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EDMONTONIANS AUGUST 2006

ongratulations to Chico Felberand Lorraine Mansbridge who just—dare Isay, finally—got married after dating forabout 12 years. I wouldn’t consider them an

odd couple, but they do reinforce the old adage thatopposites attract: Chico, the head of Albert’s Restaurants, ispublicity shy… the lovely Lorraine, a Global TV diva, ismore than comfortable in the spotlight.

“Each player gets 10 cards out of 40 to play,”says Gino Alessandrini. “No, they’re Italian cards, there’sonly 40.” Gino is explaining the game of Scopone andcompares it to Bridge; playing requires skill and goodmemory. It’s the game that his late, good friend of nearly 50years, Frank Spinelli, is playing in perpetuity at the newGiovanni Caboto Park. The statue is of a life-sized Franksitting at a card table with his huge hands holding the sevenof aces; some would say that the number seven holds thekey to the meaning of life.

Frank, founder of the Italian Centre Shop, also playedwith Giovanni Bincoletto, and Franco Rossi whose son,Adamo, now runs the new store on the south side. “Wewere card partners for 20 or 30 years,” recalls Gino. “I liketo think Frank and I were a little bit better than the others.”Ouch. Frank’s daughter, Teresa—who raised a lot of lira torefurbish the park—well remembers all of them screamingat each other during their daily pastime behind the store.Gino readily agrees: “We nearly killed each other!” beforerecalling Frank’s wit, distinctive Naples’ humour, and bigheart …something Judge Peter Caffaro, who delivered 32years worth of legal counsel, knew about. “He washonourable and honest, “says the Judge. “The thing Ilearned from Frank was that you don’t have to put on airs tobe successful.”

I thought the 2006 West Edmonton MallGrand Prix of Edmonton presented by The Brick at JAGfloSpeedway was better than last year. (That name, by theway, is a prime example of sponsorship run amok.) Theseats had much better sight lines and the Paddock was morelike a fair. There were many places to sit and soak up a weelibation in the shade. It was also less crowded… and I’mtold the empty seats—good ones, too—were noticeable ontelevision. The event was simul-cast on Global and CBS—excellent international exposure for the city.

Just curious: What happened to Grand Prix founder,president and general manager Greg Macdonald?

DDB Canada has just hired four new peoplefor its Edmonton office. President Helene Leggatt accreditsthe hires to “…a number of new projects and strong organicgrowth from existing clients.” I’m not sure what “organicgrowth” is, but I assume it’s not a bad thing.

Marlene McNaughton joins the team as a senioraccount director. The creative department welcomes DaleBochon as a senior writer, and Pradeep Rao as senior artdirector. Kim Uniat joins the public relations division as anaccount manager.

As many of my readers know, I have breakfastmost days at Ricky’s Restaurant on 109th and Jasper, andmany friends drop by. The same family has now openedanother Ricky’s in the east food court at Edmonton CityCentre. Cousins Shelina Goa and Ferzana Goa-Valainhave the job of running it. It’s what I would call an urbancafé… very upscale. Ricky’s is a Western Canada franchisechain out of Vancouver, owned by the high energy FrankDibendito, who was here for the opening, and theHilderbrand family.

There are good funerals or bad funerals.Good funerals reflect the personalities of the deceased andthis one did. Jim Woronuik died years too soon at just 65.At his funeral, we all shared several laughs during thestories about Jim and his off-the-wall sense of humour aswell as his devious ability to play practical jokes on friends.The guys with the great memories were garment marketerPat Henning, and lawyer Sandy Stewart.

I’m still chuckling over the story about an annual golf tripJim and three friends took to Jasper Park Lodge; one fellowdrank a little too much. Jim, ever devious, placed a good-sized rock in the hung-over guy’s golf bag. As he walkedthe course the next day, he couldn’t figure out why he wasgetting so tired… exhausted, he swore off drinking. No onesaid a word. Months later he discovered the rock. Withouthesitation, he phoned Jim to give him a very large piece ofhis mind. Jim couldn’t stop laughing. Pat said he was veryput off because Jim had promised him his hair and it didn’tshow up. Pat is very hair challenged.

Jim had received a transplant heart four years ago, but hetold me he wasn’t able to get a warranty. Dr. Ollie and Iextend our condolences to Rita and other family members.We’re all going to miss him.

I had never been to a Gold Record Awardpresentation before, and this time there were two golds forCorb Lund. Thanks to Holger Peterson of Stony PlainRecords, we got to meet him. Corb is very articulate,friendly and been around the business for a lot of years. Hestarted as a rocker with a group called ‘the smalls’ beforegoing country, always using Edmonton as his base.

Corb was too busy in April to collect his Juno so Holgerdid a double award night and gave Corb and his band theirstatues. While I’m not a country kind of guy, I do like Hairin My Eyes like a Highland Steer.

The real reason for the party was the 30th anniversary ofStony Plain Records. Holger started his recording companyat the kitchen table in his Edmonton home. The firstmusician he signed was Walter Horton, one of the greatharmonica blues players of all time. He went on to recordmany of the great blues artists, and roots music—whichHolger describes as contemporary music with roots in thepast. I don’t care what you call it, it’s great listening.

Now meet Corb’s parents, and you quickly figure that thecountry star comes by his genre naturally. Both DC—longago shortened from Darwin Clark—and Patty are famouscow folk in southern Alberta where they have 40 Welsh

Black cattle on 1,000 acres just north of Taber. “It just feelsgood to ride in wide open spaces,” says DC, legendary forsteer wrestling and calf roping. Patty was inducted in theCalgary Stampede Pioneers of Rodeo Hall of Fame. Thatwas a few years ago; now they like to talk about DC’spassion as a watercolourist and cowboy poet. Here are afew lines, compliments of poet DC.

An old cowboy has diedHe’s no longer by my sideHe’s not here to take a rideAn old cowboy has died He was the best friend that I hadI’m lost now that’s he gone He raised me from a lad That old cowboyWas my dad.

~In memory of my dad, Clark. The couple even joined Corb in Washington last monthwhere they talked about farming and ranching duringAlberta at the Smithsonian Folklife Festival. In November,they will host a booth for the Canadian Finals Rodeo atNorthlands.

Ben Kolbuc will throw a party to announceanything new at his Norden Autohaus Volkswagen/Porschedealership. He’d probably celebrate the paving of the lot…or turning on a new sign. This time it was to show off amagnificent new Porsche model. The presentation wasstunning—just a single car in the middle of the room.Everyone was ooing and awing until late into the evening.Then a guy showed up, polished all our hand prints off theshiny exterior. The new owner walked in: Under the wistfulstares of a group of very envious people, Don Ghermeziancalmly and quietly drove away. ✔

Additional reporting by Edmontonians staff.

Call Muggsy Forbes at 780.482.4545 or e-mail [email protected]

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EDMONTONIANS AUGUST 2006 3

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HOW WOULD YOU RATE YOUR LEVEL OF OVERALL HEALTH AND WELLNESS?

We asked survey respondents to rate their overalllevel of health and wellness. Approximately one-third (31 percent) felt they were very healthy,while 34 percent described themselves assomewhat healthy. Thirteen percent describedthemselves as unhealthy.

Next, respondents were presented with specificaspects of health and wellness and asked to ratetheir level of success with each. An over-whelming majority—88 percent—said they weresuccessful in maintaining a balance between workand home life. In fact, 40 percent said they werevery successful while only four percent said theywere unsuccessful.

More than three-quarters (80 percent) statedthat they were successful in getting regularexercise, with 27 percent indicating they werevery successful. Thirteen percent said they wereunsuccessful getting regular exercise.

DO YOU EAT WELL ANDGET ENOUGH SLEEP?People seem to be eating in a healthy manner andgetting reasonable amounts of sleep. Eighty-sevenpercent of those questioned said they weresuccessful in eating healthy foods, including 40percent who were very successful. About three-quarters (73 percent) indicated they weresuccessful in getting an appropriate amount ofsleep each night. In fact, almost one-third (29percent) felt they were very successful, while 22percent were somewhat or very unsuccessful.

DO YOU HAVE A SUPPORT SYSTEM?Approximately two-thirds (65 percent) ofrespondents were very successful in having asupport system of friends and family. A further

27 percent were successful in having thissupport system, and only four percent weresomewhat unsuccessful. Ninety-two percent ofrespondents were able to incorporate a reason-able amount of enjoyable activities into theirdaily lives.

Respondents were then asked to identify otheraspects of personal well-being they consideredimportant. Responses included money/financialsecurity (eight percent), time for family (fourpercent), access to healthcare (three percent),and vacation time (three percent).

When asked how they improve their overallwell-being, 45 percent have consulted self helpresources such as books and tapes; 39 percenthave used the buddy system, 31 percent haveattended a group session or class, and 12percent have used a personal coach.

HAVE YOU MADE AND KEPTNEW YEAR’S RESOLUTIONSREGARDING YOUR WELL-BEING?New Year’s resolutions regarding personal wellbeing are common, with 60 percent of respon-dents having made such a resolution at somepoint in their lives. Of this total, only 17 percentsaid they were very successful in keeping theirresolutions, while 54 percent indicated they havehad some success. Of those who described somelevel of success in keeping their resolutions, overone-third (34 percent) have been able to keepthem since they were made.

For those respondents not successful inkeeping their resolutions, 49 percent described alack of willpower as the source of their failure,20 percent cited unrealistic goals, and 18percent said they did not have time in theirschedule.

The Poll Station surveyed 100 City ofEdmonton residents on the topic and, while theresults of the research are not statisticallyreliable, they do provide a qualitative indicationof what Edmontonians are thinking. ✔

Linda Banister is a certified managementconsultant and the owner of Banister Researchand Consulting Inc., a full service provider ofmarket research and program evaluation services.Want a question included in the EdmontoniansPoll? Contact Linda at 780.451.4444 or e-mail [email protected]. Visit www.banister.ab.ca.

STATIONhile interest in fitness has beenprevalent for decades, a morerecent phenomenon is theconcentration on a more holistic

approach to overall wellness, encompassing aspectsof physical, emotional and mental health. Thismonth we asked Edmontonians about their thoughtsregarding this trend.

WWWith Linda Banister

PollPoll

Perc

enta

ge

Considered themselvesvery healthy

Described themselves as somewhat healthy

Considered themselvesunhealthy

31%34%

13%

FOUNDERDICK MacLEAN

AUGUST 2006Vol. XVII

Published by 399620 Alberta Ltd. on the first day of eachmonth at 333, 10240 - 124 Street, Edmonton, Alberta,Canada T5N 3W6. ©All rights reserved. No part of thispublication may be reprinted or reproduced in any formwithout written permission from the publisher.

Manuscripts: must be accompanied by a stamped, self-addressed envelope. Edmontonians is not responsible forunsolicited manuscripts.

All stories Copyright ©Edmontonians

Publications Mail Agreement No. 40023292Return undeliverable Canadian addresses to:Circulation Department333, 10240 - 124 StreetEdmonton, AB T5N 3W6Email: [email protected]

SHARON MacLEANPublisher and Advertising Director

Telephone: 780.482.7000Fax: 780.488.9317

e-mail: [email protected]

INSIDEFUNNY, POMPOUS AND UNFAIRFanfare & farewell/Forbes . . . . . . . . . . . . . . . . . . .2

POLL STATIONOverall Wellness/Banister . . . . . . . . . . . . . . . . . . . .3

BIZINTELScience and Tech/Croucher . . . . . . . . . . . . . . . . . .4 BizIT/Michetti . . . . . . . . . . . . . . . . . . . . . . . . . . . .4Media Minute/Hogle . . . . . . . . . . . . . . . . . . . . . . .5Civic Buzz/Norwood . . . . . . . . . . . . . . . . . . . . . . .5

INTERNATIONAL BUSINESSSouth Korea/Lockhart . . . . . . . . . . . . . . . . . . . . . .6

FEATURESSizzling Twenty under 30/Medynski . . . . . . . . .7-13

MAKING MONEY4Gs Trap/Hiebert . . . . . . . . . . . . . . . . . . . . . . . .13

LIVELY LIFESTYLESAbsolute Bodo/Bodo . . . . . . . . . . . . . . . . . . . . . .14MenuMagic/Berry . . . . . . . . . . . . . . . . . . . . . . . .14

BARB DETERSEditor

[email protected]

COLUMNISTSLinda Banister

John BerryLinda Bodo

Cheryl CroucherMuggsy Forbes

Ron HiebertBruce Hogle

Cheryl LockhartGreg Michetti

David NorwoodNizar J. Somji

FEATURE WRITERSPeter Drake McHugh

Talea MedynskiMichael O’TooleMarg. PullishyPeter Roccia

PHOTOGRAPHERSTerry Bourque

Cheryl CroucherBarb Deters

GRAPHIC PRODUCTIONRage Studios Inc.

INFORMATION TECHNOLOGYMichetti Information Solutions Inc.

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Jenny Adams graces the first in a series of ‘changed-up’ covers

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RTF is a pretty exciting place to be onany day of the week, but with two newhires at TEC Edmonton, the exuberancelevel has just rocketed into the stratosphere.

First there’s Dr. David Cox, the newCEO. He zooms off to meetings around thecity in a zippy little red convertible. Thenthere’s Whitney Rockley, the new financeVP and financial executive-in-residence.She bounds up the stairs, two at a time I’msure, a smile as big as a crescent moon onher face.

Both have ambitious plans to make TECEdmonton the centre of the technologycommercialization universe. And both havethe credentials to make it happen.

David came to TEC Edmonton in Aprilfrom his position as president and CEO ofQuest PharmaTech Inc. He’s got a PhD inmicrobiology from Leeds University in theUK. And he’s managed to sandwich intothe intervening years, stints with theAlberta Research Council, ApotexFermentation Inc., SYNSORB BiotechInc, KS Avicenna Inc., some universityteaching and administration duties, chairinga federal task force on biotechnologyclusters, commercializing a $100-milliondrug, and building three pharmaceuticalmanufacturing facilities, to list a few of hisinvolvements.

Whitney comes to TEC Edmonton with awealth of experience in venture capital. AtEPCOR, she was the director of corporateventure capital where she formed its fund toinvest in strategic energy and water techno-logy companies.

So just what is it that these two power-houses have in store for TEC Edmonton?

“The purpose of TEC Edmonton is tocapture more of the value of the innovation

that goes on in our region for the benefit ofour region,” says David.

“TEC Edmonton is unique in NorthAmerica. It’s the only technology transferorganization which is a legal joint venturebetween a city and a university. As such,we’re uniquely positioned to do things thatparallel organizations are not.”

The typical university technology transferoffice would simply look for an established

company—be it anywhere in the world—that is interested in licensing the newknowledge or technology. On the otherhand, TEC Edmonton as a joint venturebetween the University of Alberta andEdmonton Economic DevelopmentCorporation, is much more aggressive.

“Ours is more of an economic develop-ment, economic diversification mandate. Sowhat we’re doing is transformative,” saysDavid, outlining his strategy and what hecalls the value proposition that TECEdmonton brings to the table.

“First of all, we want to reach deeper into

the university and encourage faculty, whereappropriate, to contemplate the creation ofnew companies based around their research.Secondly, if we can make a business, thenwe’ll lead them to the things they need—the human capital, management expertise,financial capital and physical facilities, aswell as counseling, coaching and so forth.”

As David “cranks up the volume” oncompany creation, he points to a changing

academic environment. “Many universities around

the world—and I thinkincreasingly this one—aredeveloping what I call anenterprise culture where gradstudents come out of theirtime at the university imbuedwith a desire to go intocommerce, to make a buck.And I think that as thatculture develops, then it’s justas agreeable to pursue anentrepreneurial career basedon science as it is a careerbased on the pure pursuit ofscience.”

That’s where Whitneycomes in. In her role asfinancial executive-in-residence, she will act as anadvisor to the start-up and

spin-off companies. “I’ll help them understand what venture

capital models are about, help them under-stand venture valuations and capitalizationstructures. I’ll go through their businessplans and tell them what rocks and whatdoesn’t. I’ll give them advice on how tomake their presentations and plans a littlecrisper.”

As if that wasn’t enough to fill her plate,Whitney actually has an even bigger job todo: develop TEC Edmonton’s new SEEDfund to the tune of $20 to $40 million tosupport the spin-off companies in their very

early stages.“Most people in the industry know that

typically venture capitalists steer away fromthe early stage stuff because it’s really highrisk,” Whitney explains. “Certainly every-one recognizes there is an access to capitalproblem within the province, a lot of that inthe early stage seed space. So the SEEDfund will address that gap.”

As Whitney develops the fund, she’lllook for investment money from a varietyof sources: post-secondary institutions,government agencies, all three levels ofgovernment, industry and wealthyindividuals.

“We want to make sure the SEED fund isreally well networked, not just in Alberta,but throughout North America and theworld.”

Investors can expect a nice payback.“That’s the whole premise of the SEEDfund. You will have an exit with SEED. Butbecause the companies are so early stage, itwon’t be in three to five years. It will morelikely be an eight to 10 year exit. You justhave to be patient,” says Whitney.

This avoids the situation where the three-to-five-year investor exit becomes the driverinstead of allowing the company to developand reach its milestones more rationally.“Investors must know that they can’t startsquawking after a couple of years. Theyhave to be working with the companies tomake sure they are positioned properly foran exit over the long haul.”

Removing as much risk as possible forinvestors and early stage companies is afundamental principle of the SEED fundand the way it will be administered.

Both Whitney and her boss David arelooking forward to TEC Edmonton’s movedowntown where the RTF—the ResearchTransition Facility—will relocate in thesummer of 2007 to the Bay building.Whitney refers to the incubator for her start-ups as an “entrepreneurial mall”.

David’s vision for 2010 sees TECEdmonton as the “go-to” organization in theGreater Edmonton region for anyone whohas the drive and desire to commercializeresearch.

“We anticipate an equity in our portfolioof companies to reach $100 million. We’llhave a lineup at the door of inventers.investors and licensees. Our SEED fundwill be fully invested. That’s our vision.That’s what drives us. That’s what anchors

cience&Techwith Cheryl Croucher

INTELINTELBizBiz

The other day Edmonton MayorStephen Mandel discussed banning theuse of Blackberry devices during citycouncil meetings.

The following day, Scott McKeen, usedhis Edmonton Journal column to applaudMandel and berate Blackberry owners,suggesting they were anti-social, selfish andout of touch with the rest of the world.Both Mandel and McKeen seem to thinkthat glancing at your Blackberry isdownright rude when you’re in thepresence of others.

Now first, let me clarify that I thinkMayor Mandel is doing a terrific job for thecity, and the Journal... well, one out of twoisn’t bad. Anyway, I’ll bet a C-note rightnow that neither Mandel nor McKeen ownsa Blackberry. I will also double that bet tosay they do have cell phones.

Portable e-mail devices, like theResearch in Motion Blackberry product,have emerged as one of the premierproductivity boosters ever made, especiallyfor those in the hi-tech business. The RIMwebsite notes that five million units havebeen sold.

In most cases, the e-mail the user isthumbing out is an important one—themajority of other messages will beanswered the conventional way: back at theuser’s computer. Let’s dig deeper

However, there might be more to thisBlackberry ban than meets the eye.Edmonton likes to champion the fact weare technological leaders. Maybe.

But maybe not. We’ve heard how thecity will eventually be a wired “hot spot”—we’ll be able to get Internet access via WiFifrom Ellerslie Road to the Yellowhead,from 215th Street to the Park. So far, otherthan normal political posturing, I haven’tseen anything coming from the cityoutlining a plan of any kind. Are we reallywalking the walk?

Just how strongare Mandel’stechnologicalbeliefs? A mayorwho tries to un-ringthe technology bellby banningBlackberries doesn’t sound like he gets thebigger techno-picture.

Furthermore, a golden revenue opportu-nity could be missed. Charging citizens foruse of a new wireless system—say, $25 peryear—is an easy way of drumming upsome dough. Anybody rememberEdmonton Telephones? By the way,visitors to the city would log in for anominal fee. And, um… it will be $35 forSherwood Park and St. Albert folk. Sorry.

Let’s dig even deeperHowever, there’s probably a bigger reasonour mayor dislikes Blackberries. That is,city councillors can simply e-mail or “PIN”each other with an instant message; kind of

like sending a secret e-note withoutanybody knowing. Consider thishypothetical sample:

Councillor Phair: hey jane. how are youvoting on this cat leash by-law?

Councillor Batty: i’m voting against itand you? btw did you have the tuna forlunch? mine was dry.

Councillor Phair: yo andy [CouncillorAnderson], what’s your vote going to be?And btw, did u no there’s some mustard onyour upper lip?

So what if theytake a five secondglance away froman exciting,Michael-Phair-no-tax-hike-this-yearspeech to see ifthey’ve received an

e-mail from a relative? Something tells methere wouldn’t be too much missed. Lasttime I checked, those city council meetings,which progress at glacier-like speed,provide for several readings before votesare cast.

By the way, I’ve actually seen citycouncillors pass handwritten notes backand forth to each other during a citycouncil meeting. Generally, they read thenote, make eye contact with each other,then look at a common person (eg: themayor). Next, they look back at each other,simultaneously nod their heads and smile.

I’m BBerrying—So what? Now comes the fun part. Let’s imagine

Blackberries are banned from city councilmeetings, and let’s imagine somebodydeliberately breaks the rule and gets caught.What’s the punishment?

Kneel in the corner? Call Police ChiefMike Boyd? Five for fighting? Detention?

Can you imagine the international mediaattention that would be generated if acouncillor actually got tossed? Woo hoo.Personally, I love to see my councillors usea Blackberry. It shows me they are capableof a) multitasking, and b) getting the biggerpicture.

Where Mandel and McKeen are deadwrong is what they perceive as rudeness isactually the way people communicate thesedays. It is becoming much more sociallyacceptable—so suck it up guys and getwith the program. You will never win afight against technology.

So, Mayor Mandel, for starters, floatsome concrete action on the WiFi front.Next, get with the new tech millennium,get with thinking proactively and, aboveall, get a static IP.

If you’re not sure what that is, e-mail meat [email protected].

Even if I’m in a meeting, I’ll get rightback to you. ✔

Gregory B. Michetti of theAlberta-based systemsintegration firm MichettiInformation Solutions, Inc.can be reached viawww.michetti.com

Continued on page 5

S

izIT 101with Greg MichettiB

Mayor, McKeen deadwrong on Blackberries

Dr. David Cox andWhitney Rockley

EDMONTONIANS AUGUST 2006 5

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I was working for CFRN TV/Radiofounder Dick Rice when he wasapproached in 1970 by J.R. Shaw tomake a joint application to the CRTCfor the then new media outlet calledcablevision. The CRTC said no becauseit feared too much media control byRice. So J.R. went ahead on his own,and Shaw Cablevision became aninstant success, later launching theequally successful Corus radio network(CHED, CHQT and others).

Fast forward to 2006 and the releaseof the three-year study by the SenateCommittee on the Media—coverage ofwhich has largely been ignored byCanadian dailies.

Other than scant coverage on itsinitial release, there have been nofollow-up stories, opinion pagecomments or columns by any Canadiandaily on the 40 Senate recommendationsor 10 suggestions. That’s very strangewhen you consider 1,500 Canadiansbeing surveyed on such meaty mattersas “trust in the news”—TV is wellahead of newspapers and radio, by theway—and “diversity within thenewsroom”.

My concern about the public notbeing well served is not surprising.Especially when you consider therefusal to comment on the 221-pagereport by spokesmen for CanWest

Global, which owns most Canadiandaily newspapers and a flock of TVstations; Bell Globemedia which ownsCTV, the Globe & Mail and justscooped up CHUM radio/TV stations, orQuebecor which owns 50 percent of theQuebec media market, and 100 percentof Sun newspapers and Bowes weeklies.

This abnormally high concentration ofownership explains why Senate Commit-tee Chair Joan Fraser suggested a 35percent media ownership threshold forCanada—something similar to the U.S.

and Germany which severely restrictcross ownership of multiple mediaoutlets. Such a restriction would betterfulfill the public’s desire for greaterdiversity in ownership of the Canadiannews media.

The booming Alberta economy hasalso attracted other outside interests topurchase radio stations here, as well asdailies and weeklies. But 50 percent ofthe Alberta Weekly NewspaperAssociation 113-member newspapers—

God bless them—remain fiercelyindependent… as does Edmontoniansmagazine.

While Ontario Press Council ChairDoris Anderson expressed dismay to theSenate Committee over the EdmontonJournal and Calgary Herald dropping theirombudsmen, I’d disagree. The AlbertaPress Council has more than fulfilled thatrole in zealously protecting the rights ofcitizens, as well as upholding freedom ofthe press.

I would, however, encourage CanWest,which owns all of the dailies inSaskatchewan, to immediately follow therecommendation made by the Alberta PressCouncil—and endorsed by the Senatecommittee—to work with the Saskat-chewan Weekly Newspaper Associationin establishing a press council in thatprovince. Ditto for the Irving family toimmediately put funds into rejuvenation ofthe Atlantic Provinces Press Council.

Such moves will ensure the interestsand concerns of all Canadians are wellserved by these watchdog organizations.That’s as important to me, as areassurances, that the media of Canada doesnot ultimately come under complete anddangerous control of only a few selectmedia barons. That wouldbe utter disaster for thisnation! ✔

Bruce Hogle is the formernews director at CFRN TVand recently retired head ofthe Alberta Press Council.

us. That’s what we believe we canaccomplish given the right circumstances.”

One of the people who pioneered theenterprise culture that David Cox promoteswas the late Dr. Tony Noujaim. A professor

of bionucleonicsandradiopharmacy atthe University ofAlberta, in 1985Tony’s labfounded Biomira,one of the firstfive companiescreated from U ofA discoveries.Tony was verygenerous with his

time and advice. I first interviewed himabout his role as a mentor to new companies.He was instrumental in helping mobilizingboth the U of A and the EEDC to join forces,and many of the TEC Edmonton programs,including the SEED fund, are the result ofTony’s suggestions. His presence will begreatly missed. ✔

Cheryl Croucher is anEdmonton broadcastjournalist and host ofInnovation Alberta. You canhear the program on CKUARadio Tuesdays at 8pm ordownload it when you visit

www.innovationalberta.com.E-mail [email protected]

Continued from page 4edia Minute

with Bruce HogleM

…a 35 percent mediaownership threshold

would severely restrictcross ownership of

multiple media outlets

This column is about civic buzz, andlately I’ve been wondering if, in fact,Edmonton isn’t missing out on certainaspects of the economic buzz that’ssweeping the province.

The most notable lack of buzz is thevirtual absence of new office construc-tion in the downtown core. I touched onthis a couple of months back, aftercomments came out of the 2006Edmonton Real Estate Forum that,rather than attempt any new downtownoffice buildings, developers wouldsimply build in the suburbs, becauserental rates are insufficient to generate ameaningful return on construction, andtenants would be unwilling to pay thehigher rents that would bring about thatreturn.

If this were the case, why does greatdemand for office space exist in othermajor—and much more expensive—markets, including Vancouver, Calgaryand Toronto? Demand for new space inCalgary, for example, is so great thatseveral new large towers are either underconstruction or in advanced planningstages, including a couple of up to 60stories. Such space does not come cheap.

Edmonton market reports for the firstquarter of 2006 from such national firmsas Avison Young, Colliers Interna-tional and J.J. Barnicke all point tosignificantly lower vacancy rates for allclasses of office space in the downtowncore. According to Avison Young, thiscity has the second-lowest downtownvacancy rate in Canada, at 5.6 percent;

Calgary is by far the lowest, at 0.7percent; Vancouver is next to Edmontonat 6.2 percent, while rental rates continueto climb. The report notes that rentalrates for Class AA space continue their“upward momentum with rent increasingapproximately 20 percent since January,and over 50 percent in the last sixmonths.”

Colliers International, meanwhile,states that “with the continued decline invacancy, larger pockets of space arebecoming scarce, and options for tenantsare declining. Collier’s fourth quarter2005 office survey reflected a 5.4percent vacancy rate; Edmonton is nowat 4.8 percent… a decrease of 0.6percent.”

In apparent contrast to the EdmontonReal Estate Board’s prediction oftenants fleeing to the suburbs in the faceof higher rents, Avison Young reportsthat the accounting firm of MeyersNorris Penny recently moved from itswest-end location to spacious quarters—more than 17,000 square feet—in theBell Tower downtown.

KPMG’s 2006 Competitive Alterna-tives, the company’s comparative guideto international business costs, covers 17industry operations in 128 cities in nineindustrialized nations: Canada, France,Germany, Italy, Japan, the Netherlands,Singapore, the United Kingdom and theUnited States. The study, the mostexhaustive ever undertaken by KPMG,shows that Singapore has the greatestcost advantage over the index country,

the USA (base=100), while Canada leadsthe G7 countries with respect to lowbusiness costs. And, while Edmontondoes not have Canada’s lowest businesscosts—that honour goes to Sherbrooke,Quebec—it is the lowest in westernNorth America at 93.3. Calgary isrelatively close an 94.7 but, on a largescale, the 1.3 percent difference addsup—like in developing new officetowers.

So what does all this mean? The timeis ripe for the development of new officespace in the downtown core. It is timefor some far-sighted developers toconsider building on speculation; that is,without the security of a major leadtenant. Or consider mixed-use high-density developments comprising retail,commercial and residential space.Christenson Developments took a bigchance almost a decade ago withRailtown, and many said it would neverwork. But it did work and spawnedamazing growth in downtown’sresidential population. I’m sure there aremany who will tell me why this cannotor should not be done. But I want thebuzz back in downtown Edmonton.

Augmenting Edmonton’s lowervacancy rates and cost competitivenessis the ongoing strengthening of realestate prices in its residential market.Demand is showing no sign of slowing,though some correctly caution that“we’ve been here before.” According toStatistics Canada, new house prices“continued to rise rapidly in May, withthe strongest increases in Alberta.” Themonth-over-month growth for the fivetop cities shows just how muchEdmonton and Calgary are outdistan-cing other areas: Calgary: 5.4 percent;Edmonton: 5.3 percent; Charlottetown:1.3 percent; Winnipeg: 1.1 percent andKitchener: 1.0 percent. Year over year,the difference is even more pronounced:Calgary: 41.3 percent; Edmonton: 24.4percent; Winnipeg: 11.7 percent;Halifax: 6.8 percent; Regina andSaskatoon: 6.7 percent each.

In the somewhat perverse mannerthat reflects human nature, the greaterthe increase, the more people want tobe part of the action. Edmonton seemsto be no exception. On CTV’sNewsnet website, real estate lawyer

Alan Silverstein was quoted assaying “It seems the country’seconomic and political shift iscertainly underway to the west…Calgary and Edmonton seem theplaces to be.” Even a year ago, fewwould have predicted that averagehouse prices in Edmonton wouldexceed $300,000. I expect that pricewill be reached by the fall of thisyear.

L-3 Communications Spar Aerospaceis doing well filling the gap left whenthe Canadian government moved itsC-130 Hercules maintenance contractto another provider in late 2005. Anappropriately impressive ceremony atSpar’s City Centre Airport facilityon July 11 marked the arrival of threeRoyal Norwegian Air Force C-130Hercules aircraft. The $47.5 millioncontract is for the maintenance andupgrade of five RNoAF C-130s.Under the scope of the contract, Sparwill replace the existing set of outerwings with wings refurbished fromtwo Hercs it purchased in Chile,conduct heavy maintenance inspec-tions, and perform any additionalwork required. Speakers at the eventincluded Roar Tungland, HonouraryConsul, Embassy of the Kingdom ofNorway; Ken Epp, MP forEdmonton-Sherwood Park; DavidHancock, MLA for Edmonton-Whitemud; Edmonton Mayor StephenMandel; and Patrice M. Pelletier,president of Spar.

One final indication of Edmonton’scontinuing growth: Later this year,FedEx will launch non-stop weekdayflights between Edmonton and itsMemphis hub using wide-body MD-10 aircraft, replacing Boeing 727aircraft feeding into Calgary,Winnipeg and Toronto. The new non-stops will also be fed by FedExflights to Edmonton from Yellowknife

and other points north. ✔

David Norwood is afreelance writer/editor.Contact

[email protected]

ivic Buzzwith David NorwoodC

Tony Noujaim

Edmonton has thesecond-lowest

downtown vacancyrate in Canada

Edmonton has thesecond-lowest

downtown vacancyrate in Canada

6 EDMONTONIANS AUGUST 2006

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t takes too long to do business withCanadians,” according to Dr. Choon-HoKim in Edmonton from Seoul, South Korea.Representing KETI—the Korean

Electronics Technology Institute—the tech ambassadorspoke to about 30 industry and government representatives,plus another 12 in Calgary via video conference at a recentinformation session hosted by Alberta EconomicDevelopment, WiTec Alberta and The Business Link.With all of the hype surrounding opportunities in China, itwas refreshing to hear a different perspective from anotherAsian economic powerhouse.

Dr. Kim extolled the advances his country has made inthe ICT sector in recent decades: the number one producerof computer displays, number three producer of semi-conductors and number four manufacturer of electronics.The result is a well-connected population with the largestnumber of broadband subscribers per 1,000 citizens—233vs. 147 in Canada—and an 80 percent penetration rate ofmobile phones. Keen on having the latest, soccer-fanaticmen and women scooped up more than one million newgeneration phones that feature multimedia and audioanywhere, anytime so they wouldn’t miss a moment ofWorld Cup action.

Dr. Kim was in Alberta looking for partners in new ICTsub-sectors, identified opportunities in network and systemsintegration, internet-related services, wireless services, e-commerce, IT security, digital content development andindustry specific software. KETI is also diversifying andseeking partnerships with Canadian biotech and nanotechcompanies.

THE OTHER SIDE OF THE STORYJohn Sobota, CEO of Edmonton-based ElevenEngineering Inc. also talked about South Korea where he’sworked for the past two years. The NIH—not inventedhere—way of thinking means that in order to break-in, non-Koreans “need to be substantially better than their Koreancompetitors.”

Language is another issue. Because many South Koreans,even in business, have not embraced English, ElevenEngineering has recruited Korean-speaking employees.

Despite these difficulties, Sobota put Dr. Kim’s presenta-tion into a more practical perspective, proving that eventhough Canadian companies can sometimes be slow to dobusiness, they can be successful.

MAKING INROADSAnother local company is making some progress withKETI. In 2002, TRLabs signed a memorandum ofunderstanding to look into areas of collaboration andundertake exchange programs.

However, since both organizations are not-for-profits, Dr.David Antoniuk, in charge of business development,explained to me that getting the right combination ofmutually collaborative technologies and funding is provingdifficult. To overcome the first hurdle, TRLabs and KETIwill come together this fall in Alberta to review mutuallybeneficial competencies in wireless broadband and hometechnologies. Okay, I’ll admit, I had to ask Antoniuk forfurther explanation of the term home technologies. It turnsout we are closer than ever to linking all of our electronic

devices in the home and being able to control them fromone central location, often outside the home. Not only that,but TRLabs is examining how those networks can

communicate with your car, your cell phone,PDA—any electronic device.

TRLabs’ wireless technologies are highlyrespected in other areas of Asia as well.

Researchers and their industry partners arecurrently in phase one of the China railway train

digital information system project, which “aims todevelop and implement a prototype rail car system that willprovide passengers with access to TV and videos, phoneand Voice over IP service, train and train station Internetaccess, and value-added services as diverse as onlinegames, trading, shopping, banking, and advancedpurchasing.” China has the world’s third longest railnetwork with 5,000 railway stations and 2,700 passengertrains serving 1.6 billion passenger trips annually. If theprototype is successful and funding is obtained for a fullroll-out, this could be a significant project for TRLabs andmany of its Canadian partners.

SKILLS SHORTAGES REMAIN A BIG CHALLENGEThe Conference Board of Canada didn’t have greatnews for struggling companies when they recentlyestimated that Alberta will face a shortfall of 332,000workers by 2025. So what is being done to address this?Well, on a municipal level, the city has launched a newwebsite and referral campaign, both designed to promoteGreater Edmonton to potential immigrants and migrants.

If you have friends or relatives thinking of moving toCanada, the Tell Somebody campaign encourages you toregister them on www. tellsomebody.ca to receive an e-mailwith a link to the Move to Edmonton website. As an addedbonus, you could win an iPod Nano for your efforts!

The campaign is directed at the city’s varied ethniccommunities, encouraging them to share their enthusiasmfor living in Edmonton. But, it seems that Edmontoniansaren’t the only ones enthused about the city. Karen Link,who heads-up the program, has found “… people signed upfrom the Philippines, Singapore and the Sultanate of Oman.More to the point, out of the people who were told aboutEdmonton by their friends, about 70 percent were inCanada… although there were also people from India,China, Germany, France, Spain, London, Australia,Venezuela, El Salvador, Sweden and Chile.”

The corresponding movetoedmonton.com website isdesigned to educate immigrants about the benefits ofsettling here. Consider that only six percent of immigrantsto Canada settle in Alberta—and only 27 percent coming toAlberta settle in Edmonton—and it’s obvious that somemajor PR is needed if newcomers are going to be oneoption for alleviating skills and labour shortages. For many,the understanding in their home countries is that in order toget ahead you must move to a city—the bigger the better.So they choose Vancouver, Toronto or Montreal. Whileevery Albertan—and even the odd Torontonian—knowsthat this is the fastest growing economic region in Canada,it isn’t common knowledge among foreigners. And don’texpect the immigration officers at Canada’s embassies andconsulates to do it—it just isn’t their job. So, with limitedknowledge of employment opportunities Canada,immigrants settle where their friends and family alreadyare—yes, in the “big” three.

The goal of EEDC—the Edmonton EconomicDevelopment Corporation—is to increase immigration tothe region by 10 percent in three years. To do so, peoplefirst need to know Edmonton exists… and then what it hasto offer. My business takes me around the world and,believe me, most people I meet with have never heard of it.Move to Edmonton is well designed and extremelyinformative. Link tells me that, in addition to those peoplebeing referred by the Tell Somebody initiative, the site isgetting a lot of attention on its own: A lot of visitors havefound the site through general web searching. Link is alsoencouraging regional employers, local immigrant serviceproviders and immigrant community groups to add a Moveto Edmonton link to their own sites. Not a bad idea forconsultants, recruitment agencies and other economicdevelopment authorities to do the same.

The site is also a resource for local companies with aHiring an Immigrant section. It lists nine different programsavailable for workers to come to Canada and, by prompting

you to choose one of four options, narrows down that list tothe programs that are relevant. For example, someone whochooses “The position is primarily seasonal agriculturalwork” will have the low skilled workers pilot project,seasonal agricultural workers program and working holidayprogram to choose from.

THE NISKU EXPERIENCEThe Leduc-Nisku Economic Development Authorityalso recognizes that the number one challenge facingmembers is staff shortages. For this reason, Pat Klak andher team have taken a more direct approach to recruitingforeign workers to alleviate the problem.

The fact is that few companies have the time or resourcesto undertake an international personnel search. So theAuthority took job postings and applications in hand, andparticipated in the German portion of Euromission—theonly EDA to do so. With the mandate to conduct initialinterviews, Stefanie Shultz represented four of theAuthority’s clients and found qualified and interestedworkers in the three cities that she visited. These welders,nurses, machinists, field supervisors and general labourerswere ready to board a plane to Alberta on a moment’snotice. With unemployment rates of 20 percent in someregions, many older workers have all but given up onfinding local jobs and felt their future lay in Canada. Othershad always dreamed of emigrating and saw this as their bestchance. Some were ready for a new adventure.

However, Schultz quickly realized that, despite theirperfectly translated resumes, the large majority of theseworkers were simply unable to communicate in English atthe level her clients required. So what to do? I know ofcompanies that hire exclusively from one ethnic communityand then rely on one manager or shop foreman with fluencyin both languages to communicate with the staff. Othercompanies pay for English language training. These optionsbecome less viable when workers have to write equivalencyexams for their professions/trades. As a result, to-date, onlyone company represented by Schultz has employedsomeone from Germany.

Further complicating the problem is the seven monthback-log of applications for the provinces provincialnominee program and three month delay for the temporaryforeign worker program. Contrast that with the Australianswho were in Europe at the same time and granting landedimmigrant status in three days.

“To dispel many of the myths and rumours floatingaround the business community about the difficulty ingetting foreign workers to Canada, the Authority is planninga panel discussion this fall,” expalins Schultz. The PNP hasbeen successful for some companies but others are put-offby the paperwork and red tape. For each company, it comesdown to weighing the expenses involved in an internationalrecruitment drive versus the opportunity cost of lostbusiness.

PNWER SUMMIT BIGGEST EVERSome 570 delegates registered for the 16th AnnualPacific NorthWest Economic Region conference held inEdmonton in mid-July. Coverage in the July issue ofEdmontonians generated significant pre-publicity and localinterest in the somewhat obscure organization. Accoladeswere forthcoming from PNWER executive and numerousparticipants. Few were as personal as that of JeanneBluechel whose husband, former Washington Senator AlanBluechel, was co-founder with Jim Horsman, then deputypremier of Alberta. “I’ve been trying for years to explain tomy children what their father helped create. I’ve got enoughcopies of Edmontonians to hand-out to everyone… finally,they’ll understand,” she beamed.

The summit was the largest ever gathering of govern-ment and private sector representatives from Alberta,British Columbia, Yukon, Alaska, Idaho, Montana, Oregonand Washington. There were more than 250 registrantsfrom Alberta. The organization explores numerous areas of

mutual benefit and collaborates onpotential resolution to regional issues. ✔

Cheryl Lockhart is owns InternationalStrategies Ltd., specializing in export-related planning and marketing. E-mail: [email protected]

GREA

TER EDMONTON

INTERNATIONAL BUSINE

SS

By Cheryl Lockhart

“I“I

7EDMONTONIANS AUGUST 2006

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t had been a while since I’ve worked as a journalist, so I wasa bit nervous when I embarked on an internship withEdmontonians to write its annual Sizzling Twenty under 30.Four years ago, I had finished the journalism program at

Grant MacEwan College with the feeling that I wasn’t ideally suitedto the profession. Then two years ago, I returned to GMC for theprofessional writing program. Along the way, I decided that I wantedto finish my internship and finally receive my journalism diploma. InMay, I received both my diplomas—a week after I re-entered theworld of journalism… uncertain of whether I would remember all Ihad been taught four years previously.

It turns out, I had nothing to be worried about and I thoroughlyenjoyed my time at Edmontonians. In fact, I am even consideringworking as a journalist after this experience. I had the honour ofworking with Barb Deters, who is a veteran of the journalism industryand as fine an editor as any writer could wish to work with. Workingwith photographer Terry Bourque added another dimension to myinternship.

I also was blessed with the opportunity to meet and interview sometruly inspiring people, especially since I myself am under 30 andbeginning my career.

In this fifth year of the Sizzling Twenty under 30, I have found thereto be a fine mix of business-savvy go-getters and humanitarians. I

have never heard the words “I love my job” more than in thisexperience. Those very words encompass what most people seekin their careers, and it is proof that if you love what you do, successwill follow. Everyone I interviewed was so different, had so manydifferent experiences, but they all have achieved so much insuch a short time. These are busy people who maketime for the things that are important to them.

Although only 20 could be chosen fromamong the nominees, I have no doubt thateveryone I interviewed will be recognized fortheir accomplishments. Thank you all, forbeing gracious with your time… for sharingyour experiences… and for inspiring me andothers to work toward what matters to us.

It was challenging to condense theessence of these personalities into a mere300 words and still do The Sizzlers justice.However, I think the glimpse offered willdemonstrate to everyone how dynamic anddedicated they are.

Take note, fellow readers: these are thepeople of my generation and they willsurely change the world. ✔

II

Jay SparrowLead singerMurder City Sparrowswww.murdercitysparrows.com

Imagine the rush: singing into the samemicrophone as Frank Sinatra, playingyour guitar in the same room as RayCharles’ piano, and recording analbum at Willie Nelson’s studio inTexas. How cool is that?

Ask Jay Sparrow.He’s the 25 year-old lead singer of

the Murder City Sparrows, afour-person Edmontonband. Sparrowdescribes their

music style as a combination of punk, country and pop.How did the band get its name? Sparrow was

struck by the homicide rate in Washington, DC—250 to 400 people are murdered each year, in a cityhalf the size of Edmonton. The other part of thename—and his own—comes from CharlesBukowski’s printer, Black Sparrow Press.

Sparrow has no musical training and can’t readmusic—he plays by ear. He started playing whenhe was 14, and wrote the lyrics and music to hisfirst album when he was 16 and 17.

The band has been around since 2002, but 2005was its best year so far. Sparrow explained thatthey weren’t particularly thrilled with their first

album, so they decided to hone theirmusic style for a year before they

released another album. Theyteamed up with Gordie

Johnson, a former member of

Big Sugar, to make it happen. The new single,Burn in Water, is getting national air play, and theyhave a video on Much Music.

Accolades are coming their way. Sonic FMnamed Murder City Sparrows Band of the Month,and they were written up in the defunct DOSEMagazine as a group to watch in Western Canada.The New Music West festival in Vancouverpresented them with the Future Superstars Award.

The second single from their self-titled albumwill be released this summer. Murder CitySparrows will also be touring Eastern Canada,stopping at the North by Northwest Music Festivalin Toronto. ✔

Photos by Terry Bourque

By Talea Medynski

Talea MedynskiJournalist


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Karen DackiwFundraising consultantKetchum Canada Inc.www.kciphilanthropy.com

“Fundraising truly is a rollercoaster and you just need to enjoythe ride,” says Karen Dackiw, a professional fundraisingconsultant with Ketchum Canada Inc. KCI sends her todifferent organizations to help with their campaigns.

Currently, as the campaign director for the RCMPHeritage Centre in Regina, she is responsible for raising

Derek and Cody BrunoCo-owners Cree Convenience & Peace Hills Pure Water

Derek Bruno is a “big picture kind ofguy” and Cody Bruno focuses on thedetails. Together the brothers havecombined their talents to run twosuccessful businesses on the Samson CreeNation Reserve in Hobbema, Alberta.

The Brunos saw opportunity in theircommunity. Samson was lacking qualitycustomer service and clean drinkingwater. With well-developed businessplans, the duo opened the CreeConvenience store and Peace Hills PureWater in 2001.

When they first opened the store, therewere occasions when Derek would sleepunderneath the office desk, with Cody ontop of the desk, “curled up like a cat.”They dined on Kraft Dinner to savemoney. Their sacrifices paid off. Threemonths after opening, Cree Conveniencemet the profit projections of the third year,enabling them to start Peace Hills PureWater. Most of Peace Hills’ revenuecomes from the five gallon water bottles,but it also sells 600 ml water bottles,water coolers, softeners, water purifyingproducts and filters.

In their first year at Cree Convenience,they achieved $1.2 million in sales. Withsteady growth and continued success, theBrunos won the Syncrude AboriginalYouth Entrepreneur Award of Distinctionin 2006.

They find that humour gets them throughthe rough patches. One day while they wereworking through some problems, their fathergave them some advice from the Bible.

“No offense to this, but I couldn’t see adirect correlation from the Holy Bible to theconcepts of employment insurance andmodern accounting practices. Before he left, Ijokingly developed the Holy Trinity ofbusiness which consisted of hard work,opportunity and luck,” recalls Cody.

“I credit much of our success to thedynamic partnership of Derek and myself,”says Cody. They trust each other, and alwaystake something positive out of their mistakes.“Forward motion is important in business.”

Besides running their businesses, thebrothers lead busy lives. Twenty-eight yearold Derek is the youngest ever chairman ofthe board of the Samson Cree NationHolding Company. He’s also a trustee on theSamson Education Trust Fund and acouncillor of the Samson Cree Nation.

Derek is adamant about his motivation:“What means the most to me is thecommunity of Samson. This is what makesmy life purposeful.”

He believes a lot of a community’s socialproblems can be solved by developing the

Alice Louise PhippsOwner

Sea Grape Giftswww.seagrapegifts.com

“Wow, it smells nice in here.” That’s the first thingpeople say when they walk into Sea Grape Gifts.

Alice Louise Phipps named her Caribbean-themedstore after an ornamental tropical plant that producesedible grapes. Sea Grape has everything from Haitianhand-made dolls to rum cake to coconut tea.“It’s kind of a cultural exploration,” says Phipps.

Her parents come from the islands of Carriacou and St.Kitts, but Phipps was born and raised in Edmonton andattended French immersion schools. She always wanted her


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$10 million. Despite the challenge, she is excited about the chance to educate people about theRCMP’s long and illustrious history. For Dackiw, fundraising is about

“impacting the community,” not just about raising money.The 29 year-old Edmontonian started her career working for theUnited Way at Norwood school, in the Partners for Kids mentor

program.“Norwood was a rude awakening,” says Dackiw, having

discovered it was in one of the most impoverished communitiesin Edmonton. She realized how fortunate she was when she wasgrowing up, and how poverty impacts families. It was from thisexperience that she decided to become a fundraiser.

While Dackiw loves her job, it isn’t easy. Not many peoplelike to ask for money, and people aren’t easily parted with

their money. Good thing she’s tenacious. “Fundraising is about linking donors with

organizations in order to work collaboratively toimprove the community and create lasting impact.”

When she was at Norwood, she made over 200speeches about working with students and familiesliving in poverty. In 2000, Dackiw was the UnitedWay’s most requested speaker and named thespeaker of the year.

“The best thing about my job is that I get tolearn about all the good work being done.”

Each assignment has its ups and downs—that’sthe nature of raising money for a cause. “At the end, I can say it was hard… it was

challenging… but it was worth it.” ✔

economics of a community. “A job helpswith integrity… it will reach beyond justputting money in their pockets.”

Since Derek has become more involved incommunity politics, Cody, 24, has taken overthe daily responsibilities of running bothcompanies.

As well, both are pursuing an education.Derek, who already has a FirstNations management diplomaand a Bachelor of Commercedegree, is in the process ofreceiving an MBA with amajor in community studiesthrough distance learning.Cody is completing his fourthyear of his Bachelor ofCommerce degree on a part-time basis, driving toEdmonton threetimes a weekduring theacademic year.

“It is a challengeto attend schooland maintain mybusinesses at thesame time. Beingorganized andplanning aheadare vital tomaking the entiresystem work,”explains Cody.

Their business

experience has led them into public speaking.Derek spoke at the Aboriginal businesssummit about small businesses interactingwith big businesses. Cody has spoken tostudents on topics ranging from business toself-awareness.

“Once you’re involved in yourcommunity,” says Derek, “it’s a positive

cycle.” ✔

own business, and took action whenHurricane Ivan wreaked havoc on hergrandmother’s home in Grenada in 2004.Phipps decided a specialty store could helpthe affected island’s economies and spreadthe diverse Caribbean culture.

She opened Sea Grape Gifts in April 2005.She wanted to jump in to running herbusiness full time, but she was too practical.Instead, the 27 year-old works full time atIntuit Canada, and opens Sea Grape fromThursday through Sunday.

“My whole family’s been reallysupportive,” she says, explaining that herdad works in the store Thursday and Fridaywhile she is at Intuit.

Phipps has promoted Sea Grape Gifts byjoining a couple of different AfricanAmerican organizations and by taking partin Black History Month, where she soldher products at the Taste of Africa andCaribbean event. She’s also involved withthe Caribbean Women’s Network and inthe upcoming Cariwest Festival.

At first, Phipps was concerned herbusiness wasn’t growing quickly enough.But, a successful entrepreneur friend, toldher not to worry, and teased her that it wouldbe a while before she could afford anythingbut macaroni and cheese. Certainly less hardto swallow when you can sip a soothing cupof cinnamon coffee. ✔

Derek

Cody


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Melanie NakatsuiOwner and director of Melanie Nakatsui Salon & SpaOwner of Melanie Nakatsui Management CorporationPublisher of Philippine Asian Chronicle

At 27 years old, Melanie Nakatsui runs three businesses, isactively involved in her community, and has a young family.

Nakatsui was an entrepreneur at a young age. At 22, shecreated the Melanie Nakatsui Management Corporation, aone-woman operation that helps other companies start upand get organized. She also owns the Melanie NakatsuiSalon and Spa, and is the publisher for the Philippine AsianChronicle.

“[The paper] is more about bringing people together,”Nakatsui says, explaining she doesn’t run the paper just tomake a profit. “It helps bridge a gap.”

Her biggest business is her salon, which sheopened when she was 23.

“I’m not a hairdresser, but I love theindustry. I love making people feel good

about themselves.” Nakatsui runs the salon and spa, takingcare of tasks such as payroll, inventory and supervisoryduties. She credits the salon’s success to her stylists andstaff.

“They’re the make or break of a business. Good staff helpswith client retention—from the front desk to the stylists.”

Nakatsui has a huge drive to help others and volunteers forseveral charities, organizations and committees. She’s thepresident-elect of the Junior League of Edmonton, anorganization that trains women in leadership skills and alsoemphasizes community involvement.

“It’s one of the more important community organizations.”She’s also on the Mayor’s multicultural advisory counsel,

is the chair of the proposed Mayor’s Multicultural ArtsEvening, and is on the communications and communitydevelopment committees. Through her position on theoutreach committee, she is a strong promoter of the LoisHole Hospital for Women.

Despite all her current success as an entrepreneurand volunteer, Nakatsui aspires to someday open a

homeless shelter. ✔

Matt AubinPartnerPure Vision Inc.www.purevisioninc.com

Matt Aubin’s dad is an entrepreneur, his mom is anartist. So it seems natural that he would partner in abusiness that combines common sense with creativity.

Aubin, 27, went to NAIT for marketing andphotography, and has certificates in design. Hiswife, Stephanie, has a business degree from theUniversity of Alberta. In 2002, they pooled their

talents to form Pure VisionInc., a design,

marketing andphotographycompany.

“I’ve always loved marketing,I’ve always loved design,” saysAubin. “I really feel passionateabout this.”

The company is based in SherwoodPark and has a staff of five people.Aubin is involved in every stage ofprojects and Stephanie is the businessmanager.

“I love what I do. I like being able totake things from conception to finishedproduct.”

The talented crew produces work that hasappeared in national magazines. Butanother reason for the company’spopularity is its customer relationships.Aubin encourages clients to go with whatwill work best for them, not just what they

want. “It’s based on a customer’sneeds.”

Aubin also loves to work withpeople.

“We view our customers asfriends. I think our customersfeel the same way.”

Aubin and Stephanie haveboth worked hard, with 12 to 14

hour days being common. And ithas paid off. In the past year,

business has doubled. And yet, PureVision doesn’t do any marketingitself.

“Mostly, it is word of mouth. It’s agood testament to us and our workhabits. It’s the best kind ofadvertising,” beams Aubin. ✔

Lora BrovoldActress and producer

Lora Brovold’s parents were set on her becoming a lawyer. Shedecided to become a theatre actor instead. Her parents protestedat first, but then encouraged her.

“My dad always said to concentrate on dreams first,” says thesoft-spoken thespian and producer.

It was decided that if she was going to be an actor, she wasgoing to get a degree. Brovold moved from Ontario to Alberta toattend the University of Alberta’s drama program. She graduatedin 2002 with a Bachelor of Fine Arts, and she has been actingsince, in both free and paid performances. She also producesplays, an experience that “is hard work but empowering.”

Brovold acknowledges acting is a tough market: Even thoughshe has been acting since 2002, most directors want moreexperienced actors. As well, there aren’t many female roles, and

some theatres in Edmonton don’t hold auditions. At 27, this is the first year she hasn’t had to rely on a

full-time job to support her acting. “It’s hard not to have ajob, but it’s good because it gets your entrepreneurialbrain in gear,” explains Brovold.

Success comes after four years of hard work; thisyear, she’s had major roles in Three Days ofRain and Hockey Stories for Boys. Herperformance in Three Days of Rain earnedher a nomination for an Elizabeth SterlingHaynes Award.

In March, Brovold signed with an agentwho should open up more opportunities forher in film, television and radio. In the nextyear, she would like to produce a play and willbegin her four year apprenticeship to become anequity actor, which may help her to get moreacting jobs. ✔

Gino MarghellaDeli managerItalian Centre Shopwww.ItalianCentre.ca

If you become a regular customer at the delicounter at the Italian Centre Shop, GinoMarghella will soon know your name. His personality traitbrings in business, and customers wait to be served byMarghella.

“I like it when I have 50 [customers] and I can makeeveryone happy,” says Marghella.

He started working at the Italian Centre Shop when hewas 17 years old; now, at 24, he is manager of the delicounter. Despite his youth, he has become an exceptionalmanager because he makes the effort to get to know hiscustomers and his co-workers.

When he first started working as a manager, he struggledto gain the respect of his co-workers, most of whom wereolder than he. That came by working alongside them, notjust supervising them.

“You can’t tell people to dosomething without being willing to doit yourself,” Marghella explains of hissuccess.

His caring attitude toward his co-workers, and his own work ethicmake for a productive environment.He has shown increases in deli sales

each year through his customer service, and helps withemployee retention through his positive relationships.

“I’m a working manager, a people’s manager,” saysMarghella.

He works long hours and rarely takes a vacation, readilyadmitting, “I couldn’t consider myself doing somethingelse.”

Marghella is also finishinga business administrationaccounting program atNAIT, and got marriedin July.

“I like to be busy,”he laughs. ✔


Proof_ 2____PROOFED BY:_______________________________________________CHANGES MADE:__________________________DATE:_________________

RosemaryWilliamsProject managerBottom Line Productionswww.bottomlinepro.com

Rosemary Williams didn’t plan for acareer as a project manager at apublic relations firm. It justhappened that her love of arts andpromotions led her in the rightdirection.

With a Bachelor of Arts degree anda diploma in public relations,Williams ended up having the rightcombination of education needed forthe position at Bottom LineProductions, an Edmonton companythat promotes clients and events.

Williams, 28, has been there for twoyears and says, “I like being able tostart from the planning stage [of aproject] to the implementation of it.”

Her dedication flows over into hervolunteer work, which is encouragedby her employer. “It’s a mandate at

Bottom Line to work for a biggerreason.”

Williams has volunteered forevents such as the Junos, theMagnetic North Theatre Festival, theCanadian Breast CancerFoundation’s CIBC Run for theCure, and the Country MusicAwards. She directs her efforts topublic relations, marketing andcommunications activities becausethere are not many volunteers withthat expertise. In 2005, she generatedso much best media coverage for theCIBC Run for the Cure that she wasrecognized with the outstanding runvolunteer award in the Prairies-NWTchapter.

Williams is finishing her Master ofArts in professional communicationfrom the Royal Roads University bycorrespondence. She practices yogaand is also taking up golf. With somuch going on in her life, somethinghas to give. So, despite her love forvolunteering, Williams has decidedto take a two year hiatus.

“It’s too hard to balance it all.” ✔

Kori ChilibeckOwner and chief executive officerEarth Water Internationalwww.earthwater.ca

When Kori Chilibeck was in Nepal, he saw an old manwith no shoes or coat, laden with cases of Coca-Cola ina woven straw basket on his back. Chilibeck recallsthinking about the futility of the situation: Obviously,the man was working for such a pitifully small wage,he couldn’t even afford to consume the product he wascarrying.

Upon his return to Edmonton, Chilibeck resolved tohelp. His idea was to purify Strathcona County waterby reverse osmosis… bottle it… sell it…donate profits to help those in need.

He submitted a proposal to theUnited Nations in which hecommitted to creating a for-profit company thatwould donate 100percent of its netprofits to theUnitedNationsHigh

Commissioner for Refugees. Chilibeck was diligentand determined: He phoned, e-mailed, and wrote theUN for three months before someone contacted him.He was given 10 minutes to talk to a UNrepresentative.

His persistence paid off. In October 2004, EarthWater International was launched—the only productauthorized to display the UN logo. In the past 16months, the company has been growing at aphenomenal rate, selling its bottled water in theUnited States and Canada. Chilibeck went to theNetherlands to set up a European Earth Wateroffice. In June, he traveled to Southeast Asia tomeet with potenial importers.

Earth Water is a partner in ninemillion.org,launched on World Refugee Day, June 20, 2006.Nine million children are refugees, and thecampaign helps those in refugee camps

“through education and sport.” Theninemillion.org logo is now on Earth Waterlabels.

Chilibeck’s long-time friend, Atlantic seriesracecar driver Mike Forest recently added theEarth Water label to his Champ car.

Although not a traditional business, the 27year-old says the company answers to itsshareholders just like any other.

“Our shareholders are everyone in theworld in the worst conditions.” ✔

Sarah ConantCo-owner, vice president and event coordinatorVIP Concierge & Errand Service www.vipedmonton.net

When Sarah Conant is at awedding, she carries a kit filledwith everything from Band Aids tosmelling salts, a habit from hercollege days studying technicaltheatre production. She uses asimilar kit now in her job as anevent planner for VIP EventConsultants, a division of VIP

Concierge & Errand Service.Conant and her mom, Lisa, got the

inspiration for their company during a trip toNew York three years ago. Conciergecompanies are common there, but not inEdmonton. When VIP opened last

September, there was a great response. “We do anything within the confines of being

legal and ethical,” laughs Conant, who explains thecost are “very affordable” because they want singlemothers to be able to access their services. She wasraised by her mother, who knows the financialchallenges of a single parent.

The 22 year-old launched the events consultantdivision, and plans everything from charityfunctions to fashion shows. Conant’s experience asa stage manager makes planning events easy bycomparison. She’s also a personal shopper, eitherfor or with clients.

But Conant doesn’t work only at building VIP. Inaddition to her job as its event coordinator and vicepresident, she is also an assistant manager atReitman’s.

“Sometimes brides are concerned that I haveanother full-time job,” she admits. But, sheobviously thrives on being busy.

Conant loves both of her jobs—she’s never bored.And that’s important to her. ✔


Proof_2_____PROOFED BY:_______________________________________________CHANGES MADE:__________________________DATE:_________________

Kent GreavesAccounting technicianVeres Picton & Companywww.verespicton.com

“My dad and I joke all the time that we’re playing Monopoly,only with our lives,” says Kent Greaves.He grew up in Stony Plain, and has already owned twobusinesses—a slate installation business and an accountingbusiness. Like any Monopoly player knows, you win some… youlose some. And this keen entrepreneur is ready to get back into thegame with a goal to make money and develop a skill set.

The 25 year-old, an accounting technician at Veres Picton &Company, holds a Bachelor of Commerce degree and is finishing14 months of course work to become a certified accountant.

“Accounting will teach me what I need to know aboutbusiness,” Greaves explains. He recognizes that beingan entrepreneur is risky, so he wants to make surehe has a solid plan before owning a businessagain.

Greaves wants to work in the “business of necessity”—people will always need to eat and have a place to live.The plan is to invest in franchises like McDonald’s and TimHorton’s, and to buy real estate such as apartments, housesand commercial buildings. In fact, he and his entrepreneurfather have teamed up to buy two or three houses—oneevery six months—in need of TLC and renovate themfor rental.

“Our first purchase will be this September.Right now, we are finalizing the business planand gathering the team.”

Greaves idea is to work hard now so that hecan work less in the future. “My

goal is to work two to three days aweek while still making

Amanda Olivari & Laura RadbourneOwnersCinnamon Baby Boutiquewww.cinnamonbabyboutique.com

At Cinnamon Baby Boutique, you can buycouture for children. Owners Amanda Olivariand Laura Radbourne even sell the shirt thatBrad and Angelina’s baby, Shiloh, is wearing inher alleged $4 million debut picture.

The boutique looks like an upper class child’sbedroom, painted with bright colours, filled withlarge white cabinets, and lit with boutique-stylechandeliers. Since most of the clothing lines areexclusive in Western Canada, being a bit posh isappropriate.

Despite the exclusivity of their products, Olivariand Radbourne insist that wealthy parents are nottheir typical customers. In fact, an array ofcustomers frequent Cinnamon Baby, from the parentwho buys a barrette to the grandmother who splurgeson a stroller. Prices range from the $20 t-shirt to the$500 designer diaper bag… you can buy everythingfrom newborn to size 10 clothing to custom-designedfurniture. They are even equipped to organize babyshowers, and host yoga and pilates sessions.

“I do think our customer is someone who wantssomething unique,” says Radbourne.

Being unique in Edmonton is exactly what thepartners wanted. Olivari wasn’t able to find exclusivechildren’s clothing for her two girls in Edmonton, so sheshopped in Phoenix, Arizona. For Radbourne, Cinnamon Baby

combines two of her loves: children and fashion and she thought the boutique was agreat idea.

The 26 year-olds were both raised in businesses: Olivari managed her grandparent’sstore, Giovanni Yamaha Music School, for six years, and Radbourne worked at hergrandparent’s Grande Prairie store, Ernie’s Sport Experts. They met in the marketingprogram at NAIT, where they soon became friends. After NAIT, Olivari married and hadtwo children. Radbourne became a certified nail technician, and managed a restaurant andanother clothing company, but none of those jobs were her passion. In early 2005, after twoyears of talking about opening a children’s store, Olivari called Radbourne and said shewas ready.

Cinnamon Baby Boutique opened in August 2005, six months after the friends startingplanning. It was named after a store called Cinnamon Girl that Olivari went to when shewas honeymooning in Hawaii. She decided that if she every opened a store, the namewould start with “cinnamon.”

They look forward to when they can hire people to work in the store. Right now,Radbourne works onsite most days and takes care of daily tasks such as accounting. Olivaridoes the purchasing from home so she can be with her girls, and works in the store twice aweek. While extra help would be great, both admit that they have a close connection totheir customers.

“We’ve really formed a lot of friendships,” says Olivari.Radbourne says it’s been a lot of fun because they’ve met so many great families and

customers.“We get to watch people’s babies grow up,” says Olivari.In the future, these friends and business partners would like to open a maternity store,

and turn Cinnamon Baby into a franchise. ✔

Chris BolivarPresident & Creative DirectorOptamediawww.optamedia.com

“I’ve never actually worked for anyone,” admits this youngentrepreneur.

Optamedia, an Edmonton communications company that specializesin branding, was born when Chris Bolivar was studying politicalscience at the University of Alberta. There are only eight employees,but he considers his small company to be his competitive advantage.

“When you have ownership over projects, you have better results,”says Bolivar. The staff takes care of the creative aspects of the business,while he focuses on business development.

Since its conception, business has grown 200 to 300 percent peryear, with clients such as Microsoft Canada, Isotechnika, andthe Kidney Foundation of Canada.

“I don’t think the equation to business is difficult orprofound. If you deliver the goods and treat your customersright, you’re going to do well.”

But the success also comes with a challenge. “The growthof the company is very difficult to manage.” He explainsthat it’s important to ensure that the resources match upwith the growth.

Bolivar plans to expand Optamedia, first inwestern Canada, and then nationally. His goal isto be a leader in the national branding and designcommunity in Canada.

“I have ideas everyday. The most difficult thingis choosing which ideas to pursue and which ones todrop.”

He also has a rich community life, and is on thefundraising committee for the CARITASorganization and volunteers for the EdmontonJunior Chamber of Commerce.

“We all want to make Edmonton a betterplace.” ✔

$100,000 a year.”This ambitious youngman also wants to sailaround the worldwith his family.

“I’d start inVancouver andhead south andthen head east.” ✔

Laura

Amanda


Proof_2____PROOFED BY:_______________________________________________CHANGES MADE:__________________________DATE:_________________

MAKINGmoney

By Ron Hiebertnyone who buys stocks is always on thelookout for growth. Whether it is a country, anindustry or an individual company, investorswant to put their money where they think the

profit potential will be the greatest. They just assume thatthe big money is made in the hot sectors by following the4Gs: Go early. Go big. Go fast. Go rich.

Unfortunately, just identifying growth sectors and theninvesting heavily in them is not a complete strategy. At best,it is flawed and more likely to lead to the poor house thanto great riches.

Compare two very divergent economies: China andBrazil. If an investor had to choose, most would intuitivelypick China, the country that produced the best stock marketreturns during the past decade. Other than soccer, it is hardto think of many things that Brazil could best China at or,for that matter, even come close.

CHINA: AN EXPENSIVE LESSONIn 1990, China started down the long road toward westernstyle capitalism. In that year, the Shenzhen and Shanghaistock exchanges opened for business. This event generatedhuge excitement among domestic and foreign investorsalike. Pent up capital among 1.6 billion of the world’s bestsavers finally had a place to go. Huge amounts of domesticmoney poured into their stock markets. People wereliterally desperate to buy equity in the world’s fastestgrowing economy. Police were called in a number of timesto quell rioting among angry investors who thought thatthey might not be given a chance to participate.

To compound the problem, China also opened its doorsto foreign investors. Everyone from the farmer in Camroseto the businessperson in Melbourne wanted in on the actionas well. This caused the supply of money flowing intoChina’s small capital markets to far exceed the opportu-nities available. Stock prices were driven up to valuationsthat were considered insane by western standards. Yet inspite of the astronomical multiples to earnings and sales thatthe shares of these companies fetched, investors onlyfocused on the fact that the Chinese economy was runninglike it had been hooked up to a nitrous bottle. Based on thatfact alone, they assumed this was enough to make investingin China a lay up. They cared little about what that oppor-tunity cost them.

Investors soon found out that they should have cared a lotmore about the price they paid. According to research done

by Dr. Jeremy Siegel in his book The Future for Investors,a $1,000-investment in the broad Chinese stock market in1992 would have shrunk to $320 by the end of 2003. Thiswas a decline of 10 percent per year over the period,making Chinese markets the worst performing in the entireworld, despite having its hottest economy. Even thoughChinese GNP experienced 25 consecutive years of growthgreater than nine percent, this still wasn’t enough toovercome the action of investors grossly overpaying forwhat they bought. Chinese stocks had to languish through a13-year bear market from which it has only recently brokenfree. To pull Chinese stocks back to reasonable valuationshas required a huge contraction in price and a decade ofmassive economic growth. For investors this has been avery expensive lesson.

BRAZIL: A BIG SURPRIZEBrazil has to have one of the most dysfunctional economieson the planet. Over the same time period as China, thecountry has lurched uncontrollably from one economiccrisis to another. Hyperinflation reached 1,000 percent peryear in the early 1990s and peaked at 5,000 percent in1994. There have been so many currency devaluations, debtcrises, political scandals, flights of international capital,commodity shortages, interest rate spikes, and financialfailures that economists have simply lost count of them all.This is an economy where things get patched but neverreally fixed. Scandal and corruption cause one left leaninggovernment after another to implode before accomplishingmuch legislatively. This is sad because Brazil truly has theDNA to be a true economic superpower if it could ever getits act together.

According to Siegel, between 1992 and 2003 theBrazilian economy grew at a tepid 1.8 percent per year.Over this 11-year period, its total expansion was only 22percent compared to 166 percent for China. With Chinaexperiencing almost eight times the cumulative growth rate,it would not seem unreasonable to expect stock market

returns in China to be of a similar magnitude above thosethat could be achieved from investing in Brazil. Yet theoutcome is actually the inverse of what a rational investorwould naturally expect.

Investing $1,000 in Brazil in 1992 would have grown to$4,781 in 2003. This represents an annual return of morethan 15 percent per year. The performance differentialbetween the Chinese and Brazilian markets over theidentical time span is an incredible 25 percent per year. Theabsolute dollar gap is $5,101 on the original $1,000investment made in each economy.

WHAT’S GOING ON?How can a vastly inferior economy absolutely spank asuperior one so convincingly in the area of total return? Theanswer lies in valuation. The market at the best of timestends to be an imperfect weighing mechanism. It has atendency to wildly overvalue good performance whiledramatically undervaluing bad.

At the extremes like we’ve seen with China and Brazil,the market tends to take an economy that is doing 5 1/2times better—if you compare China’s long term GNPgrowth of 9.5 percent per year to Brazil’s 1.8 percent—andvalues it like it is doing 20 times better. In the example ofChina, no matter how strong the economy got, there was noway that companies could perform at the level thatinvestors were valuing them. They were priced beyondperfection, which gave them only one direction to go:down. Brazil had disappointed investors so many times thatthey literally hadn’t priced any growth at all into theequation—just disaster. When the economy in Brazilactually did grow, even modestly, the market had to readjustits overly negative expectations and, as a result, its stockssaw explosive growth.

Understanding value is the key to making money in themarket. By learning not to overpay, investors can insulatethemselves from big losses and often be pleasantlysurprised on the upside. ✔

Ron Hiebert, a director atScotiaMcLeod, teaches investmentclasses at Grant MacEwan College. Theauthor of Wealth Building can be heardweekdays at 7:34 am, on CFCW radio(790 AM). Contact him at 780.497.3215or [email protected]

AA…Go early …Go big …Go fast …Go rich

…the Chinese economy wasrunning like it had been

hooked up to a nitrous bottle.

Barret ReykdalCOO and vice president operationsRentcashwww.rentcash.ca

Barret Reykdal loves people. He wants them tosucceed, and this is reflected

through work andvolunteerism.

He is the chief operatingofficer and vice president of

operations for Rentcash, apublicly traded company that

operates under three banners: TheCash Store, InstaLoans, and Insta-rent. These companies deal in rent-to-own services and short-term cashadvances, and have 1700 employeesacross Canada and over 400 hundred

stores. At 28, this Edmonton native

has worked for Rentcash since 2001. His father is the president and chief executive officer of Rentcash, but Reykdal

started out as a store manager and worked his way up to chief operating officerwithin five and a half years. He thinks he has advanced so quickly because heproduces good results and he works hard.

“It’s a fun, intriguing, good job.”Reykdal’s day is filled communicating with people he supervises. He also

travels to different store locations, and trains the regional managers. He’s notafraid to recognize employees for their achievements, and to provide feedback.

He is known for being a leader; he listens to and motivates people. But Reykdaldownplays this claim, saying he surrounds himself with people who make himlook good.

For the past three years, he has volunteered for the YESS 2 Success event insupport of the Youth Emergency Shelter Society. He is one of the originalfounders, and got the company involved in his cause. Now, Rentcash is a hugesponsor, and Reykdal is a company representative by donating his time.

Reykdal helped organize the World’s Longest Hockey Game in 2004 to helpraise money for YESS 2 Success as well as last year’s Race to Success, a go-cartrace fundraising event.

“It’s a fantastic cause. When you hear the storiesof the kids, you just want to help them.” ✔

Caught in the 4Gs growth trap

Robert PrybyshCo-ownerArrow Engineering Corporation

When Robert Prybysh was a boy, he liked to play with Lego. Now, at 29, he still likes tobuild things.

The mechanical engineer is one of three partners in Arrow Engineering Inc. inEdmonton. Formed in March, it has eight employees.

“It’s absolutely amazing how much work has come to us in the last couple of months,”says Prybysh. If all goes well, plans to double the size of the company within a few yearscould be possible.

He attributes Arrow’s early success to the good relationship he and his partners havewith the Edmonton community. They try to address the needs of the company, the client,and their employees. Prybysh explains that material and labour costs have increaseddramatically, but they attempt to keep the costs competitive and fair for everyone.

“We try to make an effort to remember everybody.”In his spare time, Prybysh likes to take part in sports such as running and

mountain climbing. Some trips are more interesting than others, like his

recent trip to Tanzania, where he climbed MountKilimanjaro. He says the trip was a disaster—their luggage,including their climbing gear, was lost so Prybysh andhis friend had to rent gear and warm clothing. Theymade the ascent with a group of professionalmountain climbers from Slovakia. Prybysh wasfine, but everyone else got altitudesickness. The trip is definitely memorable.

Keeping in shape is part of his regimen:Prybysh does it so he cankeep on working.

“Engineers neverretire. They workuntil they die. I wantto be able to workuntil the day I die.” ✔


Proof__2_________PROOFED BY:_______________________________________________CHANGES MADE:__________________________DATE:_________________

www.suddenlyslimmerdayspa.compedicures. manicures. facials. aroma therapy message

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Why it works?The wrap detoxifies the body.

The body can get overloaded with toxinsbecause it cannot keep up with the filtration

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You force out toxins. Once the toxins aregone, the lymphatic fluid decreases and youlose inches. It is not water loss—rather, an

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first fell in love with lavande during a trip throughthe Provencial countryside. Rolling hills swathed inpurple carpets scented the air with an intoxicatingaroma that soothed the senses. The winding road we

travelled was littered with lavender stands, purveyingeverything from lavender infused honey and jams to fuseau,the classic French wand used to scent drawers.

That memorable trip inspired me to cultivate the fragrantviolet herb at home, which I grow in pots and winterindoors. If you prefer to leave the plant in the ground overthe cold months, blanket with a thick layer of mulch andkeep snow covered for insulation.

Lavender thrives in a sunny spot with well drained, sandysoil. Get into the habit of running your fingers over thefoliage to release the aroma each time you pass by, it’s goodfor the soul.

Belonging to the same botanical family as mint, thyme,sage, basil and rosemary, lavender comes in over 200varieties and 28 different species. The Greeks were the firstto note its medicinal properties, using it in a tea-likeinfusion for chest complaints, as a laxative and an antidoteto poison and snake bites. Taken with wine, it treatedstomach ache, jaundice, and liver, renal and gall disorders.Today, interest in lavender as an alternative remedy is re-emerging, seen in its widespread use in aromatherapy. Itmay be helpful in gastro-intestinal disorders to reduce sugarand cholesterol levels; and it can help in skin-graftingsurgery. Lately, lavender compound alcohol is being studiedfor its promising effects in cancer prevention.

To dry lavender, tie the flower spikes in loose bunchesand hang upside down in a well ventilated place. When dry,rub the spikes until the flowers come away from stalks. Uselavender in bags to scent cupboards and drawers. When thescent fades, rub and squeeze the bag; the warmth of yourhand will release more fragrant essential oils.

Create your own drawer liners. Use several sheets ofuncoated wallpaper that have been cut to the size ofdrawers, and wipe with a drop a few drops of lavender oil.Sprinkle with some dried lavender, and layer sheets on topof each other. Gently roll up and place in a large plastic bag.Remove paper in two weeks and brush off excess blossoms.

Make lavender water to sweeten freshly-washed linensand towels before tucking them away in the linen closet.Steep 1/4 cup of dried lavender blossoms in 4 cups ofboiling water for 20 minutes. Strain and decant into spraybottle; atomize linens before storing. You can also add thescented water to your iron, as you would water, then presssheets or pillowcases to infuse them with a soothing, rest-inducing scent. It can also be used as an air-freshener.

Lavender bath bombs sooth the body and refresh themind. Mix 1cup baking soda, 1/4 tsp borax, and 1 tsppowdered lavender flowers. Sift. Spray with witch hazel,mix, spray and repeat until mix is consistency of wet sand:It should retain its shape when clenched in your hand. Add1/3 cup citric acid and 6 drops lavender essential oil. Mixwell. Spray mold or container with Pam and pack firm withmixture. Set 5 minutes, then tap out of mold onto papertowel. Air dry 24 hours, store in dry, cool place.

Lavender body powder will help keep you cool. Mix2/3 cup arrowroot powder, 2/3 cup cornstarch, 6 tbsp whiteclay (available at health food stores) and 4 tbsp powderedlavender. Store in sealed container.

Lavender wands or fuseau, were originally used to scentlinen and other stored fabric and clothes. Frequently, theywere utilized as markers to demarcate the dozens or half-dozens of linen pieces in a bride’s dowry chest. Use onlyfresh lavender and 2 yards of 1/4” ribbon. Place one end ofribbon against stalks, leaving 8” hanging free for final bow.Bend the stalks back over the lavender heads and secureloosely in place just below flower heads. Turn bunch upsidedown and carefully bend stems over flower heads. Weaveremaining ribbon in and out of cage of stalks to conceallavender flowers within. When all ribbon is used, tie twoends of ribbon together in a bow.

Lavender can also be sourced at local farmers markets,organic food stores and gift shops. If you prefer toexperience the joie de vivre of strolling through lavenderfields without the cost of a plane ticket to Provence, here aresome great alternatives closer to home:

Lavender Harvest Farms32506 HYW 97, Oliver, BCwww.lavenderharvestfarms.com Okanagan Lavender4380 Takla Road, Kelowna, BCwww.herbsearch.comThe Saltspring Lavender CompanySalt Spring Island, BCwww.saltspringlavender.comClaybank Farm LavenderNaramata, BCwww.claybankfarmlavender.comHappy Valley Lavender3505 Happy Valley Road, Victoria, BC www.happyvalleylavender.comTuscan Farm GardensLangley, BCwww.tuscanfarmgardens.com ✔

Contact Linda Bodo at [email protected] or visitabsolutebodo.com.

avender has been used as an herb for over2,500 years. Its fragrance is so strong, longlasting and pleasant that the ancientEgyptians used it in mummifying the dead.

The oil from the lavender plant has powerfulantiseptic qualities that reportedly kill many commonbacteria including typhoid, diphtheria andstreptococcus.

Now, cooking with lavender—the best is Englishlavender—is gaining popularity. Since its fragrance isso powerful, a little bit goes a long way. This herb iswidely available from Edmonton and areagreenhouses, and the dried variety is available atfarmers markets and specialty food stores.

Lavender has got to be one of the most versatileherbs you can find. It can be used in jellies, cookies,breads, rubs, marinades, teas and numerous otherdrinks and cocktails. I even tracked down a recipe forHerbs de Provence that includes the dried flowers.

The fresh flower of the lavender plant makes a greatgarnish… or you can add it directly in your recipe. Ithas a sweet, lemony flavour that gives many dishes anincredible boost. If you want to save the flowers foranother occasion, simply freeze them in a plasticfreezer bag, immediately after you harvest them.

It’s best to cut the lavender branches where theyattach to the main trunk of the plant, and you caneither strip the blossoms off the branch or use intact,the same way you use rosemary.

Here’s three different uses for lavender. And then Imanaged to talk Linda into sharing her recipe forLavender Honey Duck. Undoubtedly, she prefersdomestic duck, but I would personally prefer the wildvariety.

Champagne Lavender Mint Tea Punch6 tsp. dried mint6 Tbsp. boiling water1 tablespoon dried lavender blossoms1 litre ginger ale1 cup ChampagneIce cubes with fresh mint leaf frozen in each

1. Brew the mint in the water in a teapot for 10minutes. Add the lavender blossoms to the pot.

2. Allow tea to cool. Strain. Add ginger ale,Champagne and ice cubes. If serving in a punchbowl, float lavender buds and mint sprigs on top.Serves six

with Chef John Berrywith Linda Bodo

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Oil-Free Lavender Dressing1 Tbsp. powdered fruit pectin 1/4 tsp. dried lavender 1/2 tsp. sugar 1/8 tsp. dry mustard 1/8 tsp. pepper 1 Tbsp. vinegar 2 cloves diced garlic 1 Tbps. Chardonnay wine3 Cherry tomatoes per plate

1. Stir together pectin, lavender, sugar, dry mustard and pepper. 2. Stir in the wine, vinegar, garlic and 1/4 cup water. Cover and chill

for 30 minutes Serve over garden greens. Garnish with cherrytomatoes. Serves four.

Herbs de ProvenceThis is a great blend to use in any fish, meat or poultry dish.2 Tbsp dried basil 1 tsp dried sage4 tsp dried oregano 1 tsp dried mint2 tsp dried marjoram 1 tsp dried lavender2 tsp dried thyme 1 tsp fennel seed1 tsp dried rosemary

1. Combine all ingreients. Mix well and spoon into a tightly-lidded jar.2. Store in dark, cool place for up to four months.

Linda Bodo’s Lavender Honey Duck3 tsp. lavender blossoms 2 tsp. fresh thyme 2 tsp. fresh savory 12 peppercorns 1 1/2 tsp. salt 8 Tbsp. lavender honey 1 Tbsp. red wine 1 duck

1. Grind all herbs and seasonings together in mortar. 2. Cut crosses into duck, rub with herb mix, then honey. Roast in the

oven at 375 of until desired doneness is achieved.3. Baste with drippings and more honey during cooking. 4. Make sauce with drippings, dash of wine, and 2-3 more lavender

flowers diced or ground.5. Slice duck and place on a platter and garnish with several lavender

flowers.

Contact [email protected] in an Okanagan Lavender FieldLinda in an Okanagan Lavender Field

Lavender Field in full bloom

Bath Bombs

Fuseau

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Sleeping with the enemy

Buying your competition allows you tohold on to and strengthen what you’ve got,but the negotiations can be difficult andyour approach may be perceived as sleepingwith the enemy. Two different companiesrecently engaged us to assist them inpurchasing one of their direct competitors.One recognized the need for anindependent third party to facilitate thepotential transaction. Using an intermediaryin these circumstances dramatically increasesthe likelihood of meaningful discussions, anhonest exchange of information andultimately a successful closing. It elevatesthe process from a fishing expedition to acredible business exchange. Initialdiscussions should take place at the highestmanagement/ownership levels of the twoorganizations. Confidentiality agreementswill have to be negotiated as in most casesthe prospective vendor will want to limitwho may have access to the informationthey provide. The vendor will also want toensure that they won’t lose any of theiremployees, particularly from themanagement group, during and after thediscussions. The purchaser also has to bewilling to share information about theircompany with the vendor. This is anextremely important gesture of good faithand helps build trust in a situation whereboth parties may be feeling vulnerable. Wesuggest that meetings between the partiestake place at a neutral location away fromprying eyes. Buying the competition is not aquick process because it requiresestablishing a relationship of trust and trusttakes time to build.

The other company that engaged uswanted to enter the Alberta marketplace bybuying an established competitor. Afteridentifying several potential targetacquisitions for them, the company decidednot to utilize our services and approachedthe identified targets directly. A month later,they met with us to discuss bringing us backinto the process. They discovered that whilemost of the targets would entertain an initialmeeting with them, once they got pastpleasantries and the competitor discoveredthe nature of the discussions, they were notprepared to share any information. In fact,the only company that would talk to themwas one that was being actively marketed.

Buying a competitor can provide you withnumerous and significant benefits such asincreased market share, better control ofyour local market place and thus highermargins, acquiring management orexpertise, economies of scale, localrelationships, greater efficiencies and costrationalizations. If buying a competitor ispart of your future strategy, call me at780.448.9386 to discuss how we can helpyou achieve this goal. For more informationabout PricewaterhouseCoopers visit ourwebsite at www.pwc.com.

with Stephen W. Kent, CA(780) 448-9099

ACQUISITIONS,DIVESTITURES & CORPORATE

FINANCE

Rishi PatelOwnerKeeran Systemswww.keeransystems.com

“Unsurpassable” is a word that is starting to ring true for RishiPatel.

When his father bought a computer in the late 1980s, Patelstarted to learn how they worked, and was only 17 when hestarted his one-man consulting business in 1999. Seven yearslater, the business has turned into a nine-person team. At 24,this born and raised Edmontonian is the owner of KeeranSystems, an IT security and infrastructure design firm wherehis role is to “steer our ship and build our client base.”

Keeran “helps companies measure and manage securityrisk through network design, system support, and hardwareprocurement.

“We come in there like a SWAT team to clean things up,”says Patel, adding that they’re not there to replace a company’sIT department, only enhance it.

One specialty is vulnerability assessment: the evaluation of acompany’s computer security.

“I think vulnerability assessment is the new antivirus of themillennium,” explains Patel.

A new software and hardware, called KeeranGuard, has thecompany on the radar in the United States. The product assesses aclient’s network, rates the security risk and impact, and provides asolution. It was developed in collaboration with an Americanfirm. Patel says it’s nearly 100 percent effective, and 12 percentof Fortune 1000 companies use KeeranGuard. Not a bad startto his long-term strategy of expanding nationally and into theEuropean market in the next five years.

Patel gives his thoughts on having a successful company:“The secret is managing your growth. The challenge is delivering

the solution on time.” ✔

Jenny AdamsPictured on coverMarketing coordinator, Edmonton City Centrewww.oxfordproperties.com

“I like to take initiative. People say I’m a doer,” says JennyAdams, a 24 year-old Spruce Grove native. The marketingcoordinator for Oxford Properties Group helps promoteEdmonton City Centre with year-round events.

She likes the variety of her job, joking that “I don’t haveto find new ways to market coasters.”

She had an opportunity to promote the arts during theEdmonton International Film Festival last year. She and aco-worker did such a good job that they won the award forpromotion of the arts at the Mayor’s Evening of the Arts inlate May.

Adams tends “to go with the flow.” This attitude got her apart in 2005’s The Bachelor, a television series wherecomely ladies vie for the affection of a gent searching for histrue love.

She explains that being on the show wasn’t as glamorous

as most people thought, but the self-confidence she gainedwas valuable. One great thing from her stint on TheBachelor was her experience in front of the camera. Adamshas appeared on Breakfast Television on Citytv to talk aboutthe show, and has also promoted events for Edmonton CityCentre on The Bounce radio station.

“I always end up getting thrown back into TV somehowor another,” says Adams. Ironically, she originally wanted acareer in TV and broadcasting, but her math mark was toolow to get into NAIT’s radio and television program. Now,because aspects of her job involve working with the media,she has decided to study public relations at Grant MacEwanCollege on a part-time basis.

Adams is a big believer in helping out her community.One place she volunteers for is the Youth Emergency ShelterSociety.

“Some stories are really sad. We live in this bubble,” saysAdams, explaining that most of us are oblivious to thehardships that othersface. “I think it’sreally important tohelp.” ✔

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