July 2014 Business in Edmonton

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Join MNP in Honouring Edmonton’s Visionary Business Leaders

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Brick bybrick, we carefully deconstructed the historic Kelly Ramsey building. Those bricks now lie in wait—soon to be returned within two feet of their original location. Above them, a new standard for Edmonton’s skyline will emerge. Wrapped in a massive glass curtain wall and topped with a dramatic light box, the Kelly Ramsey Tower is exactly what Edmonton’s most successful companies have been waiting for.

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436 2014_Gemoro_38Business in Edmonton

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4 July 2014 | Business In Edmonton Magazine | www.businessinedmonton.com

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Business in Edmonton reflects on the past while celebrating tomorrow’s business leaders.

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CONTENTS

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55 STAMCO BY MARK KANDBORG

A father passes the STAMCO torch, burning brighter than ever after 65 years

59 BEST CHOICE AUTOMOTIVE BY MARK KANDBORG

Celebrates 20 Years and Proves That the Best Mechanic is One You Can Trust

63 WILDROSE GARMENTS BY MARK KANDBORG

From Basement to Factory: Wildrose Garments Manufacturing Ltd.Celebrates a Quarter Century of Growth

Company Profiles

JULY 2014 | VOL. 03 #07

8 OFF THE TOP Fresh News Across all Sectors.

69 EDMONTON ECONOMIC DEVELOPMENT CORPORATION

2014 LEADERS OF TOMORROW BY MARK KANDBORG, JOHN HARDY & NERISSA MCNAUGHTON Join MNP in Honouring Edmonton’s Visionary Business Leaders

19

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Features continued

Business in Edmonton reflects on the past while celebrating tomorrow’s business leaders.


12

THE HISTORY OF EDMONTON’S BELOVED K-DAYS

BY RECHELL MCDONALD

We all love K-Days, but have you ever wondered how it came to be? The truth may surprise you. The festival is significantly older than many realize.

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15 ALBERTA’S MIGHTY MACHINES | BY NERISSA MCNAUGHTON

The past and present equipment that helped to shape Alberta’s oil sands history

67 EDMONTON CHAMBER OF COMMERCE | BY JAMES CUMMING

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THE GRAIN BACKLOG IS AN ONGOING CHALLENGEThe situation with the grain back-

log that has been affecting Alberta and Saskatchewan farmers since last year’s harvest season seems to be hitting more roadblocks and bot-tlenecks. There have been countless reports all spring that things are slowly getting back to normal and the issue is being sorted out, but with farmers getting ready to seed this year’s crop while last year’s crop is still lying in wait for transport, noth-ing is looking certain.

Alberta independent MP Brent Rathgeber stood against the new-ly proposed bill that hit parliament recently, which was calling for mon-etary penalties to be leveled against the railways for their inability to move the crop. Backed by the Speaker of the House, Andrew Scheer, the bill was

halted, but will certainly see some re-visions and be back in no time.

“I’m sympathetic to farmers,” be-gins Rathgeber, “but I think the bill was hastily put together and rushed

through parliament with reckless abandon. The bill treats a compli-cated problem as a simple one. The railways are only one part of compli-cated supply chain. There are other issues at work here.”

Rathgeber is right, especially when he touched on points of extreme weather obstacles in Western Can-ada late last year and shipping ports icing over in Eastern Canada earlier this year. Rathgeber seems to be fo-cusing on the bigger picture and what this legislation, if passed, could result in further down the line.

“I’m concerned that if the rail is subject to fines and compensation issues, trains may be forced to run more quickly and therefore less safe-ly.” These concerns stemmed from the frequency of derailments already witnessed in the last year, and it’s simply impossible to predict how this sort of legislation would impact these already problematic statistics.

Rathgeber also mentioned that “CN testified [on May 14] making some strong statements against the bill. CN believes the bill unfairly tar-gets the railways,” and Rathgeber is behind them on this point. However, his concern goes much further than the fairness of the Bill; in fact, one of Rathgeber’s most pressing concerns is the precedent this legislature could potentially set.

He points out that if this bill pass-es, Parliament is essentially saying that the transport of grain is more imperative than other commodi-ties. With some hefty fines waiting in the wings to be laid against the rail-ways, they would have to prioritize grain shipping over anything else, such as potash. What will parliament do when potash producers find their commodity piling up and not getting to market because of the pressure on the rails to deliver grain? Rath-geber believes passing this bill could give grounds for other producers to demand parliament pass similar leg-islation in favour of their commodity in the future.

Arguments as to whether mone-tary penalties were the answer to this problem have been swirling since last

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www.businessinedmonton.com | Business In Edmonton Magazine | July 2014 9


fall, but seeing this bill tabled by the legislature may speak to how things are going to play out in the near fu-ture. Although a revised bill will undoubtedly find its way back into parliament soon, the naked truth is that this problem doesn’t solely rest on the shoulder of the railways, as far as Rathgeber is concerned. BIE

JANENE WILSON OF PLAN4WARD WINS ABORIGINAL WOMEN ENTREPRENEUR AWARD OFDISTINCTION Alberta Business Awards of Dis-

tinction has been recognizing business-related achievements for over two decades. As of 2014, over 100 companies have been honoured with Awards of Distinction in cate-gories such as diversity leadership, employer of persons with disabilities, small business, employer of youth, Aboriginal relations, marketing, and youth entrepreneurship.

This year Edmonton business-es won in two of the 11 categories, including Aboriginal Women Entre-preneur. The recipient of this Award of Distinction is Janene Wilson, who

is of Mi’kmaq heritage, for the devel-opment and running of her company, Plan4Ward.

Plan4Ward provides a number of consulting services to First Nations, Métis organizations, Tribal Coun-cils, Aboriginal organizations, and all levels of government in West-ern Canada. These services include proposal writing, communication workshops, project management, stra-tegic planning, labour market planning workshops and assessments, coach-ing, youth development, economic development and Colourspectrums™.

In addition to the services pro-vided, Plan4Ward gives back to the community by supporting numer-ous organization such as Alberta Cancer Foundation, Suit Yourself, Junior Achievement, Spirit Run-ner, Sparkling Buffalo and many more. Plan4Ward belongs to sever-al member associations including the International Coaching Federation, Council for Advancement of Native Development Officers, Northeastern Alberta Aboriginal Business Associ-ation, Acadia Centre for Social and Business Entrepreneurship and the newly formed AKSIS.

Wilson, who had greatly enjoyed her time doing government work with Aboriginal Affairs and North-ern Development Canada (AANDC), founded Plan4Ward through a desire

to continue working in Aboriginal Affairs while achieving work/life balance and caring for her then sick child (who is now healthy). Wilson launched Plan4Ward in 2006 with herself as the sole employee. To-day she works regularly with several contract staff and a lengthy client list that are quick to praise her work and her company.

“Janene Wilson has worked with our organization on three proposals and we have been extremely happy with the results. She is thorough, dil-igent and very professional. Janene is the preferred proposal writer for

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Greater Strides!” says Brantt Myhres who left one of many positive tes-timonials found on the Plan4Ward website.

“I was honoured by the nomination because a lot of the ladies nominated in my category are long time success-ful business owners with large scale companies that focus on the oil and gas industry,” says Wilson. She goes on to say the most rewarding thing about running Plan4Ward is “helping people and making people feel they can do succeed on their own with the right coaching. Working with Ab-original people is like having a family. They are warm, humorous and wel-coming. This is something everyone should get to experience.”

Thanks to her dedication and hard work, Wilson adds the Aborig-inal Women Entrepreneur Award of Distinction to her previous Deputy Minister’s Award for Economic De-velopment & Accountability and her Regional Director General Award.

To learn more about Plan4Ward’s services and programs, visit www.plan4ward.ca. BIE

RENAISSANCE EDMONTON AIRPORT HOTEL IS OPEN FOR BUSINESSThe Renaissance Edmonton Air-

port Hotel opened in May 2014. This is the first Renaissance hotel in Al-berta and the first of this brand to be attached to an international airport. Renaissance, a division of the famous Marriott brand, embraces a modern, unique style of unexpected luxury and local inspiration.

The Renaissance Edmonton Airport Hotel may be new, but it at-tracted attention long before it opened. Nominated in 2013 for a Steel Design Award of Excellence, the four-star hotel was part of the Edmonton

International Airport’s (EIA) massive renovation and upgrade plan. Obvi-ous touches such as in-room Keurig® coffee machines and unseen touches like solidwall construction and triple glazed argon filled glass ensure each weary traveller has the comfort and quiet they need.

In keeping with the spirit of the Canadian North, the hotel has an ar-tic theme. The 213 rooms include 12 executive suites and one presiden-tial suite that overlooks a runway. Each room features pillow-top mat-tresses, work areas, 42” televisions, mini-fridges, and safes large enough to accommodate a laptop. The hotel also boasts an RLife LIVE entertain-ment stage and, of course, great food and drink. “Guests will experience exceptional culinary and mixology adventures all with the convenience of staying at the Edmonton Inter-national Airport,” says Mr. Vivian Wagner, the general manager.

“Renaissance at EIA offers out-standing comfort and convenience for travellers, who will be able to walk out of the hotel and into the airport,” says Myron Keehn, vice president of commercial development for EIA. “Along with its top-tier services, the hotel has a state-of-the-art meeting space, including a spectacular grand ball room for 600 people – a fantas-tic new option for conferences and events in the Edmonton Region.”

This hotel has services for hap-py couples as well. Marriott certified wedding planners are on site to coor-dinate traditional, customized, ethnic and military weddings. From set-ting a budget to menu planning, from finding florists to booking the band, these wedding planners are highly trained to make your wedding at the Renaissance a memorable one.

However, you don’t have to be a blushing bride to get the royal treat-ment. Concierge services and a fully equipped business center cater to the needs of all patrons.

When the Renaissance Edmon-ton Airport Hotel opened, it joined a brand that has over 155 hotels across 35 countries. Each Renaissance hotel is unique and has Renaissance Nav-

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igators, whom are local experts, ready to guide guests in discovering the region’s flavours and activities. The driv-ing passion behind Renaissance is to help each guest discover the world as they travel. To the Renaissance staff, travel means a transformative, eye-opening and unforget-table journey, and they are pleased to make your journey as

comfortable and stylish as possible. To learn more about The Renaissance Edmonton Air-

port Hotel or the Renaissance brand, visit www.renhotels.com, like them on Facebook at www.facebook.com/Ren-Hotels or follow them on Twitter at www.twitter.com/RenHotels. BIE

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THE HISTORY OF EDMONTON’S BELOVED K-DAYSK-DAYS

Edmonton is the festival city, but there is no festival more popular than K-days – or is it the Edmonton

Exhibition, or Klondike Days…or the Capital Ex? Despite the identity crisis the festival seems to have had since the mid 1960s, it’s been going strong since 1879.

“The first exhibition in 1879 drew a crowd of 275 people. Now each year, close to 800,000 guests visit over the 10 days and it has grown into Edmonton’s largest summer fes-tival,” says Lauren Andrews, spokesperson for Northlands.

When the Edmonton Exhibition (its original name) first began, what we know as Edmonton, Alberta, was actually considered part of the Northwest Territories. Yes, it’s been around that long! The festival has survived through many ups and downs, both social and economic, some of the most impressive times being during major wars. During the First and Second World Wars, the Edmonton Exhibition didn’t skip a beat. Although the festival’s facilities were at the dis-posal of the Canadian Army during the First World War and the Royal Canadian Air Force during the Second World War, people still came in droves to participate.

The festival has become a part of the fabric of Edmonton, and those who have grown up here attend the event year af-ter year. As Andrews exemplifies, it holds a special place in the heart of Edmontonians. “We have a lot of great person-

al stories at K-Days. There was a couple who had their first date at the fair several years back and last year they came on their wedding day to have their formal wedding photos taken at the fair. Last year, we had a man propose to his girl-friend at the Gold Mine in Klondike Park. He hid the ring in her gold pan while she wasn’t looking.”

Even during the economic crisis that hit Canada in the mid-2000s, huge numbers of people routinely showed up to partake in the festivities. Coincidently, in 2006 the fes-tival changed its name from Klondike Days, which it had carried since 1964, to Capital Ex, which many like to blame for the drop in attendance in the mid-2000s; but it was more likely the financial state of the country that was to blame. Ei-ther way, in 2012 Northlands announced the festival would be undergoing yet another name change, but this time the public would have a say. Edmonton finally decided on “K-Days,” a historic nod to the old and respected Klondike Days moniker that most grew up with, but expressed in a modern tech-lingo that everyone could relate to.

We’ve mentioned “Northlands” a few times so far, and if you aren’t from Edmonton you may not know exactly what Northlands is. Northlands is 1. A non-profit volunteer or-ganization; 2. A set of facilities that includes: Edmonton Expo Centre, Rexall Place and Northlands Park. North-

We all love K-Days, but have you ever wondered how it came to be? The truth may surprise you. The festival is significantly older than many realize.

BY RECHELL MCDONALD

EDMONTON’S BELOVED K-DAYSThe History of


The History of


lands Park is where K-Days has been held since 1904. Before then it was held for a few years at Rossdale Flats, now known as Telus Field.

The long-standing “Klondike Days” name that the festi-val bore from 1964 to 2006 coincided with the introduction of a kitsch theme revolving around the 1890s and the Klon-dike Gold Rush. The Klondike Gold Rush, also known as the Yukon Gold Rush, took place several hundreds of miles northwest of Edmonton, and at the time Edmonton was viewed as a stopping point for gold prospectors on their

way to the Yukon via the “all-Canadian overland route.”“Around Canada and the world, the term “Klondike”

invokes a sense of adventure and intrigue for a time in his-tory when 100,000+ prospectors attempted the arduous

The long-standing “Klondike Days” name that the festival

bore from 1964 to 2006 coincided with the introduction

of a kitsch theme revolving around the 1890s and the

Klondike Gold Rush.


journey to the Yukon in search of gold. It also brings forth sentiments of celebration,” explains Emily Sheff, marketing specialist with Tourism Yukon. “The legacy of the Klondike Gold Rush embraces an image of wealthy prospectors who, upon striking it rich, would celebrate with extravagance in the saloons of Dawson City. The K-Days festival in Edmon-ton is a time for fun and celebration, when we recreate the spirit of the Klondike – an era that continues to hold a spe-cial place in many Canadians’ imaginations.”

Tourism Yukon, and Air North are co-sponsoring K-Days for the first time this year, and both say that it really is a natural partnership. “Tourism Yukon and its co-sponsor, Air North (Yukon’s Airline) have chosen to sponsor Klond-ike Park at the 2014 K-Days to build a greater awareness of the Yukon as a travel destination amongst Edmonton resi-dents,” says Sheff.

For our northern neighbours, the relationship between Edmonton and the Yukon today is just as important as it was during the Gold Rush. Sheff believes that K-Days is a great awareness campaign for the Yukon and its history, and hopefully with the Yukon itself now being represent-ed at the festival, Edmontonians will find their curiosity piqued enough to visit the province.

“Edmonton played a key role in transporting people to the Klondike as it was important for Canadians to find an “all-Canadian” route to their new found possessions, and Edmonton is where it all began for the brave prospectors taking this route. Tourism Yukon’s sponsorship of K-Days in Edmonton is, therefore, a step towards connecting the two places histories, which were inevitably both shaped by the Klondike Gold Rush era,” says Sheff.

Despite the distance between Edmonton and Dawson

City, many Edmontonians now call the Yukon home (and vice versa), and some of them are part of the Tourism Yu-kon team that have been working on the 2014 K-Days sponsorship. This personal experience and history with the event has made the sponsorship for many with Tour-ism Yukon all that more exciting.

With all those involved in the staging of K-Days aside, the history and longevity of the festival speaks volumes for itself. There doesn’t seem to be anything that can stand in its way. From wars to economic crises, K-Days has always kept on truckin’. It began as a showcase for local resi-dents to display their handcrafted items, cattle, produce and grains; eventually extended its duration; and then ex-panding its offerings. The modern version of K-Days that most are familiar with is now a 10-day event featuring rides, games, concerts, kid-friendly events, family-friend-ly events and a hugely popular parade.

Since Edmonton has grown to be much more than an agricultural town, the festival has adapted accordingly. Al-though you won’t find any livestock auctions at K-Days anymore, it has developed to find other ways to showcase the city’s talent – including a talent search. But beyond that, it has primarily developed into a place where people can see the best of Edmonton as a city.

K-Days may appear to be a carnival like any other, but that’s just what you see on the surface, from the outside. Once you immerse yourself in the spirit of K-Days and truly participate in everything it offers, you begin to understand why it has become so beloved. Although the prospectors may be long gone, and the Gold Rush long since over, the importance and celebration of the relationship between Edmonton and the Yukon lives on in K-Days. BIE


PHOTO COURTESY OF YUKON TOURISM.


ALBERTA’S MIGHTY MACHINESOIL SANDS

Alberta has always been a province rich in natural re-sources. While we’ve praised the value of oil, gas,

coal, trees and the companies that harvest these valuable commodities, there is another industry star that deserves equal mention; several stars, in fact. These are the mighty machines that help drive our economy forward – and no-where is this more evident than in the oil sands.

“The story of the oil sands is that it was a bit of trial and error,” says Diana Moser, facility manager at the Govern-ment of Alberta owned and operated Oil Sands Discovery Centre. “In the early days, the idea was to remove bitumen, but the only equipment available was mining equipment.” Early oil sands machinery was based on mining equipment, and that is how we got mighty machines such as Cyrus, the bucketwheel excavator.

Cyrus was manufactured by the Bucyrus-Erie Company in South Milwaukee, Wisconsin and spent the first years of its life helping with the dam construction in Los Banos, California. Great Canadian Oils Sands, (now Suncor Ener-gy), purchased Cyrus in 1971.

Just how mighty is this machine? Cyrus’ weight of 773,000 kilograms (850 tons) required 1.8 megawatts of power (equivalent to what is needed to power 600 homes) and needed a crew of three (bucketwheel operator, oiler, and cable reel car operator) to run it. It stood six stories tall, had a wheel diameter of 9.15 metres, 10 1,913 litre ca-pacity buckets and an 18.3 metre boom.

Cyrus had a short lifespan in the field, but its story didn’t stop at retirement. Despite being donated to the Friends of the Oil Sands Discovery Centre in 1988, it took four years, $1 million, hundreds of volunteer hours and many dona-tions to transport the oil sands artifact.

“Disassembly of the machine began in January 1991. It took eleven weeks to break it into six massive pieces, which were transported on a 144-wheel, 45 metre-long trailer. Travel was done at night during the winter when the fro-zen roads could support the weight of the heavy loads. The machine was reconstructed in three months by a crew of Suncor employees using three huge cranes,” cites a docu-ment from the Government of Alberta Oil Sands Discovery Centre. Cyrus is now on display as one of Canada’s largest land-based artifacts.

We don’t have any living dinosaurs to contend with, but humans have the next closest thing. Draglines were also a staple of the oil sands and they are the largest walking ma-chines on the planet. Draglines weigh between 8,000 to 13,000 tons. For comparison, modern calculations of the Apatosaurus (formerly known as the Brontosaurus) weigh the dinosaur in at 15 – 25 tons.

Syncrude used draglines in their early oil sands opera-tions to scoop up the oil sands and dump it into a pile called a windrow. Those were big windrows; the dragline’s mas-sive bucket was 68 cubic metres (89 cubic yards), which is about the size of a two-car garage.

ALBERTA’S MIGHTY MACHINESThe past and present equipment that helped to shape Alberta’s oil sands history

BY NERISSA MCNAUGHTON

PHOTO COURTESY OF CATERPILLAR INC.

Once upon a time, tens of millions of years ago when dinosaurs roamed the land 270 miles north of Edmon-

ton where Suncor is now digging for black-gold bitumen, a very rare creature called an Ankylosaur huffed, puffed and snorted while grazing on prehistoric vegetation.

Fast forward 112 million years to a bright but win-tery March 21st morning, when Suncor shovel operator Shawn Funk was having a typical day at work, excavat-ing the 12 metre thick overburden (the layer of topsoil covering the rich oil sands) at the Millennium mine, just six miles from Fort McMurray. While smoothly maneu-vering the levers and controls of his excavator, as he did every morning, he looked straight ahead and paused to take a second look.

After a while, the giant walls of soil tend to look the same, but this time he thought he saw something different. A gentle nudge with the bucket of his machine and an unusu-al-looking big rock came rolling down the mountain of soil.

Funk radioed his supervisor. They went closer, stood looking down at it and crouched down to get a closer look. Both men agreed it was time to call in experts.

Dr. Donald Henderson is curator of dinosaurs at the legendary Royal Tyrrell Museum of Palaeontology in Drumheller, a three-hour drive from Edmonton. Suncor’s Millennium crew and the Fort McMurray office were in-trigued enough that, the next morning, Suncor flew-in the world-famous archeologist for his expert opinion.

The mammoth and intensive on-site work never stops and, because the Historical Resources Act imposes an immediate “do no further harm” shut-down of land where there is like-ly fossil material, Funk simply moved his giant shovel about 200 metres away, and kept scooping away the overburden.

“The rocks in that area are about 200 million years old, but Suncor obviously thought this was special enough for us take a closer look,” says the knowledgeable and fascinat-ing Dr. Henderson. “It’s not uncommon to find sea animal and marine reptile fossils, but I knew right away that this was special. ‘The rock’ was longer than usual and judging from the shape and the unusually many bones – all the nor-mal bones as well as bones in the skin and even bony eyelids – I suspected that it could be a truly rare Ankylosaur – an armored dinosaur, maybe six metres long, that lived in the area about 112 million years ago.”

The treasure was delicately covered, crated and shipped off to the Royal Tyrrell Museum lab, where, behind a large glass viewing window, Dr. Henderson and his technicians painstak-ingly continue their investigation, preservation and study.

“It will be about three years until it’s ready for display,” Dr. Henderson explains. “But why rush it? It lay in the ground for 100 million years. It can wait a bit longer. We are thrilled. It is so delicate but so well preserved. We’re al-ready getting interest from the U.S. and England. It could be the best armored dinosaur fossil in the world.”

...and a workday that Shawn Funk will never forget.


THE SUNCOR DINOSAUR


DON HENDERSON

FOSSILIZED REMAINS FROM SUNCOR MINING SITE. PHOTO COURTESY OF THE ROYAL TYRRELL MUSEUM OF PALAEONTOLOGY.


Despite their impressive size and weight, speed is not something draglines are known for. Big Muskie, one of the largest draglines ever built, clipped along on hydraulical-ly-driven feet at a “brisk” 1/10 of a mile per hour. These

“walkers” required days of advance planning and care-ful checks of ground conditions to walk them from one location to another. Sinking or capsizing a dragline was a disastrous mistake, especially since it cost well over $100 million to replace one.

Although bucketwheels and draglines are still in oper-ation on mine sites around the world, by 2006 both were phased out of the oil sands. “The weather plus the prod-ucts caused problems,” Moser explains. “Things just weren’t working.”

Today, the oil sands are mined with trucks and shovels. “As the pioneer of Canada’s oil sands, technology de-

velopment has always been fundamental to how Suncor does business,” says Erin Rees, a spokesperson with Sun-cor. “Suncor invests in technology that targets increased production and profitability while reducing environmen-tal footprint — this was the case with the draglines and bucketwheels. In 1992 Suncor phased out the original bucketwheel operation and introduced the truck and shov-el method due to a number of reasons — one of which was that, back then, for every two hours of operations the con-

BENEFITS OF SECOND NATURE COMPOST:

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Distributed By:


BUCKETWHEEL. PHOTO COURTESY OF GOVERNMENT OF ALBERTA OIL SANDS DISCOVERY CENTRE.

DRAGLINE BUCKET. PHOTO COURTESY OF GOVERNMENT OF ALBERTA OIL SANDS DISCOVERY CENTRE.

http://www.inglisenvironmental.com


veyor belts required one hour of maintenance. That’s one of the reasons why it was so costly to produce a barrel of oil from the oil sands in the past.”

Currently, Suncor has over 125 trucks in their fleet at their oil sands base plant. These heavy haulers are assem-bled at their supplier’s locations in Fort McMurray and arrive at the plant ready for work. While trucks and shov-els are smaller than early oil sands mining equipment, they are still very impressive machines.

Javier A. Llano is the large mining trucks commercial manager at Caterpillar Inc. To give us an idea of just how big these trucks are, he shared some statics about their truck model 797F. The 797F stands over 20 feet tall, is 49 feet long and 32 feet wide. The tires, 56/80R63, are over 13 feet high. The normal load capacity of the 797F is 363 met-ric tons and the fuel tank holds 3,785 litres.

Smaller, faster and incredibly powerful – that is the theme when it comes to oil sands mining equipment; so what’s next in our world of mighty machines? One option under exploration is automated trucks. “We are still in the very early phases of evaluating autonomous haulage sys-tems (AHS),” says Rees, “so it’s too early to say. There are still a lot of steps we need to go through before we even consider integrating this technology into our existing fleet. Right now, we are continuing with our engineering tests, the first of several steps required to determine if AHS will work for Suncor. Over the course of a year, these tests will

determine if the equipment can work in our weather and operating conditions.”

Alberta’s oil sands have always been a place for inno-vative technology, and as we continue to develop more efficient and ecological-friendly ways to mine our resourc-es, we will continue to invent and perfect the machines that are so instrumental to our economy’s success. BIE


THE GOVERNMENT OF ALBERTA OIL SANDS DISCOVERY CENTRE IN ACTION. PHOTOS COURTESY OF GOVERNMENT OF ALBERTA OIL SANDS DISCOVERY CENTRE.


YOUR VISION GOT YOU THIS FAR.

Where do you go from here?

The mark of a true leader is the ability to embrace today’s challenges head on while uncovering opportunities to shape a successful tomorrow. The mark of a visionary, however, is defined by a leader’s ability to capitalize on those opportunities while effectively using their available resources to do so. Our national scope and local focus positions leading organizations – and the visionaries behind them – for success, no matter where business takes you.

MNP proudly congratulates the 2014 Leaders of Tomorrow. We celebrate your achievements and anticipate the positive impact you’ll have on our business community.

Contact James Gillespie, CA at 780.453.5380 or [email protected]

0808A-14 ABN Business in Edmonton July.indd 1 29/05/2014 1:40:48 PM

http://www.mnp.ca

Many aspects of Edmonton business are basic and manageable because they are tangi-

ble. Aspects like charts and graphs, balance sheets, revenues and profits, business plans, market trending and growth increases. Other key aspects of Edmonton’s business and success are tougher to track because they are not tangible. They are per-sonal, like passion, entrepreneurship, vision, drive, focus, commitment and people skills.

This second year of celebrating Edmonton’s Leaders of Tomorrow (LOT) is an interesting and eclectic mix of businesses, business approaches and, most of all, hard-earned Edmonton busi-ness success stories. These stories revolve around ingenious ways to create empowerment, com-mercial and industrial fences, cutting-edge security technology, innovative oilfield services, state-of-the-art internet marketing, spectacular interior designs and much more.

The LOT winners confirm that the Edmonton market is a vibrant place to do business. Once again, the three LOT judges had the real chal-lenge: reviewing, discussing, considering and selecting 20 Edmonton Leaders of Tomorrow.

“For me leadership is about inspiring people to be their best,” explains Wayne Kryzalka, manag-ing director, Edmonton Team, ATB Financial and Edmonton LOT judge. “This year’s winners are unique. A good variety and diversity from well-established businesses to start-ups. We noticed a lot of passion and leadership talent. Some didn’t succeed the first time but, because they are lead-ers, they were challenged to try to do things differently and determined to do it right.”

As Kryzalka highlighted from the LOT judging process, the true makings of a business leader reach way beyond the definitions of business. “They were also focused on being leaders in the community, being engaged and giving back.”

Elsie Elford, dean, School of Business at MacE-wan University and also an LOT judge, echoes the personal dimension qualities of Edmonton’s 20 LOT winners. “A consistent theme among the winners was investment in people. They knew how important it was to build an effective team and to have an engaged workforce. The appro-priate words are compassion and caring. They are also visionary and strategic. They are trusted and demonstrate competency, but it is the traits of compassion and caring, mixed with a par-ticular passion for what they do,” she says with enthusiasm and emotion. “I think with the pace and the highly competitive world of business, we sometimes discount the value of the com-passion and caring.”

Jim Gillespie is impressed and encouraged by this year’s Edmonton LOT nominees and win-ners. Gillespie is partner, Assurance Services with MNP and a LOT judge.

“Not only did we judge an interesting and diverse group of nominees, but the leaders were a broad range of age groups. One of the several things they seem to have in common is embrac-ing new technology and having fresh ideas for developing and growing a business. “The LOT finalists also had a consistently different defi-nition and outlook about success,” Gillespie points out. “Success isn’t necessarily material-ity as much as a work-life balance. Although we all agree that Edmonton is a strong and good place to do business, some contemporary business leaders comment that it is sometimes a challenge to attract talent and compete with business markets like Calgary and Toronto.”

According to Kryzalka, this year’s LOT winners share con-fidence that Edmonton is solid and will experience great growth. BIE

LEADERS OF TOMORROWCOVER

Edmonton Recognizes an Incredibly Diverse Group of Business Leaders

BY JOHN HARDY

WAYNE KRYZALKA

ELSIE ELFORD

JIM GILLESPIE

The Judges

Platinum Partner Gold Partners

Dr. Aaron PatelLeader of Tomorrow:

You’ve heard it before: if it ain’t broke, don’t fix it. But what if it ain’t broke, but you see a design in your head that can do things in a new way, that can satisfy new needs? If you’re Mercedes, you build the Smart Car.

If you’re Dr. Aaron Patel, you build Second Specs.“There’s been an evolving trend towards selling glasses and contact lenses on

the internet,” he explains. “So as a profession, we started looking at the threats of this, not only to ourselves, but also to the public’s well-being.” As president of the Alberta Association of Optometrists, Dr. Patel worked to find solutions, but

found that getting everyone to agree was impossible. “A customer buying glasses online has to take their own measurements, they can’t try them on, has to wait for delivery and can’t have them

adjusted when they arrive. These are all shortcomings,” Dr. Patel says. “The only advantage my partner Quy An and I could see was price. So in 2013, we got a kiosk location in West Edmonton Mall. The concept was we would make glasses starting at $68, frame and lenses. There’d be a licenced optician there to take your measure-ments. We actually found a way to make the glasses at the kiosk in 30 minutes.”

Second Specs was a great idea, but Dr. Patel and his partner did the math and realized they’d have to sell a lot of glasses per day for it to work. The answer: find suppliers that could fill huge orders for a good price and keep thousands of lenses at the ki-osk itself for every prescription. While most people decide to buy glasses, then go and find an optical dispensary – Dr. Patel had created a way for the dispensary to find them. “Even if they had no intention of buying glasses that day, people would see the price and stop. They could be spontaneous. This was unique for the industry.”

Ever since handing out his first pair of donated glasses while on a trip to Costa Rica, Dr. Patel has been working with the or-ganization Canadian Vision Care and searching for ways to help more people see clearly. With Second Specs, he was able to do this. “For every pair of glasses that we sell, we donate a pair to someone in need. The next step is to get that same concept adopted by other clinics, so that the cost for glasses to the charity will be covered every year.”


Photo by EPIC Photography Inc.

Gold Partners

Platinum Partner

Company: Alberta Eye Health Clinic & Second Specs

http://www.servproedmonton.com

Justin ReynoldsLeader of Tomorrow:

Align Fence Inc.’s president, Justin Reynolds, took the road less trav-elled when he started the company in 2008. While some prefer to do market analysis, create a business plan, sound out the venture

with a few close advisors and then tentatively make inroads on their ca-reer path, Reynolds went with the “jump right in” method. “I was driving around selling products for another industry. I saw a temporary fence around a construction project and thought, ‘I could do that’. I did some research on suppliers and specifications, then I ordered a bunch of temporary fences from overseas and got started,” laughs Reynolds.

He was right. He could do that and he did do that. In 2008 Align Fence was just him and his wife. Today Reynolds manages between 35 – 45 employees and has branches in Edmonton and Fort McMurray.

“We have become the total fence solution,” says Reyn-olds of what sets his company apart in the fencing industry. “We service our customers on anything they need for their fencing requirements. We do the whole gambit, and that is the biggest advantage we have. This gambit includes: wood, chain link, vinyl, rock wall, or-namental and gates for residential, commercial and farm properties.

Reynolds, who says a successful leader “leads by example,” credits his staff for the company’s success, saying that without them the company would not be where it is today.

When Align Fence is not out fencing, they are out giving back to the community. Align Fence donated the fencing and installation to the Boyle McCau-ley Centre’s daycare/play area so the children would have a secure, safe place to play. The company has sponsored a wish for the Children’s Wish Founda-tion and sponsored a hole at the Stollery charity golf tournament this past year.

“I was excited! I think it’s excellent!” says Reyn-olds of the unexpected Leaders of Tomorrow nomination. “We try to fly under the radar a little bit, but this is definitely exciting!”



Gold Partners

Platinum Partner

Company: Align Fence Inc.

Congratulations to the 2014 Leaders of Tomorrow

Proudly supporting the development of Alberta’s professionals.

Certified Human Resources Professionals are trained to apply strategies and techniques to e�ectively handle the increasing challenges of human capital management.

To see how a CHRP can help you grow your business visit www.hria.ca

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HRIA_BICBIE_Leaders of Tomorrow_7.875x10.75.pdf 1 30/05/2014 8:10:14 AM

http://www.hria.ca

Todd GrundyLeader of Tomorrow:

When Todd was 30 years old, opportunity came knocking in the form of an offer: to buy a third of the company he’d been working for since he was a kid. That company was Arpi’s Industries, responsible for West

Edmonton Mall’s plumbing and heating systems, and they were offering own-ership to their three top managers. Grundy, who was 30 years old at the time, was one of them.

Grundy sold the house he and his wife had built to leverage the capital he needed and, with his two partners, founded Arpi’s North Inc. That was in 2007, when revenues were $24 million. Today, that number is approach-ing $80 million, making Arpi’s North Inc. one of Western Canada’s largest mechanical contractors. The company is responsible for such high-profile projects such as the Art Gallery of Alberta, the Edmonton International Air-port and the Edmonton downtown arena project. And he literally started as a janitor.

“We’ve always thought of it as our company because we had loyalty to our people, so in a sense that part was easy,” Grundy says of the transi-tion. “Now that we had the reigns, we didn’t have to go to anyone else for answers.” As their company grew, Grundy explains, it was impor-tant to shrink the feel of it. “We facilitated our employees’ ability to access us, and let our staff and our team know that whenever there are any concerns, the owners are here. We’re on-site. I may not know all their names, but I know their faces and they know they can approach me with any questions they have.”Grundy understands what can happen when you combine opportunity

with work, and he’s now spearheading a plan that will pass that on to some who haven’t had much of either lately. “We’re working with Bissell Centre to provide training for Edmonton’s disadvantaged or underemployed workers,” he explains. “We have a great potential labour force in our city, and with some encouragement, education and direction, we can all benefit.”

While overseeing the education, development and mentorship of Arpi’s North Inc.’s potential employees, Grundy also manages to help kids. A lot of them. He puts in nearly 500 volunteer hours every year as president and a coach of his community minor football association. In addition, Arpi’s North Inc. is a champion sponsor of the Stollery’s “Tee Up for Tots” golf tournament, and a proud sponsor of The Kids Cottage, Children’s Wish Foundation and the Kids Up Front Program.


Gold Partners

Platinum Partner

Company: Arpi’s North Inc.


http://www.arpisnorth.com

Greg BurghardtLeader of Tomorrow:

While Arrow Engineering president and CEO Greg Burghardt obviously cares a lot about the mechanical side of his business, he’s just as concerned with the ‘people’ side. That means building lasting relationships with those he works for (90% of Arrow’s business comes from repeat clients) and it also means focusing on the 75 people who

work for him. “One of my fundamental roles is to serve my employees. They’re my clients, too,” he says. “We don’t give up on our people” is more than a mandate to Burghardt, it’s a

promise. “We’ve never let anybody go for shortage of work,” he says. “Even dur-ing the downturn, when revenues were low, we staffed up for the future. We were determined to work faster, work harder and be more productive. You have to have confidence in the future. Believe and do. Putting your head in the sand accomplishes nothing.”

Having confidence in the future means hiring great people for great careers. “I hire for the long term,” he says. “I’m not interested in six months, and if I

drive away a prospective employee with that knowledge, that’s okay.” But make no mistake, once you’ve made a commitment to Arrow Engineering, Burghardt has made a commitment to you. “Once I’ve picked someone, I’ll do everything I can to make it work,” he says, which includes keep-ing his people engaged and learning. “It’s really important to look after people. It’s win/win. If we go fishing together 10 years from now, I want to make sure we’re both in the boat at the end of the day.”

A culture of constant learning has been very valuable with Ar-row Engineering experiencing high levels of growth despite an

economy that has been shaky, at best. “In business school, they tell you that for every 100% you grow, you have

to reinvent your procedures. We’ve grown several times that. You have to be constantly reshaping your axe and figuring out how to cut the trees.”

While Burghardt doesn’t give up on his people, he doesn’t believe in giving up on others either. He and Arrow Engineering have made substantial contribu-tions to the Alberta Association for Community Living (AACL), The Mustard Seed Foundation, CARE Hous-ing Society, CKUA, Little Warriors/Be Brave Ranch,

and Wellspring. Burghardt is also the founding and current chair of the Northern Alberta Institute of Technology’s new alternative energy technol-ogy program advisory committee.



Gold Partners

Platinum Partner

Company: Arrow Engineering

http://www.arrowonline.ca

Glenn MudrykLeader of Tomorrow:

Glenn Mudryk likes people and he loves it when they like their job. He is president of a company that focuses on business machines and technology, but he believes that the key to his success is to focus on his employees. “There has to be a balance between

home and work. When someone’s having an issue at home, we’re not getting the whole person. We don’t believe here in the idea of living to work,” he says. “We prefer working to live.” As a result of fostering a culture of fun, camaraderie and support, CBM has kept their turnover to zero in the past five years.

This philosophy of people over machines transfers to clients, Mudryk says, as he and his team are much more interested in long-term customer relationships than they are in earning a quick buck. “We sell differently than most,” he says. “We don’t propose solutions immediately. We prefer to actually slow down the sale, sometimes taking 90 to 180 days to get to know a new customer’s business and their needs. If I really understand you, chances are I’ll keep you as a client. And we’ve had wonderful success.”

All this for a man who initially had little interest in becoming involved in the modest business his father and mother ran out of the basement of the family home. “I just couldn’t see myself running around carrying a tool kit with my mom being my secretary,” says Mudryk. He changed his mind when he understood that he had something important to offer. “I’m not near the tradesman my dad was, so I took a different direction, building the business and introducing new technology.”

For a company whose machines produce 300,000,000 pages a month, CBM’s approach to print technology is a little unorthodox. “As owner, my responsibil-ity is to the future. Sharing is becoming more digital, so we’re working hard

to get our clients down to zero print. It will save trees and save our customers money.” To facilitate this, Mudryk is growing a strong software and IT compo-nent to his company. “As it is now, less than 20% of our business is copies.”

Extending his interest in people beyond company walls, in addition to taking his employees go-karting or bowling as often as possible, Mudryk has spent years coaching minor ice and ball hockey, helped to raise money for a new inner city school, continues to raise money for Hope Mission where he spends many hours as a volunteer, and donates time and resources to Junior Achievement. Many other organizations benefit from Mudryk’s focus on people, including Santa’s Anonymous and the Stollery Children’s Hospital, and he has recently become a mentor to young entrepreneurs in Edmonton’s Accelerator group.



Gold Partners

Platinum Partner

Company: CBM Office Automation

Samsung - the office technology of tomorrow is proud to partner with Glenn and his team at

CBM Office Automation! Leading Edmonton business with solutions for tomorrow.

Greg Christenson and Peter DirksenLeader of Tomorrow:

“My father was a builder and I developed an interest in it, especially after studying civil engineering at the U of A. I started the current version of Christenson Developments in 1985 and joined with my partner and co-owner Peter Dirksen in 1989,” explains Greg Christenson, president and co-owner of Christenson Developments.

For Christenson, there are certain qualities that make a leader: vision, optimism, perseverance, and ambition. When you have all of these, you end up with a principled business that is respected and involved in both the

local and business communities. It’s simple math for these guys.In the housing industry, Christenson Developments has been awarded twice as Builder

of the Year, received the 2012 QUEST Energy Award and was awarded the Ministers Award by the Province of Alberta – to name a few. The business is also heavily in-

volved in charity work in Edmonton. Christenson himself was a founding member of Habitat for Housing Day in

the Capital Region, chairs the Face Off for Alzheimer’s Pro-Am Hockey Tournament, and has worked to raise money for both the University of Alberta and McE-wan University in the physical education and wellness departments.

You might think a man of such success would have a laundry list of people to thank for how far he has

come, and he may, but the ones he gives all the credit to? His parents. “[My] father and mother

are number one for being great role models of values and character, ambition and com-

munity involvement,” he says, although he certainly acknowledges the integral role both his partners and staff have had in the

success of the business, as well as the volunteers and staff on CHBA and the Chamber of Commerce.

How did Christenson receive this nomination? “Its very flatter-ing to be found, considered, and nominated.”


Company: Christenson Developments


Gold Partners

Platinum Partner

Michael BacchusLeader of Tomorrow:

Conroy Ross Partners was founded in 1994 as an executive search firm focused on oil and gas technical professionals, but has expanded signifi-cantly over the last 20 years. “I’m a social person and really enjoy being

around people. The executive search and consulting industry’s main focus is people, so it was a natural fit,” says CEO Michael Bacchus of his interest in

the field. Bacchus found himself attracted specifically to Conroy Ross be-

cause of their brand equity and reputation as a best-in-class firm. As far as he was concerned, there was no other choice than to be with this well-respected company, and he has been for the last four and a half years. The company’s three core pillars, which remain constant year over year, include colleague engagement, client advocacy and financial performance. These pillars are how the company takes care of its colleagues and in turn, its client base.

What makes a successful leader in Bacchus’ eyes? “The ability to surround themselves with exceptional people, the ability to engage and inspire those individuals towards a common goal and to work in a collaborative fashion to achieve success.”Recognized twice as the leader of a “50 Best Managed Com-

pany” in Canada and a Profit 100 organization, Bacchus has proven himself to be an integral member of the Conroy Ross team and his

community. Humbled by the nomination, he has been an active supporter of charity work in his community, including work-

ing with the Stollery Children’s Hospital, Little Warriors, the Edmonton Public School Board Foundation and currently

a board trustee with The University Hospital Foundation (UHF), among other charitable endeavors.

“I would like to thank my generous colleagues at Con-roy Ross Partners, EO and YPO for their gracious support over the years. They have always been willing to lend a hand and support our community regardless of the need. My family and I are very proud of our community. We are proud Edmontonians and grateful for the many opportunities and relationships that have developed over the years.”



Gold Partners

Platinum Partner

Company: Conroy Ross Partners

Curtis NikelLeader of Tomorrow:

CONTAVA Inc. is a security technology firm. “We take the technologies of the security industry and apply them to your business,” explains company president Curtis Nikel. “We help businesses manage risk and protect their

assets and people.”Nikel started his career in the satellite communication field, where he first became

acquainted with security technology. It was during this time he was given a chance to market security products. He saw this as a unique opportunity to become a company

that provides physical security technology through IT departments. That was 10 years ago. Nikel started the company with just two employees. Today he has 65.

CONTAVA Inc. is a leading integrator of security technology, especially for projects that require design, delivery, installation, support and/or service in an enterprise-IT environment. Since the company’s inception in 2004, CONTAVA has emphasized “security through technology” and been successful in areas of video surveillance, access control, mass notification, structured cabling, intrusion detection, key man-agement, perimeter protection, enterprise information technology (i.e., servers, storage and network infrastructure), and most recent-ly, network monitoring.

The company strives to create strong working relationships with its clients and become their most trusted security technology ad-visor. All client relationships are based upon the company’s core values of accountability, creativity, respect, integrity, passion and well-being.

CONTAVA’s fresh outlook on the security industry has garnered the company awards from Alberta Venture, Security Design Mag-azine and Branham 300. Despite being named security integrator of the year by Security Products and Technology News, the Lead-ers of Tomorrow nomination caught Nikel by surprise. “When I learned I was being recognized along with 19 other peers I was extremely, extremely humbled. It’s a great recognition.”

A great recognition indeed and one that Nikel and his team at CONTAVA certainly deserve. Every day Nikel strives to live up to his

definition of a leader, who is someone that “finds the right people and empowers them to do their job well.”“I would just like to say thank you to everybody who is part of the

CONTAVA team, concludes Nikel. “We’ve won our awards and accom-plished our results as a team. There is no one individual effort here, it’s is a team effort. They all deserve to be recognized for their contributions in

creating a successful organization and creating great corporate culture.”



Gold Partners

Platinum Partner

Company: CONTAVA Inc.

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Congratulations to all winners and nominees of the 2014 Leaders of Tomorrow.

edmontonchamber.com

Leadership Lasts.

We know.

for 125 years.We’ve seen it

http://www.edmontonchamber.com

Dianna BowesLeader of Tomorrow:

As Dianna Bowes was nearing the end of her 49th year, she began to ques-tion what her next birthday would mean, so she wrote a blog about it. “I realized that a lot of others were asking the same thing,” she says.

“There was lots of support for women entrepreneurs, but there was nothing for personal growth.” She thought she could change that. “I started our first meet-up in 2008 to talk about ways to continue developing personally after 50 by volunteering, working with non-profits…and just by getting together.”

Bowes knows she’s tapped into something important. “The generation before us was different. We have no one to model, and younger women

are looking at us to see how we do,” she says. “We’re developing con-sciousness, but we’re also breaking habits and maybe learning some new

things.” The ‘we’ she’s referring to are the more than 425 women who’ve come together at the 145 events she’s held to date. By far

the most popular of these is the Fabulous@50 Experience and Martini Party, an annual trade show with 75 exhibitors that is expected to attract close to 2,000 attendees in 2014; and yes, everyone gets a martini. “It started off as martinis at my place,” she explains, and she’s savvy enough not to fix what isn’t broke.

“Our goal is to empower, inspire and educate. Women are buying 12 tickets, for their mother, their daughter, their aunts, and their

grandma. Forty to 50-year-olds are the glue that holds the older and younger generations together.”

The Be Fabulous magazine is now available and you can also visit Bowes’ tremendously popular website, which offers different membership

levels. More than 3,000 women receive her newsletter, with another 3,000 on the Facebook page. But here’s the thing: 55 per cent of Fabulous@50 members are from outside the country. Think about that for a moment. “I didn’t start any of this as a business,” she says, “I just saw a need. So far it’s just me (as graphic designer, she designed and maintains the website herself), but I may hire an administrator this year.” Probably a good idea. “I just want to share a message. Women need leadership, but I tell them it’s already there. They are the leaders. I was the girl who wouldn’t even order through the drive-thru. That’s how shy I was. So if I can do it,” she says, “anybody can.”


Gold Partners

Platinum Partner

Company: Fabulous@50


Crystal GrahamLeader of Tomorrow:

Award winning interior architect Crystal Graham is a principle at Kasian Architecture Interior De-sign and Planning, a hugely successful Edmonton-based firm with offices in Calgary, Vancouver, Toronto and the Middle East. This firm is responsible for the design of the interiors of several

creative and iconic local spaces, such as the Art Gallery of Alberta, Epcor Tower, the Alberta College of Art + Design, as well as the eagerly an-

ticipated Edmonton Federal Building. Farther afield, Kasian is also the group behind the interior of the newly realized Vancouver Air-port and some designs in Asia so creative and stunning they quite honestly threaten to take one’s breath away.

Graham believes strongly in the power of collaboration and sees it as one of the keys to her success. “What really drives me is

that I love working with clients,” she says. “Most of them are bril-liant. You’d be amazed at what great ideas they have. Not only is the

wealth of that kind of collaboration inspiring, but it helps us to really understand who our clients are, what they do and

what they need. The more I understand them, the better our solutions will be. They’ll have more integrity.”

Graham likes to tell a story that illustrates this concept perfectly. “We put together some concepts for the Children’s Hospital in Calgary, and we de-

cided to show them to the kids. They looked at the designs for a minute. Then they said, ‘That’s kind of scary’.” Not exactly the reaction she’d been hoping for. “So we asked them to draw us what they wanted to see. What we got was in-credibly colourful, with four-pane windows the way a child imagines them. They were showing

us the kind of place a kid would feel good in, and that’s what we built.”

“We’re doing billion dollar projects now,” Gra-ham says, “and when I look back over the past 25 years, I wouldn’t change anything. I’d want to do the same things with the same people in the same way. It’s amazing.”


Company: Kasian Architecture Interior Design & Planning Ltd.

Photo by EPIC Photography Inc. Furniture supplied by Innerspaces Business Furnishings Inc.

Gold Partners

Platinum Partner

Aleem ViraniLeader of Tomorrow:

Selling the family home, the kid’s education and the dog’s toys to chase a single entrepreneurial dream might make for a good story, but it seldom makes good financial sense. The accounting part of Aleem Virani’s brain didn’t find that model compelling, so he and members of his fam-ily went at it a different way. Together, they opened three separate business in three different

industries, each one based on a particular family member’s skill set. Regardless of which business was more successful, they’d share everything.

Virani’s contribution to this entrepreneurial triumvirate was private mortgage lender, KV Capital Inc. “I didn’t expect it to be where it is,” he says. “I didn’t look down the road 20 years.” Today, KV Capital Inc. has advanced over $110 million in mortgage financing with zero losses, and received over $53 million in principal repayments.

“Because we have two sets of clients, investors and borrowers, we’ve worked out a philosophy of being transparent with each other and with them. You have to

make sure you’re doing the right thing all the time. We also understand that we’re not brain surgeons – no one’s life’s in the balance. So it’s okay to take

the extra day. That’s helped a lot,” says Virani. Virani felt a system of corporate governance was essential to KV Capital

Inc.’s long-term success. “You see independent boards of directors in publicly traded companies, but private companies tend not to

have them because they can be seen as an impediment. Boards have no vested interest in your business doing

well, so you have to take a leap of faith. But when I look at doing a deal, I think of whether it will be approved. I can’t go on gut feel-ing anymore,” he says. “In this industry, there tends not to be this structure.”

Virani’s advice to those starting a small business? “It’s easy to focus on growth, but

lay down a good base. We put in infrastructure, like IT, early. It helps customers see that you’re efficient. Having the right staff is key. There were a couple of

key people we had early on that we honestly couldn’t have done as well without. It’s critical to hire people that enjoy your business and are passionate about it. They’re the ones who can take it to another level.”


Company: KV Capital Inc.


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Lesley PaullLeader of Tomorrow:

“About twice a week someone tells me they can’t believe there are still travel agents” says Lesley Paull, owner/operator of Paull Travel, the city’s largest independent agency. She understands. When anyone can pick up their tablet and book a flight to Bora Bora, or a kayak in Iceland, a lot of people are going to do everything themselves; which is why a

lot of people spend their vacation in Bora Bora during the rainy season, but not on Paull’s watch! “The internet has actually helped us,” she says. “Our competitive advantage is

that you can phone us, have a person answer and 17 people waiting to help you.” Paull has spent her career making sure hers is a place where everyone really does

know your name, and each staff member knows the business inside and out. “Ev-ery year for the past 23 years we have hired a student from the GMC or CDI Travel programs, and have them train with me,” she says. For the full year the student/employee/student-again is at Paull’s side, they’re not responsible for any clients. “I want to see their real personality and strengths without that added pressure.

Besides, if they can stand me for a year, they can handle anybody.” This ap-proach is unique, and it works. “Three quarters of my girls have been

with me for more than a decade.”Serving both leisure and corporate clients requires specialists, Paull believes. “On the leisure side, we have ‘the nice people’. They have the patience and understanding to get everything just right. On the corporate side, they have to be quick and efficient.”

There hasn’t been a year Paull’s compa-ny hasn’t grown. “I’m very proud of that. We work on referral, so we know our cli-ents want to deal with us. They’re happy to be here. To be able to grow that way is so much better.”

Paull is heavily involved in her industry, serving on the Business Advisory Council for the Edmonton Airport, among others. She’s also president of the Alliance of Canadian Travel Agents.


Company: Paull Travel


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Aleksa MrdjenovichLeader of Tomorrow:

At 29 years of age, a lot of people are still living with mom and dad, working in a dead-end job and basically wonder-ing what to do with their lives. Aleksa Mrdjenovich is running a hotel chain. “I started working full time here after I finished university and I remember thinking it would be so much easier if I was 28,” says the Nova Hotels CEO,

laughing a little. “But really, it’s all about surrounding yourself with good mentors and good people. Being young has its challenges, but it has its advantages, too.”

Mrdjenovich points out she was always the one who said she didn’t want to be in the fam-ily business, hence her degree in medical sciences honours physiology. “But when I

started, I saw the opportunity and just fell in love with it. Which is why I got my executive MBA through Queens a few years back to develop my skills.”

The Nova chain of hotels is 100% locally owned and operated, which gives the company the advantage of being much more flexible than big, multi-national chains, Mrdjenovich believes. “We also understand the uniqueness of the Al-berta market.” Nova Hotels has found a niche in that market, and filled it. “The Alberta economy gives us lots of opportunity to grow, and we specialize

in serving the oil and gas industry. We’re not trying to compete with the camps. We’re more on the corporate side.” Mrdjenovich’s hotels can be found nearby the industrial action in localities like Peace River, Acheson, Hinton and Fort McMurray, and are set up for short, medium and long-term occupancy with microwaves, fridges and good quality queen size

beds in every room. “It’s important to productivity to get a good night’s sleep,” she says.

While Nova has a been adding hotels at a blistering pace, eight in the last 15 months, the CEO is planning for sustain-able growth of one or two a year. “We’re up against Holiday Inns and Best West-erns,” she says, “but we’re very fortunate that the Alberta market is willing to be receptive to us, support local and give us a chance to compete.”

Evidently, not yet turning 30 hasn’t posed a problem for this passionate CEO. “I never stop to think about how young I am,” she says. “There’s so much on my plate, I just have to keep eating.”


Company: Nova Hotels


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Aleksa Mrdjenovich

http://www.novahotels.ca

Lindsay DoddLeader of Tomorrow:

Lindsay Dodd, the CEO of Savvia Inc., found a way to combine his two passions: technology and business. “I’ve always been fascinated by what technology could do for people. Technology is a life changing mechanism,” smiles Dodd. “However,

I also have a passion for business.” In pursuit of this passion, he obtained a master’s de-gree in business. Four years ago, he put both driving influences together to create Savvia.

“Savvia manages technologies for other companies,” Dodd explains. “We have created a company that is more than just a help desk. We create ways for our

clients to use technology to improve their businesses; for example, interact with their customers in real time.” A prime example of Savvia’s innovative thinking is seen in what they did for a client deep in Fort McMurray’s back country. Savvia provided them with an “office in a box”, allowing them to run their operation from a trailer hooked to a generator. Now this field crew has direct, real-time access to head office, and this has positively impacted everything from their invoicing to their time sheet fulfillment.

When not bringing technology to the (literal) field, Savvia is active at United Way, working with grass roots organizations such as Light the Bridge and sponsoring orphans overseas.

As the (now past) chair of the Edmonton Chamber of Commerce, Dodd committed 50 per cent of his work time in 2013 to his Chamber duties; a massive time commitment for any business owner. However, it was time he was happy to donate because to him, being a leader is not just about running a company. “Most owners start business because they know how to do something, but at some point that business person has to transcend what they can do and instill in oth-ers what they know and what they believe. A good business leader motivates and inspires others to perform and achieve great things according to what they believe in,” explains Dodd.

As last year’s Chamber chair, Dodd was on the podium as a key-note speaker at the 2013 Leaders of Tomorrow Awards, so it was a

pleasant and unexpected surprise to be nominated in 2014. “I’d like to thank my staff,” says Dodd in reaction the honour. “When I took on the Chamber role I told them I’d be gone 50 per cent of the time and they had to run the business. They responded by doubling the

size of the business last year. I’d also like to thank my wife and chil-dren. They are the center of my world. I couldn’t do anything without their support, encouragement, patience and understanding.”



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Company: Savvia Inc.

http://www.savvia.com

Naheed ShariffLeader of Tomorrow:

“I was born into this business,” smiles Naheed Shariff, CEO of the Shariff Group. “My parents’ first venture into business is when they came to Canada and opened an East African restaurant. My mother’s first job was at Boston Pizza International

in Edmonton (BP). They purchased their first franchise in 1983 and the rest is history. I love this business. I love spending time with people and getting to know them. On

any given day, I can affect how people feel by providing them with a relaxing atmosphere away from their everyday lives (and they don’t have to clean up).”

Naheed is talking about the four Edmonton Boston Pizza franchises that belong to the Shariff Group. The Shariff’s are famous for making sure the gourmet pizza they serve has top-quality ingredients and robust flavours, just like their other delightful dishes. They are also known for their ultra-clean, family-friendly restaurants. Some of their locations cater directly to parents by featuring balloon artists on Friday nights and Kids’ Super Sun-day cartoons.

For Naheed, this magic was integral to the business. “I started in Boston Pizza at the age of 12. By my 15th birthday my goal was to be a franchisee by 23, and I became one. I grew up with Boston Pizza and I have had the opportunity to see it evolve and grow as a successful company.

The Shariff Group are also known for their unique business model. He explains, “We created a brand within a brand. We are “The Shariff Group” and although we own and operate Boston Pizzas across the city, our staff are members of the Shariff Group, not Boston Pizza. What makes our team different is that we created an identity separate from corporate, but still a part of the Boston Pizza brand. In a family, you are one unit, so to speak, but within your family, there are personalities and identi-

ties that complement one another. It’s what makes the family unique and that’s how we see ourselves within the Boston Pizza brand and our fellow

franchisees. We are a family within a family but we bring different things to the table (no pun intended).”

The Shariff Group enjoys charity work for the Kids with Cancer Society and the Cross Cancer Institute, and plans uplifting and educational events for the Shariff Group’s staff. “We are in a place of privilege, why not use that to help make the lives of others a little easier,” says Naheed.

Naheed is thankful for his parents, his wife and children for their continuous sup-port. He learned an important lesson from his younger brother. “Life is a journey. We are not meant to be stagnant, but to always grow.”

“It isn’t one person that makes a leader,” Naheed concludes. “It’s the collective. In our organization everyone has a voice, and it’s my job to make it heard. Loud and clear.”



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Company: Shariff Group

Carmelo RagoLeader of Tomorrow:

“It was a moment in my life when I summoned the courage to make a choice that went against reason, against common sense and the wise advice of people that I trusted,” says Carmelo Rago, president of Sorrentino’s Restaurant Group. “The first few years were difficult times. Every day we were fighting for survival, doing whatever we had to do; but

through hard work, perseverance and personal sacrifice, the business first survived and then thrived.”Sorrentino’s was first founded in 1979 and in 1981 Rago, along with his father-in-law and partner Maurizio Sacco-

manno, were able to buy the business. Sorrentino’s has been a part of the Edmonton community for decades. Offering seasonal variety and being a pillar in the

community are just a couple of reasons why the establishment has en-dured for so long. Back in 1979, the company was one location, then known as Sorrento Restaurant, and Rago was a physical education teacher with a master’s in political science. Needless to say, both Rago and Sorrento underwent monumental changes.

Rago admits that not all his ideas over the years were winning ones, but they all steered the enterprise to where it is today, and that

has been crucial. “Our annual promotions and events like The Garlic Festival, Garlic Stomp, The Mushroom Harvest, etc... are always in support of a special cause. We wanted to

build a company that would achieve balance between profit and community responsibility.”

“For me a leader should be able to create a vi-sion, articulate and execute that vision and most importantly, inspire the people around him to do

the same or greater,” explains Rago who leads a company that has countless awards under its belt including a Silver Spoon Award, Con-sumer’s Choice Awards and even the Queen Elizabeth II Diamond Jubilee Medal. The company is also heavily involved in the ar-

ea’s hospitals, constructed the Sorrentino’s Compassion House for women, and con-tributed to NAIT’s Culinary Institute.

With all this to boast about, Rago em-phasizes the importance of his family above all else, and remains humble in the face of the nomination. “It is always nice to be acknowledged but totally unexpected and unnecessary – I am one of the fortunate ones who genuinely loves his job!”


Company: Sorrentino’s Restaurant Group


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Platinum Partner

Jonathan HokansonLeader of Tomorrow:

When Jonathan Hokanson started scaffolding at the age of 18, he had no way of knowing that the best thing he could do for his career was to get fired. But if he hadn’t lost his job in 2009 (“I don’t do well in power struggles,” he says. “I’m just not wired for them.”) he certainly wouldn’t be where he is today. When customers learned he’d

been let go, they started calling him up to say they wanted him, not his former company. “A good friend of mine said, ‘maybe you’re not cut out to be an employee. Maybe you’re an entrepreneur.’ I thought about it and called them all back.”

Now he just needed a company. “It was maybe two weeks after the collapse in Toronto, so it should have been impossible for me to get a loan, let

alone insurance,” Hokanson says. But he had people who stood up for him, the impossible was done – and the calls just kept coming. “The most powerful sales tool there is,” he says, “is for the boss to be on site. While everyone else was scrambling to get home, I’d give the super a card and say, thanks for the work.” Soon, one of those jobs was in Swan Hills. “We did nearly a million dollars in revenue on that job with almost

no overhead. That was a real shot in the arm.”When it comes to managing, Hokanson believes in offering real

incentives and encouraging real autonomy. “It’s easy to micro-manage, but I think it’s better to push responsibility down the chain of command.” To help his employees handle that re-

sponsibility, he’s committed to providing the training and education they need.

It may surprise you to know that scaffold-ing is not recognized as a stand-alone trade in Canada, but rather as a sub-trade of car-pentry, because decades ago they used wood. It’s recognized in Europe, the UK, Australia and New Zealand, but not in Canada. Hokan-son is trying to change that. “It would really improve safety and productivity. Right now, it’s wide open. People who’ve never seen a right angle can be brought on as journeymen, and the crew just keeps them from hurting themselves,” he says. He is also interested in working at improving the availability of appropriate training. “There just aren’t many recognized ways to get it.”


Company: Standard Scaffold and Insulation Incorporated


Gold Partners

Platinum Partner

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Ken JurinaLeader of Tomorrow:

“Spend the time to hire really great people based on culture and core value fit, give them clear direction and support; and then get out of their way.” This is president and CEO of Top Draw Inc., Ken Jurina’s idea of what makes a successful leader.

At 18, Jurina decided to found Top Draw Inc., an internet marketing agency that began as a graphic design shop. Despite not coming from an entrepreneurial back-ground, Jurina wanted to be his own boss and he had his family’s support, the one thing he didn’t have was experience. “I wasn’t courageous enough to seek out men-tors when I started my design firm, so I learned about entrepreneurialism primarily through the school of hard knocks.”

Not that that has proven to be a bad thing for Jurina and Top Draw. The company has received many accolades since its inception in 1993, including Best in Show at the Canadian New Media Awards and has enjoyed multiple years on the Alberta Venture Fastest Growing 50 list, among other recognitions. Jurina’s passion isn’t solely focused on

Top Draw either, he’s a big believer in his community, and helps to foster entrepreneurialism in Edmonton through Junior Achieve-ment and the Edmonton Entrepreneur Organization’s Accelerator Program. And what businessman would be complete without golf? Jurina’s participation in the Cross Cancer Golf Classic has become an annual highlight of his charitable work.

So what sets Top Draw apart from its competitors? Aside from the savvy ability to capitalize on the potential of internet mar-

keting back in 2001, the company has strong beliefs about its relationship to its clients and its employees. “We don’t build proj-

ects, but rather build relationships with the organizations we work with. We’ve demonstrated an unequivocal return on investment to our clients, with clear mutually agreed upon goals.”

“Our open book accounting and profit sharing took our relationship with employees to a higher level. We want our team engaged at a partner level be-cause we win or lose as a team.”


Company: Top Draw Inc.


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Roberta MacGillivrayLeader of Tomorrow:

When the president of The Filter Shop talks about clearing the air, she’s making a very literal statement. Roberta MacGil-livray, who is the second generation running this family-owned company, is intent on providing high-quality filtration products, services, education and ultimately, clean air solutions for all.

“I find that as we grow and as Canada grows, there are concerns about clean water and clean air. We can do less harm by help-ing people provide clean air. To me, this is a worthy objective,” states MacGillivray on her passion for running The Filter Shop.

MacGillivray’s roots are in the IT field, but when a position presented itself within the family business, she was eager to embrace a more administrative role. She joined the company in 2002 as a manager in HR and

training, and worked her way up over the years to become the president in 2010.With the goal to “provide clean air everywhere,” MacGillivray and The Filter Shop work with the

Building Owners Management Association (BOMA) and its members to deliver education on filtration solutions as well as help building owners and managers obtain Clean Air Award certificates for their buildings. Internally, she spearheaded the COR program for health and safety as well as strategic multi-year planning. The Filter Shop has been recognized by Employabilities for their hiring diver-sity, as well as by BOMA for their excellence in customer service. MacGillivray has been honoured

to participate in QuantumShift™, an exclusive invitation-only annual event for Canada’s most promising entrepreneurs.

The desire to clear the air extends far out of the office. The Filter Shop volunteers with BOMA to provide filtration education for their members. They also support

the University of Alberta’s renal program, donating the equivalent cost of a new dialysis machine annually for the next 10 years. (MacGillivray’s aunt was

Canada’s first dialysis patient, making this cause very dear to her family’s heart). The company also supports many local grass-

roots organizations, such as Little Warriors, Alberta Lung Association and Stollery Children’s Hospital to name a few.

“I believe a good leader is willing to roll up their sleeves and work with their team,” says MacGillivray. “You must be willing to listen to what’s really going on, glean direction and ex-ecute on that. We are always thinking about what is best for our customers.”

MacGillivray expresses thanks to the first gen-eration that built the company, the dedication

and loyalty of her Filter Shop team and the sup-port of her family. “I’m very flattered by this

nomination. We don’t speak much of ourselves; we just put our heads down and get to work! It’s so nice to be recognized in this way.”


Company: The Filter Shop

Ken Jurina


Gold Partners

Platinum Partner

Chris LaBossiereLeader of Tomorrow:

When Chris LaBossiere and his good friend Don Riep were learning to be pilots, they started looking for an online study option to assist them in preparing for their upcoming pilot exam. They couldn’t find anything, so they decided to build one. They soon realized that their concept would work for all kinds of online testing, so they

just kept on building. In 2006, LaBossiere and Riep were awarded the TEC VenturePrize for their concept and by 2009, the company that had started out as a hobby was generating nearly $3.5 million in revenues. Five years later, Yardstick has evolved to provide a broad spectrum of online training and exam software, as well as exam psychometric consulting and eLearning curriculum production services. And yes, they passed that pilot’s exam. “We delivered 25 million classes in the

first five years,” LaBossiere says, “and provide three million exams a year. We’re the largest in Canada already, and we need to take that into new markets.” As Yardstick’s CEO, he

now has his sights set on a cool billion learners by 2025. To facilitate Yardstick’s continued rapid growth, LaBossiere feels that it’s impor-

tant for him to hire carefully. “I really focus on attitude, style over substance,” he says, echoing the maxim that you can always impart the knowledge, but you can’t impart the personality. “I also am committed to empowering our people to run their

divisions. It’s important for them to have autonomy. I give them lots of rope and promote from within. I’ve seen people double their salary in two years.”

LaBossiere has been giving back to this city as a volunteer for 20 years and has become a vital part of his community. He was appointed by city council to the board of Edmonton Economic Development and served as Startup Edmonton’s inaugural board chair, helping that signature or-ganization to get off the ground. Both LaBossiere and his partner Riep

donated to help fund the organization and were part of Startup’s Flightpath Seed Fund program’s original investor group.

While LaBossiere also served as co-chair for Stephen Mandel’s “Make Something Edmonton” initiative and is a hard-work-

ing member of the Edmonton Public Library and iHuman fundraising committees, he continues to support the

University of Alberta career mentoring program every year, helping graduate students to learn about en-

trepreneurship. He works with Alberta Innovates as well, promoting the education tech industry in Alberta and beyond. “All of this is extraor-dinarily important,” he says, pointing out that being so heavily involved with Startup Edmon-ton has actually provided his company with unforeseen benefits. “We get great ideas and support from them, and sometimes,” he adds “we get employees.”


Company: Yardstick Software


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Consider the making of things. Our gift for it is what sepa-rates us from all other animals on the planet. In our dis-tant past, those who mastered this mysterious art were

by far the most important members of the group. Without the tools they made, the tribe was defenseless and sentenced to eat only what could be grasped with bare hands, which often wasn’t much. Blessed are the toolmakers, it could have been said, for they shall inherit the earth. And we have. Today, the numbers and types of manufactured items are literally incalculable; but ironically, the manufacturers in our midst have become so ad-ept at what they do that we rarely give them a second thought. We should. If they were to disappear, the gears of our economy would grind to a screeching halt, never to move again.

STAMCO Specialty Tool & Manufacturing Company has been helping to keep those economic gears turning for 65 years. Today, STAMCO provides production and repair, incorporating design and prototyping for a wide spectrum of industries including oil and gas, aerospace, construction, mining, forestry, automotive, medical, petrochemical, telecommunications and power.

It all started in 1949 when Edmonton Bulletin owner Charles E. Campbell decided to set up a machine shop and put his son Ed in charge. The shop was designed to repair his father’s print-ing presses, but Ed had worked as a mechanical engineer during the war and began to take on additional work for other compa-nies – and STAMCO was born. By the mid-1960s, the company had diversified significantly, although a small shop, it was ser-vicing Alberta’s burgeoning oil, gas and heavy industry sectors.

At about the same time, but a world away, an equally am-bitious young man named Giuseppe (Joe) Franco was begin-ning to build a future of his own. Joe had just completed his ap-prenticeship and worked seven years as a tool maker in Milan, the economic heart of Italy, and was working at the Pirelli tire manufacturing plant when he got the news he’d been waiting for. His request for a Canadian visa had been accepted. Soon, he was on an Alitalia DC-8 and headed for a new life in Edmonton. After three years at Northwest Industries, he was working for Ed Campbell, a tremendous mentor, at STAMCO.

What happened next was the entrepreneurial version of win-ning the lottery. “Ed proposed to the three of us who were the most senior to buy him out,” Joe explains. Now, there’s an offer a machinist doesn’t hear every day. Joe and his two co-workers had earned it. “For quite a while before that, he would spend

five months a year in Phoenix and leave us in charge. We talked to customers and set up jobs. We had a secretary who would take the money to the bank. He allowed us to pretty much run the company, so he said, ‘I’ve been watching over you guys and you’re quite capable. I’m sure you’ll be successful’.” Ed was right. The year was 1979.

A year later, Joe and his new partners moved STAMCO from its 3,000 square foot location by the downtown rail yards (there were downtown rail yards then) to a single 8,500 square foot bay in the very building you’ll find them in today. One bay couldn’t contain them for long, however. Joe and his partners started buying more equipment and hiring more employees to run them, which allowed them to diversify further and brought them more business yet. STAMCO expanded to include the middle bay, but that didn’t hold them for long, either. They needed more space. Then, something pretty wonderful hap-pened. The whole building came up for sale. So they bought it.

Joe Franco and Ed Wisniewski were the last partners stand-ing by this time, having bought out the third member of the team a few years earlier. After 25 years of a successful partner-ship, the two men evaluated both the business and the building and came up with a novel idea: Joe would take sole ownership of the first and Wisniewski would take over the second. Joe likes to joke that his new landlord now has the easier job. “Especially when the tenants pay,” he says, laughing. Joe had good reasons

STAMCO | 65 Years | Page 1

STAMCO SPECIALTY TOOL & MANUFACTURING COMPANY

A father passes the STAMCO torch, burning brighter than ever after 65 years

Mario Portillo, leader of metals production; Michelle Portillo, leader of finance; Giuseppe (Joe) Franco, president and CEO and David Franco, design coordinator.

By Mark Kandborg

to choose STAMCO. Two of his children and his son-in-law are part of the business.

“I knew from very young that dad worked hard all his life, and I knew that he wanted it to become a family business,” says his daughter Michelle. So when STAMCO’s bookkeeper retired, she left her banking job and joined her father. “It was a great op-portunity,” she says. She has since earned her CGA and is now STAMCO’s leader of finance. “And then I brought my husband Mario in.”

Mario Portillo, like his wife, quickly became one of STAM-CO’s valuable assets. His background was in administration and sales, but he wanted to learn the business from the floor up. “I never knew, honestly, what a punch press was, or a lathe. It was a different world to me,” he says. “When they put me into the tool crib, it was supposed to be a transition for me. I got excited about it because it was something I didn’t know about.” He soon moved on to shipping/receiving, apprenticed and worked as a journeyman machinist and then moved into quality control. As Joe says, his son-in-law “was really wearing a lot of gloves.” Now, Mario is leader of metals production for the company.

David Franco began working for his father during the sum-mers while going to school. “I wanted to keep him away from the mall,” Joe says, probably only half-kidding. “The only way I could not worry was to have him next to me.”

Apparently, there was nothing to worry about. Today, David is STAMCO’s design coordinator. “I studied architectural de-sign in school and interned at an architecture firm. When my dad offered me a job, I accepted and worked six years before expanding my knowledge at the Northern Alberta Institute of Technology in mechanical engineering technology,” he says. “I really like the diversity here with all the different types of work. It’s great for a designer to have that experience and exposure. It’s been very interesting work and I really enjoy it. I have had a lot of exposure to personality theory and I’m using that knowledge to help me engage with others and manage the design depart-

ment. It’s been a great experience and an honour to work with all these great people at STAMCO, my family included.”

“There are so many different cultures here, from all over the world,” Mario says. “Most speak at least two languages, and yet they all work together to do the job. I think that having the

STAMCO | 65 Years | Page 2 STAMCO | 65 Years | Page 3

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openness to take everybody’s input has contributed a lot to how much STAMCO’s grown. These are really skillful people, and they’re the foundation of the place. No matter what the econo-my is, it doesn’t matter, because these guys will drive it.”

Joe agrees. “We really appreciate the long-standing employ-ees who’ve stood by us and we’ve stepped it up in the last couple of years by having an advisory board and Dave Abbott as our general manager now, which makes our company more profes-sional, more strategic, and helps us to be further successful.”

“This has always seemed like a family business to me,” Mi-chelle says, because I used to go to company parties as a kid, and a lot of those people are still here. But what I’m really ex-cited about is that we all really believe in the successful future of STAMCO.”

Nothing could make her father happier. “My kids are here, so what better retirement is there for me? I come in when I want to, I have a hobby for life and I get to see my kids every day, so there is no better way, for me. I want them to carry on. I have two grandkids already. I look at them and I think, hopefully, they’d like to come in later on. There’s nothing more gratify-ing than seeing your legacy carried on. I like to think I’ve left a legacy to my family.”

If it could be said that tools lend substance to the dreams of man, there can be no doubt they’ve lent substance to the dreams

of Joe Franco. “Since I went into business, it changed my life for the best. I started to come to work without effort. I wanted to get up early and be here before everybody else and go home after everybody else. I always looked to the future.”

Looking to the future may be what has brought STAMCO to where it is today, but this month Joe has reason to look back and be proud of what they’ve accomplished. “Today when I come in here and look around, to me it’s an enjoyment to see what they’re doing on the floor and how they do it. We have a great name in the industry, and we built that for many, many years so that you can benefit now,” he says, turning to his kids. “I think this is a good thing, and I do believe that this is a future for all of you.”

Michelle seems to speak for the entire family when she says, “And we hope we can take it and run with it.”

“You can.”Congratulations, STAMCO, and here’s to the next 65 years.There are grandkids, after all.

STAMCO | 65 Years | Page 2 STAMCO | 65 Years | Page 3

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CONGRATULATIONS ON

THIS MASSIVE MILESTONE

ANNIVERSARY

www.asaalloys.com | 780-416-642220 Challenger Cres. Edmonton, Alberta

Congratulations to STAMCO for 65 years of business in our community.

Applause!

® Registered trade-marks of Bank of Montreal.

From the Northern Alberta Commercial Community.

Making money make sense®

Yaremchuk and Annicchiarico LLPwish to take this opportunity to congratulate

STAMCO on its 65th anniversary. This is a milestone to be proud of, 65 years of

solid growth, commitment to quality and outstanding customer service.

www.ya.ca

Congratulations STAMCO on your 65 t h anniversary!

Contact: [email protected]

WESTOOLPRODUCTION SUPPLY LTD.“Specializing in Cutting and Measuring Tools”

Congratulations to STAMCO on 65 years of Success!

6040 -97 Street Edmonton, AB T6E 3J4Email: [email protected]

Bus: (780) 438-6505Fax: (780) 435-4303

Congratulations to STAMCO on 65 years of

business in Edmonton.

We are are proud to be a part of your success.

Gibbard Insurance Brokers Inc.HOME • AUTO • COMMERCIAL

#270, 9766 - 51 Avenue NWPhone: 780-435-0119 • Fax: 780-436-2453

www.gibbardinsurance.com

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http://www.gibbardinsurance.com

Five generations of drivers have watched their fam-ily car go from little more than a carriage with the horse removed to the voice-activated, GPS-

integrated, video-equipped, speech-enabled four-wheeled computers we take for granted today. But when that metal mystery we depend on starts making “that funny noise,” we ask the very same question our great-great-grandparents did when they heard their own version of that funny noise: “Anyone know a good mechanic?” In fact, smart money says that this particular question is just about exactly as old as the automobile itself.

Of course, deep down, we all understand that a good me-chanic is more than just someone who can fix a car. That’s just a mechanic. A good mechanic is someone we can trust. Well, let me state for the record that I do indeed know a good mechanic. His name is Gord Schroder. You can find him, appropriately enough, at Best Choice Automotive be-cause, as he’s fond of saying, “there are lots of choices for your automotive repairs, but there’s only one Best Choice.”

Gord is a big, affable guy with the uncanny ability to be aware of everything that’s going on around him while fo-cusing on you completely. This awareness/focus combo no doubt contributed to his being an integral part of a semi-pro championship football team (like I said, big guy), but it also comes in pretty handy when you’re running a success-ful business. In fact, there were a number of times during our interview when Gord jumped up mid-sentence to as-sist one of his eight mechanics, give advice on a challenging problem or greet a customer at the door, only to return to his seat moments later, apologize quickly and pick up right where we left off. It became clear very quickly that nothing escapes the big man’s attention.

It’s the rare story that tells of an ambitious youth who gives up the path of a medical career for that of a mechanic, but that story is Gordon’s. “I didn’t have the finances for medical school,” he explains, “so I decided that if I couldn’t fix people, I could fix their cars. Sometimes that’ll help fix them, too.”

Best Choice Automotive | 20 Years | Page 1

780-466-8244Not your only choice just your best choice

Best Choice Automotive Celebrates 20 Years

and proves that the best mechanic is one you can trustBy Mark Kandborg


As it turns out, the young man who dreamed of becom-ing a doctor didn’t give up his destiny – he found it. “I was always fascinated with cars,” Gord says. “I grew up on a farm, and I pulled my first carburetor at 16.” Some years later he’d earned himself a solid career as fleet maintenance manager for a large trucking company, but something was missing. He wanted to be more in charge of that destiny. So, on July 4, 1994, he and his wife Belinda took the car by the horn, if you will, and opened up Best Choice Automotive. Why the 4th of July? “Independence Day,” Gord says with a smile.

It didn’t take long before people in the area started answer-ing “yes, I do” to that age old question, and Best Choice has been humming like a well-tuned engine ever since. “I think one of the things that distinguishes us is that we’re very inter-active,” Gord says. “We develop a personal rapport with our customers and we keep them fully informed. We do nothing until we talk to them.”

Another thing that sets Best Choice apart is that often when Gord talks to a customer, it’s to say they need less work than they thought – and sometimes, no work at all. “I could give you names of customers we’ve talked out of repairs rath-er than talked into repairs, because the first thing that we do is diagnose the problem, give them a price and then deter-mine whether there’s enough value in the vehicle for the cost

of the repair. If there’s not, there’s really no point in doing it. You have to have fair value for your money.”

As I quickly scribble this on my notepad, the Hawaii 5-0 ringtone of Gord’s cell alerts him to a customer’s incoming call. As he apologizes and takes it, I wonder how many other repair shop owners give their cell phone number to custom-ers. I try not to eavesdrop (he really is telling someone that they don’t need repairs) and take the opportunity to survey the photos and newspaper clippings on the walls of the busy but well-organized office. This is something I often do dur-ing interviews, but I usually don’t see x-rays of broken bones held together by pins. That’s because most people put things up that remind them of their successes. Gord, it seems, also likes to be reminded of his challenges, and as it turns out, football injuries are the least of them. “I was 340 pounds and I had a heart attack. They said I’d never play again. I lost 60 pounds and went back,” he says. “It’s like everything else in life, you know? If you want something bad enough you have to work at it.”

As much as Gord values hard work, there’s something else that’s means even more to him. “The biggest thing I believe in is the team. We’re car nuts here, we all are. We’re all here to make a living, but you have to enjoy it and when we do that, our customers are happy.”



Gord and his son Josh.


As it turns out, the young man who dreamed of becom-ing a doctor didn’t give up his destiny – he found it. “I was always fascinated with cars,” Gord says. “I grew up on a farm, and I pulled my first carburetor at 16.” Some years later he’d earned himself a solid career as fleet maintenance manager for a large trucking company, but something was missing. He wanted to be more in charge of that destiny. So, on July 4, 1994, he and his wife Belinda took the car by the horn, if you will, and opened up Best Choice Automotive. Why the 4th of July? “Independence Day,” Gord says with a smile.

It didn’t take long before people in the area started answer-ing “yes, I do” to that age old question, and Best Choice has been humming like a well-tuned engine ever since. “I think one of the things that distinguishes us is that we’re very inter-active,” Gord says. “We develop a personal rapport with our customers and we keep them fully informed. We do nothing until we talk to them.”

Another thing that sets Best Choice apart is that often when Gord talks to a customer, it’s to say they need less work than they thought – and sometimes, no work at all. “I could give you names of customers we’ve talked out of repairs rath-er than talked into repairs, because the first thing that we do is diagnose the problem, give them a price and then deter-mine whether there’s enough value in the vehicle for the cost

of the repair. If there’s not, there’s really no point in doing it. You have to have fair value for your money.”

As I quickly scribble this on my notepad, the Hawaii 5-0 ringtone of Gord’s cell alerts him to a customer’s incoming call. As he apologizes and takes it, I wonder how many other repair shop owners give their cell phone number to custom-ers. I try not to eavesdrop (he really is telling someone that they don’t need repairs) and take the opportunity to survey the photos and newspaper clippings on the walls of the busy but well-organized office. This is something I often do dur-ing interviews, but I usually don’t see x-rays of broken bones held together by pins. That’s because most people put things up that remind them of their successes. Gord, it seems, also likes to be reminded of his challenges, and as it turns out, football injuries are the least of them. “I was 340 pounds and I had a heart attack. They said I’d never play again. I lost 60 pounds and went back,” he says. “It’s like everything else in life, you know? If you want something bad enough you have to work at it.”

As much as Gord values hard work, there’s something else that’s means even more to him. “The biggest thing I believe in is the team. We’re car nuts here, we all are. We’re all here to make a living, but you have to enjoy it and when we do that, our customers are happy.”



Gord and his son Josh.

There’s something else that Gord believes in very strong-ly – training. “We have six licenced technicians on staff. A lot of places don’t do that because there’s a higher cost to the business, but it gives you more experience and a higher quality of repair,” he says, adding that they don’t pi-geonhole anybody. “I believe that everyone should be well rounded.” Judging from the relaxed smiles on the faces of Best Choice team members busily working under the hood or under the hoist, Gord is definitely on to something. Peo-ple like to work here. “Our two girls are the least tenured, but we have people who have been here for 15 years.”

It might surprise you to hear that a quarter of the me-chanics at Best Choice Automotive are women, but it shouldn’t, Gord says. “The industry has changed to favour women. It’s more about diagnostics, now. Back in the day, it was cast iron cylinder heads. Today, the heaviest thing you’re ever going to have to pick up is a tire.”

As gracious a host as Gord has been, I can sense that he’s itching to get back out there with his team. So, I ask him if there’s anything he’d like to add.

“I want people to be comfortable when they bring their car to us,” he says. “An honest shop may not always tell

you what you want to hear, but we’ll work for and with our customers to keep them safe on the road and give them the absolutely best value. People work just as hard for their money as we do. We understand that. I sleep well at night knowing I have not oversold a vehicle’s repairs.”

He and his team at Best Choice Automotive have been sleeping well for 20 years, and Gord plans to keep it that way. He also plans to keep the family business in the fam-ily. “Our son Josh works here now as a licensed tech. My plan is for him to take over,” he says, running a hand over his smooth head and smiling, “so that he can get a hairline like mine.”

Best Choice Automotive | 20 Years | Page 2 Best Choice Automotive | 20 Years | Page 3


www.bestchoiceautomotiveltd.com


2900 Bell Tower 10104-103 AvenueTelephone: 780.424.3000 • Fax: 780.429.4817

www.krpgroup.com

CongratulationsBest Choice Automotive on your 20th anniversary!

“Proudly supporting Best Choice Automotive”

www.macjames.ca

Congratulations on

20 great years!We are proud to be a partner in your success!

707, 10339 124 Street | Edmonton, Alberta, Canada | Toll Free 1 877 791 6964www.clearpointbenefits.com

http://www.krpgroup.com

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SchroderDave & Jordan Father & Son REALTORS®

CALLUS!

Not intended to solicit sellers or buyers under contract.

780.718.8727780.906.3084

www.schroderteam.comIf you, or someone you know is looking to make a move, call or visit our website for the latest listings :

"For 20 years I have never hesitated to refer friends, co-workers, and clients to my brother Gord. I did so because of his passion for ensuring that his customers get the best automotive service possible, and never have to pay for unneeded repairs." - Dave Schroder

From one Schroder Team to another...

Congratulations!

POLARIS

“Thank you to all our

customers for giving

us the privilege of

keeping you safe on the

road throughout the years.

And we will continue this

commitment to you for

many more years to come”


WAREHOUSE SERVICES INC.AUTOMOTIVE / LIGHT INDUSTRIAL - PARTS & SUPPLIES

Brand Name Parts – Outstanding Service

WSI would like to congratulate Gord and his staff for

20 years of service to their many

valued clients.Edmonton South 780-437-4917 Sherwood Park 780-464-5800Edmonton North 780-474-8585 Leduc 780-986-3530Calgary north 403-273-7370 Lloydminister 780-808-2155Calgary south 403-243-6060 www.wsionline.ca


http://www.schroderteam.com

http://www.bestchoiceautomotiveltd.com

http://www.wsionline.ca


SchroderDave & Jordan Father & Son REALTORS®

CALLUS!

Not intended to solicit sellers or buyers under contract.

780.718.8727780.906.3084

www.schroderteam.comIf you, or someone you know is looking to make a move, call or visit our website for the latest listings :

"For 20 years I have never hesitated to refer friends, co-workers, and clients to my brother Gord. I did so because of his passion for ensuring that his customers get the best automotive service possible, and never have to pay for unneeded repairs." - Dave Schroder

From one Schroder Team to another...

Congratulations!

POLARIS

“Thank you to all our

customers for giving

us the privilege of

keeping you safe on the

road throughout the years.

And we will continue this

commitment to you for

many more years to come”


WAREHOUSE SERVICES INC.AUTOMOTIVE / LIGHT INDUSTRIAL - PARTS & SUPPLIES

Brand Name Parts – Outstanding Service

WSI would like to congratulate Gord and his staff for

20 years of service to their many

valued clients.Edmonton South 780-437-4917 Sherwood Park 780-464-5800Edmonton North 780-474-8585 Leduc 780-986-3530Calgary north 403-273-7370 Lloydminister 780-808-2155Calgary south 403-243-6060 www.wsionline.ca


Wildrose Garments Manufacturing Ltd. | 25 Years | Page 1

When Joga Punian and his wife Davinder left India for Canada nearly 40 years ago, it was to build for themselves what he describes simply as “a good

life.” For Punian, that meant becoming a successful business-man who also had time to spend with his family. While many of his friends were driving taxis or running convenience stores, Punian knew that type of life wasn’t for him. “I wanted some-thing where I could go to work in the morning, leave at night

and have the weekend off,” he says. So in 1989, he and his wife started Wildrose Garments Manufacturing.

There certainly wasn’t a lot of time off to be had in Wildrose Gar-ments’ first few years, however. Punian kept his job working at a grinding factory until his new business could stand on its own, and the company was located in the basement of the family home. “My wife and I worked shoulder to shoulder,” he explains. “She handled more of the production end and I handled more of the business.”

By Mark Kandborg

Wildrose Garments Manufacturing Ltd. Celebrates a Quarter Century of Growth

From Basement to Factory:

Joga Punian and his wife Davinder.

All that hard work paid off. In less than a year they’d grown enough to move to a larger commercial space with more expo-sure and better access. Then, a year later, they moved to another larger location. In only nine years, Wildrose outgrew a total of four locations, a truly astonishing number, before finally set-tling in at their current factory.

When Joga and Davinder were working out of their basement in those early days, the two of them made sweatshirts and ca-sual wear. Today, their modern facility is home to more than 80 employees, and they manufacture over a hundred different types of products including bib overalls, shop coats, coveralls, pants, shirts, vests, smocks, sportswear, head gear, aprons, parkas and jackets. Since many of their garments are made specifically for oil and construction industry workers whose comfort, safety and sometimes survival depend on the clothes they wear to insulate

them from the elements, many of Wildrose’s outer garments are rated to -40 and even -50 degrees. They also offer silk-screening and digital fabric printing. “The unions like to buy good products made in Canada,” Punian says, “so we do a lot of contract work. I’m also very thankful to Alsco, who’ve been our customers for 24 years. They are a huge company that has supported us a lot. We’ve also been doing work for the City of Edmonton since 1994.”

One of the reasons they’re in such high demand by such big customers is because Wildrose is a local company, giving them a distinct advantage over their competition, most of which is out of the province, out of the country or overseas. “We’re quick and we offer good service. We can do customized items right away,” Punian explains. Compare this with his overseas coun-terparts, where turnaround time on a custom order can be up to three months, sometimes even more. Not to mention that if

Wildrose Garments Manufacturing Ltd. | 25 Years | Page 2 Wildrose Garments Manufacturing Ltd. | 25 Years | Page 3

25 Y

EARS

something’s wrong with a product that’s been manufactured out of the country, if the stitching is weak or the colour is wrong for instance, there’s no choice but to ship it back. But at Wildrose, as Punian says, “we can do it in-house.”

Customers are unlikely to find anything wrong with a Wil-drose garment, however. Punian and his wife go to great lengths to make sure of that. Thanks to a team of 20 quality control experts whose sole responsibility is to watch over and inspect the work of more than 60 well-trained, experienced employees working diligently on customized equipment, Wildrose prides itself on maintaining a “near zero” return rate.

Despite the advantages to the customer of local manufactur-ing, many garment companies have turned to outside suppliers for much, if not all, of their production. This is an option that Punian has no interest in.

“I came to this country with very little in hand and started life with nothing. When I was travelling, no one would give me a job even to wash the dishes. They wanted experience. So I took it as a challenge,” he says. “Immigrants don’t take the jobs, they create the jobs, and I’m very proud to set this example. That’s why we want to keep these jobs. I have the links. I can import from India, I can import from China just like anybody else. Or from Mexico. I don’t want to do that. I just want to keep jobs for Canadians. This country gave me a life.”

Wildrose has been a family business from its beginnings in the basement of the Punian home, and Joga is pleased that this will continue with his son, Gin. “God willing, I will continue doing this, but I have only so many miles left,” he says. “I tell my son, money is not everything, but without money you can’t do

Wildrose Garments Manufacturing Ltd. | 25 Years | Page 2 Wildrose Garments Manufacturing Ltd. | 25 Years | Page 3

25 YEARS

Greg Sanborn joined Wildrose Gar-ments in 1990 when the company was still in its early stages. He played

a pivotal role in changing the sales land-scape within Wildrose. His expertise and eagerness brought key accounts to the small, family-run business and helped in shaping the company to what it has become today.

Greg Sanborn

anything. Be a good kid and keep the jobs for the people. Don’t cut pennies, don’t cut corners. Just share with the people. I’m proud of him.”

Looking back on the last 25 years, Joga Punian couldn’t be happier. “I was so poor back there and God gave me all of this. I’m a very simple man. I’m a part of my employees. I’ve helped a lot of people, which has given me a very good feeling. We’ve survived some tough times, and I hope we’ll continue, with a young man to keep it going,” he says, adding simply, “We’ve found our home.”

To all those who’ve helped to make Wildrose Garments Man-ufacturing a success, we at Business in Edmonton wish you a very happy 25th anniversary.

Wildrose Garments Manufacturing Ltd. | 25 Years | Page 4

25 Y

EARS

8220 125 Ave • (780) [email protected] • www.wildrosegarments.com

Congratulations Wildrose Garments on your 25th anniversary!

Lincoln Fabrics is proud to play a key part in

your success with our supply of high quality

fire resistant fabrics.

www.lincolnfabrics.com

2705 Michelin, Chomedey, Laval, Quebec H7L 5X6Tel: (450) 973-4002 • Fax: (450) 681-2484

[email protected]

Blentex Inc.Textile Wholesalers & Importers

Grossistes en textiles

Congratulations Wildrose Garments on your 25th Anniversary!

1451 Erin St Winnipeg, MB R3E 2S9204.783.6009 • F: 204.783.8887

Congratulations on 25 Great Years!

We look forward to the next 25 together with

Wildrose Garments.

DOHERTY SCHULDHAUS LLPBARRISTERS & SOLICITORS

Congratulations Wildrose Garments Ltd.

on your 25 years of Success!

MILL WOODS TOWN CENTRE PROFESSIONAL BUILDING #219, 6203 – 28th Avenue Edmonton, Alberta

Phone: 780-450-1106

Congratulations Wildrose Garments

on 25 years!

From all your friends at Cansew and

Shergroup Textiles!

[email protected]

www.cansew.com

416-787-0002 [email protected]

www.shergrouptextiles.com

http://www.lincolnfabrics.com

http://www.shergrouptextiles.com


WWW.EDMONTONCHAMBER.COM

JAMES CUMMING

THE ONGOING LABOUR SHORTAGE DILEMMA BY JAMES CUMMING

There has been much discussion around the labour market and the availability of labour in the press late-

ly, which is likely stemming from the recent decision by Minister Jason Kennedy to suspend the Temporary For-eign Worker Program (TFWP) for the food services sector. We continue to hear from our members that the labour shortages are real and significant. Although some sectors have seen slight easing, the longer-term economic pros-pects for our province still suggest that labour availability will continue to be an issue.

Between what we might be hearing locally and the dis-cussion that is taking place in Ottawa, you may ask, “Why the disconnect?”

Much of the discussion around the TFWP in Ottawa seems to focus around unemployment rates, specifically around rates in various areas of the country. The assump-tion around those debating the situation is that if you have weak employment in one area of the country, those who are unemployed are mobile and can fill those vacancies in other areas of the country. We have seen significant migra-tion to the Edmonton area and, even with that migration, we continue to see shortages in several sectors. I think it is particularly unrealistic to believe that workers will be mo-bile and fill the vacancies in the unskilled category even if wages are increased. One also has to ask what those mar-kets can afford to pay while remaining viable.

Perhaps, then, discussion is too focussed around un-employment rates. Lately, many thought leaders have suggested that the Labour Force Participation Rate (LFPR) is a far better indicator of capacity in the workplace. The LFPR is the number of people who are employed or ac-tively looking for work. The statistics for Alberta are staggering at 72.8 per cent in April, while the average in Canada is 61.7 per cent. When compared to other regions, or countries for that matter, the LFPR indicates that Alber-ta continues to have a very tight labour market.

This high rate of labour force participation continues, even though Alberta experiences one of the highest pop-ulation growth rates in the country. The LFPR shows that even our rapid pace of population growth is not enough

for employers to meet their needs. It also shows that the people coming to Alberta are finding jobs. In Alberta, the TFWP is a necessary program that eases the economic costs of labour shortages.

So you ask, “What actions are needed?” We need to con-tinue to develop programs and engagement strategies that ensure the unemployed become employed and that the underemployed are further engaged to reach their full po-tential. We must ensure we have education programs that are responsive to the demands of the market. We need im-migration strategies that support the needs of the market; and yes, we need an effective TFWP program that ensures employers have access to workers if these other initiatives are not filling the demand.

It is important that employers and government continue to work together to ensure that Canadians are considered first for available jobs. It is equally important that when a province or region is experiencing labour shortages, that there are options for employers to find workers for avail-able jobs.

This high rate of labour force participation continues, even though Alberta experiences

one of the highest population growth rates in the country.

The LFPR shows that even our rapid pace of population growth is not enough for employers to

meet their needs.


ORDER YOUR TICKETS TODAY. VISIT EDMONTONCHAMBER.COM/EVENTS

EVENTS

Bronze Sponsor

Sponsored by

Wednesday, September 24, 2014Northlands Edmonton EXPO Centre7575 – 188 Avenue

5:00 p.m. - 7:00 p.m.

Members: $15.00 + GSTNon-Members: $25.00 + GST

Saturday, September 6, 2014Commonwealth Stadium

Gate – 3:30 p.m.Game – 5:00 p.m.

Members – $89.00 + GSTNon-Members – $104.00 + GST

Join the Edmonton Chamber of Commerce for the most anticipated game on the annual schedule: the Labour Day Classic Rematch!

First, guests will enjoy a tailgate-style barbeque catered by the Sawmill Group. Then, take in the game at field level and be part of the battle within earshot of players and officials.

A football experience like no other awaits you!

Buy your tickets early!VS

Welcome a new season with new connections and new business opportunities. Network with business leaders and decision makers, connect with corporate exhibitors and showcase your personal brand at the Autumn After Business Mixer & Tradeshow.

The Edmonton Expo Centre at Northlands offers the perfect space to host corporate events. Enjoy your networking experience in this open, welcoming, illuminated venue. Rediscover why Northlands is home to many of Edmonton's most important and exciting moments.

Edmonton Eskimos vs Calgary Stampeders

Autumn After Business

Mixer & Tradeshow

Edmonton Eskimos Sawmill End Zone

Tailgate Party

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http://www.edmontonchamber.com/events

EDMONTON.COM

Edmonton Tourism held the 14th Annu-al You’re Welcome Edmonton Awards

(YWE) on May 13, 2014, which celebrate the best in customer service across the city. Guests were treated to a high energy eve-ning featuring a Feastival plated dinner that showcased 15 food sponsor stations and some of Edmonton’s top culinary talent. By the end of the evening, 18 awards had been given out to individuals providing top notch customer service.

“All our nominees have gone above and beyond to provide exceptional quality ser-vice to our guests,” says Maggie Davison, vice president of Edmonton Tourism. “It is an honour to celebrate, recognize and award them for their passion and commit-ment to providing guests with an amazing and authentic Edmonton experience.”

The You’re Welcome program began in 2000 with only a handful of organizations, and has grown to include over a hundred from the attractions, restaurant, venue, transportation and hospitality sectors. This year over 4,000 nominations were collected from 176 participating organizations, dem-onstrating Edmonton’s increasing focus on delivering exceptional experiences to visi-tors and patrons.

The Shaw Conference Centre (SCC), which is managed by Edmonton Econom-ic Development, is thrilled that staff have again been recognized by the awards as top hospitality service providers. Ansuya Tai-lor, a member of the SCC banquet team, was named the year’s Outstanding Banquet Server and Nicole Manly from the SCC’s security team was recognized for Outstand-ing Operational Support. This year, a record number of 107 SCC staff were nominated for YWE service awards, with 18 of these indi-viduals moving forward to the semi-finals. These service teams are great ambassadors for the organization and fulfill SCC’s vision of “exceptional staff creating exceptional customer experiences.”

Congratulations to all this year’s winners and nominees!


YOU’RE WELCOME EDMONTON AWARDS RECOGNIZED THE CITY’S BEST IN CUSTOMER SERVICE


EDMONTON.COM

Edmonton Tourism recently revealed the bold new con-sumer brand: Edmonton – Original Since Way Back.

Everywhere we looked, we saw an abundance of uniquely Edmonton stories that we know will appeal to free spirits and cultural explorers looking for an immersive city experience and an authentic, sometimes even a bit rugged, adventure.

If you haven’t seen it yet, check out Edmonton Tourism’s new consumer website ExploreEdmonton.com. It uses strik-ing, made-in-Edmonton visuals and captivating feature stories to inspire people to make Edmonton their destination. With many big events on the horizon this summer, it’s a great time to think about uncovering new Edmonton gems and re-discovering local favourites. There’s always more to explore – an unexpected place to surf in the prairies, a Segway tour

through the river valley, or spooky ghost haunts in our histor-ic neighbourhoods.

You definitely won’t want to miss the exciting sport-ing events here this summer, showcasing the energy and community spirit of Edmonton and the intensity of high-performance competition. From Volleyball World League matches, the Edmonton International Track Classic, FIFA U-20 Women’s World Cup and Tour of Alberta to the ITU World Triathlon Grand Final, there’s something for the week-end warrior in all of us.

Take in beloved favourites too, like North America’s largest and oldest Fringe – the weird and wonderful Edmonton In-ternational Fringe Festival, or join the city in kicking off the K-Days midway with a colourful parade downtown. Travel around the world in a single weekend at the Servus Heritage Festival, taking in the sights, sounds and tastes from over 85 nations represented in Edmonton, or travel back in time at Canada’s largest living history museum, Fort Edmonton Park.

Follow Edmonton Tourism on Facebook, Twitter and In-stagram, using #ExploreEdmonton to share your stories of discovery this summer.

EDMONTON TOURISM HAS A NEW LOOK AND FRESH ATTITUDE

LEFT: TOUR OF ALBERTA IS BACK TO THRILL CROWDS WITH AN EXHILARATING STREET RACE. RIGHT: EDMONTON INTERNATIONAL STREET PERFORMERS FESTIVAL BRINGS DARING FEATS TO CHURCHILL SQUARE.

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SERVicES in canada PROVidEd bY indEPEndEnTlY OWnEd & OPERaTEd fRanchiSES Of SERVPRO inTERnaTiOnal, llc.

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http://www.servproedmonton.com

BUSINESS ACCOUNTS І CASH FLOW І FINANCING І KNOW-HOW

Meet sisters, Brittney and Breanne. When family events unexpectedly put them in charge of their father’s business, they didn’t flinch. Instead, they hit the ground running.

ATB’s experts helped their cash flow and growth along the way. Now, they look forward to expanding their business even more. And we look forward to supporting the sisters as they make their mark across Alberta—and beyond.

Learn more about Brittney & Breanne at atb.com/WeGrowAlberta

atb.com/businessbeat helped us with our facts. Visit atb.com/wegrowalberta for more information. ™ Trademarks of Alberta Treasury Branches.

Brittney & Breanne Ramsay | Owners of Britt Land Services | Business Magnates | Savvy Sisters

Who helps with your succession plan? We do.

Power generation, personified.

http://www.atb.com/wegrowalberta

Documents

July 2014 Business in Edmonton