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4 July 2015 | Business In Edmonton Magazine | www.businessinedmonton.com

SECTIONTITLE

FeaturesRegularsEach and every month

CONTENTS

View our electronic issue of this month’s magazine online at www.businessinedmonton.com

Supporting the visions of entrepreneurs one story at a time

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Cover 2015 LEADERS AWARDS BY BUSINESS IN EDMONTON STAFF Join MNP in Honouring Edmonton’s Visionary Business Leaders

75 YELLOW CAB BY NERISSA MCNAUGHTON

Yellow Cab Drives Through 70 Years of Great Service

79 HIGH MARK CRANE & RIGGING BY NERISSA MCNAUGHTON

Celebrates 10 Years

Company Profiles

8 ECONOMIC FACTORS Josh Bilyk

10 OFF THE TOP Fresh News Across all Sectors.

14 URBANOMICS John Hardy

67 EDMONTON CHAMBER OF COMMERCE

Once again we celebrate the men and women that lead Edmonton’s entrepreneurial business scene. Their enthusiasm inspires us all.

JULY 2015 | VOL. 04 #07

75

27

© 2015 KPMG LLP, a Canadian limited liability partnership and a member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved. 9222

Is your business capitalizing on this changing marketplace?At KPMG, successful financial advising starts with the business not with the balance sheet. Our advisers take the time to understand your entire operation before executing an approach that can help to maximize the value of your company and position it for the future.

Whether you need to buy or sell a business, refinance, raise capital or manage through turbulent times, our team can assist.

To learn how KPMG can assist you, please contact:

kpmg.ca

Jon EdgettVice President, Corporate FinanceT: 780.429.6076E: [email protected]

Robert BorrelliOffice Managing PartnerT: 780.429.6081E: [email protected]

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OFF THE TOPNEWS FROM THE MONTH

Features continued

Supporting the visions of entrepreneurs one story at a time

PUBLISHER BUSINESS IN EDMONTON INC.

ASSOCIATE PUBLISHER Brent Trimming [email protected]

EDITOR Nerissa McNaughton

COPY EDITOR Nikki Mullett

ART DIRECTOR Jessi Evetts [email protected]

CONTRIBUTING DESIGNERS Cher Compton

ADMINISTRATION Nancy Bielecki [email protected]

REGULAR CONTRIBUTORS Josh Bilyk

THIS ISSUE’S CONTRIBUTORS Nerissa McNaughton Ben Freeland Rechell McDonald John Hardy

PHOTOGRAPHY Cover photo by Epic Photography Inc.

ADVERTISING SALES Evelyn Dehner [email protected] Renee Neil [email protected]

DIRECTORS OF CUSTOM PUBLISHING Mark McDonald [email protected] Joanne Boelee [email protected]

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The publisher does not assume any responsibility for the contents of any advertisement, and all representations of warranties made in such advertising are those of the advertiser and not of the publisher. No portion of this publication may be reproduced, in all or in part, without the written permission of the publisher. Canadian publications mail sales product agreement No. 42455512

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17 LET’S GO MALLING | BY NERISSA MCNAUGHTON

Edmonton is home to a diverse array of malls and shopping centres, each with their own unique identity and brand. When’s the last time you went malling?

23 RIDING THE WAVE: EDMONTON INDUSTRY UNDER OIL PRESSURE | BY RECHELL MCDONALD What’s the real impact of oil pricing on Edmonton so far? Discover what the city is seeing and how the real estate and transport sectors are being impacted.

63 EUREKA! | BY BEN FREELAND Three years after Capital Ex’s reversion to its old name, K-Days is cashing in on Edmonton’s rising global stature.

84 WE’LL GROOVE YOU! | BY BENJAMIN FREELAND

EIA Scales New Heights with Amsterdam Flight


17

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ECONOMIC FACTORSJOSH BILYK

With the energy industry in a slump and investment uncer-

tainty on the rise, some Capital Region businesses are looking at the British Columbia liquefied natural gas (LNG) industry as the “next big thing.”

The British Columbia (B.C.) Govern-ment estimates that if just five of the 19 or so proposed LNG projects proceed, it would mean $175 billion in direct and indirect investment, adding a tril-lion dollars to the province’s GDP and $1 billion in tax revenues over the next 30 years.

A recent KPMG study estimates that, if the industry takes off, peak employ-ment demand could range between 26,000 and 32,000 FTEs during con-struction and start-up. The study says this level of activity could be sustained for nearly a decade as projects extend into their second stage investments.

We can’t be certain whether that kind of investment is attainable, but these po-tential investment and spinoff numbers approach those of the oil sands in recent years, and we all know how economic benefits of oil sands investment are felt in every region of the country.

It just might be that a British Columbia LNG boom could do for Alberta compa-nies what extraordinary growth in our province has done for the rest of Cana-da; and Capital Region businesses, if they play their cards right, have the inside track on a lot of potential business. The Capital Region is already the manufactur-ing, service and supply headquarters for the Canadian energy industry – and that includes Northeastern B.C.

Alberta companies have established relationships with many of the major

LNG players, such as Shell, Chevron and ExxonMobil. They are accustomed to building and operating in Canadi-an weather and Canadian health, safety and environmental standards. Don’t for-get that Alberta companies have been working on massive and complex mega projects for decades. They have the ben-efit of hindsight – having learned from mistakes and successful innovations.

If it gets off the ground, the B.C. LNG industry may not look like ‘oil sands 2.0’. The B.C. Government and ma-jor LNG players have already set up a framework for procurement that is different from Alberta’s. First and fore-most, First Nations communities and businesses will get the first crack at a lot of LNG business. There already a number of agreements in place be-tween major LNG players and their First Nations stakeholders.

That doesn’t mean non-aboriginal businesses will be frozen out, but it will affect how they enter the supply chain. Many First Nations businesses are already actively looking for part-ners to provide that level of experience with mega projects. Capital Region manufacturers, suppliers and service

providers are starting to explore those opportunities now and there are some resources available to facilitate these relationships. The Northern Develop-ment Initiative Trust, an arm of the B.C. Government, works with communities, First Nations and business to facilitate businesses in central and Northern B.C. Local economic development agen-cies in Kitimat and Prince Rupert are also plugged in to their local business scenes and are a good place to start.

Given that much of the proposed LNG activity is coastal, there are po-tential overseas competitors who could provide manufacturing and supply ser-vices by barge – something that wasn’t that easy to do in the oil sands. That simply means Alberta companies will have to keep their pencils sharp.

The B.C. LNG industry could be great for business in the Capital Region and we’re uniquely positioned to capital-ize. All that’s needed is for developers, governments and First Nations to find a way forward – in partnership – to make it a reality. BIE

Alberta Enterprise Group is a member-driven, non-profit business advocacy organization. AEG members employ more than 150,000 Canadians in all sectors of the economy. Visit www.albertaenterprise.ca to inquire about membership in the AEG movement.

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NORTHLANDS BOARD ACCEPTS NASC’S RECOMMENDATIONS FOR REXALL PLACEThe Northlands Arena Strate-

gic Committee (NASC), tasked with determining the best way to repur-pose Rexall Place, released a report earlier this year that detailed their recommendations. On May 7, 2015, Northlands’ board of directors dis-cussed NASC’s Northlands Arena Strategy Committee Report and ac-cepted the recommendations. The main recommendation is to work with partners for the repurposing, and if that is not viable, to demolish the building and develop the land.

“I’d like to commend the Northlands Arena Strategy Committee for their work and for delivering a solid report complete with recommenda-

tions,” says Laura Gadowsky, chair of the Northlands Board of Directors. “While a significant amount of work has been completed, we still have several deliverables over the next few months. We’ll be tabling a strate-gic plan in the fall, which will include specific details on the repurposing of the Northlands arena.”

NASC’s recommendations are based on findings from an explora-tion committee, who looked at cities that had repurposed large arenas; an engagement committee, who spoke with the community about their ideas for the facility; and a finance com-mittee, who looked into the financial viability of the options.

In their report, NASC states “Competing with the downtown arena (Rogers Place) would be a los-ing scenario for all parties. It is a possible option and would, in fact, generate income for Northlands over the short term but ultimately all ma-jor stakeholders (i.e. Northlands, the City of Edmonton and the Oilers Entertainment Group) will lose as competition will result in a reduction to overall net economic and communi-ty benefit. This competitive approach has been taken in other North Ameri-can cities with limited (or no) success.”

NASC strongly advises against the idea of “going dark,” which is to basi-cally turn off the lights and close the facility for all but a few select events each year. “This approach would serve to attract undesirable activi-ty to the site and will likely create safety concerns,” the report reads. “The neighbouring community has been working hard in its revitaliza-tion efforts and this option could set back those efforts. This option is po-tentially the worst option for the community and our city.”

The report cites activating the site to achieve the best possible outcome. “Through site activation, positive cash flow can continue to be generat-ed… The building still has reasonable useful life remaining and the citizens of Edmonton are passionate about maintaining the building.”

Proposed scenarios include support-ing the development of recreational facilities or an agricultural education centre, or using the facility as part of Edmonton’s conference and conven-tion venues.

“The Northlands executive man-agement team will now start working on alternative uses for the existing structure,” says Tim Reid, president & CEO of Northlands. “We need a

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plan in place prior to the opening of Rogers Place in September 2016. What is clear is that whatever the outcome is, it must be based on a solid financial model and community benefit.” BIE

NORQUEST COLLEGE LAUNCHES ELCC AND CELEBRATES THE SUCCESS OF AACCC In response to the Edmonton re-

gion’s child care worker shortage, NorQuest College is launching their Early Learning & Child Care (ELCC) program this fall.

“The Early Learning & Child Care certificate program is yet anoth-er example of NorQuest College’s commitment to developing work-force-relevant programs to help build

stronger communities and meet the economic needs of Alberta,” says NorQuest College president and CEO

Dr. Jodi L. Abbott. “This program will change the lives of many Alber-tans, from the students themselves

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www.businessinedmonton.com | Business In Edmonton Magazine | July 2015 13


to working parents in communities across the province.”

The eight month program is avail-able full time, part time, evenings and weekends on the main campus, and via hybrid (video conferencing) deliv-ery in Drayton Valley and Wetaskiwin.

Graduates are expected to find placement quickly since Alberta’s rapid population growth is fuelling the child care worker shortage. NorQuest con-siders this field to be an “above-average growth profession with increasing an-nual demand for employees.”

“NorQuest is well-positioned to be a leader in early learning and child care workforce training,” states a release from the College. “The College has ex-tensive partnerships with child care facilities across central Alberta through the existing Day Home Provider (DHP) program, and is a leader in combining intercultural best practices with work-force-relevant curricula. In addition, the opening of the Singhmar Centre for Learning in the fall of 2017 will

provide ELCC learners with access to a multi-purpose lab facility, as well as practicum opportunities through the 1000 Women Child Care Centre. This child care facility will also provide stu-dents with daycare facilities for their own children.”

The ELCC program is not the only new one at NorQuest. Their Alberta Aboriginal Construction Career Centre (AACCC) launched in March and the pilot program has, so far, been a great success. Designed to match Aboriginal workers with construction employers, AACCC is delivered through a partnership with the College, Bow Valley College, the Government of Alberta, industry partners and Aboriginal communities throughout Alberta.

Calvin Beaverbone was one of the first students, contacting the Col-lege the day after AACCC launched. He is now a drill site sampler for JV Driver, who is one of the program’s key sponsors. “Calvin was a great

find for us,” says Vawn Jeddry, vice president of health, safety, and en-vironment at JV Driver. “He already had a great mechanical background and was familiar with the process. It was simply a matter of connecting him with the right people.”

Ruby Littlechild, who manag-es the AACCC program, says they aim to place more than 300 Ab-original workers in construction jobs over the next two years. “Many Aboriginal men have a hard time ac-knowledging their strengths,” says Littlechild. “Our job is not only to connect people with jobs but also to help them overcome stereotyping and marginalization, and to start be-lieving in themselves.”

As always, NorQuest is responding to the demands of Alberta’s labour force with insight and agility. As NorQuest celebrates their 50th anniversary, the College looks forward to many more years, and programs, to come. BIE

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SECTIONTITLEURBANOMICSCOSTS AND DELAYS

COSTS AN D DELAYS


When it comes to urban planning and building processes, the wants and

needs of Edmonton builders and develop-ers and the City’s priorities and policies, Edmonton is both similar and unique-ly different from most other Canadian municipalities.

Of course the process goes according to municipal strategies and guidelines. Devel-opers build and sell the variety and value of homes the market wants. Ultimately, the municipality and local developers are on parallel tracks heading in the same direc-tion – building the Edmonton community.

The unique Edmonton difference is communication and rapport.

City officials and the Edmonton Region chapter of Urban Development Institute (UDI-ER), representing area builders and developers, meet regularly for discussions. Often agreeing to disagree, it’s never a lovefest but they usually empathize with each other’s issues and challeng-es, problems often (not always) find solutions and they all work with the goal of building the Edmonton community.

Not unique to the Edmonton region, and always a con-tentious topic between developers and municipalities where there is robust home building activity and growth, are the timing delays of approvals and permits, the vari-ous levies and charges to developers, and when it comes to necessary infrastructure – who should pay for what?

“Edmonton developers worry about the bureaucracy and the costs of application approval delays,” warns high-energy Bard Golightly, UDI-ER member and COO of the Christenson Group of Companies. “Hope-fully there will some changes, soon, but bureaucracy refuses to consider that for builders or developers, delays mean time and time is money.

“Suggested timeframes are spelled out in the Municipal Act, but builders are still left to thump the desk at City Hall because there is no way a standard application should take a year or more. But it does!”

Respected and knowledgeable developer Russell Dauk, past president UDI Alberta and vice president, Land and Commercial with Edmonton’s Rohit Group of Compa-nies, is encouraged by the rapport with City officials but shares concerns about approval and permit delays. “I give Edmonton credit for their initiative and willingness to re-view and for trying to streamline the process. Because, if anything, it is more bogged down and complicated than ever. About 10 years ago, we could submit for approvals in October and start construction by mid-April.

“I realize that there are growing pains. Edmonton used to build 8,000 homes a year. Now it’s more like 14,000. Of course that means a lot more approval applications, but it has become so dragged out and complicated. Sometimes we get hung up on the third decimal point on a drawing,”

BARD GOLIGHTLY, COO OF THE CHRISTENSON GROUP OF COMPANIES

SECTIONTITLE

URBANOMICSCOSTS AND DELAYS

COSTS AN D DELAYS BY JOHN HARDY


he scoffs. “C’mon! Nobody pours concrete to the millimetre.

“Whatever the reason, there seems to be a less collaborative culture and a needlessly drawn out circulation system with way too many departments required to review and have input. I have worked in the public sec-tor. I know how these things can get out of control,” he notes. “After all, are we building a community or a file?”

Most developers reluctantly admit, whether it’s the stifling costs of delays, var-ious levies and skyrocketing infrastructure costs, the UDI concerns are not so much about the impact of the profit margin builders as much as the critical affordability (and unaffordability) of the Edmonton market.

Many consumers and some business people are unaware that it’s never, ever, as simple as a developer buying land, getting plans approved and then marketing, selling and building new homes.

Developers do pay up front for things like the planning and engineering of the community, the design of efficient and safe traffic flows, deep utilities like water, sanitary, storm and service connections, the placement of other utilities (electric, gas, cable, telephone) and the construc-tion of surface improvements like parks open space areas, roads, curbs and gutters.

“Growth is a good thing,” Golightly says with positivity.

“There is a constant struggle and standoff in Edmonton and other areas that growth should pay for growth; but growth should not be paying for everything.”

From the business perspectives of de-velopment and home building, he explains that the construction costs in the Edmon-ton area have gone up about 3.5 per cent. Conversely, the cost of a new house in the Edmonton area has gone up an average of 58 per cent.

“The predominant increase in the cost of new housing not only reflects the hidden costs of approval and permit delays and var-

ious levies but heavy infrastructure costs like interchanges, overpasses and community rec centres. Every time a land developer pays for an interchange or an overpass, it costs more to build the house. And it’s no secret that, in the end, it’s the home buyer that ends up paying.”

When it comes to the goal of building Edmonton, change is happening.

Seasoned professionals like Dauk are plugged-in, at times concerned, frustrated and anxious but also encouraged. “Edmonton is one of the most open administrations, under-standing the situation of developers and looking for ways to make the approval process more time-sensitive and efficient about levies and perhaps sharing the costs of infrastructure.

“There is much openness and co-operation. In Edmonton it’s much more of a dialogue than just demands.” BIE

RUSSELL DAUK, VICE PRESIDENT, LAND AND COMMERCIAL WITH EDMONTON’S ROHIT GROUP OF COMPANIES

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LET’S GO MALLINGCITY MALLS

LET’S GO MALLINGEdmonton is home to a diverse array of malls and shopping centres,

each with their own unique identity and brand. When’s the last time you went malling? Hopefully this article inspires you to rediscover the fun of browsing through a mall.

BY NERISSA MCNAUGHTON

There are endless quotes about shopping, all of which ring true for the shopping aficionado. “I could give

up shopping, but I’m not a quitter.” “Shopping is my car-dio.” “I am not a shopaholic – I am helping the economy.” Yes, for many, shopping is as much of a pleasure as fine wine or imported chocolate. Thankfully, Edmonton ca-ters directly to the store-loving crowd by offering a wide variety of malls and retail complexes.

Whether you prefer a traditional enclosed mall or a sprawling shopping centre, having a choice of retailers in one convenient location spells utopia for the savvy con-sumer. Edmonton’s larger centres include Commerce Place, Southgate Centre, Londonderry Mall, Edmonton City Centre, Capilano Mall, Manulife Place, Northgate Centre, Kingsway Mall, Mill Woods Town Centre, West-mount Centre and West Edmonton Mall.

PHOTO COURTESY OF WEST EDM

ONTON MALL

GALAXYLAND AT WEM


While the malls are diverse in their location, layout and retailers, one mall consistently draws locals and tourists alike. Once the largest shopping centre in the world and still the largest in North America, West Edmonton Mall (WEM) has delighted consumers since 1981.

“West Edmonton Mall is unique in that it is not just a shopping centre, it is an entertainment centre as well,” says Sheri Clegg, manager of media & public relations at WEM. “You can shop, you can play, and you can stay in two hotels. There truly is something for everyone here. We have nine attractions – in addition to entertainment venues such as a cinema and the IMAX 3D theatre, casi-no, dinner theatre, bingo hall, comedy club, piano bar and numerous restaurants. WEM is a true destination and a gathering place; we host major events that bring in not only local people, but visitors to Edmonton as well. The mall provides experiences and becomes part of the sto-ries of people’s lives.”

The numbers are impressive. WEM boasts 5.3 million square feet, including more than 3.7 million of gross leas-able area. Galaxyland is 400,000 square feet and the World Waterpark is a stunning five acres of indoor beach and wa-ter. There are more water wonders in Deep Sea Adventure which reaches a depth of 20 feet and is 400 metres long. There’s frozen water too – the Ice Palace is NHL regula-tion size at 61 x 26 metres.

“West Edmonton Mall is a Canada’s Accredited Zoos and Aquariums (CAZA) facility,” Clegg informs about this little-known fact. “Sea Life Caverns is home to more than 100 species of fish, in addition to sharks, sea turtles, pen-guins, reptiles, amphibians and invertebrates. Sea Lions’ Rock is home to four California sea lions.”

WEM shoppers from the ’80s fondly remember a whale sculpture, whose open mouth was an ideal spot for photos. The brass figure was created for the shopping centre by Ca-nadian sculptor Robin Bell. “The whale was removed from the area now known as Rose Court (Level One, in Phase III) when the area was being renovated/redeveloped in June 2010. It was stored onsite. It was always the inten-tion to bring the whale back, it was just a matter of where to put it. The whale was an attraction in its own right and visiting the whale was always an interactive experience, so it needed to be in a fairly open, large area. An area on Lev-el One, in Phase I, is developed for the whale. People will be able to take pictures with it. They will, again, be able to create memories with it.”

Creating memories and excellent customers service is the focus of the giant mall. “WEM is constantly looking for new features we can add to our attractions that will pro-vide guests with unique and entertaining experiences,” Clegg confirms. “Recently, we’ve taken our efforts to the next level with the introduction of a texting service. This

15_0612 Business in Edmonton_ShelvingBinOrganizer_02.indd Mod: May 27, 2015 8:59 AM Print: 05/27/15 8:59:06 AM page 1 v7

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texting service allows us to communicate in real time with our guests – to answer their questions, provide directions and information about retailers, brands, events and more.”

Moving from the west end to the north, we find another beloved Edmonton treasure: Londonderry Mall.

When Lieutenant Governor Grant MacEwan cut the ribbon at Londonderry’s grand opening in 1972, the mall was the largest retail centre west of Toronto and the only two-level mall in Western Canada. Today, Londonderry is undergoing a massive renovation.

“The completion of the Anthony Henday will provide quick and easy access to an expanded community of shop-pers who don’t really have any other convenient options for their everyday fashion needs,” explains Jordon Ad-ams, retail manager. “The most exciting aspect of the new Londonderry is the opportunity to connect our custom-ers with the brands they’re asking for, fulfilling a real void in north Edmonton.” Adams says so far the project is on schedule with no major changes from the original plans.

In April of this year, the International Council of Shop-ping Centres’ (ICSC) Specialty Retail Report announced the 2015 Visual Victories Award winners. These awards recognize outstanding visual merchandising. Out of more than 500 entries, a retailer in Londonderry Mall took sec-ond place for Best Retail Display, making this the first Canadian winning entry in the 18 years of the event.

With online shopping and big box retail on the rise, is

Adams concerned about the popularity of malls? Absolute-ly not. “People go to the mall to work, to conduct business, to meet friends, to shop, to eat and to be entertained,” he says. “Malls and big box retail both serve different needs of shoppers and ultimately, it’s the brands and retail mix that drive traffic.”

Closer to downtown, Kingsway Mall opened in 1976 and currently has 180 retailers. The mall underwent a rein-vention in 2009. “Kingsway had over 200,000 square feet of commercial retail unit space roll over in the two-year renovation period,” says Jelena Bojic, marketing director. “This, coupled with aesthetic, operational and service im-provements, helped grow our sales by roughly $100 spf. It also allowed us to remain competitive in a marketplace where other centres were reinvesting in their assets.”

Kingsway is walking distance to the Northern Alberta Institute of Technology’s main campus, but that is not all that makes this destination unique. “We are centrally located, easily accessed, and offer a pleasant and comfort-able shopping experience,” says Bojic. “Aside from many great retailers and a newly renovated space, we support the Edmonton Public School Foundation (EPSF) and do some great fundraising events for them throughout the year.” She points to their gift wrap service, where all pro-ceeds go to the EPSF, along with Ready to Shine. “[This] is an event that we put together every year featuring student designers, and it raises over $20,000 for EPSF annually.


THIS ENTRY TOOK SECOND PLACE IN THE 2015 VISUAL VICTORIES AWARDS FOR BEST RETAIL DISPLAY.

PHOTO COURTESY OF ELONDONDERRY MALL

http://www.westedmonton.home2suites.com


We also work with EPSF on a Wee Read program, where our staff goes to read to kindergarteners, supporting their early literacy development. We love being a supporter of our community, and our partnership with EPSF has grown into a wonderful relationship over the years.”

Kingsway is on the cusp of another evolution. “The mall is just finalizing a master planning process for the entire site,” Bojic informs. “The first piece we’ll be addressing is the Target box that we’ll be redeveloping – an exciting op-portunity to make way for great new retailers.”

No matter where you are in Edmonton, there is a mall or shopping centre ready and willing to serve your re-tail needs, and they are all unique in their own ways. Our malls are part of Edmonton’s identity, they help dol-lars flow into the economy, and they provide a place of fun, entertainment and convenience. Malls are where memories are made and isn’t that what Edmonton is all about? Be part of the experience and visit a mall in your area, or drop in on a mall you have yet to peruse. You won’t be disappointed. BIE


WATERPARK AT WEM

PHOTO COURTESY OF WEST EDM

ONTON MALL

http://www.club24.ca

RIDING THE WAVE: EDMONTON INDUSTRY UNDER OIL PRESSUREOIL SANDS

Riding the Wave:


Edmonton IndustryUnder Oil Pressure

What’s the real impact of oil pricing on Edmonton so far? Discover what the city is seeing and how the real estate and transport sectors are being impacted. BY RECHELL MCDONALD

INTERMODAL FREIGHT CARS


Without a doubt people in Edmonton, and Alberta, have

been affected by the sudden change in oil prices. Some businesses have had to let go of employees and oth-ers have had to scramble to find new revenue streams, but for the most part it hasn’t been the destructive force that many news media outlets had predicted. To be fair, we are still in the early stages of the aftermath, and the longer oil prices remain the low, the more businesses will be af-fected, but for now Edmonton is still going strong.

Local economists pointed out some important facts in the beginning when oil prices first tanked, particular-ly where real estate was concerned. Those remarks were along the line that Edmonton, for years, has been functioning at such a high level with job op-portunities and wages, that it has fueled an incredibly hot real estate market. With this drop in oil, we’ve simply been pulled back to a market that is more average. The shock of this change of pace has made things seem like they are crawling, but really we are just getting a taste of the rest of the country’s reality; and it’s not the end of the world.

“The first three months of 2015 were slow,” admits Gurpreet Ghatehora of Realty Executives Polaris. “Peo-ple were thinking oil prices might go down to as low as $25 or $35 a barrel, and that there might be more layoffs which might reduce the housing prices.” Which speaks to the over-all caution everyone has had since prices first dropped, but the predictions of the trends haven’t all been correct. “Ac-cording to the real estate statistics, sales were down but housing prices went up 1.5 per cent. The market started to

pick up again starting in April with oil prices climbing back up to the $61 mark from $44.”

Real estate took a huge blow, comparatively speaking, in the be-ginning but there seems to be some steam building up again. Single fam-ily homes have continued to sell well, while the condo market has been in a bit of a steady depression. Ghatehora also mentions the currently low inter-est rates, which have helped first time buyers take advantage of the situa-tion and get into the market. It’s been the banks, during this time, that have provided both incentive and tools for buyers to help maintain a slower, but steady pace for real estate.

Despite all of this, Ghatehora ad-mits that he has seen a clear stoppage of sorts, with his clientele remaining cautious. “There are a lot of buyers and sellers, but they want to hold off on buying and selling until markets become stable.” So in reality, the market has slowed, not because people aren’t making enough money to buy, but because they are waiting in the wings for things to settle. The average Edmontonian likely didn’t see this ‘crash’ coming, and it’s left a lot of people feeling uncer-tain, to say the least. But this situation sort of skews the picture the public has. The assumption that things have grinded to a halt (by Edmonton standards) due to job loss is exacerbating the severity of the situation and breeding more caution.

John Rose, chief economist with the City of Edmonton, explains that the job loss situation hasn’t been as drastic as some might think – so far. “What we’ve seen is some slowdown in employment and job losses in manufacturing

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and transportation, but in profes-sional services, the numbers haven’t changed much.”

Rose also explains that there is a trend developing. “Companies seem to be choosing to shift from full time jobs and hours to part time, rath-er than letting employees go.” And why would this be? Given the na-ture of Edmonton, and what the city and its many businesses have learned based on recent history (think back to 2008) is that these situations can and will change, eventually. Edmonton has been in a position, historically, where there is a clear lack of skilled labour and the right people for the job. This is a major reason why the province has been a hub for migrant workers, and why the population of the city has grown year after year. If businesses turn around and simply cut all their employees loose, when the ship rights itself it is going to find itself lacking in some serious manpower.

Luckily for the city, its 2015 bud-get is already finalized and its primary revenue stream of property taxes is reliable. As Rose points out, the bigger issue is with the provin-cial government and the gaping hole in their budget. However, there has been some unexpected benefits of the oil fallout for the city too.

“The only clear impact [for the city] is that the city has saved money on fuel costs – not hundreds of millions or anything like that, but some.” There is, however, a point where the provin-cial budget issues will intersect with Edmonton’s agenda and it will be felt by all. “Our reliance on the provincial government, and to a lesser extent the federal government, for funding and

grants could affect our ability to continue with important infrastructure plans, like the LRT expansion.”

It all boils down to duration. How long will oil prices re-main low?

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JOHN ROSE, CHIEF ECONOMIST CITY OF EDMONTON

Luckily for the city, its 2015 budget is already finalized and its primary

revenue stream of property taxes is reliable. As Rose points out, the

bigger issue is with the provincial government and the gaping hole in

their budget. However, there has been some unexpected benefits of the

oil fallout for the city too.


It can be argued that while the economic issues of the 2008 era were more universally felt across the country (and continent), this oil depression is more of a focused problem with a particular impact on Albertans, and while the industries, like transportation, where many companies focused wholly on providing services to the oilfields have suffered the most, not all areas of transport have been so greatly affected.

CP Rail, which provides transportation for various goods and industries, has felt only the smallest of pinch-es from the oil depression and contributing transportation factors like pipeline availability. CP says that only about 7 per cent of their business is made up of crude transport, so they have a lot of other product movement to fall back on. During the Wolfe Research Global Transportation confer-ence, Keith Creel, president and chief operating officer for CP Rail, had some initial predictions of how much crude they would be moving this year, but it doesn’t look like things will be meeting their expectations.

“I’ll just be honest about it. We thought we were be-ing conservative when we went from 200,000 carloads to 140,000 carloads. The world has changed around all of a sudden. I really don’t think any of us know exactly what the number is.” Creel later went on to say that he didn’t be-lieve they’d be moving less than 100,000 carloads, but the initial assessments were a bit too generous.

Even still, the company has been able to fall back on the business it does shipping grain and potash, products which have remained steady or grown in demand, and while they suspect that a dip in pipeline capacity later in the year may

result in a pickup in crude transport demand, they cer-tainly aren’t counting on it. The good news is that the oil situation hasn’t resulted in job losses at CP, and it likely won’t in the future either.

There is no doubt about it, as Creel said, the world has changed around all of a sudden, but that’s not to say we won’t see another change around, perhaps sooner rather than later. Although we aren’t fortune tellers and cannot guarantee any sort of time frame for an oil revival, we can see that despite impacts in various industries, Edmonton is managing itself well enough.

There are interesting questions regarding all of this though; ones that beg further analysis and are necessary to answer in order to determine the reality of the situation Alberta finds itself in. Statistics abound. There is informa-tion and theories about the oil depression everywhere in the media, but the real question that needs to be answered is: how big is the reality gap between what is really hap-pening in Alberta due to the oil depression, and the picture the mass media is painting? How much fear mongering is going on, and how much of an impact is that having on the statistics we are seeing in areas like real estate?

There is no avoiding the fact that there has been an im-pact on Edmonton and Alberta as a whole, due to the drop in oil prices. What people need to remember, and keep in mind as we continue through 2015, is that Edmonton is a robust and well-managed city that contains many busi-nesses whom have been in similar situations before. This may be a storm we didn’t see coming, but it’s certainly one that we can weather together. BIE

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2015honouring Edmonton’s

Visionary Business Leaders


Gold Partners

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 2015 Leaders. 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]

What defines a leader? The standard definition is: the person that leads or commands a group, organiza-

tion, or country; but that only tells one small part of the story. A true leader is so much more.

Over the years, many great minds have tried to determine what makes a great leader. Forbes says it is honesty, the willingness to delegate, communication, humour, con-fidence, commitment, a positive attitude, creativity, intuition and the ability to inspire. Entrepreneur magazine points out that leaders are generous, have humility, are self-aware, live the Golden Rule (not “he who has the gold makes the rules” – the other one) has passion, and is approachable and authentic. The lists could go on and on.

Is it truly possible to have all those wonder-ful characteristics in one single person? Yes it is, and the Leaders prove it. These Leaders come from all walks of life, faced unique and individual challenges, and work in different industry sectors, but they all embody the spirit of leadership.

It’s not easy being a leader. Not only are you responsible for the corporate culture and wellbeing of an entire company, you have a diverse group of people constantly looking to you for guidance. When you add in the many unexpected curveballs (gaining or suddenly losing a major client, production issues, international trade laws, litigation, shareholder meetings) you won-der how these Leaders manage to show up to work every day with a smile and an attitude that gets them, the company, and the staff

smoothly through the work week. Undaunted by what each day, month and quarter throws at them, they excel.

The judging panel for the 2015 Leaders included Wayne Kryzalka, managing director, business and agriculture, ATB Financial; Elsie Elford, dean, School of Business, MacEwan University and James Gillespie, FCA Partner, MNP LLP .

With so many worthy candidates to assess, the judges had their work cut out for them. The nomination and selection criteria was based on the candidates’ contribution to their own busi-nesses, the community and the industry at large.

A true leader seeks to make his or her com-munity stronger, and ensure they and their team provide financial support and/or vol-unteer hours in this regard. It was also very important that the candidates lead by exam-ple, and that meant not simply building up the company and then letting the employees manage all the duties. These Leaders are on the front lines and in the trenches with their employees, providing input, encouragement and support for all departments. Their effect on the industry is also important because without great thinkers, industry does not grow, evolve or change.

It wasn’t easy for the judges to narrow down the candidates to the ones presented in this issue, but after careful consideration, time and thorough evaluation, they are pleased to pres-ent the 2015 Leaders.

Please join us in celebrating the men and women that show us what qualities truly define the word: leader. BIE

LEADERS AWARDSCOVER

ELSIE ELFORD

JAMES GILLESPIE

The Judges

The 2015 Leaders: Leading by Example


Platinum Partner

Gold Partners

WAYNE KRYZALKA






http://www.mnp.ca

Gold Partners






What defines a leader? The standard definition is: the person that leads or commands a group, organiza-

tion, or country; but that only tells one small part of the story. A true leader is so much more.

Over the years, many great minds have tried to determine what makes a great leader. Forbes says it is honesty, the willingness to delegate, communication, humour, con-fidence, commitment, a positive attitude, creativity, intuition and the ability to inspire. Entrepreneur magazine points out that leaders are generous, have humility, are self-aware, live the Golden Rule (not “he who has the gold makes the rules” – the other one) has passion, and is approachable and authentic. The lists could go on and on.

Is it truly possible to have all those wonder-ful characteristics in one single person? Yes it is, and the Leaders prove it. These Leaders come from all walks of life, faced unique and individual challenges, and work in different industry sectors, but they all embody the spirit of leadership.

It’s not easy being a leader. Not only are you responsible for the corporate culture and wellbeing of an entire company, you have a diverse group of people constantly looking to you for guidance. When you add in the many unexpected curveballs (gaining or suddenly losing a major client, production issues, international trade laws, litigation, shareholder meetings) you won-der how these Leaders manage to show up to work every day with a smile and an attitude that gets them, the company, and the staff

smoothly through the work week. Undaunted by what each day, month and quarter throws at them, they excel.

The judging panel for the 2015 Leaders included Wayne Kryzalka, managing director, business and agriculture, ATB Financial; Elsie Elford, dean, School of Business, MacEwan University and James Gillespie, FCA Partner, MNP LLP .

With so many worthy candidates to assess, the judges had their work cut out for them. The nomination and selection criteria was based on the candidates’ contribution to their own busi-nesses, the community and the industry at large.

A true leader seeks to make his or her com-munity stronger, and ensure they and their team provide financial support and/or vol-unteer hours in this regard. It was also very important that the candidates lead by exam-ple, and that meant not simply building up the company and then letting the employees manage all the duties. These Leaders are on the front lines and in the trenches with their employees, providing input, encouragement and support for all departments. Their effect on the industry is also important because without great thinkers, industry does not grow, evolve or change.

It wasn’t easy for the judges to narrow down the candidates to the ones presented in this issue, but after careful consideration, time and thorough evaluation, they are pleased to pres-ent the 2015 Leaders.

Please join us in celebrating the men and women that show us what qualities truly define the word: leader. BIE

LEADERS AWARDSCOVER

ELSIE ELFORD

JAMES GILLESPIE

The Judges

The 2015 Leaders: Leading by Example


Platinum Partner

Gold Partners

WAYNE KRYZALKA






Advance Coating

Photo by Epic Photography Inc.

Platinum Partner

Gold Partners

Advance Coating Solutions provides industrial coating solutions for the oil and gas industry, pulp and paper industry, chemical processing

plants, power and utilities sector, environmental services and institu-tional industries. Operating throughout Western Canada, the Yukon and Northwest Territories, they provide the latest advanced technology in the areas of abrasive blasting, industrial linings and coating systems, includ-ing secondary containment systems and modular concrete berms.

“Growing up in the family business, it was not a really conscious deci-sion to become an entrepreneur, rather than being one from the start. My father always instilled in us to work for yourself, not someone else.” – Mark Repchinsky, VP Operations, Advance Coating Solutions

Company snapshot

45 Years in Business

100employees

oil & gasIndustry Sector

Company: Advance Coating Solutions

Chris Repchinsky Mark Repchinsky

Services in Canada provided by Independently Owned and Operated Franchises of Servpro International, LLC.

780-784-7777

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The fire and water, cleanup and restoration specialists of SERVPRO®

of Edmonton Southside are proud to call Canada home. So when the

things that matter most are on the line, make sure we are too by calling

780-784-7777 or visiting servproedmonton.com.

SERV0671_Canada_Ad_Revision_Mmp.indd 1 5/29/15 10:39 AM

Advance Coating


Platinum Partner

Gold Partners




Company snapshot


100employees





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http://www.servproedmonton.com

Almita Piling edit


Platinum Partner

Gold Partners

Almita Piling is the leading provider of screw piles in Canada. They design, manufacture and install unique foundation solutions for the

oil and gas, power transmission and distribution and commercial con-struction sectors. Located in Edmonton, Calgary and Saskatoon – with a manufacturing facility in Ponoka – Almita provides foundation solutions for any infrastructure, large or small.

“Leaders can only lead if others choose to follow. As a leader it is my responsibility to create and foster an environment where our employees come together with a common purpose to achieve our corporate goals.” - Jeff Lloyd, President, Almita Piling

Company snapshot


200employees

oil & gas Construction

Mining Telecomm

Industry Sector

Company: Almita Piling

Jeff Lloyd Beyond building great

companies, the best leaders build great teams. HRIA celebrates this year’s winners and nominees of Business in Edmonton’s Leaders Awards.

Members have access to:

Industry tools and resources

Best practices

Research

Support your team with membership today. Visit HRIA.ca to join.

The Human Resources Institute of Alberta (HRIA) is the professional association dedicated to strengthening the human resources profession and upholding the highest standards of practice - it is the source for HR leadership and expertise in Alberta.

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Platinum Partner

Gold Partners

Almita Piling is the leading provider of screw piles in Canada. They design, manufacture and install unique foundation solutions for the

oil and gas, power transmission and distribution and commercial con-struction sectors. Located in Edmonton, Calgary and Saskatoon – with a manufacturing facility in Ponoka – Almita provides foundation solutions for any infrastructure, large or small.

“Leaders can only lead if others choose to follow. As a leader it is my responsibility to create and foster an environment where our employees come together with a common purpose to achieve our corporate goals.” - Jeff Lloyd, President, Almita Piling

Company snapshot


200employees

oil & gas Construction

Mining Telecomm

Industry Sector

Company: Almita Piling

Jeff Lloyd Beyond building great

companies, the best leaders build great teams. HRIA celebrates this year’s winners and nominees of Business in Edmonton’s Leaders Awards.

Members have access to:

Industry tools and resources

Best practices

Research

Support your team with membership today. Visit HRIA.ca to join.

The Human Resources Institute of Alberta (HRIA) is the professional association dedicated to strengthening the human resources profession and upholding the highest standards of practice - it is the source for HR leadership and expertise in Alberta.

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BIE July 2015 Final.pdf 1 28/05/2015 1:24:58 PM

http://www.hria.ca

Alto Pro Edit


Platinum Partner

Gold Partners

AltaPro provides the commercial industry in the Edmonton area with design-build and electrical services. With a focus on mentorships,

training and careers in a safe environment, the business model was cre-ated to implement hard work, innovation and employee involvement through the process.

“Our greatest inspirations cannot really be directed to a single person but rather through life lessons. These experiences have taught us how to over-come what looks like the impossible [and] adapt to an ever-changing market while maintaining a servant attitude, leading boldly and driving change with optimism.” - Bert and Jeanette DeBruin, Presidents, AltaPro Electric Ltd.

Company snapshot


103employees

Electrical Services

Industry Sector

Company: AltaPro Electric Ltd.

Jeanette DeBruinBert DeBruin

Just one of the many destinations KLM and its partners connect you to. We’ll take you there in comfort departing from Edmonton, up to 4 times a week. Starting May 19. Visit klm.ca for more information.

Let us take you to Amsterdam

Alto Pro Edit


Platinum Partner

Gold Partners




Company snapshot


103employees

Electrical Services

Industry Sector






Platinum Partner

Gold Partners




Company snapshot


103employees

Electrical Services

Industry Sector





Auto Details Edit


Platinum Partner

Gold Partners

Auto-Details Inc. was founded in 1993 by Desmond Ross, an entrepre-neur and journeyman auto body refinishing technician. With over 20

years of refinishing experience, Ross has turned Auto-Details from a few vehicles per week “out of his garage” type of business into the success story it is today.

“My defining moment was during the beginning stages of coming up with the idea for Auto-Details. The odds were against us. Even my brother-in-law questioned what I wanted to do. He said, “You want to make a business out of soap and water!?” This gave me the drive to keep going and be true to my idea.” - Desmond Ross, Hands on CEO, Auto-Details Inc.

Company snapshot


10employees

AutomotiveIndustry Sector

Company: Auto-Details Inc.

Desmond Ross

11505 - 105th Avenue • 587-410-6771www.auto-details.com

Thank you Edmonton for your continued support and

CONGRATULATIONS to this year’s Leaders Awards Winners!

Auto Details Edit


Platinum Partner

Gold Partners




Company snapshot


10employees



Desmond Ross





Platinum Partner

Gold Partners




Company snapshot


10employees



Desmond Ross




http://www.auto-details.com

Cameron Development edit


Platinum Partner

Gold Partners

Cameron Development Corporation is an Edmonton based real estate development company specializing in commercial retail developments;

with divisions in residential, home building and multi-family operations. Cameron Development Corporation has participated in transactions totalling in excess of eight million square feet, with the most well-known being the 320-acre South Edmonton Common development.

“Knowing that my family supports me gives me the confidence to perse-vere. Many people and experiences have inspired me to embrace strong family values and a desire to help others. To always work hard is definitely some-thing I learned from my father.” - Cameron Naqvi, Executive Vice President, Cameron Development Corporation

“Working in a family business is the best because you get to work with people whose upbringing, morals, values and goals are the same. While it can be hard because you are always with family at the end of the day, you know there’s someone there who has your back.” - Tina Naqvi-Rota, President, Cameron Development Corporation

Company snapshot


65employees

Real EstateIndustry Sector

Company: Cameron Development Corporation

Cameron Naqvi Tina Naqvi-Rota

T 780.426.4620 | F 780.424.7946 | edmontonchamber.com/events

The EdmontonChamber of Commerceis proud to congratulatethe 2015 Leaderson their e orts andachievements.

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Cameron Development edit


Platinum Partner

Gold Partners





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Gold Partners





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Champion Pet foods Edit


Platinum Partner

Gold Partners

Champion Petfoods is an Alberta-based specialty pet food maker with 30 years of tradition. Built on a reputation for innovation and lead-

ership, Champion Petfoods serves pet lovers and pet specialty retailers in over 70 countries.

“My defining moment in my leadership journey occurred early in my career. I was working as a junior business analyst in a large global com-pany and a significant regulatory change was announced that would fundamentally change our business. The CEO of our company asked me to develop the strategy to reposition the company for success. When I asked ‘why me?’ he said ‘because I believe in you!’” – Frank Burdzy, President & CEO, Champion Petfoods

Company snapshot


260+employees

Pet CareIndustry Sector

Company: Champion Petfoods

Frank Burdzy

C o m p l e t e Fa m i l y D e n t a l C a r e

Complimentary parking: 10126-118 Street

780-482-4000 | empiredentists.com

• General Dentists • Dental Laboratory & Registered Dental Technician on site• Prosthodontists (Specialists in Dentures, Implants & Crowns) • Emergency Dental Care & Denture Repairs • TMJ Treatment

• Motor Vehicle Jaw Injury Assessments & Reports • Functional Rehabilitation

Open 8 A.M. Monday to FridayEvenings Monday to Thursday & Saturdays by Appointment

“As a photographer, big smiles are important to me. For years I was self-concious about my own smile and would try to hide it. I debated about getting my teeth done but finally decided to discuss my options with my dentist.

I love my new teeth. I never try to hide my smile anymore. The procedure was a lot less expensive than I thought it would be, and only took two hours. Thank you Dr. Yacyshyn!”

~ Rebecca Lippiatt, Dragonfly photography (www.dragonflyphotography.ca)

Champion Pet foods Edit


Platinum Partner

Gold Partners




Company snapshot


260+employees



Frank Burdzy











Platinum Partner

Gold Partners




Company snapshot


260+employees



Frank Burdzy










http://www.empiredentists.com

all about you.

As your building partner we’ll integrate ourselves into any New Home, Replacement or Commercial project to deliver...

De�ning ProductsDependable Supply & Delivery Dynamic Service

It’s what a great partner does.Visit durabuiltwindows.com to learn more.


Platinum Partner

Gold Partners

Durabuilt Windows & Doors manufactures windows and exterior entry doors for the residential, semi-commercial and retail markets

across Western Canada. Harry and his father, Joe, became sole owners of Durabuilt Windows & Doors in 1998, when construction was in decline and larger national and international competitors dominated the market. It took vision and fortitude to invest into an uncertain industry, but the investment paid off, increasing revenues up to 40 per cent annually.

“I can recall a defining moment when all odds were against me, trying to find my way through a dark tunnel with only the hand and voice of my father. Our liabilities and risks, personally and financially, were all at stake. Passing this test of time with a resilient and diehard attitude are moments never to be forgotten and have become the most memorable and respected.” - Harry Sunner, President, Durabuilt Windows & Doors

Company snapshot


400employees

Manufacturing

Industry Sector

Company: Durabuilt Windows & Doors

Harry Sunner

all about you.





Platinum Partner

Gold Partners




Company snapshot


400employees

Manufacturing

Industry Sector


Harry Sunner

all about you.





Platinum Partner

Gold Partners




Company snapshot


400employees

Manufacturing

Industry Sector


Harry Sunner

http://www.durabiltwindows.com

Helical Edit


Platinum Partner

Gold Partners

Helical Pier Systems provides turnkey engineering, manufacturing, supply and installation of helical and driven pipe pile deep foun-

dations for oil and gas, utility and heavy industrial applications. The business model was a vision developed by Alvin Pyke to create the pro-verbial “one-stop shop” for industrial foundations.

“As a teenager I was fearless, always going my own way, always work-ing hard to get what I wanted. In closing my first business deal, I looked back to see what led me to this defining moment. It was my determina-tion and my family who always supported my ideas. My parents truly gave me the greatest inspiration, teaching me many of life’s most impor-tant lessons.” - Alvin Pyke, President & CEO, Helical Pier Systems Ltd.

Company snapshot

38Years in Business

265employees

oil & gas Power & Utilities

Mining Telecomm

Industry Sector

Company: Helical Pier Systems Ltd.

Alvin Pyke


Platinum Partner

Gold Partners

Home Instead Senior Care provides a premier brand of quality, reliable and compassionate senior care in Edmonton and surrounding areas.

Home Instead’s trained caregivers help seniors and their families restore balance, provide independence and improve the quality of life of a senior wherever they call home.

“My role model was my dad who always quietly taught us about per-sistence, being fierce and to live with a sense of urgency in order to care for one’s family. With this said, my wife and kids are my greatest inspirations – without question or reservation, my greatest achievement in life.” - Shawn Turcotte, Owner & Managing Director, Home Instead Senior Care

Company snapshot

4 Years in Business

114employees

HealthIndustry Sector

Company: Home Instead Senior Care

Shawn Turcotte

Home instead edit


Platinum Partner

Gold Partners




Company snapshot

38Years in Business

265employees


Mining Telecomm

Industry Sector


Alvin Pyke


Platinum Partner

Gold Partners




Company snapshot

4 Years in Business

114employees



Shawn Turcotte

Home instead edit


Platinum Partner

Gold Partners




Company snapshot

38Years in Business

265employees


Mining Telecomm

Industry Sector


Alvin Pyke


Platinum Partner

Gold Partners




Company snapshot

4 Years in Business

114employees



Shawn Turcotte

Jacek edit


Platinum Partner

Gold Partners

JACEK Chocolate Couture is an artisan chocolatier business operating on a fashion business model. Jacqueline Jacek had a clear vision not

only to handcraft a premium product, but more importantly, to create a business model that would serve a greater purpose – to spread joy. Spreading joy continues to be the core purpose at JACEK.

“[My defining moment was] when I received a call from Dessert Pro-fessional magazine (New York) telling me that I had been chosen as one of the Top Ten Chocolatiers in North America (2011). It was an amazing feeling to have my work recognized while I was still work-ing from my basement.” - Jacqueline Jacek, Cocanista/Founder, JACEK Chocolate Couture

Company snapshot

5 Years in Business

10employees

Confectionary

Industry Sector

Company: JACEK Chocolate Couture

Jacqueline Jacek

www.jacekchocolate.com

Thank you Edmonton for helping us spread joy through fine chocolate.

10140-104th Street, Edmonton, AB • 780.705.9927 or406 Kaska Road, Sherwood Park, AB • 780.464.5200

Artisan Truffles & Chocolate Bars • Corporate Gifts • Chocolate Tastings


Platinum Partner

Gold Partners

JACEK Chocolate Couture is an artisan chocolatier business operating on a fashion business model. Jacqueline Jacek had a clear vision not

only to handcraft a premium product, but more importantly, to create a business model that would serve a greater purpose – to spread joy. Spreading joy continues to be the core purpose at JACEK.

“[My defining moment was] when I received a call from Dessert Pro-fessional magazine (New York) telling me that I had been chosen as one of the Top Ten Chocolatiers in North America (2011). It was an amazing feeling to have my work recognized while I was still work-ing from my basement.” - Jacqueline Jacek, Cocanista/Founder, JACEK Chocolate Couture

Company snapshot

5 Years in Business

10employees

Confectionary

Industry Sector

Company: JACEK Chocolate Couture

Jacqueline Jacek

www.jacekchocolate.com

Thank you Edmonton for helping us spread joy through fine chocolate.

10140-104th Street, Edmonton, AB • 780.705.9927 or406 Kaska Road, Sherwood Park, AB • 780.464.5200

Artisan Truffles & Chocolate Bars • Corporate Gifts • Chocolate Tastings

http://www.jacekchocolate.com

Melcor Edit


Platinum Partner

Gold Partners

Melcor REIT owns over 2.74 million square feet of retail, office and industrial properties in Western Canada and has achieved signifi-

cant growth since its initial public offering in 2013. It is backed by Melcor Developments Ltd., a diversified real estate development and asset management company that has helped to shape much of Alberta’s urban landscape since 1923.

“My greatest inspiration is my wife, daughters and the mentors I’ve been fortunate to work with. After my daughters were born, the passion and commitment to make the community a better place for them was planted deep in my core. My mentors, including my wife, are passionate and driven individuals, entrepreneurs and community champions whom I admire and have shaped the person I am today.” - Darin Rayburn, CEO, Melcor REIT

Company snapshot

2 Years in Business

40employees


Company: Melcor REIT

Darin Rayburn


Platinum Partner

Gold Partners

Melcor REIT owns over 2.74 million square feet of retail, office and industrial properties in Western Canada and has achieved signifi-

cant growth since its initial public offering in 2013. It is backed by Melcor Developments Ltd., a diversified real estate development and asset management company that has helped to shape much of Alberta’s urban landscape since 1923.

“My greatest inspiration is my wife, daughters and the mentors I’ve been fortunate to work with. After my daughters were born, the passion and commitment to make the community a better place for them was planted deep in my core. My mentors, including my wife, are passionate and driven individuals, entrepreneurs and community champions whom I admire and have shaped the person I am today.” - Darin Rayburn, CEO, Melcor REIT

Company snapshot

2 Years in Business

40employees


Company: Melcor REIT

Darin Rayburn

http://www.melcor.ca

Moksha edit


Platinum Partner

Gold Partners

Since Moksha Yoga’s first Edmonton studio opened in 2007, Angela Zawada has built a green standard yoga studio, developed more than

100 Moksha instructors, aided eight teachers with successful studio ownership around the world and is a regular educator with Moksha Yoga Inc. development training.

“My greatest inspiration has been my family. Born and raised in a farm-ing family, the constant hard work shown by example by my parents definitely built my entrepreneurial spirit and work ethic. Carrying on the ingrained entrepreneurial spirit from the farm, my sister – as well – opened up her own business right out of school and owns her own naturopathic clinic in Ontario.” - Angela Zawada, Owner, Moksha Yoga Edmonton

Company snapshot

8 Years in Business

45employees

Health & Wellness

Industry Sector

Company: Moksha Yoga Edmonton

Angela Zawada


Platinum Partner

Gold Partners

Nearctic Property Group develops, leases and manages commercial, residential and industrial property. They build quality buildings that

contribute to their customers’ bottom line while performing three key activities: property management; design, construction and leasing of commercial buildings; and the design and construction of infill housing for sale and rent.

“Perhaps a cliché but I have to give credit to my parents as they were the bedrock of my life’s inspiration. My father’s equanimity, common sense and rational perspective to this day continues to be my touchstone. As to my mother her words continue to resonate in my ears: ‘There is no such word in the English language as can’t.’ Her drive, persistence and never quit attitude became the fundamental axiom of my business life.” - David Kent, President & CEO, Nearctic Property Group

Company snapshot


20employees


Company: Nearctic Property Group

David Kent

Nearctic edit


Platinum Partner

Gold Partners

Since Moksha Yoga’s first Edmonton studio opened in 2007, Angela Zawada has built a green standard yoga studio, developed more than

100 Moksha instructors, aided eight teachers with successful studio ownership around the world and is a regular educator with Moksha Yoga Inc. development training.

“My greatest inspiration has been my family. Born and raised in a farm-ing family, the constant hard work shown by example by my parents definitely built my entrepreneurial spirit and work ethic. Carrying on the ingrained entrepreneurial spirit from the farm, my sister – as well – opened up her own business right out of school and owns her own naturopathic clinic in Ontario.” - Angela Zawada, Owner, Moksha Yoga Edmonton

Company snapshot

8 Years in Business

45employees

Health & Wellness

Industry Sector

Company: Moksha Yoga Edmonton

Angela Zawada


Platinum Partner

Gold Partners

Nearctic Property Group develops, leases and manages commercial, residential and industrial property. They build quality buildings that

contribute to their customers’ bottom line while performing three key activities: property management; design, construction and leasing of commercial buildings; and the design and construction of infill housing for sale and rent.

“Perhaps a cliché but I have to give credit to my parents as they were the bedrock of my life’s inspiration. My father’s equanimity, common sense and rational perspective to this day continues to be my touchstone. As to my mother her words continue to resonate in my ears: ‘There is no such word in the English language as can’t.’ Her drive, persistence and never quit attitude became the fundamental axiom of my business life.” - David Kent, President & CEO, Nearctic Property Group

Company snapshot


20employees


Company: Nearctic Property Group

David Kent

no More Excuses Edit


Platinum Partner

Gold Partners

No More Excuses Inc. is a successful fitness company that is making a difference by creating quality fitness programming that is fun and

accessible, not only to members of the No More Excuses community, but to the Edmonton community at large. Cheryl Schneider has trans-lated her passion into a thriving company, with a focus on instilling knowledge and passion for balanced healthy living in clients of all ages, through positive, supportive and fun experiences.

“When you create a culture where people feel like they are a part of a community and they have a voice – they become engaged. When they feel accepted, cared for, find joy and are entertained – they thrive. When they are engaged and thriving, they begin to take better care of them-selves and find balance, looking for ways to pay it forward and make a difference.” - Cheryl Schneider, Owner, No More Excuses Inc.

Company snapshot

7 Years in Business

15employees

Health & Wellness

Industry Sector

Company: No More Excuses Inc.

Cheryl Schneider


Platinum Partner

Gold Partners

Noralta Lodge offers remote workforce accommodation services with a focus on wellness through premium open lodging facilities,

management services and turnkey solutions for clients across Northern Alberta. The Noralta Lodge’s unique “home away from home” experience helps their customers ensure the workforce is comfortable, well rested and well fed.

“I find inspiration in the journey to success more than the accom-plishment itself; in the alignment of people towards a shared vision. When it all starts to come together and momentum starts to build, there is a real magic to it and a sense of unison and possibility. I crave that feeling.” – Corey Smith, President & CEO, Noralta Lodge

Company snapshot


500employees

Oil & Gas Hospitality

Industry Sector

Company: Noralta Lodge

Corey Smith

Noralta Lodge edit


Platinum Partner

Gold Partners

No More Excuses Inc. is a successful fitness company that is making a difference by creating quality fitness programming that is fun and

accessible, not only to members of the No More Excuses community, but to the Edmonton community at large. Cheryl Schneider has trans-lated her passion into a thriving company, with a focus on instilling knowledge and passion for balanced healthy living in clients of all ages, through positive, supportive and fun experiences.

“When you create a culture where people feel like they are a part of a community and they have a voice – they become engaged. When they feel accepted, cared for, find joy and are entertained – they thrive. When they are engaged and thriving, they begin to take better care of them-selves and find balance, looking for ways to pay it forward and make a difference.” - Cheryl Schneider, Owner, No More Excuses Inc.

Company snapshot

7 Years in Business

15employees

Health & Wellness

Industry Sector

Company: No More Excuses Inc.

Cheryl Schneider


Platinum Partner

Gold Partners

Noralta Lodge offers remote workforce accommodation services with a focus on wellness through premium open lodging facilities,

management services and turnkey solutions for clients across Northern Alberta. The Noralta Lodge’s unique “home away from home” experience helps their customers ensure the workforce is comfortable, well rested and well fed.

“I find inspiration in the journey to success more than the accom-plishment itself; in the alignment of people towards a shared vision. When it all starts to come together and momentum starts to build, there is a real magic to it and a sense of unison and possibility. I crave that feeling.” – Corey Smith, President & CEO, Noralta Lodge

Company snapshot


500employees

Oil & Gas Hospitality

Industry Sector

Company: Noralta Lodge

Corey Smith

oil country Edit

EDMONTON • ACHESON • INUVIK • EDSON PEACE RIVER • HINTON • KINDERSLEY • FORT MCMURRAY •

EARN WITH YOUR NEXT STAY!

CONGRATULATIONS To the 2015 Business in Edmonton Leaders!

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OFFERING 12 HOTELS THROUGHOUT ALBERTA, SASKATCHEWAN AND NWT WITH GREAT AMENITIES, NOVA HOTELS IS SURE TO SUIT YOUR EVERY TRAVEL NEED


Platinum Partner

Gold Partners

Oil Country Engineering is an employee-owned engineering design firm, serving the international oil and gas industry. The company

draws from a diverse range of backgrounds and expertise to give their customers knowledgeable and creative perspectives on every project.

“Early in my career, I was tasked with managing disengaged employ-ees in a company that offered little opportunity for workers to thrive. I pushed back and challenged the organizational culture, and I came to understand that business can be the greatest conduit for human potential.” - Dennis Cuku, Co-Founder, Oil Country Engineering

“My turning point was facing the truth that misery in my job was poisoning the rest of my life. I knew I had to try and demonstrate that free enterprise need not come at the expense of human values, personal happiness or the natural environment.” - Christy Benoit, Co-Founder, Oil Country Engineering

Company snapshot

8 Years in Business

34employees

Oil & GasIndustry Sector

Company: Oil Country Engineering

Dennis Cuku Christy Benoit

oil country Edit







Platinum Partner

Gold Partners





Company snapshot

8 Years in Business

34employees










Platinum Partner

Gold Partners





Company snapshot

8 Years in Business

34employees




http://www.novahotels.ca

SAS Edit


Platinum Partner

Gold Partners

SAS Group of Companies includes Tristate Signature Homes Ltd., Modern Kitchens and Closets (2010) Inc., and most recently NAVA

Cabinet Solutions Inc. Tristate is projected to gross over 30 million in revenue; Modern Kitchens and Closets is one of the top kitchen and renovation suppliers in Edmonton; and NAVA Cabinet Solutions is a state-of-the-art cabinet manufacturing facility.

“For me, the defining moment was when I realized success is a journey rather than a destination. There is a balance in understanding how to build a business and how to help others along the way. Success is about having positive impact on others, not only in business. I was only able to understand this through the birth of my son. My father has been my biggest inspiration and role model.” - Arash Vahdaty, President, SAS Group of Companies

Company snapshot

5Years in Business

120employees

Real Estate Manufacturing

Industry Sector

Company: SAS Group of Companies

Arash Vahdaty

SEEING THEM PAINT A BRIGHTER FUTURE WILL BE A WORK OF ART.

*The Be Brave Ranch is an evidence based program designed in collaboration with University of Alberta researchers and o� ers over 200 hours of treatment for the child and family.

The Be Brave Ranch by Ray LaBonte and Family o ers children who have been sexually abused and their families a place to heal, and increases children’s chances of growing into healthy adults. O ering more than 200 hours of multiple therapies from art, music and play therapy to counseling and peer support, our program can, and will, help them laugh, play and be kids again.

If your child has been sexually abused, please contact Little Warriors at littlewarriors.ca/BeBraveRanch.

SAS Edit


Platinum Partner

Gold Partners




Company snapshot

5Years in Business

120employees


Industry Sector


Arash Vahdaty






Platinum Partner

Gold Partners




Company snapshot

5Years in Business

120employees


Industry Sector


Arash Vahdaty





http://www.littlewarriors.ca/bebraveranch

Supreme group edit


Platinum Partner

Gold Partners

Based in Edmonton, Supreme Group is a privately-owned steel fabri-cator and construction company, with operational companies across

Canada and the Pacific Northwest of the United States. Supreme Group has the combined steel and contracting experience of well over a century.

“If asked to name one person who most inspired me in my business careers, I would choose a person who probably had very little, if any, business acumen at all — my mother. She is the one who mentored, encouraged and supported me when things were going well, but also during times of trial and frustration. It is her example of mentoring, encouragement and support that I have tried to convey to our employ-ees. I believe that maintaining this human touch and contact contributes immeasurably to business success.” - John Leder, President & CEO, Supreme Group of Companies

Company snapshot


1000+employees

ConstructionIndustry Sector

Company: Supreme Group of Companies

John Leder


Platinum Partner

Gold Partners

The Little Potato Company is North America’s leader in the breeding, growing and marketing of proprietary creamer potatoes. The Little

Potato Company’s leadership market position was achieved through innovation that changed the potato game.

“[My defining moment was] the moment when I recognized that I use challenges to grow; taking ownership, accountability and responsibility rather than blaming, using excuses, or denying my reality. It’s a choice I make, not what happens to me.” - Angela Santiago, CEO & Co-Founder, The Little Potato Company

Company snapshot


45employees

ProduceIndustry Sector

Company: The Little Potato Company

Angela Santiago

Supreme group edit


Platinum Partner

Gold Partners




Company snapshot


1000+employees



John Leder


Platinum Partner

Gold Partners




Company snapshot


45employees



Angela Santiago

Little potato company edit


Platinum Partner

Gold Partners




Company snapshot


1000+employees



John Leder


Platinum Partner

Gold Partners




Company snapshot


45employees



Angela Santiago

BUSINESS ACCOUNTS І CASH FLOW І FINANCING І KNOW-HOW

™ATB Financial is a trademark of Alberta Treasury Branches.

ATB Financial knows the hard work and commitment it takes to run a business. And just like Alberta entrepreneurs, we’re passionate about what we do. Part of our passion is helping our business owners achieve their goals—like the ones here—who have given everything they have to turn their dreams into successful businesses.

We helped them. Now let us help you.

Get inspired by these Alberta entrepreneurs at atb.com/WeGrowAlberta

atb.com/business

We do.

Who has Canada’s best entrepreneurs?


Platinum Partner

Gold Partners

The Organic Box is a locally owned, organic food hub and distribu-tion company serving thousands of farms, families and businesses in

Edmonton and Northern Alberta. This unique food hub offers a complete range of Alberta-sourced certified organic grocery products including produce, baked goods, meats, dairy and over a thousand pantry items.

“The journey began almost six years ago when I sat down at our kitchen table and sketched out our logo for the first time. Coming up with that initial design marked the point where an idea became a com-pany, and made it real for me and my family.” - Danny Turner, Owner, The Organic Box

Company snapshot

5 Years in Business

52employees

Agri BusinessIndustry Sector

Company: The Organic Box

Danny Turner






atb.com/business

We do.



Platinum Partner

Gold Partners




Company snapshot

5 Years in Business

52employees



Danny Turner






atb.com/business

We do.



Platinum Partner

Gold Partners




Company snapshot

5 Years in Business

52employees



Danny Turner

http://www.atb.com/business

The Sprinter 4x4 is the only 4-wheel drive commercial van in Canada. With its powerful, yet lightweight electronic system, you get the traction you need without sacrificing payload capacity or fuel efficiency. And when conditions go from bad to worse, the optional low-range can be engaged for maximum traction. See where it can take you at Sprinter4x4.ca.

Forge Ahead.

©2015 Mercedes-Benz Canada Inc.

David Morris Fine Cars, 17407-111 Avenue, 780-484-9000, davidmorris.mbvans.ca

http://www.davidmorris.mbvans.ca


EUREKA!K DAYS

In May of this year, National Geographic writer Mary-ellen Kennedy Duckett stunned the city of Edmonton

by including it in her list of the world’s best summer trips, on a top 11 list that also included Athens, Philadelphia, Machu Picchu, and South Korea’s sublime subtropical island of Jeju. In her article, Duckett cites Edmonton’s sunny climate, long summer days, abundant green space (the River Valley park system specifically), and seeming-ly endless parade of summer festivals as the main reasons for choosing the city as a summer destination.

“Edmonton is welcoming the world this summer,” writes Duckett. “The Festival City is hosting a series of in-ternational events, including the FIFA Women’s World Cup Canada 2015 (June 6-July 4) and the Edmonton Folk Music Festival (August 6-9). Multicultural artworks, crafts,

performances, and foods representing more than 85 na-tions will be featured at the Edmonton Heritage Festival (August 1-3).”

While the National Geographic article did not mention K-Days specifically, Edmonton’s oldest summer festival is also gearing up for a big year. With attendance rang-ing between 740,000 and 780,000 in recent years, up from 688,369 in 2006 (the year the festival adopted the short-lived Capital Ex name), festival organizers are hoping to ride the city’s current boom and break the 800,000 mark for the first time since 2005 (Edmonton’s centennial year). While K-Days faces stiff competition amidst the city’s in-creasingly crowded summer festival scene, this year’s K-Days offerings, coupled by the city’s recent tourism as-cendancy, bode well for visitor numbers.

EUREKA!BY BEN FREELAND

WITH PHOTOS COURTESY OF NORTHLANDS

Three years after Capital Ex’s reversion to its old name, K-Days is cashing in on Edmonton’s rising global stature.


Edmonton’s oldest festival dates back to the year 1879, a full 26 years before Edmonton gained city status. Initial-

ly a low-key agricultural exhibition organized by the nascent Edmonton Agricultural Society, the fair was origi-

nally held at the site currently occupied by Fort Edmonton Park before relocat-ing to its current home at Northlands in 1910. Even at this time the festival was a huge hit, drawing as many as 20,000 attendees in 1904 – more than twice the city’s entire population at the time. The fair officially adopted the name Klondike Days in 1962 in recognition of the city’s vital role as a transporta-tion hub for the Klondike Gold Rush in the 1890s.

While last year’s attendance of 740,840 was down slightly from the 780,000 that attended in 2013, today’s K-Days continues to enjoy renewed interest both locally and regional-ly; and this year’s fair promises to be particularly good. The 2015 musical lineup features veteran Canadian rock outfits Trooper, Headstones, and The-ory of a Deadman, young Canadian country up-and-comer Brett Kissel, and Seattle alt-punk legends The Pres-idents of the United States of America, among others. But this year’s most hotly anticipated K-Days attraction promises to be the President’s Choice SuperDogs, a once-popular dog show returning this year by demand.

“We’re thrilled to have SuperDogs back this year in Hall D of the Edmon-ton Expo Centre,” says Northlands public relations manager Jennifer

“Outstanding students,

outstanding results.”

THIRTY YEARS OF DISTINCTION

Ranked in the top 5% of all

schools in Alberta for measures from

performance to citizenship, quality

and parental involvement proacad.ca

PRESCHOOL

KINDERGARTEN

ELEMENTARY

JR. HIGH

EUREKA!K DAYS

http://www.proacad.ca


Sheehan. “This year the dogs will be performing under the “Hollywoof” theme as they run and jump to iconic movie tunes with bright and glitzy costumes. Spectators will also get to meet the stars of the show at our interactive Pat and Chat sessions. With daily performances from July 17 to 26 at 2 p.m., 5 p.m. and 8 p.m., we’re be giving you 30 chances to get your fill of this much-loved program.”

In addition to this old favourite, this year’s K-Days will also introduce a new feature, Adrenaline Rush, a collection of attractions in Hall B designed to get visitors’ hearts rac-ing. These include a zip line, a ropes course, a ski simulator, a live interactive menagerie of Australian wildlife ranging from the cute to the creepy-crawly, an acrobat show (with an interactive portion), and a paint/Nerf ball course cour-tesy of Stormin’ Norman’s Paintball Adventure. As usual, children will enjoy the fair rides and the Kids Town pa-vilion (featuring a working farm and a Lego construction zone), while adults can partake in the Molson Boardwalk Beach and Beer Garden.

“As always we try to strike a balance between new and

exciting attractions and traditional elements that fairgo-ers have come to expect,” explains Sheehan. “We’ve got the rides, the food, and the shopping that our visitors come back for year after year, while our musical headliners and new attractions will help attract first-time visitors.”

While the Edmonton media made much of the fair’s brief (and controversial) rebranding as Capital Ex in the mid-2000s and its subsequent re-rebranding as K-Days in 2012, the fair’s organizers are quick to downplay the importance of the naming issue. “K-Days has remained Edmonton’s largest summer festival, regardless of what its name has been,” Sheehan asserts. “While we do know that many Edmontonians connected more with the Klon-dike Days name and were happy to see it restored, the fair itself has consistently been bringing some of the best en-tertainment and attractions to the city and to northern Alberta. Guests come for the experience, they come to enjoy the grounds with their family and friends, and we hope they continue to come and enjoy everything K-Days has to offer.”

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EUREKA!K DAYS

While the Edmonton media made much of the fair’s brief (and

controversial) rebranding as Capital Ex in the mid-2000s and its

subsequent re-rebranding as K-Days in 2012, the fair’s organizers are

quick to downplay the importance of the naming issue.

http://www.ranchlandsgroup.com


While competition for visitors has never been fiercer amid Edmonton’s ever-growing array of summer festivals, Edmonton’s growing stature as a bona-fide tourism desti-nation bodes well for the city’s venerable summer fair, as does the city’s revitalized downtown and fast-growing air-port, and a low Canadian dollar. Sheehan dismisses the notion of Edmonton’s crowded festival buffet as a detri-ment to K-Days’ continued growth, arguing that the city’s “Festival City” moniker benefits all.

“Northlands is proud to be a part of this great ‘Festival City’,” she asserts. “It really is a hidden gem, and we’re ab-solutely thrilled about the recent National Geographic listing, as are our partners at Edmonton Tourism. With so many fantastic events in our region, we hope this brings even more positive attention to our city as we know lot of leisure travellers are in the process of making summer vacation plans. We hope they will chose Edmonton, and K-Days, as a summer destination. We know tourism is an important industry, and we hope visitors have an amazing time this summer, and then go home and tell their fami-ly and friends about everything we’ve got going on here.”

From dancing dogs and paintball to kangaroos and clas-sic rock acts, this year’s K-Days looks to have something for everyone. At a full week in length at peak tourism sea-son, the 136-year-old agricultural fair is bound to draw a large crowd, particularly given its host city’s surprise plug this year from the people at National Geographic.

K-Days 2015 runs from July 17 to 26. For more informa-tion visit www.k-days.com. BIE

EUREKA!K DAYS

From dancing dogs and paintball

to kangaroos and classic rock acts,

this year’s K-Days looks to have

something for everyone.


Advocate. Educate. Connect.

A seismic political shift occurred on May 5, bringing change and opportunity. For the first time since 1971, Albertans

elected a new party to lead their provincial government. This change will bring a new direction for our province’s future on important issues, including health-care, education, the environment and finances. Albertans also gave this government an opportunity to rekindle our economic momentum.

I think that we’re at a pivotal moment where we have a real opportunity to affect positive change for our business environment – in our city and our province. To do that, we have to work together. As a life-time Albertan, and part of the business community for many years, one constant in my life has been change – something our province seems to be in a continual state of.

We’ve seen our province grow at unprecedented rates, with more than 1.5 million new people calling Alberta home over the past two decades. Why? Alberta is a great place to live, to work and to invest in. We’ve seen huge investments in our province from border to border in all directions. State-of-the-art infrastructure investment, large scale energy-related projects and health, education, agriculture, forestry, research and technology industries have all grown considerably – sometimes in fits and starts, sometimes in aggressive surges, but all have grown, leading us to have enjoyed a robust economy and a bright horizon.

The question is how do we ensure that we continue to move forward?

We’ve seen global market forces shift our economy up, down and in every direction imaginable. Through bad times and good, we have always found a way to remain positive, work hard and keep our focus on the future. The election on May 5 did nothing to alter that.

The Edmonton Chamber of Commerce is pleased to hear Premier Notley’s recent comments recognizing the need to maintain a competitive investment environment for our province. The new government’s commitment to keeping taxation low for small business and to supporting economic diversification will be positive for our region. However, we have many questions. There is a lot of concern, particularly relating to corporate taxes, minimum wage and a royalty review. The Edmonton business community is part of a large and diverse global marketplace, and we need to retain our competitive position within Canada and beyond. We need to continue to break down barriers and further build upon our internal partnerships. We need safe, responsible, efficient methods to move our goods to market in a timely way.

Current market forces have resulted in fragility and uncertainty for Alberta businesses – we need help to remain strong and competitive. Because of that, we have urged the new government to employ a cautious, measured approach as it starts work to diversify and stabilize the economy. I’m sure that the Premier’s early meetings with representatives of industry will go a long way towards opening a productive dialogue.

Your Edmonton Chamber has extended an invitation to Premier Notley to make a keynote address at an event of her choice as quickly as possible. Early indications are that she is open to this. Working together, we have a tremendous opportunity to embrace change and create the best possible environment for business, here and globally. We are the economic engine of the country and we need to ensure we stay that way. The message we’ve left with our Premier and her newly elected caucus colleagues is: Come and talk to us — we are industry leaders, entrepreneurs, community builders and drivers of the economy. We know we’re part of the solution.

A Time of New BeginningsBy Janet M. Riopel, President & CEO


Our city has unique geographic advantages conducive to expanding your business. To fully leverage these advantages, we’re

asking decision makers to focus on removing barriers to inter-provincial trade, formalize local partnership arrangements and better connect Edmonton to inter- and intra-regional markets. Work has already started on developing a northern circumpolar initiative. We need to build on that momentum.

We were pleased to have the Honourable James Moore, Minister of Industry, speak to nearly 100 of our members in April. Among the many things Minister Moore spoke to was his passion to reduce internal regulatory barriers to trade in our country. The Edmonton Chamber of Commerce shares that passion. Intra- and inter-provincial regulations on skilled labour, alcohol sales, annual reporting requirements and refinement of oil are just a few examples of where barriers exist. Each province can play a key role to further reduce impediments to our economic success. Considering recent international agreements, we should be in the best possible position to compete for global investment and capital. A reduction in internal regulatory barriers will further strengthen our competitive advantage with those countries and jurisdictions.

Regulatory barriers are only one piece of the puzzle that require modernization. Physical barriers that restrict economic momentum also exist. Our region has natural assets and we are tremendous at extracting those resources in an efficient and safe manner. But we are hindered in our ability to move products to market in a timely, safe and responsible manner. The Edmonton Chamber proposes the development of transportation/utility corridors that coordinate the movement of goods and services within designated passageways lessening the impact on our landscape. With this idea, we could implement a proactive plan by securing transportation/utility corridor rights of way throughout Alberta with the potential for transit, freight networks, telecommunications, regional municipal utilities, transmission lines and pipelines. This approach could further

integrate urban centres and regions under a comprehensive transportation system.

To accomplish these goals, businesses and governments will need to strengthen their understanding of common goals and further develop partnerships. The Edmonton Chamber is focusing our efforts north to Canada’s northern/circumpolar region. This region encompasses all communities in Canada’s North that circumnavigate the North Pole. Due to Edmonton’s geographic position, it has developed a unique relationship with this vibrant region, linked by common challenges and opportunities. To capitalize on this potential, partner organizations (the City of Edmonton, Edmonton Economic Development, the University of Alberta and the Edmonton Chamber) have developed a proposal for the Northern Circumpolar Secretariat (NCS). The objective of the NCS is to facilitate relationships between Edmonton and the northern circumpolar region that will promote viable economic opportunities and address common barriers for economic success. Stay tuned as this initiative unfolds.

As we begin to advocate for these policies and build stronger relationships with partners, we welcome your thoughts and opinions. You are always welcome to comment and engage on any Edmonton Chamber policy, and let me know how specific issues impact your business. Feel free to reach me at [email protected] and connect with the Edmonton Chamber on Twitter @edmontonchamber or on LinkedIn.

Reducing Barriers to Edmonton’s SuccessBy Warren Singh, Director of Policy

To accomplish these goals, businesses and governments will need to strengthen their understanding of common goals and further develop partnerships.

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The idea of summer vacation is embedded into our culture. From childhood days off in school, to days

spent at the lake as an adult, there are few experiences that are as universally shared as summer vacation. For a business, summer vacation is an investment in employee wellbeing. But vacation time can be a challenge for a small team to manage. There are solutions to ensuring that your entire team has the opportunity to take their vacation days. Two Edmonton Chamber members share their approaches to creating a vacation policy that works for employees.

It is important to realize that what works in one industry, may be entirely unreasonable in another industry. John Neelin, general manager with Diversified Staffing (member since 2002), has seen both sides of the vacation coin, both as a recruiter for diverse industries and as the manager of a team of about 40 people. For many industries, all but the most junior of staff positions start with a minimum of three weeks of vacation per year. Exceptions to this growing norm include certain industrial and blue-collar jobs, as well as the service industry. Very junior staff should expect to start at the two-week mark.

In Neelin’s experience, fewer and fewer companies are able to get away with offering less than three weeks.

“In many cases, if a business cannot meet the salary expectations of a talented

prospect, the gap can be closed with extra vacation days,” says Neelin. “There is definitely an expectation in certain industries that the vacation days will be provided.”

Rob Jennings, president of Starburst Creative (member since 2010), agrees that to attract top talent a company is going to have to compete on vacation days. Starburst has taken an approach that values vacation days, with generous time off for employees matched to their seniority and experience. “This is a competitive issue. For the best talent you need those perks,” says Jennings.

Those days off don’t just attract top talent – they enhance it and support it. Research in the last 10 years has been steadily showing the benefits of using vacation time to be true. In Project Time Off, a 2014 study by Oxford Economics, nearly three-quarters of employees who take paid time off (PTO) report, “returning to work refreshed and recharged, and more than 40 percent are more focused after taking PTO.”

In a creative agency, everyone has a different role to play, but creativity on a deadline is common throughout the firm. Vacation days are a necessary investment to keep high quality creative solutions flowing says Jennings.

“People need time to recharge, free up the mind to think of things differently, they need time off. Work can suffer without a chance to recharge.”

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Neelin echoes the sentiment and actively promotes consecutive days off with his team. “I think people are less efficient at work if they are not taking vacations. I actively discourage single and double day vacations… I don’t think people are mentally leaving the work place with just a day or two away.”

Walking the talk on vacation days and effectively implementing a robust and fair system for employees requires several key elements. The first step is to build a corporate culture and expectation around vacation days. “Our culture is an expectation that people will take vacation days and that there needs to be planning around it,” says Neelin.

Ensuring that there is a person who can cover for an employee while on vacation is the second step. This approach to duplication builds diversity within the team. It also enables team members to negotiate directly with one another about when to book time off. “Ours is a functional approach to managing summer vacations. Usually, the team has talks amongst themselves, which is a good sign of a solid culture,” says Neelin.

Due to the project-centric nature of the work at Starburst, Jennings lays out the company-wide vacation calendar into two annual segments and expects employees to book time off (to the best of their ability) prior to the start of each six-month segment. “What we see happen is people take a couple of week-long breaks throughout the year and reserve some days for long weekends or personal events like weddings,” explains Jennings.

Embedding vacation days into the corporate culture is not a 100 per cent guarantee that there will be no conflict. Instead, it minimizes inter-personal disagreements while relying on clear guidelines that everyone on the team must adhere to.

For Neelin, it comes down to ensuring that the outcomes of who gets the extra day before the long weekend off are seen to be fair throughout the company. “You need to be fair and consistent. Every year I get asked to bend the rules, but that doesn’t happen. In the end that means that everybody comes around.”

Unused vacation time can also be a challenge for a company. It is a fiscal liability and team members who don’t take time off can see their productivity erode, along with a toll on interpersonal office relationships. “It can be a recurring issue,” says Jennings. “Some people need to be pushed to take their vacation. At our office, it is a requirement that you take your vacation by the end of the fiscal year.”

The halcyon days of summer have arrived in Edmonton, but it is not too late to ensure your employees make the most of it. Leadership in small and medium size organizations can sit down with their company vacation calendars in front of them and start working on solutions that help employees make the most of their days off – when they aren’t thinking about work at all. The benefits will be seen when they return.

Perfect for up to 100 people, our Business Day package includes: Continental breakfast, buffet lunch, all day beverages, two snacks, audio visual equipment, wireless & hardwired connections, free parking and a single point of contact during your meeting. Then, wrap up your event with your choice of:

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Connecting Business Lunch With Preston Manning

On Wednesday, May 20, 2015, Edmonton Chamber members and guests welcomed Preston Manning to our great northern city. Manning discussed the political and economic landscape of our province and our country. He spoke to the opportunities and challenges facing Alberta’s new NDP government; how conservative parties should proceed post-provincial election; and shared his thoughts on how businesses need to “step their game up” to support the economy during a downturn in oil prices.

Guests connect during an engaging luncheon with Preston Manning.

Janet M. Riopel welcomes Preston Manning and Edmonton Chamber guests to an insightful luncheon.

Preston Manning addresses the Edmonton business community.

Members in this Issue

Kingsway Mall and West Edmonton Mall, in Let’s Go Malling on page 17

Northlands, in Eureka! on page 63


CHAMBER


Employees are members too!With your business membership, your employees have access to exclusive member

benefits and reward programs. Increase retention and improve corporate culture by

introducing your employees to Edmonton Chamber member benefits.

Some of our benefit partners:

Make the most of your membership. Visit edmontonchamber.com or contact

our membership team at 780.426.4620 to learn more.

C

M

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CM

MY

CY

CMY

K

http://www.edmontonchamber.com

Taxi! It only takes a few moments to summon a Yellow Cab, and long before that cab escorts you to your desti-nation, the car and the driver have been primed to give

you the safest and most courteous service. This has been their mandate for 70 years.

In 1945, Walter Miller and Joe Ferraro purchased McNeil’s Taxi from John McNeil. The men rebranded the company to Yellow Cab and operated 16 units from a Quonset hut in front of the Fairmont MacDonald Hotel. In 1958 Val Taylor joined the company and operated it with Ferraro until 1974, when it was acquired by Grey Goose Bus Lines and Laidlaw. In 1999, Laidlaw purchased Barrel Taxi and Checker Cab, of which Phil Strong was a co-owner. In 2006, Strong spearheaded the pur-chase of the entire operation. “That’s when we consolidated to Greater Edmonton Taxi Service (GETS),” says CEO Strong.

Today, comprised of Yellow Cab, Barrel Taxi, Checker and Prestige Cabs, GETS provides 24-hour service. Strong, who drove taxi while attending university, was always an entrepreneur with a sense of what would make a good investment; and under his leadership, the brand is flourishing on and off the streets.

“Now, we are a lot more than taxis,” smiles Strong. For ex-ample, their hot shot/delivery service brings documents, pack-ages and parts to where they need to go without the wait time seen by regular courier services. “We do quite a lot of parcel delivery,” he informs. “Lots are out of town. If a service rig needs a part, we’ll take it out to them. For products that are needed quickly, we can deliver faster than a courier company and we don’t charge a hot shot fee.” CEO Phil Strong

Yellow Cab Drives Through 70 Years of Great Service

By Nerissa McNaughton

Yellow Cab • 70 Years 75

Yellow Cab also works closely with Edmonton’s Transit System (ETS) and Disabled Adult Transit Service (DATS). Strong ex-plains, “We are trying to focus on seniors because of the demo-graphics of our city. The Baby Boomers are getting to that age. We are educating seniors on the benefits of public transit and taxis. We work closely with ETS and DATS in this regard.”

In addition to cabs, GETS provides shuttles, limousines and black cars.

In late 2014, rival company Uber announced plans to operate in Edmonton and many residents were split on whether or not this was a good idea. “Uber is not a transportation provider,” says the fine print on their website, and it’s true. They are not – and this greatly concerns Strong. He is not concerned about competition as seventy years of service speaks for itself. He is, however, greatly troubled for the Uber drivers and the passengers they pick up.

“Uber is definitely not as safe from a liability point of view,” he points out. “Customers are exposed to a lot more risks; there is no doubt about it. Uber does not have commercial insurance, and regular insurance will be declined if anything happens. This has been proven in different places where there have been accidents. Insurance is our highest cost of operating. The re-cordkeeping when accidents occur is very substantial and Uber wants no part of that. You need to have big reserves of funds to pay for accidents, but for Uber, it’s not in the model.”

Edmontonians say our rapidly growing city needs more taxis, and Strong, who is currently the chairman of the City’s Industry Advisory Group, agrees. “There is no doubt that we need more taxis. We have voiced that to the City but the City has been a little slow to react. There is a process and it is a little cumber-some at this point.”

Strong continues to work with the City to get more cabs on the roads, and while the process is slow, he has not been hesitant in giving Edmonton the service it wants. “I think Uber has done a couple things to the industry,” he says. “It disturbed us, obvi-ously, but on the positive side it has made us react and improve our technology and service parameters. Right now the Yellow Cab app is just as good as Uber’s. You get all the same features with the exception of knowing the identity of the driver. Our next app upgrade for the winter will have that. You can know the cost of the trip and watch your car coming for you. Addi-tionally, our taxis offer different ways to pay, such as cash and debit. Uber does not offer this convenience.”

Both Yellow Cab and Barrel Taxi have apps that you can download from Google Play or the App Store. You can also book a taxi online at edmtaxi.com or simply give them a call. The in-house dispatch department responds promptly.

The app is not the only way GETS has been progressive. They were one of the first to use a digital dispatch system in Canada and their cars had GPS in 1995 – just six months after GPS was introduced for vehicle use. Several cabs in the fleet are hybrids and the company is always looking for ways to improve service through technology.

Much has changed since the first Yellow Cabs were seen in Ed-monton, but the constant factor is the never-ending commitment to safety. “Passenger and driver safety are important,” confirms Strong. “We have an in-house defensive driving course and we don’t allow people to take it elsewhere as it is geared towards the industry here in Edmonton. We constantly review our driver’s habits, monitor them, and let them go if they are underperform-

GETS and public vehicles are repaired on site

Inside the paint room at GETS

John Palmowski mixes paint for GETS vehicles

Phil Strong with one of GETS hybrid vehicles

Yellow Cab • 70 Years • Page 3Page 2 •Yellow Cab • 70 Years

Yellow Cab also works closely with Edmonton’s Transit System (ETS) and Disabled Adult Transit Service (DATS). Strong ex-plains, “We are trying to focus on seniors because of the demo-graphics of our city. The Baby Boomers are getting to that age. We are educating seniors on the benefits of public transit and taxis. We work closely with ETS and DATS in this regard.”

In addition to cabs, GETS provides shuttles, limousines and black cars.

In late 2014, rival company Uber announced plans to operate in Edmonton and many residents were split on whether or not this was a good idea. “Uber is not a transportation provider,” says the fine print on their website, and it’s true. They are not – and this greatly concerns Strong. He is not concerned about competition as seventy years of service speaks for itself. He is, however, greatly troubled for the Uber drivers and the passengers they pick up.

“Uber is definitely not as safe from a liability point of view,” he points out. “Customers are exposed to a lot more risks; there is no doubt about it. Uber does not have commercial insurance, and regular insurance will be declined if anything happens. This has been proven in different places where there have been accidents. Insurance is our highest cost of operating. The re-cordkeeping when accidents occur is very substantial and Uber wants no part of that. You need to have big reserves of funds to pay for accidents, but for Uber, it’s not in the model.”

Edmontonians say our rapidly growing city needs more taxis, and Strong, who is currently the chairman of the City’s Industry Advisory Group, agrees. “There is no doubt that we need more taxis. We have voiced that to the City but the City has been a little slow to react. There is a process and it is a little cumber-some at this point.”

Strong continues to work with the City to get more cabs on the roads, and while the process is slow, he has not been hesitant in giving Edmonton the service it wants. “I think Uber has done a couple things to the industry,” he says. “It disturbed us, obvi-ously, but on the positive side it has made us react and improve our technology and service parameters. Right now the Yellow Cab app is just as good as Uber’s. You get all the same features with the exception of knowing the identity of the driver. Our next app upgrade for the winter will have that. You can know the cost of the trip and watch your car coming for you. Addi-tionally, our taxis offer different ways to pay, such as cash and debit. Uber does not offer this convenience.”

Both Yellow Cab and Barrel Taxi have apps that you can download from Google Play or the App Store. You can also book a taxi online at edmtaxi.com or simply give them a call. The in-house dispatch department responds promptly.

The app is not the only way GETS has been progressive. They were one of the first to use a digital dispatch system in Canada and their cars had GPS in 1995 – just six months after GPS was introduced for vehicle use. Several cabs in the fleet are hybrids and the company is always looking for ways to improve service through technology.

Much has changed since the first Yellow Cabs were seen in Ed-monton, but the constant factor is the never-ending commitment to safety. “Passenger and driver safety are important,” confirms Strong. “We have an in-house defensive driving course and we don’t allow people to take it elsewhere as it is geared towards the industry here in Edmonton. We constantly review our driver’s habits, monitor them, and let them go if they are underperform-

GETS and public vehicles are repaired on site

Inside the paint room at GETS

John Palmowski mixes paint for GETS vehicles

Phil Strong with one of GETS hybrid vehicles

Yellow Cab • 70 Years • Page 3Page 2 •Yellow Cab • 70 Years

ing. We probably do more of that than any other fleet in town. This fact is proven in our reduced accident claims. We have a comprehensive checklist of things we monitor on drivers.”

He continues, “We have the shields mandated by the City and we instruct our drivers on how to handle the more trou-blesome clients.”

The service doesn’t stop when the cabs are off the road. GETS has their own body shop and garage on site that is open to the public. The company also has their own paint bay and mixing facility where the iconic colour specific to Yellow Cab is created.

Yellow Cab has always focused on safety, great service, cus-tomer comfort and affordable rates. With cabs suited for every need from a trip to a club to a business engagement downtown, a shuttle to the airport or an accessible van for seniors or dis-ability transportation, this company keeps Edmonton moving. Strong looks forward to continuing to implement technologies that benefit both drivers and riders, and is equally excited about the plans to expand into Edmonton’s bedroom communities.

Strong thanks all the loyal customers that have used Yellow Cab over the years. It is the company’s pleasure to safely trans-port Edmonton’s residents and visitors. Strong also says a very big thank you to the hardworking drivers that strive to make every call a positive experience.

Seventy years is a long time but for Yellow Cab, it’s just the beginning of the ride.

Greater Edmonton Taxi Service Inc.General Enquiries: (780) 465-8500

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Congratulations to Yellow Cabon celebrating 70 years!

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Congratulations to Yellow Cab on 70 great years of service

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Yellow Cab • 70 Years • Page 3

Congratulations Yellow Cabon 70 great years!

We wish you many years of continued success!

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Like most entrepreneurs, Scott Dodds wanted to run his own com-pany, so he created one that would metaphorically and physically reach for the sky. “I wanted to own my own company and I was

in the crane business,” smiles the company’s president and founder. “I didn’t struggle with the thought of whether or not to start the business. It just seemed like natural progression.”

That natural progression came into fruition 10 years ago as H&H Crane Edmonton Ltd. “We wanted more,” explains Dodds of how the name went from H&H Crane to High Mark two years ago. The “more” being a name that truly represented the brand, their commitment to their customers, and their niche specialty of working with powerlines. The words “high mark” could not be more apt in summing up the goals, drive and experience of the company.

“It started out with just me and one other operator,” he remembers. “We went from two cranes lifting residential trusses and we progressed to three cranes. That is when I did my first powerline job. We moved on to our fourth and fifth cranes primarily working in the city doing trusses, commercial work and powerline jobs. In 2008 we started working more and more with the powerline industry and moved away from focusing on city work.”

It may sound like smooth sailing from the get go, but like many compa-nies, the economic downturn in the early 2000s affected the young compa-ny. “In 2007 I was basically going broke,” the Dodds grimaces. “Residential development was crashing and powerline was just starting to increase.” In what seemed like the perfect timing to many, Dodds had an acquisition of-fer on the table. “They were going to buy us out but I knew it was going to be a bad deal. I called off the deal I was about to make.”

To many outsiders, backing away from a sure deal when the future of the company was at stake seemed risky at best and foolhardy at worst, but Dodds knew it wasn’t the right move for High Mark. With the utmost con-cern for his customers and staff in mind, he believed in himself, his com-pany, and his product. “I listened to my gut. I took a huge risk, called off the deal and decided to proceed ahead [on our own] but I didn’t know, at that time, that I was going to do a job for ATCO four months later.

His instincts were right. The ATCO job turned out to be a large venture with ATCO Energy and AAEBGL in Red Earth, Alberta. “We supplied all the cranes for that project and when we completed it, I knew then that we would be able to succeed. That was our first really big success,” he smiles.

Despite making an agile – and correct – move, those moments of uncer-tainly left a lasting impression. “I listened to my gut. I took a huge risk and

High Mark Crane & Rigging

By Nerissa McNaughton

High Mark Crane & Rigging • 10 Years • Page 1

Celebrates 10 Years

79

called off the deal and decided to proceed ahead [on our own] but I didn’t know that I was going to do a job for ATCO four months later. When we completed the job, I knew we would make it. That was our first really big success.”

Dodds never looked back. Once established in the crane busi-ness, he expanded into hauling and logistics. “It goes with the crane work,” he explains. “We want to give the customers a complete ser-vice package.”

Two years ago High Mark added, once again, to that package with the addition of hydrovac services. Built by Rebel and Tornado, High Mark’s tri-axle hydrovac trucks have nine cubes of water storage and a six cube water tank. The trucks are used to daylight pipes, electri-cal lines, water lines and other utilities. “Our hydrovac service has contracts with Dale mines in Manitoba,” says Dodds. In Manitoba, they also work with the community, airport, university and the City.

Today, High Mark is proud to boast a 40-unit fleet. “We primar-ily have boom trucks and are expanding into mobile cranes. We have done this without acquisitions, just amazing organic growth,” says Dodds. Yet, no matter how large or fast High Mark grows, the company will always adhere to its slogan: We are big enough to do the job and small enough to care. Dodds explains, “We are big enough to do the job through rental or subletting out and our cranes are big enough to do the project; but then we are small enough to want to make that great impression on the client. You want to be the can-do person. We’ve said yes to almost every single job.” Saying yes has helped High Mark expand beyond Alberta, into Manitoba and Newfoundland. Here at home in Alberta, they have partnered with many high-profile clients such as Valard Con-struction and R.S. Line Contr. Co.

Dodds describes High Mark as an “energized” business, an apt play on words since they have focused on the powerline industry since 2006. He explains that while most people looked to the oil industry, he knew the powerline sector would soon be busy with rebuilds. He focused on the niche market and, as always, his intu-ition was right on tract.

“We do backflips for our clients,” he laughs. “It’s that ‘small enough to care’ attitude. We get what our clients need even if it’s on

short notice. We don’t go for the biggest cranes on the site. We go for the cranes that are going to be used the most.”

Even more important to Dodds than his impressive inventory is his people. High Mark’s staff is approximately 40 in the field and office. “The equipment itself can be acquired. You need to have the expertise, the salesmanship, the personality and the likeability that keeps that piece of equipment working,” he points out. “Likeability, personality, a team player, someone that has a can-do and will-do attitude is the ideal type of High Mark employee.”

Page 2 • High Mark Crane & Rigging • 10 Years

1 0 t h A n n i v e r s a r y

Scott Dodds

7320 67 Street Northwest, Edmonton, AB T6B 3E7

780.463.9228www.heavyhauler.ca


780.719.8875www.drmrecoveryltd.com

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called off the deal and decided to proceed ahead [on our own] but I didn’t know that I was going to do a job for ATCO four months later. When we completed the job, I knew we would make it. That was our first really big success.”

Dodds never looked back. Once established in the crane busi-ness, he expanded into hauling and logistics. “It goes with the crane work,” he explains. “We want to give the customers a complete ser-vice package.”

Two years ago High Mark added, once again, to that package with the addition of hydrovac services. Built by Rebel and Tornado, High Mark’s tri-axle hydrovac trucks have nine cubes of water storage and a six cube water tank. The trucks are used to daylight pipes, electri-cal lines, water lines and other utilities. “Our hydrovac service has contracts with Dale mines in Manitoba,” says Dodds. In Manitoba, they also work with the community, airport, university and the City.

Today, High Mark is proud to boast a 40-unit fleet. “We primar-ily have boom trucks and are expanding into mobile cranes. We have done this without acquisitions, just amazing organic growth,” says Dodds. Yet, no matter how large or fast High Mark grows, the company will always adhere to its slogan: We are big enough to do the job and small enough to care. Dodds explains, “We are big enough to do the job through rental or subletting out and our cranes are big enough to do the project; but then we are small enough to want to make that great impression on the client. You want to be the can-do person. We’ve said yes to almost every single job.” Saying yes has helped High Mark expand beyond Alberta, into Manitoba and Newfoundland. Here at home in Alberta, they have partnered with many high-profile clients such as Valard Con-struction and R.S. Line Contr. Co.

Dodds describes High Mark as an “energized” business, an apt play on words since they have focused on the powerline industry since 2006. He explains that while most people looked to the oil industry, he knew the powerline sector would soon be busy with rebuilds. He focused on the niche market and, as always, his intu-ition was right on tract.

“We do backflips for our clients,” he laughs. “It’s that ‘small enough to care’ attitude. We get what our clients need even if it’s on

short notice. We don’t go for the biggest cranes on the site. We go for the cranes that are going to be used the most.”

Even more important to Dodds than his impressive inventory is his people. High Mark’s staff is approximately 40 in the field and office. “The equipment itself can be acquired. You need to have the expertise, the salesmanship, the personality and the likeability that keeps that piece of equipment working,” he points out. “Likeability, personality, a team player, someone that has a can-do and will-do attitude is the ideal type of High Mark employee.”


1 0 t h A n n i v e r s a r y

Scott Dodds


780.463.9228www.heavyhauler.ca


780.719.8875www.drmrecoveryltd.com

We at Heavy Hauler andDRM Recovery Ltd.

are proud to be a part of High Mark Crane & Rigging’s Success!

H A P P Y 1 0 T H A N N I V E R S A R Y !


HSBC congratulates Highmark Crane and Rigging on their 10th Anniversary.

Contact your local team now:

Mike McIvor, Sr. International Relationship Manager Tel: 780.409.7229Email: [email protected]

Dodds describes High Mark

as an “energized” business, an apt play on words

since they have focused on

the powerline industry

since 2006.

Despite coming into ownership of the business with experience and skills, Dodds finds he never stops learning and growing, on and off the job site. “The one thing is to never give up and to make decisions quickly,” he counsels. “Not making a decision is worse than making a poor decision. It’s not easy, but it is rewarding. It’s taught me that integrity and honesty are the key ingredients. It pays to follow those guidelines even if it bears a cost.”

How is High Mark celebrating 10 years of business? By continuing to grow. The future plan of the company is to emerge into the Ameri-can market. In fact, Dodds has already been to Houston to start setting things up.

Not all of those 10 years have been easy ones, but they have been ones of consistent growth, and all the decisions Dodds has made so far have been the right ones for his clients, his company and his staff.

“My wife has given me good support and sound advice,” he says gratefully. “My father-in-law gave me my first opportunity in helping me get started. I also want to thank every employee for their skills and their efforts. To the clients, I say thank you for every opportunity and for your support. Without the clients, we would have nothing.

808 Wildwood Crest. Edmonton, AB • Ph: (780) 440-4988

Congratulations to Highmark Crane and Rigging on your 10th Anniversary.

Lloyd Sadd Insurance Brokers is proud to work with

High Mark Crane & Rigging!

10Congrats on

Years of Success!

www.lloydsadd.com

Congratulations!MNP proudly congratulates our client, High Mark Crane & Rigging on 10 years of success.

Contact Brian Farrell, CA at 780.453.5385 or [email protected]

780-466-9494 • www.redengineering.com

Red Associates Engineering would like to congratulate High Mark Crane for 10 years of service.

We would like to also thank Scott, Earl and all the staff for their great working

relationship between our two companies and looking forward to a long lasting relationship in the years to come. (Cheers!)

1320 77 Ave NW, Edmonton AB

Ph. 780-450-2188Fax: 866-805-8155

www.highmarkcrane.com


Congratulations to High Mark Crane & Rigging for their 10 year anniversary and also for all their hard work

and perseverance.

NEW MILLENIUM TIRE CENTRE

7320 18 Street NW, Edmonton, AB T6P 1N8Phone: (780) 485-0026 • Fax: (780) 485-0018

www.newmilleniumtire.com

http://www.redengineering.com

http://www.newmilleniumtire.com

http://www.mnp.ca

http://www.lloydsadd.com

Congratulations to Scott and High Mark Crane!

Thanks for many years of loyal support.

3304 91 Street, Edmonton AB780.462.8300 • 1.866.326.6105

teamford.ca

Team Ford is a light duty Fleet and Commercial maintenance center featuring:

• Dedicated commercial building

• Dedicated service representatives, direct phone and email contact to your representative

• State of the art facility meeting the latest environmental standards

• Environmentally friendly chassis wash and demudding facility • No charge pickup and delivery

• Maintenance programs designed for each individual client • Accept all major fleet cards

• Two year unlimited mileage warranty on all FORD installed parts

• CVIP and Out of province inspection facility

1320 77 Ave NW, Edmonton AB

Ph. 780-450-2188Fax: 866-805-8155

www.highmarkcrane.com


http://www.teamford.ca

http://www.cropac.com

What a difference 18 months make! A year and a half ago, Edmonton International Airport’s (EIA) non-

stop route map featured one solitary line spanning the Atlantic Ocean from Edmonton to London’s Heathrow Airport. Today, EIA enjoys three such routes thanks to KLM’s inauguration of non-stop service from Edmonton to Amsterdam’s Schiphol International Airport. While the 2014 launch of the non-stop EIA-Reykjavik service by Icelandair was a big deal, providing Edmonton travellers with easy connections to over 20 European destinations, the new KLM service dwarfs the former in scale by link-ing Edmonton with a vast array of destinations across Europe, Africa, and the Middle East covered by the KLM-Air France partnership.

With a passenger tally of over eight million in 2014 and a steadily expanding non-stop route network, Edmon-ton International Airport has slowly but surely muscled its way into the big leagues. Passenger numbers have dou-bled those of a decade ago, and the airport now handles passenger traffic comparable to important mid-sized inter-national hubs like Glasgow, Venice, Birmingham, and San Jose (California); and has long laid to rest its onetime im-

age as a domestic feeder airport for Calgary and Vancouver. With the surprise inclusion of Edmonton in National Geo-graphic’s Top 11 Summer Destinations list this year, the city itself appears to be enjoying an international “mo-ment” – a fact that bodes well for the airport’s future.

“The timing of the National Geographic feature couldn’t have been better,” asserts EIA vice president of passenger market development Traci Bednard. “This feature will en-courage potential new travellers to consider our region, and as they start researching travel options they will also discover that we are easy to get to.”

Bednard adds that while economic uncertainty has had a recent dampening effect on the airport’s meteor-ic growth, she expects this trend to be short-lived and for EIA to continue flourishing. “While passenger growth has slowed for 2015, we don’t expect this to be a long term concern,” she says. “We are also very excited at the strong international growth we are seeing. Not only does this help Edmontonians gets where they want to go, it helps us to at-tract travellers and business from around the world.”

A further trend that bodes well for EIA’s continued pas-senger market growth is WestJet’s recent expansion into

WE’LL GROOVE YOU!AIRPORT DEVELOPMENT - PART 1II

WE’LL GROOVE YOU!EIA Scales New Heights with Amsterdam Flight

BY BEN FREELAND


AIRPORT DEVELOPMENT - PART 1IIWE’LL GROOVE YOU!

the intercontinental market. In May of this year, Canada’s second-largest carrier launched European flights between Toronto and Glasgow (via Halifax), following the 2014 launch of its Toronto - St. John’s - Dublin route. In addi-tion, WestJet is scheduled to accept delivery this summer of four long-range widebody Boeing 767-300 jets with a seating capacity of 262. The airline has immediate plans to employ these large jets on flight from Edmonton to Hawaii, and may also put them to use on future European routes.

“WestJet has been a considerable driving force in develop-ing great air service in Edmonton,” says Bednard. “In addition to connecting business and leisure travellers to all of the key regional cities, they have consistently offered great get-away destinations for Edmonton, be it to Las Vegas, Hawaii, or elsewhere. They are allocating one of their widebodies to their Hawaii service, which is a great show of support for us, and I hope that as they continue to look at their longer haul markets, Edmonton will be high on their list.”

With a steady parade of newly introduced air services now under EIA’s belt, Bednard is hesitant to comment on what destinations might be next. “A key focus will be en-suring that the significant number of new routes at EIA are successful,” she notes. “We have enjoyed a lot of new air service additions, perhaps most notably into internation-al European hubs. We need to stay focused on these routes and ensure they succeed. We are also looking at new routes over the medium and long term, but because air service routes take a long time to establish, we need to be laying the groundwork now for other international flights, be they to Asia, South America or elsewhere.”

What is undeniable, however, is that after a decade of steady growth unmatched by any other airport in Canada, EIA is now a global force to be reckoned with, as is the city it serves. “EIA and its air services are a reflection of what’s going on in our city,” she says. “Our provincial economy may be facing uncertain times, but here in Edmonton busi-ness is good, our international profile continues to build, and we are proud to be a member of a community that has really found its groove.” BIE

INDUSTRIAL LOTS AVAILABLE

Build To Suit, Sale & Lease

Panattoni Development Company is the developer of Fort McMurray’s newest 90 acre industrial park, it’s second 120 acre development in Acheson and an 80 acre partnership at the Edmonton International Airport. All projects have a variety of industrial lot sizes which are serviced, zoned and permit ready for construction. With an expansive international platform, Panattoni specializes in industrial, office and build-to-suit development. Our 24 offices in the United States, Canada and Europe are responsible for development of over 200 million square feet.

FOR MORE INFORMATION PLEASE CONTACTBRAD HOFFMAN AT (780) 409-1152

[email protected] • www.panattoni.com

FORT MCMURRAY, ALBERTA

ACHESON, ALBERTA

EDMONTONINTERNATIONAL AIRPORT


ARIAL VIEW OF EIA

PHOTO COURTESY OF EIA

http://www.panattoni.com

FranWorks Group of Companies is primarily a multi-brand restaurant. Since its launch in 2000, FranWorks has evolved from franchise consulting, to owning and operating concepts and brands that fill market niches in different sectors through both corporate-owned and franchise growth models. In the past 15 years, FranWorks has grown from 2 locations to 87 across Canada, and the US. FranWork’s brands include Original Joe’s Restaurant and Bar, Elephant & Castle, and State & Main Kitchen & Bar.

Often when companies experience rapid growth, culture, team engagement, and execution suffer. Working with a Results business execution specialist, FranWorks developed clearly defined strategies to cascade culture and values to all team members, which has transformed the business. In the midst of rapid expansion, Franworks Group of Companies has emerged with an incredible culture. The team finds meaning and fulfillment in taking care of each other and their guests. Through fantastic team experience, FranWorks is able to deliver fantastic guest experience.

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FranWorks Group of Companies is primarily a multi-brand restaurant. Since its launch in 2000, FranWorks has evolved from franchise consulting, to owning and operating concepts and brands that fill market niches in different sectors through both corporate-owned and franchise growth models. In the past 15 years, FranWorks has grown from 2 locations to 87 across Canada, and the US. FranWork’s brands include Original Joe’s Restaurant and Bar, Elephant & Castle, and State & Main Kitchen & Bar.

Often when companies experience rapid growth, culture, team engagement, and execution suffer. Working with a Results business execution specialist, FranWorks developed clearly defined strategies to cascade culture and values to all team members, which has transformed the business. In the midst of rapid expansion, Franworks Group of Companies has emerged with an incredible culture. The team finds meaning and fulfillment in taking care of each other and their guests. Through fantastic team experience, FranWorks is able to deliver fantastic guest experience.

To learn more about Alberta companies unleashing their full potential, visit resultstransforms.com

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atb.com/business

We do.


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