and scalability, laying the groundwork for sustained realization.

Building Strong Brand and Customer Relationships In today's competitive marketplace, building a solid brand identity and fostering meaningful customer relationships are essential for long-term expansion. Your business plan includes brand development, differentiation, and customer engagement strategies. When businesses deliver exceptional value and personalized experiences, they cultivate a loyal customer base, drive repeat business, and fuel organic growth. //

economics

VIKRAM VIJ A Culinary Landmark

by Juanita Gordon

I

n 1994, Chef Vij launched his first restaurant in Canada, quickly earning accolades such as "Chef of the Year" and recognition from the NY Times, with Mark Bittman praising it as "one of the finest Indian restaurants in the world."

Chef Vij has appeared on numerous cooking shows and competitions, including Top Chef Canada, Chopped Canada, and Recipe to Riches. He made history as the first IndoCanadian Dragon on the popular CBC hit TV show, Dragon's Den. During his tenure on the show, Vij inspired hundreds of chefs, restaurateurs, and local cuisine and winemakers.

In 2024, Vij had the pleasure of serving the Duke and Duchess of Sussex, along with renowned Canadian singer and song writer Michael Bublé and his wife. Known for his innovative approach to Indian cuisine, Vij embodies the philosophy that while cuisines should evolve, they must always respect their deep-rooted heritage and culture.

Photo courtesy of Vikram Vij

How have your culinary philosophies evolved since you opened Vij's in 1994?

I won an award for being the best Asian restaurant in 1994. Even though I humbly accepted it, I returned to the editor after a few days and said, "Thank you for the award, but please understand Asia's diversity.

"You cannot lump us into one category in India, Sri Lanka, Thailand, Vietnam, Cambodia, Japan, or China." The following year, we had categories for best Vietnamese, best Southeast Asian, and so on. We've come a long way.

We no longer need to label our cuisine as "ethnic." We are Indian, Chinese, Syrian, Cambodian, and so on.

Each cuisine should have space to grow, while fusion should naturally occur. Cuisine is like a river; it should flow towards creating something new and different.

Especially post-pandemic, how do you see the future of the restaurant industry?

I envision a balanced approach where people spend three days a week cooking and relaxing at home, two days dining out, and two days opting for takeout.

Human beings are inherently social.

Even with the rise of social media, the need for genuine social interactions remains. The restaurant industry provides that social space where people can connect over food.

While preserving the essence of traditional Indian cuisine, how do you innovate?

Have you faced and overcome any prejudice that influenced your business practices?

It's about finding harmony between tradition and innovation. Respect the authenticity of traditional recipes while being open to experimentation. Use traditional techniques as a foundation, and build upon them with new ingredients and ideas.

It has taught me resilience and the importance of standing my ground.

When faced with prejudice, I listen, look the person in the eye, and respectfully disagree.

How do you incorporate sustainability into your restaurant operations?

I always encourage people to cook food that reflects their heritage – their mother's and grandmother's recipes. Respect your background, but be innovative, and use your current experiences to create something new.

In today's fast-paced world, what qualities do you believe are essential for leadership?

Focus is paramount. Never lose sight of your goals. Pursue your passion, not for money, but for the joy it brings you.

Be proud of your achievements; fail loudly and honestly, if you fail.

Admit your mistakes and learn from them. Take responsibility, and strive to improve at all times in whatever you do, for growth and development.

Sustainability is crucial. We source local and seasonal ingredients whenever possible, and ensure our practices are environmentally friendly. It's about being mindful of our environmental impact, and making responsible choices that benefit our business and the community.

What strategies do you use to manage the pressures of running multiple successful restaurants?

Running a restaurant is undoubtedly stressful, but staying grounded and focused is essential. I rely on my team and trust their abilities. It's also essential to take time for yourself, whether it's through meditation, exercise, or simply spending time with loved ones.

Maintaining a healthy work-life balance is critical to managing stress. // Fall 2024

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economics

BOBBIE RACETTE Breaking Down Barriers

by Lauren Schwartz

B

obbie Racette is the Founder and CEO of Virtual Gurus, an online platform that helps connect companies with remote virtual assistants.

She created the company after she was laid off from her job in the oil and gas sector, and since then, has become the first Indigenous woman to close series A financing in Canada’s tech sector.

People sit at the center of everything she does; from originally wanting to teach music to deaf children, to serving marginalized groups through mentorship, and creating Virtual Gurus. We recently spoke with Bobbie to discuss her journey in becoming an accidental entrepreneur.

Photo courtesy of Bobbie Racette

What does it mean to be resilient?

Not everybody starts off being resilient.

I think you have to be more proactive to get over the issues that might arise, whether it’s raising money and everybody's saying ‘yes,’ or ‘no,’ to you; to the struggles of trying to find funding for your business; to just being overlooked by society. You have to be able to push yourself through it. I think it's adapting to the challenge.

What is it that drives you to keep putting people first?

My entire life, I've essentially been told ‘no.’ When I was younger, I was severely bullied because I have a severe skin disease called 'polymorphous light eruption'. So, I was not really allowed out into the sun. I would break out in sores, and it really put me behind. So, until I was 18, I never really could talk to people.

I think going through the issues with bullying for being different, to being raised by lesbian parents, to being Indigenous; I think that's what drives me forward and what makes me realize that if I don't inspire others, then who's going to? Ultimately, I think inspiring the nation right now is my medicine for my own healing, too.

How has your journey as an “accidental entrepreneur” changed you as a person?

It's made me a better person. There was a point where I was just out enjoying

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life, and I didn't have any direction.

Creating this company has actually given me the medicine to drive forward and to actually say, “Hey, look, you know what? I can do this.” The life I had before this business, you wouldn't even think that that was me.

the platform is AI driven, where we leverage machine learning. So, clients, virtual assistants, our administration, and staff here at the operations center are in there, and it’s the source for everything. It took four years to build it out.

Where now, I'm award-winning, I'm raising money, I'm going for my Series B right away, and I've gotten employees under me. I think the cards were laid out for me, and I think this was what I was destined to do.

Is there any new upcoming technology that you’re working on and/or are particularly excited about?

Virtual Gurus uses a one-of-a-kind matching algorithm to match virtual assistants to businesses. What was the process like, in creating this algorithm?

When I first started Virtual Gurus, I essentially just threw up a splash page.

I started sourcing myself out as a virtual assistant, building the algorithm on how I was going to support clients. In the first year, I made over $265,000 in revenue.

I realized that I could build a platform where I could provide work to underserved communities just like me, and leverage the platform as the voice for all these people. In order to do that, you need money.

I bootstrapped it to about $1.8 million in revenue before I was able to close my first seed round of $1.25 million. I put some of the money into hiring folks that can do full stack development. Now,

We are working on automating the full onboarding process. With that, we've launched OnDemand. Think about Uber, turn your meter on when you want to work, turn it off when you don't want to work. Similarly, you can just send tasks to people in the system.

Then, they get the tasks done and send it right back to you.

What’s next for you and Virtual Gurus?

Just building my team in scale. We just hired a Chief Operating Officer who actually comes from one of my main competitors. I'm going on a mission to Europe in June, for London Tech Week, just to see what it's like for scale out there.

We're also really focused on the US industry right now, that's actually what's scaling us. So, it's just a focus on driving to get the company into mass scale. We're going to be going for a Series B funding round right away as well. //

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start-up

HOW START-UPS BUILD RESILIENCE IN THEIR BUSINESS MODELS

by David Messiha

S

tarting a business isn’t easy; you will face many challenges that you will have to confront successfully.

That’s why you need to be resilient. Each step you take can make or break your start-up. Nevertheless, that doesn’t mean you should shrink back in fear.

When you weather the storms successfully, you can move forward and adapt to the market's changing conditions.

As a start-up, you will face a set of hurdles that you need

Building a Culture of Resilience One of the most important qualities to look for in a team is adaptability.

An adaptable team is more likely to learn and embrace new skills rather than follow a rule book. Such a team can quickly and easily adjust its work style and structure to advance the organization work ethic without always reverting to a guide. Their problemsolving skills make them an asset to any organization because they think creatively outside the box.

Granted, it isn’t always easy to find a team like that. That’s why it is important to always encourage an open exchange of ideas to foster collaboration and feedback. That will help you grow as a start-up so that when something goes wrong, each team member can work to find a solution rather than point fingers and play the blame game.

What Should You Do When Things Go Wrong?

When something goes wrong, do not feel paralyzed; it is essential to embrace failure as a stepping stone to success.

When you look at failure that way, you won’t be afraid of it; you will see it as a tool for change. Remember, you are not the only one to fail; many start-ups that are now well-known brands initially failed when they first started out.

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to adjust to quickly, like managing cash flow successfully, dealing with unexpected roadblocks, and sorting out team conflicts.

Being resilient in the face of such hurdles will allow you to recover quickly when challenges occur. It will also make you stronger. After all, any business will go through tough times, but only the ones that manage them successfully stand out and prosper.

Take, for example, the renowned company Airbnb; when it first launched, founders Brian Chesky, Joe Gebbia, and Nathan Blecharczyk faced an onslaught of rejections from potential investors.

Many investors told them their idea would never work because strangers would never trust each other enough to stay in one another’s homes, let alone pay for it. Yet, that didn’t deter them from pursuing their goal. Rather than give up, they refined their pitch, gathered feedback from users, and iterated on their product to address any concerns or objections their skeptics raised. Today, Airbnb is one of the world’s largest and most successful travel platforms, with over 4 million listings in more than 220 countries, with an estimated worth of over $100 billion.

Never underestimate the value of a mentor. Having a mentor is like having a contingency plan. You can always rely on them no matter what, to prod you through the right course. They can offer advice, insight, and emotional support when things get tough. Apple’s CEO Steve Jobs was a valuable mentor for Meta’s Mark Zuckerberg, providing valuable knowledge, support, and wisdom that aided Zuckerberg’s resilience to become what he is today.

Having a mentor will not only allow you to navigate life’s challenges but also help you grow your network; after all, having more connections can prove to be invaluable for your business and personal growth.

The Role of Stress Management

Being resilient requires effort. It isn’t a one-time endeavour, but an ongoing process that you must carefully harness daily. Instead of seeing every challenge as a roadblock, make every chance a learning opportunity.

It is important to practice stress management. When something goes wrong, it can be easy to cower out in fear. Nevertheless, recognizing that you need to get the task done at some point is vital. How you get there is where the role of stress management comes into effect. One of the best ways to manage stress is by managing your time effectively. You do not necessarily need to complete everything then and there; taking time to meditate and think over your plan allows you to come up with unique and ingenious ideas that you might not have initially thought of.

The Final Say...

Remember that there is no guaranteed formula for success. Nevertheless, when you embrace failure, adapt to changing circumstances, and practice stress management, you will gain far more than you could ever lose. When challenges happen, not only will you emerge stronger and wiser, but you will also become prosperous! //

start-up

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THE IMPACT OF CUSTOMER VALUES TO A START-UP

by Nigel Taklalsingh oday, a start-up can launch overnight. Products and services can be developed through global suppliers or purchased from wholesalers or manufacturers, then resold to customers. Distribution

can be achieved through digital channels and pop-up shops. Customer awareness and brand recognition can be developed through marketing and influencers. Notwithstanding the economic factors, evolving competitive forces, changing government

regulation and uncertain supply chains, starting a business has been simplified. With this simplification comes challenges, particularly, how a start-up differentiates itself from another and remains relevant to customers.

Organizational alignment goes beyond products and services. It includes the customer experience, how it treats its employees, how it supports communities and responds to societal issues.

According to the Harvard Business Review article, The Elements of Value, customer values or needs can be grouped into four (4) categories… 1) functional: saving time and reducing costs; 2) emotional: reducing anxiety and entertainment; 3) life-changing: belonging and selfactualization, and 4) social impact: self-transcendence. A customer’s willingness to pay for a product or service, either ‘one-time’ or over a lifetime, will depend on how well the start-up meets these values.

Customer values have been influenced by changes in preferences, technology, and society. As customers have become more informed, their expectations have shifted towards experiences and relationships.

Today, customers seek personalized experiences, ethical practices, and greater transparency. Social media and digital platforms has empowered customers to demand more from businesses. This new customer requires businesses to continuously reassess their organizational capabilities and goals.

Amazon and Spotify are two (2) examples of effective organizational alignment with customer values.

Aligning a start-up to the values of a customer is not a onetime event. It requires first identifying the customer, continual review of the customer as their needs evolve, and an ongoing evaluation of its ability to meet the needs of the customer.

1. Identify the target audience to gather insights into

their preferences, and expectations. Use surveys, focus groups, and data analytics to build a detailed customer persona. Learn about their expectations through all aspects of the customer journey.

2. Ensure that the start-up’s core values align with those of the customers. Today’s customers prefer to engage with brands that reflect their beliefs and principles.

3. Collect feedback, using social media metrics, customer advisory boards, and dedicated customer service channels. Ongoing collection of feedback enables the start-up to stay attuned to the customer and make organizational adjustments.

1. Amazon's focus on customer value is in its commitment 4. Cultivate a culture of adaptability and responsiveness. to convenience, selection of products, and fast delivery.

It has evolved to meet customer expectations, from its Prime membership program offering expedited shipping, to its streaming services. As Jeff Bezos, Amazon’s former CEO, said in a 1999 interview, “…it’s the obsessive experience to the customer…”. Amazon dominates its market by prioritizing the customer.

2. Spotify disrupted the music industry by offering

personalized music streaming services and developing curate individual playlists. By aligning its business to customer needs, Spotify attracted millions of subscribers and caused industry leaders to follow their lead, with the launch of Apple Music.

As the customer’s needs change, it is important that the start-up can respond to those changes. Promote the exploration of new ideas and experimentation with different approaches to serve the customer.

5. Establish key performance indicators (KPIs) that relate to customer satisfaction, retention, and engagement.

Use this data to refine strategies and set new objectives.

Use these metrics to regularly assess and adjust the start-up’s ability to align with customer values.

Starting a business has been simplified, resulting in increased competition. How does it stand out amongst the increased competition? One answer is to ensure that the start-up is aligned to the needs and values of the customer. // Fall 2024

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start-up

HODA PARIPOUSH Infusing Integrity into Every Blend

by The Edge Team

H

oda Paripoush handles life's challenges with grace, integrity, and what she calls "heart and hustle." As the founder of the luxury tea company Sloane Tea, headquartered in Toronto, Paripoush charted her career path, taking her on a journey across the globe.

With a rich cultural background and commitment to authenticity, she has transformed her passion for tea into a thriving business that values ethical practices and personal connections. Paripoush's dedication to innovation has earned her a solid reputation in the tea industry and within her community.

Paripoush shared her unique journey and the values that continue to help drive her leadership. She also discussed the importance of hospitality in the tea industry, and how she faced and overcame numerous challenges as an immigrant to Canada.

Photo courtesy of Hoda Paripoush

How has your Iranian and Indian background influenced your life and business?

Both Iran and India are major teadrinking nations. While growing up, tea was always the first beverage of the day and the last beverage of the night. Whenever someone dropped by, we welcomed them with tea. That same element of hospitality is a global symbol. Hospitality was critical, growing up in a Persian family that lived in India for about 11 years, and then moved to Brockville, Ontario. Those two cultures shaped my perception of tea as more than just a beverage; it was an experience, a moment of pause, connection, and warmth. I want to connect with that part of myself more, which led to my career in tea.

You were the first to receive a tea sommelier certification in the US and Canada. How important is it for you to continue in your field?

When I entered the tea industry, it was due to circumstances and timing. The specialty tea industry was relatively new to North America, especially regarding education about tea. I attended the World Tea Expo and met people from the Specialty Tea Institute of the USA, where I took courses. Canada didn't have a program then, but George Brown College launched it soon after.

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Having all this information felt like being a chef who had studied an incredible cookbook but had never been in a kitchen. To immerse myself fully, I travelled to tea gardens, origins, and farms, learning about how the industry varies from country to country. My thirst for knowledge led me to do something uncommon, but people were ready to experience it. Being a pioneer wasn't intentional; it was about making the experience approachable for a demographic not being tapped into.

What qualities do you try to exemplify as a leader in your company and the broader world of tea?

Authenticity and integrity are essential.

These qualities are integral to everything we do, and our relationships. Many customer relationships have blossomed into lifelong friendships because of authenticity and integrity. People sense that energy and want to be a part of it. From day one, travelling through Darjeeling and visiting tea gardens, I was honest about who we were as a company.

We weren't big players in the industry, but our passion was immense — farmers and producers respected us for our honesty and passion. Authenticity and honesty with yourself and others make a significant difference.

How have you responded to the challenges of setting up and sustaining Sloane Tea? It's been a learning process. I couldn't have fathomed the skills I've developed, the fears I've faced, and the uncertainty I've embraced to keep the business moving forward. As a practical person, my hit-the-ground-running attitude has been balanced with solid strategy planning as the business has grown.

Balancing tactical efforts with strategic planning lets you focus on the next move or project. It's about "kicking the can forward" — even small steps in the right direction are progress. Your vision might change from what you initially set out to do, but that's natural.

What advice would you like to give other entrepreneurs, especially those from diverse backgrounds?

Assume "yes." Move forward with the conviction that you will succeed, but do so with the caveat of doing the math, research, and due diligence. Passion attracts people, and they want to be part of that story. Ask for help, and don't hesitate to seek further assistance from those who have already helped you. I didn't come from a business background, but I've always had heart and hustle, growing up with obstacles that required me to put my pride aside and ask for help. //

start-up

ZEZE PETERS

Identifying The Human Factor in AI

by Kenny Hedges

T

he debate about whether advertising is an art or a science has been a part of the industry’s origins. While creativity plays a critical role, in the digital age where marketing is more important than ever, the industry now relies more heavily on hard data.

Zeze Peters may be primed to navigate that debate. Peters’ background is in aerospace engineering, receiving a Master’s of Engineering, Aerospace, Aeronautical and Astronautical Engineering from Cornell University; but he’s spent 15 years developing products and e-commerce platforms.

With Beam.city DNA, Peters and his team help businesses plan, automate, and optimize digital ads across the internet.

Recently, Peters spoke with us about the difficulties of founding a start-up and maintaining humanity when dealing with artificial intelligence.

Photo courtesy of Zeze Peters

What’s it like, transitioning from aerospace engineering to digital marketing and AI? I worked on space robotics, but after that, I spent a decade building and releasing over 1,100 products. So, my transition from aerospace to digital marketing has been gradual, and I found in all these products that I made.

We would always run into some manual task when it came to the actual growth step — the actual step of making revenues. I decided, "Why don’t we automate as much as possible here, to make growth very easy?” And that’s why we built our company.

Companies often boast about the accuracy of their AI to predict trends in marketing. What’s the best way to still account for the human factor?

I think anybody who hyper-focuses on the ability of the system to predict trends misses the human factor. I think, for almost every business, the human factor is the most important piece because that’s where strategy comes from, just figuring out the playbooks.

Human creativity is unbeaten in our ability to think up new coherent or incoherent ideas or images for what we’ve got to offer, and make it interesting to other humans.

You’ve spoken before about some of the trials and difficulties of an early start-up. Can you talk a little about the challenges you faced?

What advice might you have for future entrepreneurs at that stage?

I’m an engineer. I did my undergrad in mechatronic systems; I worked on robotics and video games.

What you find is, all those are really good at creating solutions to problems, but they’re not particularly great at helping you run a business successfully.

Problems include starting the company off without speaking to enough customers upfront.

One of the first companies I worked on, we had to pivot in 30 days once we came out to the market. We found that we had the right solution, but were delivering it in the wrong way.

Another problem is, a lot of technical people go out and start a business without selling.

Imagine you spend a year building something after interviewing 20 customers, and at the end of that year, none of those customers committed to you. Business is, building solutions to problems people have, but you also need commitment from the people in the form of payment.

Take me through an average day at Beam.

My day starts usually at 4:30 in the morning. I wake up, and then I have my first meeting with part of our team that is based out in Bangalore. We talk about development, design, support, and then I get about two hours to work on my stuff. Once it gets to about 8 o’clock, I have meetings with my local Toronto team. Then, I have meetings with customers, advisors, or fundraisers.

Once my meeting crunch goes, I get back to being able to focus on the things that I want to do, whether it’s making my own outbound sales outreach, creating sequences in communications for clients, or — when I have to — writing software to help our team get over a hump.

What would you say are the most important traits for entrepreneurship?

There are different kinds of entrepreneurs.

There are people who build businesses from a lifestyle perspective. They want to have a certain amount of money and live comfortably for themselves and their families, and that’s valid. But there are also start-up entrepreneurs. If you want to be either of the two, the bottom line is, you’ve got to have communication skills. If your customers don’t understand you, if your team doesn’t understand you, you can’t build a team, you can’t get customers, you can’t get investors. //

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tech & innovation

TIPS FROM THE TECH SECTOR ON RESILIENCE

A

by Helen Jacob fter a boom in the tech sector — several years of growth and market conditions that allowed companies to flourish — the high interest and inflation rates have caused it to slow down. In a post-

pandemic world, these reasons, along with changing consumer habits of a post-pandemic world, have affected businesses across the world. Inflation and interest rates have lowered valuations and investors are more reserved. Multiple companies — both big and small — have had layoffs across

Canada in early 2024, especially in the tech industry.

The environment we’re in poses some challenges, but there are some things you can do to set up your company for stability in the long term.

1. Prepare for financial setbacks

4. Be transparent and manage expectations

Many people think insurance coverage would be the first thing that could go while making cutbacks. A lot of companies have only basic coverage to fulfill regulatory requirements, and to fulfill investor and client needs.

Investors put a lot of money into helping companies grow.

They had to have some trust in you to begin with, and it’s essential to maintain that trust. In this economy, it’s easy to sweep things under the rug or not say anything, to keep investors in the dark about the company’s financial health, in the hopes of not losing funding. However, they might just become more nervous if you’re not communicating anything to them. If your revenues are lower than you expected, make sure you’re honest with the people that are backing you financially. Keep them in the loop and make sure they are informed about any changes in business plans.

But what happens when you do get sued? You’ll have to spend time, resources, and much more money. The financial setbacks could mean the end of your business. Think of it like protecting your company in the event that something does go wrong. It’ll allow you to figure out next steps during challenges, and offers a safety net so you don’t falter during slower years.

2. Take a metric-driven approach It’s true that numbers never lie. As a business leader, you need to ensure that performance can be measured and progress can be tracked. This will enable you to make informed decisions, enhance productivity, and cut what needs to be cut. It helps you see what works and what doesn’t. Defining clear number goals and metrics will help employees to take accountability and perform better.

It gives them a sense of responsibility, and encourages improvement and resilience.

3. Create networks within your company On a more technical note, companies use many programming tools and systems. These technologies are used to share data among teams and to resolve issues quickly. To ensure a powerful, effective network, businesses should operate on a horizontally integrated network.

You can do this by connecting systems under a single platform, to enable better flow of information. You can also encourage employees to use collaborative systems and communication to create a network that will enable the company to thrive. Weaving together the collaboration and interactions among different departments will better the experience for your employees as well as your customers.

5. Build a positive company culture Company culture can make or break a company. Fostering trust and support is essential to having a strong company, and motivation among employees. To create a positive work environment, company leaders need a clear vision for the company that aligns with the values and goals of the company. Strong communication and opportunities for feedback and suggestions — and actually taking those suggestions to improve the workplace — go a long way in building a successful business. Encouraging teamwork among different departments and providing a sense of community among employees will only make your company stronger, and give people the motivation to work toward a shared common goal.

6. Run productive meetings This might seem obvious, but something as simple as having a productive meeting is essential to having a resilient organization. We all know communication is key in a relationship, but it’s also for organizations and larger corporations. Having productive meetings ensures that everyone is on the same page, and aware of situations and changes in the company. Productive meetings have an objective and a goal. To reach this goal make an agenda so you don’t stray from the topic at hand. It’s also important to hold meetings at every tier in the company, so everyone is working toward the same goal, making a more resilient team and company. //

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HOW AI CAN CREATE A MORE RESILIENT SUPPLY CHAIN

by Marcus Medford

A

rtificial intelligence (AI) is arguably the most disruptive technology of the 21st century, with the potential to impact nearly every aspect of our lives. As governments and officials move to regulate the industry, businesses are looking to take advantage.

Because AI can perform tasks more efficiently than humans, it also allows people to do more interesting, and often creative, work. AI tools are capable of performing cognitive functions like reasoning, perceiving, learning, problemsolving, and interacting with an environment. Some of those tasks include completing data analysis, retaining and recalling information, and developing insights about cause-and-effect situations.

These abilities are useful when it comes to supply chains because they allow AI tools to identify problems, as well as ways in which the supply chain can be improved. Businesses can benefit from this insight because it allows them to improve efficiency and cut costs.

Businesses can integrate AI into their existing supply chain to boost efficiencies by employing it to monitor product quality or quantity, manage inventory, and identify efficiencies like fuel-saving routes. Other ways businesses can apply AI to their existing operations are to: optimize shipping and delivery; manage warehouse capacity; track inventory; forecast demand to coordinate procurement; standardize processes; track and measure sustainability efforts; improve worker safety; and oversee/monitor transaction records.

Some applications for AI within supply chains include predictive forecasting, which provides a comprehensive analysis of historical data, customer behaviour, market trends and additional external factors. Predictive forecasting can be applied to information — like sales data and seasonal trends — to inform recommendations about optimal inventory levels for predicting when re-stocking should be done.

When AI is integrated into autonomous supply chains, smart devices, like sensors, are used to collect data in real time and process it automatically. This can help businesses reach decisions quicker, and be more precise in their assessments, which should lead to better outcomes. AI can monitor and analyse data to identify potential threats, and even provide risk management solutions, making businesses more resilient.

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One of the reasons businesses use AI is for supply chain management and optimization, because the tools simulate human intelligence, and can quickly perform complex tasks which can make businesses more profitable and resilient.

tech & innovation

AI tools can be used to improve and personalize people’s experiences when interacting with a business. Using analytics, these tools can create profiles of customers and understand them on a deeper level — for example, by learning about customer preferences, behaviours, and purchasing patterns.

Integrating all the various AI tools into a business's processes can be a long and expensive ordeal; however, the benefits of AI can offset the additional spending by reducing a business's operational costs. Businesses can develop and teach customized AI tools, to deal with large datasets and information specific to the business or industry.

When using custom tools, it’s important that the information and settings used to create the AI tools are accurate and comprehensive, to generate effective support; otherwise, inefficiencies baked into the system can be exacerbated. Bad inputs fed into AI systems can lead to bias and other harms — this is also important to consider, as AI tools proliferate and become more integral to people’s everyday lives.

The pandemic and large-scale disruptions in recent years — such as the cargo ship that got stuck in the Suez Canal in 2021— have highlighted the importance and fragility of the global supply chain. It’s also important to consider that the global supply chain has grown increasingly interconnected and complicated over the years, making it more sensitive to disruptions.

Transportation delays, and disruption caused by labour actions, can cost businesses millions in lost revenue, and can have significant impacts on the lives of millions of people around the world.

Concerns regarding intellectual property protection are among the roadblocks to having a more AI-integrated global supply chain. However, industries like farming and retail have been able to take advantage of the AI tools available to streamline aspects of their businesses. For example, AI can help farmers determine how much and when is the best time to reap particular crops, based on data about the soil, market trends and demand, weather forecasts, and other factors. There are also tools available to farmers to help them monitor the health and behaviour of their livestock, which can detect early signs of illness.

In retail, AI can be used to optimize inventory management to avoid overstocking and stockouts. Amazon uses AI in some of its warehouses to screen items for damage before they’re shipped, which benefits the business and the customer.

One of the most common AI tools businesses use are chatbots which can offer 24/7 customer service quickly and efficiently. Fast response times from businesses are important, because research shows that customers expect responses within 48 hours of contacting a business. //

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A COMPREHENSIVE GUIDE TO E-INSURANCE SOLUTIONS

by Rebekkah Nembhard

T

he insurance industry is undergoing a transformation driven by technological innovations. E-insurance, short for electronic insurance, has emerged as an aspect of this evolution, promising to revolutionize how

Evolving Dynamics of E-Insurance E-insurance encompasses digital solutions designed to streamline facets of the insurance lifecycle. From online policy issuance and premium payments, to claims processing and customer service, e-insurance solutions leverage digital platforms.

Critical Advantages of E-Insurance Solutions E-insurance eliminates paperwork and documentation, enabling insurers to automate processes such as policy issuance, underwriting, and claims settlement. This automation means faster turnaround times, reduced administrative overheads, and improved efficiency. Digital platforms allow policyholders the opportunity to purchase, manage, and renew policies.

Intuitive user interfaces, personalized recommendations, and round-the-clock support services enhance customer experience.

E-insurance solutions harness big data analytics and artificial intelligence to analyze vast volumes of customer data.

In analyzing customer behaviour, risk patterns, and market trends, insurers can tailor their products and pricing strategies to meet customer needs and preferences.

Besides digitizing manual processes and leveraging economies of scale, e-insurance solutions help insurers optimize costs and improve their bottom line. Reduced paperwork, lower distribution expenses, and improved risk management contribute to cost savings, passing it on to customers.

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insurance products are bought, sold, and managed. In this guide, we'll delve into the realm of e-insurance, exploring its dimensions, implementation, and implications for the future of insurance.

Advanced technologies, such as blockchain and biometric authentication, enhance the security and integrity of e-insurance transactions, reducing fraud, identity theft, and cyberattacks.

Immutable ledgers, smart contracts, and multi-factor authentication mechanisms ensure transparent, tamper-proof record-keeping and verification.

Implementing E-Insurance Solutions Insurers must develop a digital transformation strategy that aligns with their business objectives, technological capabilities, and regulatory requirements. This strategy encompass, all aspects of the insurance value chain, from product design and distribution, to claims management and customer service.

Building a technology infrastructure is essential for implementing e-insurance solutions. It includes investing in cloud computing platforms, data storage systems, and software development frameworks that adapt to growing business needs and market dynamics.

Technology partners, Insurtech startups, and third-party service providers can adopt e-insurance solutions and access cutting-edge technologies and expertise. Strategic partnerships enable insurers to leverage external resources, networks, and innovations to enhance their advantage and market position.

Regulatory Compliance and Risk Management Regulatory requirements and industry standards are paramount when implementing e-insurance solutions.

Insurers must ensure that their digital

platforms follow data protection laws, privacy regulations, and cybersecurity standards to safeguard customer information and mitigate legal risks.

Successful implementation of e-insurance solutions requires change management practices and training programs for employees, agents, and customers. Insurers should invest in staff training, skill development, and organizational change initiatives to foster a culture of innovation, collaboration, and continuous improvement.

Future Outlook and Emerging Trends The future of e-insurance shapes emerging technologies, consumer preferences, and regulatory developments reshaping the insurance landscape. Key trends to watch out for include: Internet of Things (IoT) and Telematics devices, such as connected cars, smart homes, and wearable health trackers, create new opportunities for usagebased insurance (UBI) and risk assessment.

Artificial Intelligence and Predictive Analytics models enable insurers to automate underwriting decisions, detect fraud, and anticipate customer needs.

Digital Ecosystems and platform-based business models are transforming how they distribute, sell, and consume insurance products. Insurers are partnering with tech giants, fintech startups, and digital platforms to reach new customer segments and offer innovative services. //

tech & innovation

CHRIS IZQUIERDO Fostering a Conducive Work Environment

by Maureen Simpson

C

hris Izquierdo is the co-founder and CEO of DevFacto Technologies Inc. Founded on a vision of innovation and excellence, DevFacto is an award-winning software development powerhouse headquartered in Edmonton, Alberta. DevFacto has garnered industry recognition as a preeminent workplace in Canada.

DevFacto has cultivated a culture of excellence and collaboration, attracting top talent nationwide. With a keen focus on creativity, diversity, and personal growth, DevFacto has become more than just a workplace — it's a community of passionate individuals united by a shared mission to redefine the boundaries of technological innovation.

DevFacto owes much of its success to Chris Izquierdo, from its humble beginnings to its current standing of excellence in software development. The company continues to innovate and expand its reach.

Photo courtesy of Chris Izquierdo

One of DevFacto's guiding principles is "Happy employees = happy customers." What does this relationship mean for your business?

In our business, this principle is foundational. While many companies value employee satisfaction. We recognized early on that workplace discontent often translates to turnover and operational challenges. At DevFacto, we deliberately prioritized our employees' happiness, knowing that engaged and motivated employees are more likely to deliver exceptional results, ultimately leading to satisfied customers.

You've been critical of the use of cubicles in the workplace. What role do you think the work environment plays in employees' health?

The work environment plays a crucial health, role in employees' and cubicles often hinder productivity and satisfaction. Despite their initial cost-effectiveness, cubicles can disrupt concentration and impede the thinking required in our line of work.

We've found that providing environments conducive to focus and collaboration leads to higher satisfaction and performance among our team members.

You arrived in Canada from Cuba at a young age. Did you always have an entrepreneurial spirit, and what drove you to succeed?

arrangements during challenging times or providing opportunities for professional development, we've seen increased productivity, innovation, and, ultimately, higher customer satisfaction.

Upon immigrating to Canada, I immersed myself in a culture fostering innovation and initiative. I eventually discovered my passion for entrepreneurship.

How does DevFacto maintain its core values and company culture amidst rapid growth and expansion?

What specific strategies or initiatives has DevFacto implemented to ensure employee happiness and engagement?

At DevFacto, we've implemented several strategies to prioritize employee happiness and engagement. It includes regular feedback mechanisms to gauge employee satisfaction, flexible work arrangements to accommodate individual needs, professional development opportunities to foster growth, and a strong emphasis on work-life balance.

Can you share a particular instance or initiative where prioritizing employees improved customer satisfaction or business success?

Absolutely. When our employees feel supported and fulfilled in their roles, we've found that they are more motivated to serve our clients. For example, by offering flexible work

Maintaining our core values and company culture amidst growth and expansion is our top priority. We ensure alignment with our values through regular internal and external communication and by embedding them into every aspect of our operations. Additionally, we prioritize hiring individuals who resonate with our values and actively promote a culture of accountability, collaboration, and continuous improvement.

DevFacto has experienced rapid growth in a relatively short period. How did you navigate this expansion?

Navigating DevFacto's rapid growth has been a challenging yet rewarding journey. We've prioritized strategic planning anchored by our core values, ensuring every decision aligns with our goals. Transparency, flexibility, and a steadfast focus on employee and client engagement have been instrumental in sustaining our growth trajectory. //

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LAUREN PARK

Embracing Innovation

by Stephanie Hawkins

f

rom working in science labs, to going back to school to complete her MBA at Queen’s University, and moving up as a consultant and in leadership roles in tech, Lauren Park is no stranger to embracing change, innovation, and professional growth.

Prior to her current director of training position with Security Compass — a company that helps organizations in cyber security design, and cybersecurity solutions — she worked in consulting for IT, manufacturing operations, and environmental labs.

Through all of this, she has learned to seek out opportunities, and understands that the best way to support your team is to really get to know them and to communicate with them well.

Lauren took time out of her busy schedule to talk with us about learning from previous experiences, taking risks, work-life balance, and the value of asking questions.

Photo courtesy of Lauren Park

What have you learned from your previous experiences that help you in your current leadership role?

One (thing) I’ve learned is the importance of talking to and really listening to people. When I worked as a consultant, we were making significant changes to organizations.

I looking to find the “why” through conversations; specifically, why things are done a certain way — what is working and what isn’t — then helping to fix the issues. I’m naturally inquisitive, so I ask questions and actively listen to the answers is key to becoming a successful leader.

Can you talk about your experience as a woman in business?

I have been fortunate to have great mentors and role models who valued me as a person, and never treated me differently from my male colleagues.

I’ve had encouragement about how to overcome societal pressures that women often face.

Perfectionism, as an example, and the feeling that you want to have everything perfect before speaking up. I recognize that it’s okay to make mistakes, and not have all the answers. You have a voice [and] you’re here for a reason, so speak up.

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What advice or insight do you have for someone switching career pathways or entering a new industry?

It’s important to remember you’re always able to bring a unique viewpoint to conversations and situations. If you’re looking to make the transition, examine your transferable skills, recognize what you have, and assess how you can bring that experience to a new industry or company.

One other big thing, especially if you’re switching industries, is learning the lingo of the new industry as quickly as possible. Do your homework before you interview, and then ask a ton of questions.

Every company that I’ve worked with has acronyms that I’ve had to learn; new industries have acronyms that I’d never heard of before, and using the correct terminology and examples is helpful in building credibility.

What does an ideal work-life balance look like for you, both personally and professionally?

Our homes became our offices during the pandemic. Finding that balance has been challenging for me. I found setting times for activities — has been so important for my mental and physical

health. The pandemic has really shown us how important that balance truly is.

Whether you’re taking three hours in the day to homeschool your kids, or going for a walk or a bike ride, we’ve seen a lot more flexibility throughout the last year or so. Having a balance and knowing that as long as you’re getting your work done by the expected timelines — that’s really the most important thing.

With regard to managing both people and projects, what advice would you give to someone new in this type of role?

Organization and communication [are] key to managing both people and projects. It’s important to communicate issues and challenges as soon as they arise.

When you’re managing a project, there will be many different people working together towards a common goal. Connecting and getting to know people on a personal and professional level is key, as well as having them get to know you.

From a people-management perspective, you can adapt your style of management to help them become the best team member they can, and to really work together and make sure everyone finds success. //

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branding & marketing

USING AI TO MEASURE YOUR MARKETING ROI

B

by Rosalee Scott-Edwards usinesses have found themselves in a data deluge from various marketing channels.

While a wealth of information is invaluable, sifting through it to measure marketing Return on Investment (ROI) can be overwhelming.

Fortunately, Artificial Intelligence (AI) advancements are revolutionizing this process, providing a clear path to success.

AI simplifies and enhances your marketing ROI measurement, helping you maximize your marketing investments.

Understanding Marketing ROI

2. Predictive Analytics

Marketing ROI measures the revenue generated from marketing activities relative to their cost. It's a critical metric that helps businesses understand the effectiveness of their marketing strategies. Traditionally, calculating ROI involves tracking various metrics like sales figures, customer acquisition costs, and conversion rates, which can be timeconsuming and prone to errors. AI simplifies and refines the process, empowering you to make informed decisions about future investments.

One of AI's most significant advantages is its ability to predict future trends based on historical data. Predictive analytics can forecast how different marketing strategies will perform, helping you allocate resources more effectively.

For instance, AI can analyze past campaign data to predict which keywords will drive the most traffic or which social media channels will yield the highest engagement. It enables you to optimize your marketing efforts for better ROI.

How AI Enhances Marketing ROI Measurement 1. Data Integration and Analysis AI-powered tools can aggregate data from multiple sources, including social media, email campaigns, and website analytics, to comprehensively view your marketing performance. Integrating data from various platforms, AI eliminates the silos that often hinder accurate ROI measurement. These tools use machine learning algorithms to analyze patterns and trends, offering more profound insights into what's driving your marketing success, thereby making your analysis process more efficient and productive.

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3. Attribution Modelling Attribution modelling is crucial for understanding which marketing channels contribute most to conversions. AI can develop sophisticated attribution models, considering the entire customer journey, from initial contact to final purchase. When attributing conversions accurately to specific marketing activities, AI helps you identify the most effective channels and tactics, ensuring you spend your budget wisely.

branding & marketing

4. Real-Time Performance Monitoring

6. Enhanced Customer Segmentation

AI allows for real-time monitoring of marketing campaigns, providing instant feedback on their effectiveness and allowing you to make timely adjustments to improve performance.

For example, AI can suggest modifications based on realtime data analysis, if an email campaign isn't generating the expected engagement. This agility ensures that your marketing efforts continuously optimize for maximum ROI.

AI analyzes large datasets to identify customer segments based on behaviour, demographics, and purchasing patterns.

You can create more targeted and effective marketing campaigns by understanding these segments. AI-driven customer segmentation allows for the precise tailoring of messages and offers, ensuring they resonate with specific audiences and lead to higher conversion rates. A granular approach to targeting helps maximize the impact of your marketing efforts, ultimately boosting your ROI.

5. Personalized Marketing Personalization is critical to engaging customers and driving conversions. AI can analyze customer data to create personalized marketing messages and offers, increasing the likelihood of conversion. It's imperative to tailor your marketing efforts to individual customer preferences and behaviours, so you can enhance the customer experience and boost your ROI. To effectively leverage AI for measuring marketing ROI, you must clearly define your marketing objectives and the metrics you will use to measure success to guide the AI algorithms in providing relevant insights. Select tools that align with your business needs and budget, including popular options such as HubSpot, Marketo, and Google Analytics 360. Ensure that your chosen AI tools can integrate seamlessly with your existing marketing platforms, to facilitate smooth data flow and enhance the accuracy of your ROI measurements.

7. Automation of Routine Tasks AI can automate repetitive marketing tasks such as email marketing, social media posting, and ad placement.

Automation saves time and ensures consistency and precision in executing marketing campaigns. AI-powered automation tools can handle tasks like scheduling posts, sending personalized emails, and managing ad bids, freeing your marketing team to focus on strategy and creative development.

If you are a business owner, embrace AI today to stay competitive and continuously drive your business success. //

Invest in training for your marketing team to ensure they understand how to use AI tools effectively. AI is not a setit-and-forget-it solution; you must continuously monitor the performance of your AI tools and adjust as needed.

Regular evaluation will help you stay ahead of trends and maintain optimal marketing performance.

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branding & marketing

ICONIC SLOGANS THAT HAVE WITHSTOOD THE TEST OF TIME

by Jackie Marson

I

f you’ve ever caught yourself saying, “What happens in Vegas, stays in Vegas”, you’ve fallen victim to the power of a good slogan.

The Las Vegas Convention and Visitors Authority coined the slogan, “What happens here, stays here”, and some variation of that has stuck with the general public ever since.

Taco Bell - Think Outside The Bun (2002)

This slogan puts a twist on the classic “think outside the box” phrase. It urges consumers to look past hamburgers, hotdogs, and sandwiches… and opt for a taco shell or wrap at Taco Bell. The brilliance of this slogan lies in its clear message. While it’s great to be creative or make your audience stop for a second to digest your message, brands should avoid making their audience decode the meaning unless, of course, you are Taylor Swift. Otherwise, no one will “get it”, let alone remember it.

Red Bull - Red Bull Gives You Wings (1997)

Red Bull’s slogan helped them stay relevant for decades.

They branded themselves in a way that empowered athletes, daredevils, and adventurous personalities to push boundaries, and achieve the inconceivable, under their wing - as Red Bull extreme Athletes, all while staying fueled with their energy drink. The slogan likely informed their strategy, helping to scale their brand from a product to a whole community by widening the funnel and connecting their initiatives back to the brand.

Dollar Shave Club - Shave Time, Shave Money (2015)

Dollar Shave Club incorporated part of their brand name in their slogan. As a subscription-based razor company, this slogan instantly reminds consumers of the convenience of their service, “shaving” them a trip to the store every time they need to purchase a razor. A brand wants to be remembered for what they sell and (if applicable) how affordable they are, and this slogan nailed both.

Bounty - The Quicker Picker Upper (1957)

Giving paper towels a personality isn’t easy, but Bounty’s slogan helped them find a clever, cutesy, and informative way to convey the absorbency and convenience of their product.

Picking apart the slogan and diving into the semantics of it, it’s evident that their advertising team utilized a literary device called a “consonance”, which employs recurring similar sounds. This technique transforms an otherwise bland product into a catchy, bouncy essence that sticks.

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The ‘right’ slogan can be etched into our memory for years, but difficult to convey a brand message in so few words. Let’s delve into the most iconic slogans and what made them withstand the test of time.

KitKat - Have a Break, Have a KitKat (1958)

KitKat’s slogan has been stuck in our heads since it first came out in 1958, thanks to its clever double entendre. At the time, the chocolate bar made a great snack for work breaks. But that’s not all, the word “break” also refers to the way the KitKat bar is designed to be split in half before eating. This dual meaning helped create a memorable connection in consumers’ minds.

L’Oreal - Because You’re Worth it (1973)

As the very first advertising slogan to be written from a woman’s perspective, L’Oreal’s slogan was revolutionary for its time. Over time, the phrase evolved to “because you’re worth it.” Nonetheless, it gave a new meaning to makeup, moving beyond the male gaze, to focus on making women feel worthy and confident within themselves.

Capital One - What’s in Your Wallet? (2000)

How will you pay for that? And do you need to finance it?

Capital One’s slogan prompts individuals to consider the financial resources, tools, and support that they might need.

This slogan helped Capital One position itself as a credit card and banking service that can assist you in paying for what you want and need.

Nike - Just Do it (1988)

Nike’s slogan tells a story with endless chapters, motivating consumers, athletes and the rest of society to keep pushing regardless of the obstacles that stand in their way. Similar to Red Bull, Nike evolved from an athletic apparel and footwear brand into a community. This type of slogan will never get old, because there will always be another inspirational story to accompany it.

Never underestimate the power of using literary devices in a slogan or tagline. Now that you’ve read some of the best slogans of all time, it’s time to create one for your own business. What are you waiting for? As Nike would say, ‘’Just do it!’. //

branding & marketing

JESSICA ALEX

Empowering Stories, Impactful Marketing

by Shirley Graham

J

essica Alex, the founder of Upon A Star Books Inc. and its subsidiary Jessica Alex Marketing, has carved a niche in children's literature and publishing-related marketing.

Her journey began with the launch of Urban Voice at 17, a testament to her early entrepreneurial spirit. A conversation at an "Authors and Artists" event steered her towards founding Upon A Star Books Inc., driven by a passion for writing and a desire to create her publishing avenue.

Now a well-established figure in the industry, Jessica's story is one of perseverance in adaptation to serving niche markets with excellence. As she navigates the intricacies of managing two interconnected companies, she continues to uphold the values of social responsibility and giving back.

Photo courtesy of Jessica Alex

What impact did creating Urban Voice at 17 have on you?

Launching Urban Voice in high school was a transformative experience that left an indelible mark on my entrepreneurial journey. At such a young age, the endeavour taught me invaluable lessons that continue to shape my approach to business and life. Initially, Urban Voice was born out of a desire to create something meaningful and impactful within my community. Little did I know that it would catalyze my entrepreneurial aspirations.

One of the most significant lessons I gleaned from my experience with Urban Voice was that age should never be a barrier to pursuing one's dreams.

Despite being a high school student with limited resources and experience, I created a platform that resonated with my peers and community members. This realization instilled in me confidence and belief in my entrepreneurial abilities.

Moreover, launching Urban Voice provided me with a crash course in various aspects of business, including design, publishing, marketing, and project management.

These skills proved invaluable as I embarked on ventures, like Upon A Star Books Inc. and Jessica Alex Marketing. The foundation by Urban Voice equipped me with the tools and knowledge necessary to navigate the publishing and marketing industries.

How integrated are Upon A Star Books and Jessica Alex Marketing?

Is it challenging to manage both companies simultaneously?

Much was said about "building an author platform" before a book emerged. Is there truth in that statement?

Jessica Alex's Marketing naturally evolved within Upon A Star Books Inc. as I began assisting publishing clients with marketing.

I agree with that statement. It's something that I encourage authors to do. Overall, building a brand is very important. For example, if someone writes a book as an "expert," that aspiring author should build their credibility and brand before releasing their books. Building an online presence is essential, too.

The division grew as I received referrals from authors beyond my publishing clientele. Managing both requires dedication and passion.

The transition occurred in 2016, spurred by a desire to assist authors and small businesses facing similar challenges. I thrive on problem-solving and found joy in extending my services beyond publishing.

Your companies target niche markets rather than adopting a broad approach. How important has this strategy been to your success?

Striving to be a "jack-of-all-trades" without mastering any domain wasn't my goal. Instead, I focused on becoming a comprehensive solution for publishing clients, aided by strategic partnerships.

Jessica Alex Marketing maintains a more streamlined approach tailored to specific needs. An online presence enhances an author's reputation and generates anticipation and demand for their work.

How important to you and your businesses is social responsibility and giving back?

Social responsibility has been a part of my business. Whether donating proceeds from book sales or hosting fundraisers, giving back is important because this life is much bigger than just one person. If we all take the time to give back, monetarily or with our time, it will make a difference, making this world better.

What strategies do you employ to stay updated with the latest trends and developments in the publishing and marketing sectors?

Firstly, I prioritize attending conferences, workshops, and industry events whenever possible. These gatherings offer invaluable opportunities to network with industry professionals, gain insights from experts, and stay abreast of emerging trends and innovations. //

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branding & marketing

COLIN SPRAKE On a Mission to Make You Succeed

by David Soleman

C

olin Sprake is an author, speaker and coach who uses his decades of business experience to enlighten entrepreneurs. In 2004, he founded Make Your Mark Training and Consulting to help business people thrive, generating a network of approximately 60,000 entrepreneurs across Canada.

Sprake is also the author of four number-one bestsellers, including "Entrepreneur Success Recipe: The Key Ingredients That Separate the Millionaires from the Strugglers." He contributes articles on leadership to Richard Branson’s blog, Virgin.com, and has developed a mentorship program for teenagers.

Photo courtesy of Colin Sprake

You’ve said a lot of business is how you think, and the rest is sales, marketing, etc. Can you elaborate?

I would even say that 98 per cent of our lives lie in the habits we form daily.

Many people have bad habits they have created over time. It takes as much effort to create a bad habit as it does to make a good one. It’s not what people know; it’s who they are that is important.

You can know anything about sales and marketing, but who you are as an individual and whether you act and do something about it are essential.

I’m a big fan of the idea that the more you work on yourself, the better your business and life will be.

Why do the majority of businesses fail within the first five years?

The number one reason is stubbornness.

I don’t care how much you know as an individual; it’s how open you are to [both] learning and growing. If you aren’t willing to learn and grow, you will vehemently hold onto what you want to [despite it being wrong].

I won’t say never, but you’ll seldom get what you want. Most business owners who fail in their first five years are not open to learning. They think they have enough information.

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His saying: “When you focus on dollars, you’ll have money to count. When you focus on people, you’ll have countless dollars,” underscores his commitment to fostering genuine connections and prioritizing people over profits in business.

What is a key takeaway from your book "Entrepreneurs’ Success Recipe: The Key Ingredients Separate Millionaires from the Strugglers"?

It’s fascinating how many business owners don’t know their numbers and don’t want to know them. They leave their numbers in the hands of their accountants or bookkeepers, who may only give them an answer once a year about whether they have enough money or not. That, to me, is ludicrous.

Also, what are your success habits?

What do you do every morning and every evening to set up your day to be successful, or set up your sleep to be robust so that you wake up every morning with a bounce in your step?

I have various success habits that I’ve entrenched into my routine over the last few years. Those habits do not include being on my cell phone or computer first thing in the morning.

Why wouldn’t it be your cell phone or computer if your business needed it?

I’m a big fan of practicing meditation and gratitude in the morning. Some of the most successful people in the world – Richard Branson, Oprah, Elon Musk – believe in meditation when you first wake up, to get yourself set for the day. When you lean over and

grab your cell phone, you only have to read one lousy email or negative thing to set up your foundation for the entire day, for most people. So, I’m a big fan of putting the proper foundation into your day.

You’ve spent time with Richard Branson. What did you learn from him?

I learned from him that when you have a vision for your business, people will try to shoot you down no matter what happens – but you must stay true to your vision.

The people who got to where they wanted were devoted to their vision and didn’t care about what anybody said. The only people they’ll listen to are those who have already achieved massive success or who’ll get them to rethink.

What’s a common personal flaw you see in most managers?

One word: Trust. They don’t trust others to be as good as them when they grow their company. Trust that people can do things better than you. When they do it better than you, and you feel like they are putting you out of a job, that’s the best feeling you can have, not the worst. Because that’s when you know you’ve got the formula that works for you. //

policies

REGULATORY FRAMEWORKS FOR BUSINESS CONTINUITY

by Shirley Graham

B

usinesses face constant challenges adapting to unforeseen circumstances, ranging from natural disasters to global pandemics. Ensuring continuity in operations despite such disruptions has become

Understanding Business Continuity Before delving into frameworks, let's grasp the concept of business continuity. At its core, it refers to the processes and procedures a company puts in place to ensure essential functions can continue during and after a disaster or disruptive event. These disruptions can be anything from cyber-attacks and power outages, to supply chain interruptions and public health emergencies.

Key Components of Business Continuity Frameworks Risk Assessment is one of the first steps in any business continuity framework which involves identifying potential risks and assessing their potential impact on the organization.

Business Impact Analysis (BIA) evaluates the potential consequences of disruptions to critical business functions.

This assessment prioritizes resources and efforts, based on the organization's overall objectives.

Developing Strategies and Plans mitigate these risks and ensure the continuity of operations. It may involve implementing redundancy measures, alternate work locations, or communication protocols.

Training and Awareness programs are essential to ensure staff are prepared to respond appropriately during a crisis.

Business continuity plans are effective only if employees know how to implement them.

Testing and Exercising of business continuity plans identify gaps and weaknesses, and ensure that the organization can effectively respond to a crisis. It may involve tabletop exercises, simulations, or full-scale drills.

Continuous Improvement is not a one-time effort, but an ongoing process. Organizations must review their plans in response to changing threats, technologies, and business environments.

Popular Business Continuity Frameworks ISO 22301: Developed by the International Organization for Standardization (ISO), ISO 22301 is the international standard for business continuity management systems.

It provides a framework for establishing, implementing, maintaining, and continually improving a business continuity management system.

paramount for organizational survival and success. This has led to the development and adoption of business continuity frameworks, providing businesses with structured approaches to navigate through turbulent times.

NIST SP 800-34: Published by the National Institute of Standards and Technology (NIST), Special Publication 800-34 provides guidelines for developing information security contingency plans. While focused on information security, many of its principles apply to broader business continuity planning.

BS 25999: Developed by the British Standards Institution (BSI), BS 25999 provides a best-practice framework for business continuity management. It outlines a systematic approach to identifying potential threats, assessing their impact, and developing risk mitigation strategies.

The Disaster Recovery Institute International (DRII) Professional Practices: The DRII Professional Practices provide a framework for disaster recovery and business continuity planning. It covers all phases of planning, from risk assessment and business impact analysis to plan development and testing.

Integration with Canadian Government Initiatives In Canada, the government plays a vital role in supporting businesses, to ensure business continuity. Government agencies and departments offer resources, guidance, and support to help organizations develop and implement effective business continuity plans. The following are some examples.

Public Safety Canada: Provides resources and tools to help businesses and organizations prepare for emergencies and disasters. Their website offers guidance on risk assessment, business impact analysis, and developing business continuity plans.

Canadian Centre for Cyber Security (CCCS): As cyber threats continue to evolve, the CCCS offers guidance and support to Canadian businesses in strengthening their cybersecurity posture. It includes resources for developing incident response plans and strategies for mitigating cyber risks.

Provincial and Territorial Governments: Besides federal initiatives, provincial and territorial governments in Canada also offer support for business continuity planning. Many provinces have emergency management agencies that provide resources, and assist businesses in preparing for and responding to emergencies. //

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WHAT IS THE ISO 22301-BUSINESS CONTINUITY STANDARD, AND DOES YOUR BUSINESS NEED IT?

by Tyler Geis

I

t’s 2024, and so much of what we do in many different job fields is done via computers, tablets, and even a company or personal smartphone. It’s important that many businesses find

ways to protect themselves from a wide range of threats to their organization.

From cyber attacks to data breaches, to even external forces of nature like a natural disaster, it’s important

that companies revamp their BCMS (Business Continuity Management System). The ISO 22301 certification of their continuity management system aids businesses in doing just that.

So how does all of this work, and how is it implemented?

ISO 22301 sets out to create a standard that defines responsibilities within leadership, to constantly review and maintain business continuity on a periodic basis.

This happens, so when trouble either arises or suddenly occurs, those with the knowledge within an organization can act swiftly.

For anyone new to this topic, let's walk it back just a few steps. You may be wondering what a business continuity standard is. If you think of some of the issues that companies face in this day and age, you have to ask yourself: knowing how quickly something can go wrong, will a business be ready to adapt? The key to great business continuity standards boils down to responsible leadership that lays the groundwork, so that when a potential disaster arises, the likelihood of disruption to business is greatly reduced.

The endgame with ISO 22301 is having a company return to day-to-day business as quickly as possible. The benefits of having this implemented in a company include things like operational resilience, so that despite any hardship, the company can return to business as quickly as possible. The ISO 22301 certification aids in preparation for technological failure. In this day and age, anything from loss of access to any sort of content or data, to the all-out collapse of communications, can be frightening for companies. With a plan in place, an issue can be mitigated, and any sort of technical disruption can become just a minor bump in the road.

BCMS also aids in reducing business interruption insurance costs. Take, for example, a storm that damages your business, whether it be a power hit that disrupts workflow, or a more physical disruption -- like your building being damaged.

With a BCMS in place, that is certified under ISO 22301, a business is more knowledgeable about what to do if this were to occur. A business can better evaluate the type of insurance needed for situations like this, so leadership does not find themselves scrambling to bounce back from a disruption like this, and, in the long term, cut costs as well.

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With ISO 22301 being implemented, some companies will delegate one or a few ISO auditors to aid in overseeing the needs of good business continuity. This will entail crafting a policy that helps a company spot risks, and even dangers in times of crisis, so that they can pivot and improve in these areas; as well as creating a clearer picture of the great opportunities of being able to achieve company-wide goals that elevate the day-to-day business.

Implementing better BCMS through an ISO 22301 certification has a solid reputation for being able to aid businesses in times of crisis. The statistics show that between 1 and 5 businesses, no matter the industry, will experience at least one disruption of business per year. It could be any of the issues mentioned above. Having a plan in place will increase a company's reputation and credibility in trying times. A company's operations improve drastically even when the disruption is in the rear view, due to improved morale among staff, thus giving the company a very resilient appearance.

Lastly, an effective BCMS shows that a company is well-run and management is always on point, which again attracts many to work for the company.

There are many sources of information on ISO 22301; some organizations even go as far as bringing in an ISO auditor to facilitate a company's BCMS going forward. When thinking about business continuity management systems, try to focus on the word “continuity.” The definition of the word is that something continues to happen or exist. A company, no matter the challenges it faces, whether large or small, must continue to generate money and provide a service for its customers. Companies can do so with a strong grasp of BCMS. //

policies

CAROLYN STERN Leading with Emotional Intelligence

by Pragya Bisen

c

arolyn Stern, an expert in emotional intelligence, is making waves in the business world. As a business professor at Capilano University in Vancouver, Carolyn is a renowned speaker and corporate trainer dedicated to helping companies build high-performing teams.

For over two decades, Stern has combined her extensive education, psychology, and business knowledge with her personal experiences, to teach emotional skills. She has always felt emotions deeply, a trait once perceived negatively in her family, and now views emotional expression as a superpower, not a weakness.

With Stern's teachings, this synthesis has empowered students and leaders to connect authentically, communicate effectively, and thrive collectively, demonstrating that emotional intelligence is the key to navigating today's workplace's complexities, and transforming leadership.

Photo courtesy of Carolyn Stern

How does being emotionally intelligent make you a better leader?

Real leaders are the ones who can empathize with their team, understand their perspectives and behaviours, especially in stressful situations. Often, senior employees typically possess superior technical abilities, but not the emotional intelligence skills required to increase the success of the organization.

Emotionally intelligent leaders are skilled communicators and can convey their thoughts and expectations easily while also being adept at listening to others, too.

How do your techniques apply to leaders in the workplace?

Not only leaders, but an increased level of emotional intelligence can also help individuals manage stress better, build healthier relationships and make good decisions, the qualities essential for an effective leader today.

In school, we were never taught to be bigger than our emotions, which is critical for success in every area of life.

Fortunately, emotional intelligence can be developed and enhanced to make good behavioural choices.

Understanding and managing emotions is crucial for leaders to inspire, motivate, and ignite passion in their teams, ultimately leading to a competitive advantage for organizations.

Do you think the pandemic has increased emotional stress faced by leaders in the workplace?

The pandemic has transformed everything about the way we work, from hiring staff to scheduling work.

The way we have been previously taught to manage our teams does not work now.

With everyone working remotely, and no boundaries between work and home, mental health is at an alltime low because people miss social engagement.

Organizations are working hard to meet their goals, but there is no real communication at ground level, and that has muted real conversations.

Post-pandemic, many are missing in-person connections and office interactions. It has been tough for leaders to get their employees excited about work.

What is your advice for people trying to reconnect, post the pandemic?

Organizations never learned how to focus on employees’ feelings in unprecedented times, and now, when the need arises, leaders must try to understand the emotional response employees have to these new changes.

Start with a leadership mindset that builds trust and empathy for those you lead. Listen to what employees need, in order to feel seen and connected, and acting on their feedback.

Finally, establish best practices to lead a team whose face-to-face time is limited.

It all comes to leading with emotional intelligence, now more than ever.

COVID-19 impacted people’s abilities to connect. How do you think they are transitioning into a different work setting now?

The pandemic has changed the outlook of an average workplace. With the majority of organizations having to rethink their work landscapes and adapting a hybrid work model, the importance of keeping our workers safe and comfortable is critical. //

Being a leader takes a lot, but when you’re doing it — considering that the majority of the workforce is not present in the workspace — then it makes it harder to stay emotionally connected with your distributed team.

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CHRIS GARDNER Raw Determination

by Dave Gordon

M

illions of people have heard Chris Gardner’s inspirational talks. They come to hear lessons from the lives he’s lived as an entrepreneur, stockbroker, and single parent. But most of all, they derive hope from the struggles he surmounted: homelessness, a childhood of poverty, domestic violence, and parental alcoholism.

Gardner chronicled his incredible journey to self-made success, which saw him climb the ladder as a stockbroker at Bear Stearns before launching his own successful firm, Gardner Rick, in his bestselling autobiography, “The Pursuit of Happyness,” which in turn was adapted into the hit 2006 film starring Will Smith.

Even with all of his success, Gardner has never forgotten his humble roots, maintaining involvement with homelessness initiatives, the National Fatherhood Initiative, and National Education Association Foundation.

Photo courtesy of Chris Gardner

Why the career shift from broker to speaker?

I lost the love of my life. Some of the last conversations we had were her saying to me, “Now that we see how truly short life can be, what will you do with the rest of your life?” When you have that conversation, that changes everything. Holly passed on July 1. On July 2, I walked away from Wall Street.

I’ve said it many times, that if you’re doing something that you’re not truly passionate about, you’re compromising yourself every single day. I worked on Wall Street, loved it for 30 years, 25 of which I ran my own firm.

I’m not one of these guys that walked away from the firm saying, “Oh my God, those horrible people; what a toxic experience that was.” No, I loved the business. I just didn’t want to do it anymore.

What values from your mother did you apply to business success?

Wow, everything. I have one of those old-fashioned mothers who told me every single day, “Son, you can do or be anything that you want to do or be.” And I believed it.

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There was a time I was watching a college basketball game on TV, amazed by the talent these guys had. I commented that one day, a particular player would make a million dollars because they can run, jump, and catch a ball.

My mom said, “Son, one day it will be you who’ll make a million dollars.” Until she said those words, the thought had never entered my mind. She went on to say, “If you want to make the team, go to the gym. If you want to own the team, go to the library.”

You’re saying our self-perception determines our fortune?

Yes. I look at the power of choice.

We’re born with the spirit to become what God wants us to be. That has nothing to do with anatomy, biology, chemistry, or physics. The part of you that cannot be analyzed, quantified, or measured.

The part of you that is not composed of blood type, DNA, or pigmentation.

The part of you which is beyond the scope or understanding of science, medicine, or technology. Just totally spiritual. There’s no technology to measure that. A scientist can take a strand of hair, drop of blood and so on,

put it under a microscope and it will tell things about you highly accurately – age, sex, eye colour, [identify] sickness or disease. But there’s nothing found under a microscope that will say why you became who you are as man or woman. We make choices. I chose light, from my mother, and from others with whom I don’t share a single drop of blood, and I embraced it.

Did everything fall into place for a reason?

Everything fell into place for a reason, and I wouldn’t change anything. There’s a school of thought that we are all products of our environment. According to that school of thought, I should have become another alcoholic, wife-beating, child-abusing illiterate loser. But I saw the light in my mother and in others, and I embraced the light.

The reason I wouldn’t change anything?

I went through that pain as a child, so my children wouldn’t have to. I made a decision as a five-year-old boy: my kids will know who their father is. The rest of my destiny came forward because I made the right choices. //

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infographic

10 SIGNIFICANT SHIFTS FACING ORGANIZATIONS TODAY

by Rob Shapiro

O

rganizations of all sizes must contend with significant shifts in their sectors, markets, cultures , and operations. Leaders need to identify and anticipate never-ending shifts, and then face them head-on. To help, let’s review 10 of the most significant shifts organizations deal with today.

A Hybrid Model Many organizations were forced into a work-from-home model during the COVID-19 lockdowns. Post-lockdown, organizations adopted a hybrid format where employees split the work week between home and the office. Ultimately, most employees were delighted by this evolution of working life and office culture. Organizations using the hybrid model have dealt with seismic shifts in operations, communications, and workflow, to name a few. It’s fair to say that the hybrid model isn’t dying out, so organizations should anticipate its further evolution by implementing systems and technologies that will make their hybrid model more productive.

Leveraging AI Systems and Capabilities AI is here to stay, and is beneficial if you can move on from its existential and artistic threat. AI can increase efficiency, streamline workflows and communications, and ease much of the burden placed on employees by removing cumbersome or remedial tasks. Embrace AI by reviewing the applied AI tools available, and speak to your employees about which can make their jobs easier and more efficient.

Attracting and Retaining Talent It’s never been harder to attract talent, and then retain it for years.

Not long ago, applicants were immersed in competitive job markets and searches, but with a premium on culture and work-life balance, organizations are struggling to fill their workforce and achieve continuity.

Leaders in talent acquisition and retention must define their culture and ensure it matches what their prospective workforce desires.

Leadership that Inspires Leadership has experienced a drastic shift in recent years, and there are no signs of reversion. Leaders used to be chosen based on resumes and experience. Often, they fit a mould comprising background, gender, or career highlights. Now, employees and consumers want leaders who inspire — those whose thoughts and views can be shared with enthusiasm.

Investing in Diversity, Equity and Inclusion Organizations are expected to invest in policies that adhere to and celebrate diversity, equity and inclusion for hiring and promoting.

It’s not enough to just roll out a loose framework. Instead, they must implement clear policies, execute them thoroughly and honestly, and never waver.

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infographic

Be Quick, Agile and Resilient Large organizations get bogged down in process and red tape. A recent shift across all sectors is to structure your organization in a way that will make it quick and agile. You need to be able to push changes and projects through with little resistance to appease consumers and employees.

Weighing in on Political or Social Issues Social media and well, the world — are rife with politically divisive issues. Recently, organizations have been expected to firmly take sides. The issue facing business leaders is that not every opinion is popular, and a stance can alienate one side while appealing to another.

Develop a policy about making public statements about political or social issues, and ensure that if you lobby for a cause it won’t lead to problems down the road.

Closing the Gender Pay Gap The gender pay gap has always been a societal problem, but a shift started a few years ago has pressured companies to shrink their pay gap to eradicate it. If companies don’t commit to gender equality, it could face a backlash and a tough time acquiring talent.

Reducing Carbon Footprint The largest shift for many organizations has involved reducing their carbon emissions and trying to reach net zero. To do so, organizations have been required to invest money and resources to review every part of their operations, and craft a strategy to ensure a reduction in their carbon footprint over time.

Staying Ahead of Cyber Security Breaches Cybersecurity is no longer a buzzword that no one understands. Any company that stores employee or customer data, ranging from email addresses to sensitive information, had to shift their focus to cybersecurity to ensure everything is encrypted and protected. A breach is a PR nightmare and, in recent years, companies like Life Labs and Indigo experienced severe ones. Every organization needs to have strict cyber security protocols to negate any nefarious attempts by hackers to breach their databases.

Brace Yourself: More Shifts Coming The business world is never static. It’s constantly shifting with new realities, philosophies and practices to the point where organizations must act fast. Leaders must forecast what’s on the horizon. While no one can predict a pandemic, many shifts like environmental and cultural ones— are predictable, and those who see them coming can remain ahead of their competition.

SOURCES https://www.linkedin.com/pulse/10-most-significant-shifts-facing-organizations-today-shaun-bartley/ https://globalwfm.com/organizations-today-face-ten-significant-shifts-heres-what-to-do-about-them/ https://www.mckinsey.com/capabilities/people-and-organizational-performance/our-insights/the-state-of-organizations-2023 https://changemanagementreview.com/whats-coming-next-top-10-organizational-trends-and-their-implications-forchange-management-practitioners/

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SANIA CHAUDHRY

A Voice for Human Rights

by Jason Waddle

m

any students have unclear goals when younger—some senior students are undecided prior to being in their second year of university. Then, there are the lucky ones.

Sania Chaudhry has desired to be a lawyer since grade five.

Maturation, for some, is a more sophisticated process. Chaudhry had a successful academic career, and her dream came to fruition.

Today, she is an employment, labour, and human rights lawyer at Forte Law (Calgary).

During her studies, she acquired a high level of social responsibility.

She is guided by an innate intelligence, compassion, and political awareness that positively impacts her performance, co-workers, and clients. Chaudhry has won multiple awards since 2022, and she was recognized as one of the most influential lawyers of 2023.

Being a lawyer requires hard work, dedication, and passion. It was a pleasure speaking with Chaudhry.

Photo courtesy of Sania Chaudhry

What persuaded you to get into law?

I have wanted to be a lawyer since grade five, from all the stories I overheard growing up. My father was a refugee. He talked at length about a lawyer that took his case (pro bono). Dad had arrived in Canada and was confused — as many new arrivals to Canada face similar issues. Even after decades, my father still recounted the positive impact that lawyer had on his life. Currently, I am focused on disrupting social inequity by trying to level the playing field through creating awareness of bias.

What societal challenges have you faced?

Unconscious bias — it is pervasive and subtle. Everyone has unconscious bias. Our brains need stereotypes to process information. The average individual has information overload.

It is when we act on our unconscious bias — this is the problem; the problem is not having the bias — the issue is acting on our bias. As I proceeded up the socio-economic ladder, the more barriers I faced. I went to a school that promoted diversity, so I did not feel much push at that stage. In university, I noticed various gaps between myself and others. Later in life, I noticed microaggressions (racial bias).

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Where does your sense of justice originate?

My mom (quickly answers). My mom was a teacher back in Pakistan. She was always equity-focused without realizing it. My mom was always open to learning about the experiences of other groups. Diversity is important in our family.

Any advice for students interested in a law career?

Find lawyers that will mentor you.

Lawyers are open to talking about their academic careers. Many students think they must choose the correct undergraduate degree to become a lawyer. This is not true. Law students come from a multiplicity of degree programs. Programs outside of pre-law are good, because you will come to law school with a spacious perception. My suggestion is for students to choose the undergraduate program they find most interesting — and a program that will allow the student to get a high GPA.

What branch of law are you passionate about?

Human rights. I get to use my theoretical perspective more. The case law is interesting and human rights cases are enjoyable, especially when it comes to legal research. This area of law is where

I can make the most difference. Human rights, really, overlap every layer of one’s life. Remember, lawyers attempt to work things out through education and negotiation.

Is our Canadian democracy sensitive to women’s political participation?

I think we are getting there; I want to be positive. Things are better for women in Canada than they were over a hundred years ago. There are intersecting identities that various women have that pull more barriers than what feminism has been able to achieve currently. All women must be included in the feminist model for it to be a working model. Again, we all have unconscious bias barriers.

Which message do you want to shout from a rooftop?

My message would be that as a society, we think we have achieved equity, but we have not given full birth to equity.

Diversity, inclusion, and equity are all different quadrants. Diversity is having a seat at the table. Inclusion is being accepted at the table. Equity is truly having a level playing field to fully participate at the table. The last piece, equity, has not yet happened, in my opinion. We need systemic changes. //

winners' circle

MOSHE MODEIRA

Brand, Marketing, and Digital Success Guru

by Dave Gordon

S

trategist, mentor, business coach – Moshe Modeira is all of these things, and much more. He’s a seasoned marketer, with over 20 years of experience. His career spans roles as business analyst, tech consultant, and multi-million-dollar brand founder – driving success across, e-commerce, technology, and retail.

Modeira advises companies on creating enduring digital footprints, executing memorable marketing strategies, and product positioning. His focus is on consumer products, commerce platforms, and community-based digital experiences, guiding teams from ideation to market success.

The much in-demand thought-leader, speaker, and communicator understands the profound cultural and communications shifts of the 2020s, and writes about them in his LinkedIn newsletter called “Commerce and Capital: Trends, Insights, Knowledge, and Wisdom.”

Photo courtesy of Moshe Modeira

What’s the most important advice you give businesses?

We're in the age where everyone's expected to be media savvy, and put messaging out there that talks about mission, vision, and values, as opposed to the “hard sell.” I think we're transitioning from a time in history where the hard sell was everything.

Now, people buy brands for their values, and how they make them feel.

What’s an example of modern messaging?

We're in the age where the greatest communication shift in our history has a lot to do with authenticity and storytelling. Marketing has to have a personal anecdote, and can’t look like it was written by a machine. Something that’s your own style or vibe – otherwise, don't press “publish.” And we're in a world right now where, especially with the collision of AI, there's a lot of generic copy. I think that people intrinsically know what is real and what is not. Our greatest differentiation has to be talking as people, about the things that have really happened to us.

How has marketing changed in the past few years?

In so many ways. A lot of it has to do with social media, and just how powerful and essential it has become. People

don't trust brands. People trust people.

And so, you have a brand, you want to sell your products, but you need ambassadors, you need influencers, you need spokespeople who elevate that brand.

What’s the biggest challenge for startups?

It is that communication piece. It's really hard to present yourself, and put narratives out there. Get media training, learn messaging that can captivate and engage. People will, for instance, feel more connected to the executives who are speaking on a YouTube channel, than executives who are strangers to the customer. They have to learn the storytelling game.

What’s your point of differentiation?

I truly believe that excellence has to start from yourself, and your own standards, and permeate outwards. One of my favorite stories is when Steve Jobs was selling the Apple Lisa. Up until that point, they would never bother with how the thing looked inside. Just wires, and they wouldn't even paint it.

Who's ever going to see inside the computer? He stops the production, and orders them to start painting the insides, and cleaning things up. Visually pleasing. One of the engineers said, “Why does it matter? No one's ever

gonna see this.” Steve Jobs said, “But I will know. It matters to me, and it's a legacy and heritage of excellence, and high standard, that needs to be the vision of the company.” That is how I’ve found success, too, through the details, and going above and beyond.

Tell me about a time you were innovative.

One of my favorites was Crazy Pants, an apparel brand I co-founded, and brought to the market. We had access to manufacturing in Turkey, and could do all the designing in Canada. Then we started creating partnerships with retailers all over the world: Canada, US, Emirates, and Europe. I really love that proverb, “Go big or go home.”

That was the ethic I brought to Crazy Pants. It's first year we made $11,000.

We were selling at events in the second year, and made over $400,000. Started using social media, and having a hashtag “Lazy Sundays,” where girls all over the continent would show what they were doing that Sunday, when they were in their sweatpants.

It was innovative guerrilla marketing.

It placed the product in the lifestyle context. The third year, we made $1.1 million. That’s when we were getting offers from VC’s. We showed we were relentless and indefatigable! //

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MELANIE LABELLE

Inspiring Women with Disabilities

by Shweta Gandhi

A

n extraordinary athlete, LaBelle began her journey in wheelchair rugby after a life-changing accident during swing-dancing left her with a spinal cord injury in 2016.

Despite her new circumstances, she swiftly learned the sport and began competing in tournaments nationwide, including representing Québec at the Canadian Wheelchair Rugby Championships in 2017. In 2019, she became the sole woman on the national team. Her contributions helped Canada secure a silver medal at the Parapan-American Games, marking her as an inspiring figure in the sport.

LaBelle is an exemplary role model for women living with disabilities.

The athlete chatted with us about her introduction to wheelchair rugby, her training regimen, what motivates her to keep playing, staying physically active, and how building healthy habits can yield compounded benefits over time.

Photo courtesy of Mélanie Labelle

You are a big source of inspiration for women in sport. How did you get introduced to wheelchair rugby?

Introduction to sports or physical activity is done in rehabilitation centres, posttraumatic injury. My rehab team thought I would benefit from the Wheelchair Rugby Community, so they invited the Montreal Machines to demo the sport at my rehabilitation centre.

Six months post-sustaining a spinal cord injury, I thought, what better way is there to embrace a new reality than by playing sports and meeting hundreds of people living with a similar set of function? I was hooked, and as long as I saw benefits, I would keep playing.

Apart from rugby, what other sports or activities do you enjoy?

I was always outdoors before my injury. I do spend a lot of time biking, attending adaptive yoga sessions, weightlifting, and listening to good music.

What does your training regimen look like?

I get some form of activity every day. I use training to engage my metabolism, reduce spasticity, and manage chronic pain. I have a minimum of three weightlifting sessions per week, chair sessions when we are not competing, and a lot of stretching and standing in a frame.

64

the EDGE Fall 2024

Then, I try to combine visualization and video sessions, to keep the game reflexes sharp. A good balanced diet, hydration, and sleep are key foundational habits to build a training regimen.

Who is your coach, and what’s the biggest motivational quote or story they’ve shared with you?

Tell us about your career’s highlights. What do you consider your greatest accomplishment so far?

The growth I’ve had in the past two years is a highlight for me. I value the process, and there is nothing I haven’t done to carve a spot on the final 12. I just can’t wait to compete.

Patrick Côté. He has been the national team’s head coach since 2017. As I was starting to train with our development team in 2018-19, I was newly injured and figuring out my new body. It was a struggle, and I was fighting to achieve most of my daily activities. Training was the easy thing, a break from daily life.

He was a new father, and I remember having a casual conversation with him as he was describing his son, trying to stand up and take his first steps.

In your opinion, does participating in a physical activity help boost mental health?

What got me was when he explained the determination his baby had, falling a thousand times and being ever-soconfident he would stand and walk. It shifted my mentality approaching my disability, remembering my inner kid and having fun failing.

What advice do you have for women who want to get started with their fitness journey?

This moment was a turning point for me, as I was tackling mobility and daily activities — like getting in and out of the bed, couch, sports chair, shower — in a 75% paralyzed body. I made everything a game, really.

100%. Blood flow - flow is life, no matter the activity. Keep moving.

You can do everything right and still show symptoms of depression. It also becomes a very good guide to seek professional help. Sometimes, it’s not physical; it’s chemical. You will know the difference.

Fitness comes over time. Consistency is key. I build habits I can sustain, one by one, and compound the benefits over time. I think a good end goal can be quality of life, or aging healthily — whatever that looks like for you. //

winners' circle

PETER HWANG Providing Grocery Store Alternatives

by Kenny Hedges

T

here is doubtless a single international or ethnic aisle in your grocery store. It’s not a surprise that 74 per cent of Canadians like to experience other cultures through food, and while traditional grocery stores offer the option, there are other reasons for exploring other, independent outlets.

As the “Loblaws is Out Of Control” boycott of the grocery store continues indefinitely, encouraging Canadians to seek out alternative grocers locally or online, the boycott has been extended indefinitely, but its effect remains unclear.

Effective or not, the desire for better, cheaper groceries for Canadians is widely apparent. And as Canadians continue to embrace a more global cuisine, Tre’dish is ideally positioned.

Peter Hwang is the founder and CEO of Tre’dish, an online marketplace for home chefs. Hwang spoke to The Edge, A Leader’s Magazine about learning how to survive in the new, online food market, his experiences as an entrepreneur, and an alternative to the grocery store.

Photo courtesy of Peter Hwang

Can you talk a little about the origins of Tre’dish?

Tre’dish was founded at the height of COVID-19. We started by helping home chefs with tools for online sales, payment processing, and delivery logistics. However, as we delved deeper, we realized that everyday Canadians were paying exorbitant prices for essential groceries. This insight led us to address these broader issues, and offer high-quality, affordable groceries to Canadians. Our mission evolved to challenge the inflated prices of the big three grocery chains, and provide Canadians with an alternative.

Take me through the Tre’dish experience as a home chef.

Today, our platform offers fair prices for ingredients, and it benefits everyday Canadians by reducing their grocery bills. Home chefs and small food businesses typically lack access to large wholesalers.

Tre’dish bridges this gap with a unique logistical network, enabling them to purchase directly from our platform, and maintain better margins on their products. We provide significant savings and bolster the sustainability of small food businesses.

Given your background in the food industry, setting up Tre’dish seems like it was a learning experience.

What weren’t you prepared for?

How did the Loblaw boycott affect your business? What do you think that says for the future of food in Canada?

I wasn’t prepared for the challenges faced by small food entrepreneurs, from marketing skills to ingredient sourcing.

Our initial model didn’t address the root issue: food inflation. Many chefs struggled to maintain profitability, which mirrored the broader issue facing all Canadians. This gap led us to pivot to our current model, where we tackle food inflation by providing affordable groceries to both small food businesses and consumers. This shift allows us to support the sustainability of small food businesses and offer better grocery prices to Canadian families.

We conducted extensive research. The average family of four spends $16,500 per year on groceries, making affordable nutrition increasingly unattainable. We realized that by optimizing many supply chain costs, we could save consumers up to 30 per cent on their grocery bills.

How did your previous experience as an entrepreneur help?

In December 2023, we conducted a pilot program to test our model and enhance our online platform. We officially launched Tre'dish Groceries in Toronto, Mississauga, and Hamilton in April 2024.

Being an entrepreneur is about passion and an unwavering commitment to solving real problems. Having founded five startups, I've learned the immense effort and grind required to build something impactful.

My past experiences have taught me the importance of having the right team to drive our vision and mission forward, and we have assembled just that. Our team's dedication and shared vision are what make Tre’dish possible.

The Canadian grocery market is dominated by Loblaws, Sobeys, and Metro. Additionally, Costco and Walmart are the others, with a combined market valuation of $990 billion between them.

We have still managed to provide 30% savings to consumers.

Since then, the public response has been very positive. The Loblaws boycott has heightened awareness of food affordability issues in Canada, highlighting the desperate need for solutions that Tre’dish is now able to provide. //

Fall 2024

the EDGE

65

Why invest in infrastructure in 2024?

Starlight Global Infrastructure Fund - ETF (NEO: SCGI) is an opportunity to invest in critical assets that provide essential services in cities throughout the world. As the world’s population continues to grow and urbanize, there’s an increasing demand to expand and update the infrastructure of many cities in both developing and developed countries.

Benefits of Infrastructure Assets

Infrastructure Subsectors

Enhanced risk-adjusted return potential

•

Airports

•

Railroads

Portfolio diversification

•

Cell Towers

•

Renewable Power

•

Datacenters

•

Telecommunication

•

Energy

•

Transportation

•

Information Technology

•

Utilities

•

Payment Processors

•

Waste Collection

Predictable and steady income Inflation protection

Why invest in infrastructure in 2024?

1

Resilient returns and stable income over time Historically, infrastructure assets have delivered consistent income and a total return premium relative to public equities and fixed income across various market cycles.

Infrastructure Returns (2001-2022) Eurozone Crisis

40.00%

Oil Price Shock

2018 Market Correction

Post-Covid Dislocation

30.00% 20.00% 10.00% 0.00% 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 -10.00% Infrastructure - Income Return

-20.00%

Infrastructure - Capital Appreciation Infrastructure Equity

-30.00%

Global Equities Global Fixed Income

-40.00%

Past performance is not indicative of future results. There can be no assurance that past performance will be replicated.

Source: Blackrock, Adding structure to your portfolio with infrastructure, 2023.

2

A period of elevated yet declining inflation While inflation has declined significantly, it is forecast to remain above trend in 2024. Infrastructure firms’ inflation protection mechanism in their pricing structures should remain supportive of the asset class. Notably, historical data indicates that listed infrastructure has produced above-average returns during periods of elevated yet declining inflation—paralleling the current economic landscape.

Infrastructure has produced above-average returns when inflation was high but moderating Infrastructure average 1-year real return (January 1973 - March 2023)

16.8% 9.9%

CPI < 2.3% and rising

CPI > 2.3% and falling

6.3%

CPI > 2.3% and rising

4.6%

7.6% avg. return all periods

CPI < 2.3% and falling

Note: Inflation measured by consumer price index (CPI). Past performance is not indicative of future results. There can be no assurance that past performance will be replicated.

Source: Cohen & Steers, Refinitiv Datastream. As at March 31, 2023.

A declining interest rate environment causes infrastructure companies to overearn their allowed returns and lowers their hurdle rates, increasing the potential for accretive growth projects and incremental growth in capital returns.

The end of the Fed tightening cycle is a potential catalyst 18.9%

20%

15.6% 15% Total return

3

Infrastructure outperformance following rate hike cycles

12.1% 10%

7.8%

5%

0%

8.5%

7.6%

7.0% 5.0%

3.4%

Global Global Infrastructure Equities

Global Bonds

3 months after

Global Global Infrastructure Equities

Global Bonds

Global Global Global Infrastructure Equities Bonds

6 months after

12 months after

Past performance is not indicative of future results. There can be no assurance that past performance will be replicated.

Source: CBRE, The Starting Line: Listed Infrastructure ready to run, 2023.

4

The global economy requires U.S. $69 trillion in infrastructure investment by 2035 Looking at the network infrastructure necessary to support economies—roads, railways, ports, airports, power, water, and telecoms—the world needs to invest US$69 trillion total to 2035 to keep pace with projected GDP growth.

Average annual need, 2017-2035, $ trillion, constant 2017 dollars Roads

Rail

Ports

Airports

Power

Water

Telecom

Total

Annual spending, % of GDP

1.0

0.4

0.1

0.1

1.3

0.5

0.6

4.1

Aggregate spending, 2017-35, $ trillion

18.0

$69 Trillion

Aggregate Spending 2017-2035

7.9

1.6

2.1

20.2

9.1

10.4

69.4

Source: McKinsey & Company, Bridging Infrastructure Gaps: Has the world made progress?, October 2017.

Access Global Infrastructure with Starlight Capital today.

Starlight Global Infrastructure Fund - ETF (NEO: SCGI)

Visit starlightcapital.com or speak to your advisor

Starlight Global Infrastructure Fund – ETF (NEO:SCGI) Fund Information

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

Investor Suitability

• Seeking a regular source of income • Seeking a balance of current income and the potential for long-term capital appreciation • Seeking to add global hard asset diversification to their investment portfolio

Distribution Frequency: Fixed Monthly Inception: 2018

Asset Allocation Equity

Geographical Allocation 84.2%

United States

40.0%

Canada

37.7%

Netherlands

4.8%

Spain

4.6%

United Kingdom

3.7%

Italy

2.5%

Germany

2.4%

France

2.2%

Excludes cash and cash equivalents.

Private Investments

14.7%

Cash and cash equivalents

1.0%

Fixed Income

0.2%

Swizerland

1.1%

Utilities

24.8%

Industrials

21.5%

Private Investments

14.9%

Real Estate

11.0%

Energy

9.0%

Financials

8.3%

Information Technology

5.9%

Communication Services

2.5%

Consumer Staples

1.2%

Cash and Cash Equivalents

1.0%

Sector Allocation

Source: Starlight Capital. January 31, 2024.

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. 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.

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