SALES TALK You are What You Sell - Exchange Magazine€¦ · • Tech Inside Sales, Marketing and Con - sulting Professionals. Area universities are among the leading beneficiaries

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JANUARY/FEBRUARY 2007 l exchangemagazine.com l 35

You can make a difference. Professional, knowledgeable, creative salespeopleare still the drivers of sales in a complex world. As product prices areslashed and individual products become commodities available from the

internet, what differentiates you from your competition is you and the extra valueyou can add because of your abilities, understanding and experience. You are theunique part of the equation.Let’s assume for a moment that this is

a good thing. What is it about you thatmakes you unique? What additionalvalue do you provide? Are you creative?Are you well read? Do you know distinc-tive ways to solve your clients’ prob-lems? Can you confidently advise yourclient to work with you because youknow you offer more value?A recent Globe and Mail article sug-

gests that people increasingly understand the importance of this uniqueness andare sharpening their abilities to add value to their client relationships. A survey bythe Canadian Council on Learning found that 73.4% of adults who take work relat-

You are What You SellContinuous learning is no longer an option

BY WAYNE VANWYCK

SALES TALKed training do so because they want tolearn something new, and almost 69%take courses in order to perform moreeffectively in their current jobs.What I found interesting was that as

many as 66% of employees between 20and 34 had taken work-related train-ing in the past year. If you were part ofthe 34% that didn’t, you might be los-ing your edge to your competition.Continuous learning is necessary tocontinue to add value to your clientrelationships. Without it, you couldbecome a liability instead of an asset.Sometimes during workshops I’ll

ask salespeople to think about themost successful salesperson they

know. Then I ask them to give me 20attributes of a successful salesperson.After making the list, we’ll considerthe items they came up with and usu-ally 85% to 90% of them have to do

WAYNE VANWYCK ISPRESIDENT OF THEACHIEVEMENT CENTREINTERNATIONAL, PRO-VIDING CUSTOMIZEDGROWTH & PERFORM-ANCE PROGRAMS TOCOMPANIES IN NORTHAMERICA. EMAIL:[email protected].

You are the unique

part of the equation.

exchangejanfeb06_pgs22-36:exchangesept06_pgs22-48 12/1/06 1:42 PM Page 35

36 l exchangemagazine.com l JANUARY/FEBRUARY 2007

with what’s going on between the earsof the salesperson. They have trainedtheir minds. They are genuinely confi-dent, not cocky. They are knowledge-able. They take responsibility. They arecreative, focused and imaginative.They are disciplined. They are great lis-teners and that helps them to be greatproblem solvers. In other words, theyhave become the kind of person thattheir clients can look to for solutions totheir unique issues.

Are you enhancing your ability togive more value to your clients? Haveyou invested in the one thing that can

really set you apart – your ability tothink? Have you taken a disciplined

approach to adding to your bank ofknowledge, skill and ability? Considerwhich is more valuable – a computerwith a blank hard drive, or one which

has already been loaded up with themost up-to-date software you need tobe productive?

If you want to continue to enhancethe value you offer to your clients, takeaction on some of the following sug-gestions:• Read something of value every day.

Get in the habit of reading books onselling, negotiating, problem solving,leading, managing, personal devel-opment, etc. One half hour of read-ing a day will give you new ideasand competencies that you canshare with your clients.

• Take courses from experts who cangive you new ways of seeing things,new techniques, or even remind youof all the classic things you used todo that worked.• Get a mentor.• Get a coach.

• Listen to audio CDs while you driveor exercise. You can get wonderfulbooks and courses that enable youto learn while your body is occupieddoing something else.

• Develop an insatiable curiosity. Ifsomething intrigues you, ask ques-tions and get the answers.

• Assume that you can learn somethingof value from everyone you meet.

• Go on sales calls or role play with

someone who is more successfulthan you to find out what they mightbe doing differently.

• Take time to think. Not just minutes,but hours. Unclutter your mind so itis free to develop new solutions.

• Listen to your clients. What are theytelling you about the way you shouldbe adding value to their lives?Why should someone buy from you

instead of purchasing directly from theinternet? Do you add significant valueto the client, making what they pur-chase better aligned with their needsand wants? To have value to give, youneed to have invested in yourself firstto put the value in.

Continuous learning used to be anice idea. Today it is absolutelyrequired.

Continuous learning

used to be a nice

idea. Today it is

absolutely required.

Are you enhancing

your ability to give more

value to your clients?



My partner and I run a fee-based investment management practice. As such,we have no bias towards which investments we use to build our clients’ port-folios. The only criteria we concern ourselves with is what will provide the

best risk-adjusted investment returns. Inthis reality – in which we’re fortunate tofind ourselves – we spend considerabletime contemplating one of the investmentindustry’s most heated debates: active ver-sus passive investing.Passive investing pundits believe that

active portfolio management (for example,mutual funds) offers no value and is there-fore, by extension, a waste of time andmoney. Consistent with the Efficient Mar-ket Hypothesis, postulated and popularized by Eugene Fama in the 1960s, they believethat all available information is already factored into a security’s price. Therefore, allforms of research are a waste as they produce no consistent benefit.Active managers, on the other hand, maintain that enough inefficiencies exist in

capital markets that intellectually sound research can produce higher average returnsthan the general market.In actuality, both are correct.Certain asset classes are better suited to a passive approach, while others can be prof-

itably exploited through active management. For example, large, well-followed assetclasses with relatively low expected returns, such as blue-chip dividend paying stocks andinvestment-grade bonds, lack the inefficiencies required to allow active managers to earntheir keep. Therefore, a passive approach is economically superior. However, in other lesspopular sectors, such as mid and small-capitalization stocks and high yield (i.e. junk)

bonds, the proper active manager canadd a tremendous amount of value, orwhat’s called “alpha” in investment man-agement – the extra return a managerearns over the benchmark.For a combined active-passive strate-

gy to work properly, however, it’s impor-tant to utilize the right type of activemanager, as the vast majority of broad-based mutual fund managers are, in myopinion, simply closet indexers (a closetindexer is a manager whose portfoliolooks very similar to the benchmarkindex they follow. In which case, you’repaying a relatively high fee, higher thanan index fund, to get index-like results,not an economically sound strategy). Ingeneral, the right type of manager to hire

will: own their own firm; have fairly freereign in their investment process; be fair-ly small in regards to asset size; andhave an absolute return mindset ratherthan relative return (meaning they caremore about consistent positive returnsrather than simply beating an index).The Efficient Market Hypothesis, and

therefore passive investing, contends thathumans are “rational utility-maximizingagents”. Well, if you’ve had any firsthandexperience with people (and I for themost part am one), the assertion that

Active or Passive Investing:Which is Best?Contrary to the typical either/or argument, they work bestwhen combined

BY DANIEL E . G IRARD

WEALTH MANAGEMENT

DAN GIRARD CFP, FMA

IS AN INVESTMENT

ADVISOR WITH CIBC

WOOD GUNDY IN

WATERLOO.

EMAIL;

[email protected]

Therefore, a passive

approach is

economically superior.


Afew issues back I wrote about the groundbreaking decision of the OntarioSuperior Court in Keays v. Honda Canada Inc. (“Honda”) in which Mr. Keayswas awarded, amongst other things, $500,000 in punitive damages. Mr.

Keays suffered from chronic fatigue syndrome and in the opinion of the trial judgehad been dealt with in a manner which invited a significant award of punitive

damages. The object of punitive dam-ages is to punish the defendant ratherthan to compensate the plaintiff.

In this case Honda had required Mr.Keays to justify his medical absencesbecause of his particular disability,when employees with “mainstream” ill-nesses were not so required. Due toabsences caused by his disability,Honda subjected him to the first step inthe discipline process and then refusedto remove the disciplinary “coaching”from his record. It also required him toattend an interview with the companydoctor where his disability was belit-tled, and the Court found that, overall,he was treated with gross insensitivity.What limited accommodation Honda

gave him was cancelled in retaliationfor his having retained a lawyer toadvance the rights guaranteed to himby the Ontario Human Rights Code.Honda appealed many aspects of the

decision, including the award of puni-tive damages.A Court of Appeal recently released

its decision and while it reduced thepunitive damages award from $500,000to $100,000, it is a significant decisionfor employers and employees inOntario.


The Cost of SensitivityAppeal reduces damages but upholds decision

BY MELANIE RE IST

BUSINESS & THE LAW

MELANIE REIST IS A

CIVIL LITGARTION

LAWYER AND A

PARTNER IN THE

KITCHENER FIRM OF

CHARLES MORRISON

& MELANIE REIST.

519.669.338431 Arthur St. S, [email protected]

we’re rational may be tough to swal-low. Especially in light of Nortel, the PetRock, and reality TV. However, we arerationale enough to make passiveinvesting the superior strategy for somemarkets.Therefore, to generate the best pos-

sible risk-adjusted returns, utilize indexvehicles for the core of your portfolio,and then hire elite-level active man-agers for the less-efficient asset class-es. You’ll be using the best of bothworlds and leaving the academicdebate to those who care more aboutdiscussing such theoretical things thanmaking money.

The Court found that,

overall, he was treated

with gross insensitivity.



WATERCOOLER

Greg Voisin, long-time vice president of M&M MeatShops, responsible for franchise development, is sell-ing his 25% share of the company. M&M Meat Shops is

led by Voisin’s brother, Mac Voisin, who holds 75% of thecompany’s shares. Greg Voisin has been with the companyfor almost two decades; he had recently retired from day-to-day responsibilities at M&M.

A statement issued by M&M said, “Greg Voisin will be sell-ing his shares in M&M Meat Shops and leaving the organiza-tion. Greg’s shares will be offered for sale privately through aninvestment bank that specializes in these transactions to apurchaser that will be mutually agreed to by Mac and Greg.”

The statement continues: “Greg now believes it is in M&MMeat Shops’ best interest to replace his ownership with ashareholder who will actively support M&M Meat Shops’ strategy to take the company toits next level of greatness. Greg continues to believe M&M Meat Shops is one of the bestrun companies in Canada and he is very proud to have been part of its growth and devel-opment.”

Voisin, and his wifeMarie, plan to focus on family and philanthropic projects: “Since hisrecent trip to Rwanda, one of Greg’s new interests will be to help others while he and Mariehave the personal and financial resources to do so.”

M&M Meat Shops will remain a private company and Mac Voisin will continue asChairman. He will retain significant majority ownership of the company. The statementstresses that there is “no intention of selling the company, becoming a public company oran income trust.” Mac added: “I’m here for the long haul, folks, and I hope that’s clear.”

Second Foundation sponsored theMartini Bar at the recent JuniorAchievement Business ExcellenceAwards. JA is one of SecondFoundation’s preferred charitable organi-zations. JA provided the ice sculpture. TheSecond Foundation Consulting team, leftto right, are Aaron Flint, Tom Millen,Tim Olimer, Tom McNulty, DonCritelli, Steve Aho, and StephenMcInnes.

Investment in private Research and Development in Waterloo Region climbed to over $290million in 2004, up 90.4% from 1995 levels. A study reveals that the total for 2004 representsapproximately 1.5% of Canada Technology Triangle’s Gross Domestic Product for thesame year. Ontario’s rate of R&D as a percent of GDP is 1.4% while Canada’s rate is 1.1%.

“The continued rapid growth in R&D activities reflects the innovative nature of Canada’sTechnology Triangle and is build upon our formidable institutions of high learning,” saysJohn Tennant, CEO of CTT.

Known for a diverse economy in advanced manufacturing, automotive, high technology,and business and financial services, the level of investment in R&D in the service sector isnoteworthy. In Canada’s Technology Triangle, 2004 R&D expenditures within the manufac-turing sector reached $212,521,000, and service sector R&D expenditures reached

$67,634,000. Between 1995 and 2004, service sector R&Dincreased 109.9%, outpacing the 91.1% increase in manufac-turing R&D.

The study evaluated R&D spending on an industry basisand found the top three to be: Machinery, which investedover $32 million; Motor Vehicle and Parts at over $30 mil-lion; and Computer System Design and Related Services atover $27 million in R&D investment in 2004.

Compared with provincial levels, a number of CTT indus-tries have a significant proportion of R&D, including thePlastic Product Industry which accounted for 21.8% ofOntario’s Plastic Product R&D expenditures. Other CTTindustries that had a disproportionately higher share ofprovincial R&D included the Textile Industry (17.6%); theMachinery Industry (11.6%); and the Fabricated MetalIndustry (9.5%).

Sectors that showed the most rapid growth between 1995 and 2004 included: the Motor

Vehicle/Parts Industry, 482.2%;Architectural, Engineering and RelatedServices Industry, 174.2%; FabricatedMetal Products Industry, 172.9%;Information/Cultural Industries, 116.5%.

“Programs like Canada’s ScientificResearch and Experimental DevelopmentTax Credit and significant support for tech-nology commercialization programs pro-vide a vital advantage to WaterlooRegion’s research-intensive firms, helpingto keep us on the leading edge of innova-tion,” says Iain Klugman, President andCEO, Communitech: Waterloo RegionTechnology Association. “We’re commit-ted to improving that investiture to supportindustry.”

The full report, “Private Research &Development Expenditures in WaterlooRegion: Canada’s Technology Triangle,” isat: www.techtriangle.com/Publications/ResearchReports.cfm

Google joined many other WaterlooRegion tech firms in a recruiting drive heldin Mississauga in November. It wasGoogle’s first-ever such effort in the GTA.The event wasCommunitech’s techtalent recruitmentevent at Playdium,Mississauga, on Nov.22, 2006.

Waterloo Regiontech firms recruitingon-site included:Google Waterloo,Research inMotion (RIM), Sandvine,Desire2Learn, MKS, Metafore, LSILogic, Christie Digital, Geosign,Procom, Tech Capital Partners,Sirific Wireless, Livehive, Sidense,Covarity, Diskstream, HandshakeVR and Software Innovation.

Guest speakers included RogerSkubowius (Manager, Google Waterloo),John Baker (President and CEO,

Iain Klugman

Greg Voisin

550 Weber Street North, Waterloo, ONTel: (519) 884-7470 [email protected]

www.vwwaterloo.com

Volkswagen Waterloo

Roger Skudbowius


Desire2Learn), and Iain Klugman(President and CEO, Communitech:Waterloo Region Technology Association).

“There’s no stopping Waterloo Region’sincredible growth,” says Klugman. “Ourtech community is in high demand for keytalent, from small entrepreneurial tech ven-tures to tech juggernauts like RIM.”

Communitech says that WaterlooRegion needs to fill more than 2,000 jobswith technically skilled people, including:• RFID and ASIC designers• Software Developers, SAP Specialists• Embedded Systems Developers, Infra-

structure Developers• Application Engineers, Quality Assurance

Specialists• Product Managers, Deployment Special-

ists• IT and Network Administrators• Tech Inside Sales, Marketing and Con-

sulting Professionals.

Area universities are among the leadingbeneficiaries of a $422 million grantannouncement by the CanadianFoundation for Innovation. TheUniversity of Waterloo will receive$33.4 million ($25.6 million for infrastructure,plus $7.7 million to operate and maintainequipment). The University of Guelphwill receive $14.5 million.

The CFI will hand out $422 million for 86projects at research institutions acrossCanada. UW was chosen as the locale for thefunding announcement, which was done byEliot Phillipson, president and CEO of CFI.

The UW grants will help fund three projectswhich have a total value of $77.3 million. Theprojects involve work in astronomy, quantuminformation processing and wireless commu-nications. UW professors are also participat-ing in CFI-funded projects at other institu-tions, exploring brain developmental disor-ders and conducting social science research.

“These awards represent a strategic boostto the university's research capacities andrepresent a tremendous result from one of thestrongest competitions since CFI's inception,”

said Alan George, UW's vice-president,university research. “We sought $42 millionfor 12 projects, and had 25% of our applica-tions and 61% of our dollar request approved,which is above the national average.”

As well, three world-class research collab-orations headed by University of Guelph sci-entists have received more than $14.5 millionfrom the Canada Foundation for Innovation.The Guelph projects will position theUniversity and Canada at the forefront of X-ray diffraction, nuclear physics and life sci-ences and bioelectrochemistry, said AlanWildeman, U of G vice-president (research).

ARISE Technologies Corporationof Waterloo has announced its financialresults for the three months and ninemonths ended September 30, 2006. As aresult of closing a major financing duringthe second quarter, ARISE significantlyimproved its cash and working capital posi-tions. As at September 30, 2006, the com-pany had positive working capital of$490,999 compared to a working capitaldeficit of $2,402,217 at December 31, 2005.

During the quarter, the Company hasprimarily focused on the process of estab-lishing manufacturing operations inGermany, along with continued develop-ment of the company’s proprietary photo-voltaic cell technology and its proprietarysilicon refining process. The net loss for thethird quarter of 2006 was $501,156 ($0.02per share) compared to a net loss of$576,251 ($0.04 per share) for the sameperiod last year. The net loss for the ninemonths ended September 30, 2006 was$1,697,232 compared to a net loss of$1,338,544 for the same period last year.Ian MacLellan, President and CEO

commented “I am pleased that we continueto make good progress on our high effi-ciency, heterojunction PV cell and relatedsilicon refining technology. In the thirdquarter, the focus on our plans for a manu-facturing facility in Germany has been avery exciting new development. In addi-tion, the SDTC $6.5 million funding com-

mitment in July andthe Letter of Intentwith Germany’sIndustrial InvestmentCouncil in August inrespect of possibleincentive grants willprovide significantassistance in imple-menting our businessplan provided that weraise the additionalcapital required by theplan. We are also looking forward to theOntario Standard Offer Contract beingimplemented shortly which we expect willprovide opportunities for ARISE to supplymore solar energy systems and compo-nents into the Ontario market.”

Sales for the three months endedSeptember 30, 2006 were $203,205, repre-senting a 30.7% increase over the sameperiod in 2005; however, sales declined by32.9% from second quarter 2006.

In a controversial move, the sharehold-ers ofAtria Networks Inc. agreed to selltheir interest in the Atria Networks busi-ness to Birch Hill Equity Partners.Atria’s joint owners – Cambridge andNorth Dumfries Energy Plus Inc.,Guelph Hydro Inc., KitchenerPower Inc., and Waterloo NorthHydro Holding Company – agreed inprincipal to sell at a profit the telecommu-nications company they started six yearsago. These owners are all publicly-ownedutility companies.

A statement about the sale said, “Sinceits inception in 2000, Atria Networks (for-merly Fibretech Telecommunicationsand Guelph Fibrewired) has satisfied ademand for local high-speed data servicespreviously unmet by the private sector.Having accomplished the objectives of itsoriginal mandate, Atria’s continued successin a restricted market space would becomeincreasingly difficult.”

“Regional telecommunications is now a

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very sophisticated and fast-paced busi-ness,” said Steve McCartney, presidentof Atria. “With competitive pressuresmounting and new telecommunicationsservices in strong demand, Atria’s strategicgrowth dictates a need for capital invest-ment and access to a larger market.”

“We see a tremendous untapped poten-tial for fibre-optic data services,” said BirchHill principal, Thecla Sweeney. “Ourinvolvement as an equity partner will allow

Atria to grow andpursue opportu-nities in its cur-rent markets aswell as those pre-viously beyondits corporatemandate.”

The statementsaid, “Birch Hill iscommitted toc o n t i n u i n ginvestment inAtria’s communi-

ty initiatives such as free Wi-Fi Internet inthe libraries, services for the WaterlooRegion Children’s Museum, and early child-hood literacy programs.”

The November municipal elections sawseveral new faces emerge on the municipalscene, some as the leader of their commu-nity. The elections also saw a trend towardmore gender equity on local councils.

Two area cities havenew mayors. BrendaHalloran was easilyelected in Waterloo,defeating incumbentHerb Epp and formerWaterloo mayor BrianTurnbull. In Guelph,Karen Farbridgedefeated incumbentKate Quarrie in themayoral race.

Long-time WaterlooRegional Chair Ken

Seiling easily wonre-election, as didKitchener MayorCarl Zehr. DougCraig was re-elected Mayor ofCambridge.

Poor govern-ment customer

service is costingOntario busi-

nesses time and money and small businessowners feel ill-served by their provincialgovernment; these are the key findings of anew Canadian Federation ofIndependent Business report: “Servingup Better Government: SMEs andGovernment Customer Service”.

More than 80% of respondents said thatan improvement in government customerservice would save their business valuabletime and money by eliminating layers ofred tape. “Taking measures to improvegovernment customer service is a key toolto reduce the cost of regulatory complianceon businesses – now pegged at $12.8 billionannually in Ontario,” said CFIB Director ofProvincial Affairs Satinder Chera.

Alarmingly, nearly 90% of small businessowners believe their provincial governmentdoes not understand the realities of runninga small business, a group that representsgovernment’s repeat customers. Most dis-turbing of all is the fact that four in ten busi-ness owners say they are not treated withrespect by provincial government staff.

“Few businesses would survive if 40% oftheir customers did not believe they weretreated with respect,” said Chera. “When itcomes to the services provided by govern-ment, entrepreneurs are the customers, butthey don’t have the luxury of taking theirbusiness elsewhere.”

The report also measures small businesssatisfaction with the Ontario governmenton accessibility and consistency of infor-mation (both services were rated as fair or

poor by 69% of respondents), and prompt-ness or replies (64%).

RDM Corporation has reportedfinancial results for the three and twelve-month periods ended September 30, 2006.Total revenues for fiscal 2006 were $24.3million, an increase of $4.9 million or 25%from $19.5 million in 2005, despite the neg-ative impact of the continued strengtheningof the Canadian dollar.

Revenue growth was driven by a 70%increase in the Digital Imaging segment,which comprised 70% of total revenues in2006. Net earnings were $2.1 million or$0.10 per share in 2006, up from earningsof $757,000 or $0.04 per share in 2005. The172% increase in net earnings was attribut-able to revenue growth, operating leverage,and the recognition of an $850,000 futureincome tax asset as a result of the contin-ued profitability of the company. Excludingthe impact of the tax asset, earnings fromoperations grew 68% to $1.3 million from$757,000 in 2005.

The number of U.S. banks that haveselected RDM’s ITMS(R) service as theirremote deposit capture solution grew fromseven at the start of the year to 15. Themajority of these banksare among the 50 largestin the U.S. ITMS end userlocations, a key indicatorof growth in transactionvolumes, increased from386 to 3,300 during fiscal2006.

“2006 was anotheryear of very solid execu-tion for RDM. We saw asignificant expansion inthe segment of our busi-ness we are counting onto drive future growth, and we maintainedpositive earnings in the other segments,”said Douglas Newman, President andCEO of RDM.


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On-demand logistics software and serv-ices specialist The Descartes SystemsGroup Inc. will acquire certain assets ofprivately-held Toronto company CubeRoute Inc. The all-cash transaction isscheduled to close during Descartes’ fiscalquarter ending January 31, 2007.Cube Route provides on-demand logis-

tics management solutions that includeplanning, routing, sequencing and optimiz-ing of delivery routes, real-time driver andvehicle tracking, and delivery route analy-sis. Offered on a pay-as-you-go subscrip-tion basis, Cube Route’s solution for lastmile logistics is used by distribution-sensi-tive organizations to lower operating costs,improve customer service and reduce oper-ational complexity.

The Working Centre is hosting anew program to connect Kitchener-Waterloo employers in the tourism andhospitality sector with skilled immigrants.Through the Ready to Work Program:Tourism & Hospitality Careers forNewcomers, part of a province-wideeffort with other pilot sessions offered in

Toronto and Ottawa, employers will haveaccess to a pool of skilled newcomers whohave an interest and background in thesector and who have gained relevantCanadian training and certificates. The pro-gram is set to launch in February.As the local project partner, TheWorking

Centre will be able to offer local employerstraining incentives and wage subsidiesthrough the provincially funded JobConnect employment program, pre-screened candidates for positions, job post-ing services, opportunities to participate injob fairs and other recruiting services, aswell as on-the-job coaching.Participants will benefit from earning

certificates in five key areas: TourismEssentials, Service Excellence, SmartServe, WHMIS and Safe Food Handling. Thetraining will be delivered by the senior proj-ect partner, Ontario EducationTourism Corporation, an industry bodythat serves the training and humanresource development needs of the tourismand service sectors. OTEC is the exclusivecertifying body in Ontario for tourism occu-pations for the Canadian Tourism HumanResource Council. Ready to Work is fundedby the Ontario Ministry ofCitizenship and Immigration.

Conestoga College opened its newcampus in Waterloo in November. Thecampus, located in a former secondaryschool at 108 University Ave. E., is in thefirst stages of a transformation that will seeit become a centre for excellence in skillseducation in: hospitality and culinary serv-ices, construction-related skilled trades,innovative programs that combine techni-cal diploma studies with apprenticeshipexperience and co-op education, basic

skills educationand upgrading,English languagetraining for newCanadians andinternational post-secondary stu-dents, and aresource centrerelated to employ-ment research and

job-finding skills. The facility also offerspart-time, evening and weekend adult edu-cation courses in many different career-ori-ented and personal interest areas.Guest of honour was Mike Holmes,

start of television’s Holmes on Homesand creator of The HolmesFoundation, which supports excellenceand education in the skilled trades.

Nine organizations in Waterloo Regionwill receive $814,000 in grants from theOntario Trillium Foundation.The Ontario Trillium Foundation, an

agency of the Ministry of Culture, receives$100 million annually from Ontario’s chari-ty casino initiative. Local allocations are:Alliance for a Grand Community

c/o Waterloo Arts Council: $162,500over three years for a collaborative of nineregional art organizations to undertake ini-tiatives and strategies that lead to sharingbest practices and expertise, peer mentor-ing and increased public awareness of theart sector’s contribution.Grand Music Incorporated:

$13,000 over six months to hire an admin-istrator for the Grand River BaroqueFestival in Kitchener.Junior Achievement of The

Waterloo Region: $90,000 over threeyears to expand two new programs thatwere piloted in Waterloo Region last yearfor Grade 4 and Grade 6 classes. The aim isto reach 1,500 students every year to devel-op job-readiness skills.KidsAbility Centre for

Development: $119,700 over two yearsto develop an innovative community-basedtransition system, to help teens with physi-cal disabilities gain access to agenciesoffering adult services in Waterloo Region.KW Woodworking and Craft

Centre: $52,100 over one year to purchasemachinery and safety equipment for awoodworking and craft centre, which willprovide recreation for local seniors.KW YWCA: $75,000 over one year to

improve the building’s safety and securitysystems for 700 women and their childrenwho are homeless, and to offer safer serv-ices for victims of domestic violence.Pilot Test Environmental

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Moving Pictures

Motivate People

• Instructional• Promotional• Business and PeopleProfiles

DAN SHERMAN

30 Years Broadcast Experience

Conestoga Hospitality Management and Culinary Management Students, President John Tibbits (farleft front row), Chef Instructor Mike Magda (centre, back row with chef hat), Mike Holmes of Holmeson Homes Show (centre right with overalls, and above), and Waterloo Campus Dining Room Managerand Instructor Jean Paul Bernhard far right, at the official opening of the new Waterloo campus.



Monitoring c/o Centre forCommunity Mapping: $96,000 overtwo years to strengthen the organization’scapacity and infrastructure and completetesting of a data-based system in WaterlooRegion that helps government and environ-mental organizations track efficiency,delivery and compliance.Waterloo Region Green

Solutions: $140,000 over two years toassist the organization in strengthening itscapacity to provide citizens in WaterlooRegion with tools for sustainable resourceuse, energy conservation and efficiency,and renewable applications.Waterloo Region Community

Support Services Merger c/oKitchener-Waterloo FriendshipGroup for Seniors: $66,500 over oneyear for a business-development consult-ant to help four community support-serviceagencies to successfully merge operations.

The University of Guelph’s commit-ment to increasing scholarship support forgraduate students received a major boostin November, courtesy of a $500,000 giftfrom the Bank of Montreal (BMO)Financial Group. The gift will be used toestablish an endowment fund that willeventually support five annual graduatescholarships, valued at $15,000 each. Thefirst beneficiary of the BMO fund is LornaDeeth, a master’s student in theDepartment of Mathematics and Statistics.

Thought Turbine revved up its ideaengine on Nov. 15, 2006. Based inKitchener, Thought Turbine provides aneconomical idea generation service cus-tom-tailored to each client’s specific needs;www.thought-turbine.com

More than 100 industry and associationrepresentatives, Conestoga Collegeofficials and faculty, and apprentices gath-

ered at the Guelph Conestoga campus Nov.14 for the official opening of the Truckand Coach Technician Centre.

The centre is a major part of an expand-ed motive power trades area at the campusand involved construction of 3,200 sq. ft. ofnew shop space. Motive power education,which now includes two apprenticeshipprograms – Automotive Service Technician,and Truck and Coach Technician, is a cam-pus specialty. The impetus provided by thefacility promises opportunities for morediversified and specialized programming.

A number of trucking industry donorsand supporters have been advocates forestablishment of the Truck and CoachTechnician Centre, and have providedequipment, supplies and materials.

Featured speakers at the event were:Dan Einwechter, Chairman and CEO ofChallenger Motor Freight Inc., whospoke on behalf of the industry donors;Conestoga President John Tibbits, whooutlined the importance of the new facilityand how this development fits in with theCollege’s long-term plans; Conestoga Chairof Trades and Apprenticeship StephenSpeers, and studentDarrin Lockwood.

Merrill Lynch initiated coverage ofTorstar Corp. with a ‘sell' rating on thebasis that the two core businesses of theToronto-based newspaper and book pub-lisher are in a state of decline. Torstar has

“the misfortune of being stewards of busi-nesses that are in the middle of being dis-rupted,” a situation that is expected to con-tinue until at least 2008, analyst JoelSutherland wrote in a note.

The Merrill report notes that Torstar isnot alone in its troubles and that the entireNorth American newspaper industry is“beleaguered by competitive threats.”

Torstar owns a number of area publica-tions, including The Record, theGuelph Mercury, and most local com-munity newspapers.

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Waterloo Region Business Achievement Award Nomineesfrom Gemini Model Management (l-r) Vitina Blumethal, Lau-rie Cadman, Sarah Hummel, CEO Audrey Wilson, Liz Bick-erton and Kathleen Beckham,

Waterloo Region Business Achievement Awardnominee John Keating, left, CEO ComDev hamsit up with Award night sponsor Greg Durocher,General Manager Cambridge Chamber of Com-merce, Hoda Mateyk, owner Les DiplomatsExecutive Guest House and nominee and nightsponsor Dennis Watson, right, Vice PresidentCTV Southwestern Ontario.

From left, Waterloo Region Business Achieve-ment Award nominees Dave Timlock, Presidentof Collaborative Structures Limited and wifeShawna Timock, along with Don Gosen, Presi-dent Gosen Electric Ltd. and Sergio Cres, ITSAnalyst with Economical Insuarance Group.

Steve Farlow, Executive DirectorSchlegel Centre for Entrepreneurshiplistens to Junior Achievement’s Water-loo Region Business AchievementAward night keynote speaker FrankMcKenna, Deputy-Chair, TD BankFinancial Group, former CanadianAmbassador to the United States andformer Premier of New Brunswick.



continued from page 46MAKING A DIFFERENCE

Sarah Gropp got her chance justover a year ago. By then, she hadworked hard to rebuild a shattered life.Gropp candidly admits that, in thepast, she had a major problem withsubstance abuse – cocaine, crystalmeth, and heroin. Gropp, now 25, livesin Wellesley.

She kicked her habits three yearsago, but prior to joining the MeMe’sstaff family, she had not worked in ayear, spending half that time in Califor-nia, the other half as a volunteer witha church-based project. Hagen waswell aware of Gropp’s past issueswhen she hired her.

Gropp’s smiling face is a fixturebehind the counter at the café. Hersmile reflects what she says is “the funworking environment”. That word –“fun” – was used by every MeMe’s per-son interviewed for this article.

These days, Gropp spends a lot oftime speaking to youth groups – pri-marily church groups – about gettingfree from drugs. She also sings to them– she’s a musician, currently recordinga CD of original songs.

That’s another common themearound MeMe’s – several of the staffmembers are into the arts. AndrewThom, who like Gropp works mostlybehind the counter and serving tables,is a 20-year-old artist. Thom lives inNew Hamburg, and his work can beseen in at least one downtown store.

He looks ... well, like an artist. He’snoted for his piercings, including “tun-nels” in his earlobes. Again, not neces-sarily someone you might hire to servefood and beverages, but Thom laughsthat his friendly attitude causes hiscustomers to look right past his on-the-edge appearance. Like Gropp andCressman, he talks about MeMe’sclients as friends. “I love talking witheverybody who comes in.”

Prior to coming to MeMe’s twoyears ago, he had worked in a numberof food service jobs, including at achildren’s camp. He likes living in NewHamburg – provided there is a chanceto head for Toronto on the weekends –and he wanted a job that was not atraditional “Tim’s” style coffee outlet.He found it.

Like his colleagues, he has nothingbut praise for the boss. Hagen, he says,appreciates the fact that her staff haveinterests outside the café – “She knowswe have our own lives. I have my art.MAILING MACHINES • COLOUR COPYING & PRINTING

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Sarah has her music.”There is no doubt that the staff

members fit in well in the eclectic caféHagen has designed. The walls are cov-ered with art, which changes regularlyas new artists are featured. There isalways interesting music playing. Thereare fresh flowers on every table. Thereseem to be no two matching chairs inthe entire place.

Asked to describe her fare, Hagensays, “everything homemade, nothingfried.” There are vegetarian dishes, tra-ditional food, international touches.The cuisine is “allergy-aware”, “organicwhen available”, with local ingredientsused whenever possible.

Categories on the menu board –changed daily – include soups, entrees,salads, sandwiches, quiche and wraps,along with speciality coffees and teas.But that doesn’t even hint at the cre-ativity and the pizzazz evident in thecuisine in this funky eatery. MeMe’salso does take-out and catering, eachof which account for 20% to 25% of thebusiness. Corporate catering is a keyelement – Hagen points out that “thereare 12 or 13 international businesses inthis community. It’s an excellent busi-ness community.”

The café is open morning and after-noon only, closing before supper hour.

When it’s open, it tends to be a busyplace. The clientele are just what youmight expect in a small town – busi-ness people, retirees, book clubs, farm-ers, clergypeople, retail staff, youngand old... and all of them interacting as

friends with Hagen and her team. Saysthe owner, “we’re friendly. We knoweverybody by name.... I’m involved inthis community.”

“I care about the people,” she adds.“I’m a real people person. I think peo-ple are attracted to that.”

She’s a people person who puts herhiring policy where her mouth is – andit has led to the formation of a unique,outgoing, service-oriented and friendlystaff. A team who have rewarded risk-taking with superb results.

m

p

(l-r) Meredith Hagen, Andrew Thom, Anna Cressman and Sarah Gropp.

She’s a people person

who puts her hiring

policy where her mouth is.



Taking a Chance and Reaping the BenefitsThe creative, unusual staffers at MeMe’s Café have rewarded their employer’s faith in them

BY PAUL KNOWLES

hat’s the best thing about working here at MeMe’sCafé?”

“Everybody I work with,” says Andrew Thom.“That’s what makes me come back every day.”

“The people,” agrees Anna Cressman.Sarah Gropp smiles. “I love my co-workers and I love my

customers.”Another “best thing” for each of these MeMe’s staffers –

and their five colleagues – would be that Meredith Hagengave them a chance when they applied for a job at the hip lit-tle New Hamburg café.

When Hagen opened MeMe’s Café, five years ago lastNovember 30, she had no intention of operating an employ-ment agency for young people struggling to find jobs. Hagenhad come home to the New Hamburg area after 25 yearsaway – most of it spent working in the food and hospitalityindustry in places like Toronto, Ottawa and Tobermory – tocare for her mother, who was terminally ill and “wanted meto come back.” She moved to New Hamburg to raise her

MAKING A DIFFERENCE

continued on page 44

young daughter in a small-town atmosphere.For a while, she commuted to a real estate

position in Toronto, but her heart was in the foodindustry; having previously been a personal chefin Toronto, she began doing the same for a fewlocal families.

And then, a restaurant in downtown New Ham-burg went out of business. “Next thing you know,”she says with a wide smile, “two weeks later, Ihad the keys.” During those two weeks, she hadattracted some local investment – most of whichhas been paid back. She had chosen the name – a

combination of her initials, and those of her latemother – Meredith Elizabeth/ Marjorie Elaine. Shealso had to hire some staff.

Ah, the staff. While Hagen had no intention ofrunning any kind of charitable operation, she doeshave a lot of faith in people, and in her own intu-ition. She was not afraid to take risks with peopleshe believed in.

Those risks have paid off, every time.One of the first to join her staff was Anna Cressman, who

came to MeMe’s two months after it opened. Cressman says,“I was finding it hard to find a job.” She had registered withLutherwood, the social service agency in Waterloo, andthere she learned about MeMe’s.

Cressman says she liked “the atmosphere, and the peo-ple,” from the very start. She was a fairly introverted person– perhaps an unlikely hire for a busy café – but she says shehas become more outgoing through working with Hagen.Hagen responds: “Anna came to me from Lutherwood... herlife has totally changed.” And now, five years later, Cressmanlaughs that “I do everything – kitchen, serving, closing at theend of the day...”.

Cressman was one of the first of her intuitive hires, butHagen did not stop there. She says, “I’m good at readingpeople.” And then she smiles, admittedly that her somewhatunusual staffers are part of what makes MeMe’s the success-ful place it is.

She asks, “Who else is going to give them a chance? I findthem interesting – they think outside the box.”

PH

OT

OG

RA

PH

Y:

EX

CH

AN

GE

MA

GA

ZIN

E

by Paul Knowles

Meredith Hagen, owner of MeMe’s Café

“Who else is going to

give them a chance? I find

them interesting – they think

outside the box.”

W




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