Watch Magazine 2008

www.rtpark.uwaterloo.ca A PUBLICATION OF THE UNIVERSITY OF WATERLOO RESEARCH + TECHNOLOGY PARK

4 R + T PARKA technology playground for tomorrow

5 LOOK AT THE FIELD NOWFrom cornfields to commercialization

7 GOOGLEOrganizing the world’s information

9 NAVTECH INC.Navtech software and charts ready pilots for flight

11 ACCELERATOR CENTRETake a seat at the table

14 FROZEN NORTHThe indy movement

15 SYBASE iANYWHERE INC.Revolutionizing the way you shop

17 CBETInnovation creating momentum

18 MILLER THOMSON LLPExpert advice for emerging tech companies

19 OPEN TEXTTaking control of chaos

22 BILL GATESWhat’s on for tomorrow

23 INNOVATION PARTNERSThe evolution of a Waterloo idea

25 TECHTOWNA different approach for the new Waterloo

27 TECHTOWN DENTISTRYFace your world with a smile

28 KIDS & COMPANYStopping the mommy drain

30 EDUCATION CREDIT UNIONCustomer service focus

31 CGIMaking visions work

34 R + T DIRECTORY

46 LARRY SMITHThe economics of innovation

CONTENTS

The Research + Technology Parkwould like to thankits many partners.

These include, amongst others,the federal and provincial governments,

the Region of Waterloo,the City of Waterloo,

the University of Waterloo,Communitech and Canada’s Technology Triangle.These partners have supported the project since

inception and their involvement hasbeen integral to the success of the park.

This magazine acknowledgesthe achievement of this collective collaboration.

©2008 WATCH magazineis an annual publication of

the UW Research + Technology Park.All rights reserved.

Reproduction without written permission fromthe UW Research + Technology Park

is strictly forbidden.

R + T ParkA technology playground for today

elcome to the first annual issueof Watch – the UW Research +Technology Park Magazine.

I’d like to introduce you to the young girlswinging from the arch on the frontcover of the magazine. Grace Fast is fouryears old and already has deep rootswith the Research + Technology Parkand the University of Waterloo. Graceand her family happen to be acompelling example of what the park,and its relationship with UW, can meanon a personal level. Grace’s grandfather,Conrad Brunk, was a professor at ConradGrebel. Her mother, Marnie Gerster, is agraduate from UW and her father, PaulFast, is a UW computer science co-opgrad. Since his graduation almost tenyears ago, Paul has been working full-time at one of his former co-op workterm employers – Sybase iAnywhere.

A University of Waterloo spin-off(formerly known as Watcom), SybaseiAnywhere was one of the firsttechnology companies to build in thepark. All the tenants within the parktoday made the similar choice to locatewithin an environment built to provide asmany advantages possible; closeproximity to a talent pipeline, strongsupport from the surroundingcommunity, access to all the resourcespossible to ensure growth and successand above all, a robust relationship withresearch and academia.

In return, the rewards from successcontinue to funnel back to the region. Inthe park’s early beginnings, its developmentsparked infrastructure improvements thatincluded the extension of WestmountRoad, improvements to Columbia andParkside Drives and a multi-phasecommitment to the long-term health ofColumbia Lake Environmental Reserve.

Today, the park’s tenants provide new andinteresting employment opportunitiesthat attract a continual influx of newindividuals to the area and assists with theretention of recent graduates. With theAccelerator Centre’s active engagement ofstart-ups, there are sound businessreasons for new technology enterprises tostay in the region. And always, there areinteresting ideas happening here.

I do hope you will enjoy the tenants’stories in this magazine. As a research andtechnology park, what is happening heretoday is really about the world oftomorrow. This magazine provided thepark’s tenants an opportunity to talk aboutnew ideas and products for the future orhow they are doing things differently rightnow. Their stories are about change. Theyare also about ideas – the ideas that willhelp to shape Grace’s future.

Today, this playground is where Grace canswing in the air and think about ideas andmake up dreams. Tomorrow, it will be atechnology playground for her and all herfriends. A place where they will haveeverything they need to take their ownideas and turn them into tomorrow’stechnology. Let’s watch and see.

CAROL STEWARTUW Research + Technology Park

WATCH • R + T Park • 04

There are soundbusiness reasons fornew technologyenterprises to stayin the region.

nce a massive swath of undeveloped landoriginally comprised of eight Mennonitefarms, the location for the UW Research +

Technology Park was acquired by the university in1963. More than twenty years later, neither pathsnor roads had begun to bisect what had becomeknown as the North Campus and much of the landhad been leased back to the original farmers.

Of the area remaining, a small cluster haddeveloped near the original 1856 farm house ofJohn E. Brubacher. Thisincluded the School ofOptometry, Columbia IceFields and a daycare centre.For a time, faculty and staffmembers even had individualgarden plots on this land. Butas UW moved into the 90s,plans were set in motion for anew type of development thatwould finally create significantchange to these fields.

In 1990 the University ofWaterloo commissioned a Campus Master Plan toprovide a framework for future campusdevelopment and a system for managing growth.But perhaps most importantly was the recognitionthat it was time to develop a detailed strategy forthe long-term development of the lands. Inkeeping with the University of Waterloo’sentrepreneurial traditions and innovative nature,the University began to launch a series of initiativesthat would create opportunities for companies tolocate on the North Campus and enjoy access totop students and faculty research.

For such an endeavour the Campus Master Planoutlined a flexible approach that could: respond tochanging priorities; ensure the retention andcontrol of development via leasehold; and establishan environmental basis for all planning anddevelopment decisions. With the plan providing

the fundamentals for the spirit, look and feel andmanaged progression of the Research Park, carefulplanning could strengthen UW’s research andteaching opportunities. The entire concept was anambitious one that took the idea of collaborationwith industry to an entirely new level.

With the support of provincial, federal, regionaland city governments, the University accessed over$40 million dollars in infrastructure grants to openthe lands for the creation of the UW Research +

Technology Park.

Four buildings in total houseover 35 companies andassociations in today’sResearch + TechnologyPark. The fifth and sixthbuildings are underconstruction and will add173,000 square feet. As perthe park’s mandate, tenantseither house technologyintensive companies thatare undertaking applied

research and innovation product development inco-operation with UW, or are organizations whoservice the needs of this distinct industry.

Yesterday’s historical Brubacher farmhouse is nowjuxtaposed by the modern buildings of two ofWaterloo’s most famous spin-off companies, OpenText and Sybase. Parking lots hide behind buildings,round-abouts keep the flow of traffic continuousand berms add aesthetic landscape groupings. Allof the buildings have been constructed withenvironmental solutions at the forefront ofplanning and with full integration of existingparklands. The development in the park has stayedtrue to the environmental considerations laid out bythe Master Plan as well as the spirit of ‘why not?’attitude known at the University of Waterloo. Theundulating landscape of the North Campuscontinues to flow – as fertile now as ever.

From cornfields to commercialization


The development in thepark has stayed true tothe environmental

considerations laid out bythe Master Plan.

LOOK AT

hy did one of the world's mostinnovative companies set up shop inWaterloo? In a word: Talent.

Ranked as the best company to work for byFortune Magazine, Google is well known for itscommitment to hiring the best and brightest.The search company based in Mountain View,California recognizes the importance of havinginternational offices to meet the needs of theirclients and employees.

"We want to hire the best people to create thebest products for our users. That’s why we'vecome to an area well known for developing greatengineering talent," said Alex Nicolaou, a mobileengineering manager at Google Waterloo."Waterloo is a globally recognized leader in boththe technology business and education. By beingphysically located here we benefit from closeproximity to the University of Waterloo and thecity's tech sector."

Google has worked to create an appealing workenvironment and culture. The company fosters astrong sense of connectedness and encourages theopen exchange of ideas. It offers its employeesopportunities to tackle the toughest problems incomputer science and develop innovative productsin a collaborative environment. As in all Googleoffices, Google Waterloo employees work in small,focused teams.

Google's location at the Research Park providesexciting opportunities for Canadians to advancethe company's mission to organize the world'sinformation and make it universally accessible anduseful. Google and the University of Waterlooboth share a passionate belief in the value ofintegrating education with on-the-job training.Being located adjacent to each other will enablethem to forge an even stronger bond over time.

The Google employees, or ‘Googlers’, based in theUniversity of Waterloo's Research + TechnologyPark concentrate on high-profile engineeringprojects, including applications targeted at mobiledevices such as search, mobile GMail and tools foradvertisers. For some Waterloo Googlers, it startswith a co-op program that combines dynamicwork experience with a world-class education; forothers, it is an easy transition after university tosimply move across campus to work at Google’snew office.

"It's very important for us to develop a strongrelationship with the University of Waterloo andits talented students and researchers," said StuartFeldman, Vice President of Engineering atGoogle. "We are actively recruiting topengineering talent to join our current team inWaterloo. With Google, they will have plenty ofopportunity to work on innovative andchallenging products."

The UW Research + Technology Park facilities helpfoster a productive and supportive workplace,with easy access to a fitness center, a dentist andbanking. In Google's own office, catered food isbrought in daily for lunch, which is eaten in thecafe adjoining the Googler's play space. Inaddition to creating a productive and fun workenvironment, Google recognizes the benefits ofsituating itself in a city that offers a high quality oflife to its employees. With continued plans togrow in Waterloo, Google is committed to thecommunity and looks forward to being animportant part of the city's success.

GoogleOrganizing the world’s information


Navtech Inc.Navtech software and charts ready pilots for flight


here’s a very familiar sight for airlinetravellers just about everywhere in theworld; pilots in ones, twos and more

carving a swath through crowded airports ontheir way to pilot a flight. With their tidyuniforms, jaunty caps atop their heads, and avery big black bag held firmly in hand, they aredifficult to miss.

Some travellers, minds wandering while waitingto check in or board a flight, may have idlywondered something about these pilots. Whatexactly do they carry inside those big black bags?

What is mystery to some may be commonknowledge to others. But for the record, theblack bag is packed with extremely important enroute charts that depict the roads in the skycomplete with levels of airspace andgeographical markers, as well as airport chartscontaining every detail of every airport includingall landing and take-off data. The pilots packthese black bags before each flight. They arestandard issue. And standard requirement. Andthey don’t get on the plane without the bag.

Every time pilots prepare for a flight they sort thecharts and operational manuals in their bag tocorrespond to the route that they will be flying.Corresponding electronic data called navdata,from another Navtech product, is alsodownloaded to the equipment in the cockpit ofthe plane. Throughout the flight charts andnavdata are cross referenced to ensure accuracyfor the pilots amongst what they are seeing asthey fly, what their cockpit equipment is sayingand what the hard copy chart reads.

Only three companies in the world are responsiblefor the development of the charts that guide everypilot through their flights. The second largest ofthese companies, Navtech, calls Waterloo home.

Navtech and its subsidiaries have been makingflight operational software such as aeronauticalcharts and other related products for over 50 years.Right now, they’re in the midst of redesigningthese charts to help make air travel saferthan ever.

Working with research results from a US-basedaeronautical research institution, the VolpeInstitute, Navtech is working on a new designformat that will improve their chart design. TheVolpe Institute is an internationally recognizedcentre of transportation and logistics expertise.Their work helps decision-makers define problemsand pursue the solutions that will leadtransportation in the 21st century.

Based on the study with Volpe regarding howhumans read charts in a flight deck environment,Navtech made changes focusing on improvingthe readability and accessibility of information,encompassing changes like enhanced text fontsand using more colour in their charts. Othertechnical aspects of the product includeprocedures to improve aircraft operations andflight safety by using more easily recognizablesymbology. In the event of an emergency, theability to read charts and "get the picture" fastercan knock split seconds off crucial decision-making time to save flights and lives.

Updating their enormous body of charts is notan overnight task for Navtech. They have beenworking on redesigning their products airport byairport throughout the last two years. Recently,they have begun the launch of the new productwith some of their existing clients by replacingdesigns as clients renew their mappingcontracts. The changes have been noted by theircustomers and the response is enthusiastic.

What’s next for Navtech? Developers arefinalizing state-of-the-art software for airlines tominimize fuel consumption benefiting both theeconomy and the environment. That project,along with their Flight Planning and CrewScheduling software, keep their 24/7 ServiceDesk as well as their researchers andprogrammers from being idle. Navtech isfocused on continuing to develop other productsin various markets of the vast world of airspaceand travel.

eet Tim Ellis. An entrepreneurfrom the area with several start-ups under his belt, Tim recently

joined the team at the Waterloo Research+ Technology Park’s Accelerator Centre. Asthe centre’s Director of Client Programs,Tim is a logical addition for an organizationthat is all about entrepreneurs.

The Accelerator Centre opened its doorsin April 2006 with the hopes of being at50% capacity in the first year. The facilitywas full within 11 months. Two yearslater plans are in place to add anadditional 10,000 square feet, to belocated in the park’s next multi-tenantbuilding, bringing the centre’s totalspace to approximately 40,000 squarefeet. The centre’s rapid expansion standsas an outstanding outcome of thehealthy growth potential for technologyand entrepreneurship in Waterloo.

There are few centres like this one inOntario. Unlike most research parks, thisone is not about incubation. Rather, asits name outlines, the centre’s mandateis to accelerate emerging technologybusinesses’ growth and success. Tobecome a tenant, start-ups must be anexisting business and already beyond the‘idea’ stage. Once they apply they arerequired to go through three to fourstages of approval. The entire processcan take up to a few months. Butultimately, when entry is secured, clientsreceive benefits that go far and abovejust occupying space.

As tenant Steve Basco from Dossierviewexplains, “A lot of time can be wastedgetting an office up and going. And a lotof money goes into paying for that aswell - whether time lost or dollars cost.At the centre, costs for high quality spaceand facilities are shared across otherstart-ups. We get to make a positive firstimpression with our potential investorsand clients without having to worryabout the details.”

In addition to space access, clients areplugged into resources, mentorshipprograms and more. As Ellis explains,“We want to make sure the clients haveall the tools they need to be successfulwhile they’re here and after theirgraduation. We listen to our clients tofind out what it is that they need when.Then we bring in value-add resources –services that cover HR, access tomentors, legal, sales, CTO in residence,book-keeping and more – whatevermakes sense.”

The ultimate goal for the clients is actuallyto help them outgrow the centre. InOctober 2007 one of the centre’s clients,Primal Fusion (formerly Terra Path Inc.),left the centre to move into their ownspace. Says Tim, “The quality andquantity of companies that graduatesuccessfully are the measure of oursuccess. We follow graduates closely andmonitor the positive impact they have onour local economy.”

Tim also brings something extra to thetable with the knowledge he gained fromhis own entrepreneurial ventures. Easilydrawing from his own start-up experiences,Tim handles questions from clients rangingfrom angel funding to day-to-dayoperations and everything in between. Hisopen door philosophy is ‘always available’for the 15 businesses currently located inthe centre. And as entrepreneurs attest,‘There’s never a dull moment.’

Says client Maulin Gandhi, TangamGaming, “As an entrepreneur one of thehardest lessons you learn is how tocontrol what feels like bi-polar emotions.You can’t get too high when things gowell and you can’t get too low whenthey don’t. I’ve had a few deals whereI’ve been really excited and then it hasn’tcome through. I had to learn tomoderate my reactions to everything.”

A little bit of counseling fits easily intoTim’s role since, “I’ve been there myself.”As for the next few years, Tim adds, “Iplan to take things here to the pointwhere I’ve squeezed out as much valueas I can for the clients based on myexperiences and connections. You neverknow, I may end up back in the start-upworld myself. It’s an ever-changing worldand I love the excitement. I’m having alot of fun here and I would like to thinkI’ve got a lot to add yet.”

Accelerator CentreTake a seat at the table


Tim EllisDirector, Client Programs

Frozen NorthThe indy movement

ot long ago video gaming wasconsidered a ‘geek’ past time.That’s changed. Today, the

audience for video gaming includes thedemographics it once appeared toexclude: The older generation andfemales. Now a commonly acceptedform of entertainment, the mass appealof video gaming to a large andcomposite audience has opened thedoors to a rise of innovators. The surpriseis, although these innovators are not thebig names, they are the force drivingboth change and revenue.

Within the gaming industry is a new sub-culture of independent game developers- known as ‘indy’ gamers. These typicallysmall yet creative design anddevelopment houses have become theindustry’s new trail-blazers. Their

creative ideas re-energized and thenrevolutionized what was very recentlyconsidered a stagnant market.

Explains Julian Spillane, young founderand CEO of local gaming companyFrozen North, “The indy gamingmovement began in ’98. Somethingright was going on that set the path forindependent development. In someways, it was the end of one era and thebeginning of another. Gaming was stale– nothing was changing in terms ofgame type or play. At the same time,software was becoming cheaper andschools were starting to teachdevelopment skills.”

“Initially,” continues Spillane, “independentsworked away quietly in their basements. Butthen teams started to take over.With teams,everyone brings a different element to thetable and that opens the door to creativity.Ideas were generated that challenged whatwe claimed games to be. Larger companiesstarted to notice and then question whatthe indies were doing. Eventually, thesecompanies had to adapt to the changesthat indiesmade and a new gaming reality.”

Spillane officially formed his own videogame development company, FrozenNorth, in 2006. But that was more aformality; the group had been workingtogether informally during their schoolyears building their skills as designers.Currently finishing the last stages ofdevelopment for a game called ‘Up &Down’, Frozen North’s first product is setto hit the gaming market in December ofthis year. Spillane acknowledges FrozenNorth’s plans for the game reach fardeeper than a one-hit wonder.

“Ultimately, the goal is to build afranchise - like Mario Brothers. It’s notenough to just build a game. You have to

build a brand to help tide you over forthe next project. The way the market forsales has developed - there’s plenty ofroom for brands,” explains Spillane.

Similar to the DVD industry, videogaming has a market where sales are notan either/or situation. Gamers tend tobuild their collections by purchasing agame now and another one later.Because developers don’t have tocompete over a sale of ‘oneness’, branddevelopment, collaborative efforts andinformation sharing are commonplace.And that inspires more innovation.

But as Spillane is quick to mention,“Pulling ahead of the pack takes morethan development. Every team has itsown story of blood, sweat and tears.Along with good design you also needgood publicity as well as people withinfluence behind you. Publishers careabout bottom line – you can’t sell oninnovation alone. That’s something a lotof developers forget to think about.”

Not so for Spillane, “I grew up withgaming – and that inspired me to be adeveloper. But now that I’ve started acompany, I’ve learned there’s no manualon being a CEO. I don’t want to be a suit– but I want to lead the company. I guessI’m learning the ropes through osmosis –absorbing things from people aroundme. I want to be a role model for otherssomeday. We just have to make sure wekeep our values and great workenvironment. We’re confident we’re nexton the cusp.”


Frozen NorthUp & Down game graphic

ave you ever looked in the mirrorwhile trying on clothes andwondered if there was a shirt

that was a better match for the great pairof pants you slipped on? Or whether youpicked up the perfect accessory to gowith the whole outfit? Have you everwished for better service in stores whiletrying on clothes? A way that would notinvolve leaving the change room to huntdown the item yourself or finding a salesrepresentative. Most of us at some pointbecome exhausted with the shoppingexperience and opt to exit the changeroom. We leave the items behind andchalk it up to yet another failed shoppingexpedition.

There is a new take on this old fairytale,except in this story, there is no SleepingBeauty. What if you could have the itemyou wanted brought to you without everleaving the change room or talking to asales rep? Imagine if there were actuallyan innovative solution underdevelopment right now that answers tothis desire and provides a superiorshopping experience.

You can say thank you to Waterloo-based software developer SybaseiAnywhere for the technology that,working in conjunction with otherindustry leaders, will someday make yourwish a shopping reality.

Here’s how it works...

Attached to all articles of clothing areRadio Frequency Identification (RFID)tags. These RFID tags contain all thedata about the article of clothing to

which they are attached. As your usualshopping experience begins, you select anumber of articles of clothing and headto the change room to try them on.

With Sybase iAnywhere technology, thisis where shopping becomes a whole newexperience. RFID readers are affixedbehind the mirror’s surface. Once youenter the change room, the readerembedded in the mirror is able to readthe details in the tag and all the relevantinformation including clothing style,colour, size and general description.

Then the fun begins...

By simply tapping on a digital button onthe magicmirror™, the mirror will displaythe coordinating clothing options thatare both in the store and in your size.You can find out about shirts that matchthe pair of pants you have on, moreoptions for pants that match the greatsweater you selected or the accessoryoptions that best compliment the outfit.Tap on another digital button and thearticles of clothing that you’d like to try

on are brought to you in your size by thesales representative.

Sound too good to be true? Right now,this magicmirror solution is becoming areality for one of Portugal’s premierfashion houses, Throttleman. SybaseiAnywhere is providing the RFIDinfrastructure which is the backbone tothis solution. The RFID infrastructureprovides management of the readers,centralized configuration and dataintegration into existing backendsystems. With the implementation ofthis new technology in their retailbusiness model, Throttleman expects toprovide more efficient customer serviceand eventually attain increased sales.

RFID technology has typically beenassociated exclusively with supply chainmanagement and compliance tomandates. The technology, however,is now being used by forward-thinkingcompanies who are getting realbusiness benefits such as increasedcustomer satisfaction, productivity andultimately profits.

The magicmirror solution is only oneexample of the innovative types ofsolutions that are being built withproducts from Sybase iAnywhere.

And the rest of us? Well, we get to lookforward to one of those fairytales finallycoming true.

Sybase iAnywhere Inc.Revolutionizing the way you shop


With Sybase iAnywheretechnology, this is whereshopping becomes awhole new experience.

Miller Thomson LLPExpert advice for emerging tech companies

ith roots reaching back 150years in the Waterloo Region,Miller Thomson LLP is inspired

by a vision of the future from its vantagepoint in the heart of the University ofWaterloo Research + Technology Park.MTech – a technology program put inplace by the firm in July 2006 – is oneunique aspect of Miller Thomson’s vision.

A one of a kind program, MTech tooknearly a year to conceive, research anddevelop. It offers a host of reasonablypriced legal services to qualifyingemerging businesses. Designed to helpnew businesses get started and protectintellectual property, the program alsoprovides access to highly qualifiednational-level legal counsel.

MTech grew out of a blending of severalseparate factors. Lorelei G. Graham,Miller Thomson Partner, recognized thatthere were many young and exciting newbusinesses springing up in WaterlooRegion on a regular basis. She beganthinking about how the firm could getinvolved with this dynamicentrepreneurial energy.

“Intellectual property, and patents inparticular, drive a lot of business todayand Miller Thomson wanted to partnerwith start-ups to provide both legal andbusiness services. We wanted toanticipate their needs rather than waitfor them to come to us seekingtraditional legal advice,” says Graham.

At roughly the same time, DeboraRitchie, Miller Thomson BusinessDevelopment Manager, attended anentrepreneur’s forum in Toronto duringwhich emerging business peoplediscussed the pitfalls of legal andfinancial matters for young companies.

“As a firm we began thinking this was adirection we could be going andexamined how to address these issuesand tie them into intellectual property.This opened up a whole new dialogue,”adds Ritchie.

Miller Thomson saw a lot of possibilitiesopening up too. Following her initialobservations, Ritchie gathered extensiveresearch by speaking to dozens of localbusinesses about their legal needsincluding why and how they chose theirlawyers. Says Ritchie, “We found thatmost of the businesses we talked to hadfabulous ideas and great concepts butdidn’t know how to turn that into aviable business. We wanted to find a way

to get them to come to us early on andthen give them a solid foundation.”

When her research was complete, Ritchiecame up with a name, logo andmarketing concept. Now in its secondyear, the MTech program includes over50 business stakeholders in thecommunity. “From the beginning,” saysRitchie, “people at Miller Thomson havebeen passionate about the program.That in part explains its early andcontinued success in the community.”

Attests MTech client Dr. Jeffrey Turner,CEO of the Toronto -based stem cellcompany Tissue RegenerationTherapeutics Inc., "Emerging technology-intensive companies require costeffective, leading edge legal services on atimely basis. MTech's innovative quote-based business structure has allowed mycompany to effectively manage legalcosts yet retain sophisticated services."

“MTech is just one example of our newideas,” says Ritchie. “The success of theprogram has encouraged us to developother related services and products -alternative solutions. In today'stechnology-based business world,professional services including legal andfinancial products need to adapt andchange to meet the demands of business.

Adds Graham, “We’re 150 years old thisyear, but we’re new and modern too.MTech makes technology work for usand for the community. Moving to theResearch Park fits our commitment to –and vision of – the region and thegrowing technology community. Wehope to be there at the next stage oftheir growth.”


DEBORA RITCHIEBusiness Development ManagerMiller Thomson LLP

17 • R + T Park • WATCH

CBET

hat started as a dream merelyfive years ago, the University ofWaterloo’s Centre for Business,

Entrepreneurship, and Technology (CBET) ischanging the model of graduate businesseducation in Canada. Located in the heart ofthe Accelerator building, in UW’s ResearchPark, CBET’s mandate is to advance theteaching and practice of entrepreneurship,innovation and commercialization. In thelast few years, its radical ‘knowing-doing’programs have attracted students from allover the world and have resulted in theformation of numerous new ventures andspin-off companies.

Leveraging UW’s technologicalstrengths, CBET’s students and alumniare actively involved in commercializingideas in such diverse fields as ICT, RFID,nanotechnology, health care, alternativeenergy and digital media. A wonderfulexample of CBET’s catalytic effect onbusiness creation is Tangam Systems.

Prem Gururajan, a UW systems designgraduate, had been developing a specificoptical sensing application when heenrolled CBET’s Master of Business,Entrepreneurship (MBET) program in2004. While in the MBET program, Premwas introduced to many importantbusiness contacts. They assisted him inmoving his idea forward through itsvarious stages of commercialization.Today, his company Tangam Systems is ahigh tech start-up company focused onbringing computer vision-basedmonitoring systems to the casinogaming industry.

Tangam's system uses tiny video camerashidden in the ceiling above each gamingtable to track every card dealt, every handplayed and every customer who takes aseat at the table. Says Gururajan,

“We’re the first company in the worldthat can do this – our technology has thepotential to transform the industry.”During the last year Prem and his teamhave been rolling out their game trackingsolutions in North America. They are nowfocusing their sights and business effortsin Macau, China, arguably the largestgambling centre of the world.”

Some of the champions who helpedalong the way now sit on TangamSystems’ advisory board. Explains DougBeynon, Chair of the CBET advisorycouncil and member of Tangam’sadvisory board, “MBET Alumni aresuccessful because of CBET’sdifferentiated approach to educatingentrepreneurs. Students are surroundedby, and draw from, a rich innovativeculture at CBET which provides thenurturing support and advice youngentrepreneurs need.”

Howard Armitage, Executive Director atMBET, has a vision for CBET. SaysArmitage, “We aspire to be aninternationally recognized Centre forEntrepreneurship that will be known forits success in producing breakthroughnew businesses, advancing the state ofentrepreneurial and commercialization-related research, and designing andpromoting leading-edge educationalprograms for students and practitionersthat lead to new business formation.”

Continues Armitage, “Canada needsinnovation to create momentum. At CBET,we’re working with our partners andcolleagues in the Research Park to buildthe business for a healthy Canada.”

Innovation creating momentum

ave you ever heard the term‘content chaos’?

Well if you logged onto your officecomputer this morning to a barrage ofnew and urgent email you may actuallyhave experienced some of this first hand.Embedded in the plethora of messagesdid you also tackle multiple attachments,videos, digital images and other files?Grappling with the content chaos oftoday’s ‘rich media’ in an organizedmanner is getting to be more of achallenge every day. For businesses, thischallenge can be a matter of thebottom line.

Rich media usage has exploded and willcontinue to expand within corporateenterprise. According to independentresearch organization GISTICSIncorporated, without some type ofmanagement system for rich media files,a typical company will soon spend anaverage of 2.9 minutes searching for asingle file. And often these searchescome up empty handed. For competitivecompanies that hits two sore spots –the pocketbook and the reputation ofthe company.

More and more organizations arerecognizing that rich media is a valuablecomponent of their enterprise’s collectiveintellectual property. At the same time,they also realize the importance of seekingsolutions that can help to manage theirmounting file types – be it for TV, web, cellphone, or in-store advertising.

Waterloo-grown Open Text, located inthe Research Park, specializes inconnecting people with the informationthey need to work better, the processes

that make them more efficient and thecommunities that share like-mindedinterests and expertise. Open Text cameup with a solution for content chaoscalled Artesia Digital Asset Management(DAM). For many of their clients it hasprovided the answer they needed toremain competitive.

Take one of the world’s leadingmanufacturers of major home appliancesfor example. With annual sales of over$18 billion, 68,000 employees, and 5manufacturing and technology researchcentres around the globe, it still founditself struggling to establish a distinctbrand identity. In order to protect,sustain and expand their worldwidemarket they needed to know accurateimages were delivered in the correctmanner to the correct channel.

Pre DAM the company achieved this byburning 10 or more CDs per week. Thiswas counterproductive and oftenresulted in the incorrect distribution ofimages and model numbers, which inturn often irritated trade partners andconfused customers. Dealing withmultiple agencies internally andthousands of trade partners externallyalso meant that image requests oftentook one to three days to fulfill.

The company recognized they needed arobust solution, appropriate for anindustry leader, to help them managetheir digital files. That meant acentralized and accessible repository forlicensed product images and forrepurposing images and content. Thiswas critical to convey the message ofconsistency, reliability and speed-to-market to their customers.

The company chose Open Text’s ArtesiaDAM to help them organize, manuallyretrieve and distribute approximately48,000 images. The solution also protectsover 13,000 product shots representingtheir entire house of brands.

Open Text helped the company create acentralized repository to bring in-housecontrol over product shots and eliminatethe cost of image recreation, storage andretrieval. The company was able toprovide trade partners with brandedimagery according to their market andgeographic needs. Departments couldoffer ‘image enabled’ applications toexternal customers via a web-basedself-service merchandising tool, pointof sale materials and productspecification sheets as well as printadvertising to trade partners and buyinggroup representatives.

Thanks to the solution, the companynow easily manages brand messagingand is confident accurate images aredelivered to the correct destination.Trade partners have access to qualityimages for branded co-promotions andproduct demonstrations. That translatesinto global brand consistency for bothtrade partners and customers. Ultimately,the organization saved time and moneywhile ensuring a solid brand identity.And that translated to a clearcompetitive advantage.

Making sense out of chaos is often agood idea. But in the information richworld of today, it just makes goodbusiness sense.

Open TextTaking control of chaos



It is a well known fact that everygeneration has philosophicaldifferences from the one it follows.

How each generation’s beliefs and valuesimpact the world becomes the legacyeach leaves behind. Today, we live in anera where the millennial generation’sdesire to give back to society is sopowerful – it is actually affecting the waybusinesses must work in order to attractyoung talented minds.

February 2008, during his North Americantour, Bill Gates made a stop at theUniversity of Waterloo. His only Canadianvisit, he delivered some strong messagesto the students of the university and 200hand selected (and lucky) high schoolstudents. A big part of the messagereflected Gates’ commitment to his ownphilanthropic work and his understandingthat for the millennial generation; well,the times… they are a changing.

Gates first drew a picture of a future thatpromises to deliver an astonishing arrayof changes that will impact the waysociety lives and works. He thenencouraged students to gain a morecomprehensive understanding of theworld; and not just of the haves but alsoof the have nots.

Explained Gates, “When I was in school Ididn’t personally get the big picture. ButI’ve learned a lot more since then aboutthe tiers of wealth in the world. I’ve askedmyself, of those tiers, how doestechnology make a difference amongstgroups? The top tier is obvious. But in thebottom tier, where people live without

electricity or access, innovation isextremely important but difficult todeliver. This creates a dilemma becausewhen people have no money, they haveno voice. And they require external actionto help resolve problems. The answer is tofind gaps where technology can make apositive impact in spite of the issues.”

“When you have a much betterawareness of a particular worldsituation,” Gates continued, “take on anaspect of what you’ve noticed and learnas much as you can about it. Then find away to give back.”

On a business level, Gates encouraged thestudents to get businesses more involvedin finding these solutions. As he noted, “Ifyou could get every business to be as goodas the ‘best’ who are already helping,imagine the new technologies that couldbe developed to help the world.”Refreshing words from a man who hasalready accomplished so much.

Bill GatesWhat’s on for tomorrow

“If you could get everybusiness to be as good asthe ‘best’ who are alreadyhelping, imagine the newtechnologies that couldbe developed to help

the world.”

There is a place where ideas happen. It is in

surroundings that encourage leading edge research

and have continuous access to a stream of brilliant

minds. That place is here in Waterloo. It’s called the

University of Waterloo Research + Technology Park.

It’s today’s technology playground.

The companies located in this park have ready

access to everything they need to generate ideas for

now and for the next generation. Tomorrow they will

welcome the brainpower of our children just as they

have already welcomed the minds here now.

Watch to see what happens next.

ideas = research + talent + location

today’stechnologyplayground www.rtpark.uwaterloo.ca


So you have an idea...How do you know if your idea is a sound one? If there’s a market for it? If the technology exists? How to patent it? Findinganswers takes a lot more than guts and opinion. Your idea’s first stop is the Canadian Innovation Centre (CIC). The CIC conductsthe research necessary to find answers on market viability. Explains Josie Graham, Director, Projects & Studies, “People shouldcome to see us very soon after the light bulb goes on. We can help to establish if there is a need before the entrepreneur reallystarts to spend time and money on further development of the idea.”

All systems go...You’ve passed the research stage and there’s a market for your idea. But you can’t work on it during the day (you’re at the office)or you can’t work at it at night (your home pc doesn’t have the capacity or programs) and you need more development before anyangel funding. Infusion Angels Innovation Centre sponsored by Microsoft next. A mini-incubator, they provide entrepreneur’ssupport, services, mentorship and guidance. A free and tapable resource, Infusion has physical workspace including workstations,access to development resources, a technology library, programming guides and more. All you have to do is call and book the time.

Add time and money...It’s almost real and it’s going to work. But the idea needs further research and more resources. In other words, you need money.You’ve heard rumours about government funds and research assistance, but you’re not sure where to begin. Get to know theIndustrial Research Assistance Program (IRAP). IRAP provides a mix of expertise, referrals, and funding for qualifying startup andearly-stage companies. Programs include a range of both technical and business oriented advisory services along with potentialfinancial support for innovative research, development and commercialization of new products and services.

And more time and money...It’s almost real. It’s almost ready. With just a bit more time and money you’ll be on track to take it to market. You can alwayscheck out the Ontario Centre of Excellence part of the Ontario Ministry of Research and Innovation. A pre-eminent research-to-commercialization vehicle, OCE is great for building strong industry and academic relationships. They specialize in taking ideas toincome through support for industrially relevant R&D, the opening of new market opportunities and the commercialization ofleading edge discovery.

Take-off time...Seems you have a few employees and an office (not in the basement.) The ink is dry on your first deal. Maybe your idea will bethe next one to change the world. You’re poised to be the next name on everyone’s lips. Time to join Communitech: WaterlooRegion Technology Association and connect with the region’s technology sector. With mentor programs, peer gatherings, annualconference, connections to every CEO in the region and government involved with economic development and technology,Communitech is the place to meet everybody. Maybe sooner rather than later, you’ll be the next speaker to tell the story of howyour idea went from thoughts in your head to a multi-million dollar enterprise.

deas: concepts, abstractions, notions that exist within the mind. All of us have had a few; some of us have had a lot.But how many of our ideas ever get beyond mere thoughts?

At the University of Waterloo Research + Technology Park odds that an idea will turn into a patent, product or businessare quite good. In fact many ideas are currently along the journey to commercialization right now.

The Research Park’s five Innovation Partners are there to help individuals develop their ideas into viable businesses. Each one ofthe partners has a specific and defined role in that journey.

From research around idea validation, to sourcing development resources, to connecting funding, mentoring and governmentassistance when needed most, the partners clear the path that moves ideas from thoughts to words to commercialization.


Innovation PartnersThe evolution of a Waterloo idea

A different approach for the new Waterloo

So how did you get from there tothe creation of TechTown?

“The opportunity to build TechTown firstcame about when local technology CEOsand UW President David Johnstonidentified the need to provide services suchas a fitness facility, healthy food and childcare in a single location within the ResearchPark. I expanded that notion with the ideafor a building that would accommodateother professional services - ones thatwould help people bring more balance totheir lives. Other things came into play aswell - like the fact that a lot of new peoplein the area were looking to meet other newpeople and there was a growing base ofprofessionals who really wanted tonetwork. The opportunity to start a fitnessfacility that focused on health - not justrunning on a treadmill - becameimmediately apparent. I wanted to providevalue added services that were not availablewithin a custom-designed facility. That wasthe key to the business plan and now it’sthe reason for our success.”

What came next?

“Research! I started by looking forcomparable professional servicesbuildings. The first thing I found out wasthat they don’t really exist! The newbuilding would have to create a sense ofplace and foster a sense of community –hence the name “TechTown”. It neededthe space necessary for events andnetworking options. For the health club,I visited many fitness facilities in NorthAmerica. I knew that I needed to offerfacilities and services that differentiatedus. It was also apparent that the designneeded to be open, airy, light-filled andwith customized ventilation. My researchled to one conclusion - I needed to buildsomething new that fit with my vision.”

So, now that it is here, what isin TechTown?

“We have just about everything you needto take some of the stress out of yourlife. Under one roof we have ColumbiaLake Health Club, TechTown Café,Education Credit Union, Kids & Company- a full service daycare, TechTownDentistry and Google. Anyone canworkout in the morning, grab acappuccino or protein shake and getcash at the ATM all on the way to theoffice. All the service businesses in thefacility work together to providepremium services that value clients’ time.For example, Kids & Company andColumbia Lake Health Club have a childcare arrangement for members andColumbia Lake Health Club and the Cafémake it easy for members to make quickpurchases.”

What’s different about ColumbiaLake Health Club?

“Columbia Lake Health Club is neithergym nor franchise. We respond directlyto what our members want. We seeopportunities and act on themimmediately. For example, we recentlyadded an incredibly successful danceprogram. We have golf, hockey and skiconditioning. We have fitness classesthat go way beyond the franchiseprograms of the ‘80’s. Plus, because Idesigned the facility for comfort, everyroom has its own ventilation system. Infact, with each room operating on itsown system, we are able to provide aroom for ‘hot’ yoga. There are alsohardwood floors, lots of natural lightflooding in and more. “

What about the café?

“Because the café is not a franchiseeither, we work together to meet ourcustomers’ needs. Not only do we havefresh healthy food choices, we knowhow important good coffee is toTechTown visitors. So – we have our owncoffee roaster. On your way in for yourworkout you can stop by the café andhave our beans roasted to your taste andit’s ready to go when you head out.”

Does the ultimate reality matchthe vision?

“Yes! A lot of the members at ColumbiaLake Health have turned out to be newpeople who want to get to know othernew people. At the same time, the clubalso attracts many who have deep rootsin this region but were looking for amore comfortable environment withdifferent services and more equipment.We have created a community meetingplace for the tenants of the park and theprofessionals in Waterloo who want tomeet and enjoy the company of like-minded people.”

Would you do this again?

“Would I ever! I’ve discovered a hiddenpassion inside me that I didn’t know wasthere. I have become an entrepreneurand it’s very satisfying. I love being“back to work” and believe that it’simportant for my children to have a“working mom”. Plus I have learned somuch through the whole experience oftaking a vision – and making it abuilding, a community gathering placeand a club that promotes a healthy livingstyle. So yes – I’d do it again.”


TechTown

oby Jenkins, creator of TechTown,a community services buildinglocated in the heart of the UW

Research + Technology Park, hasaccomplished a phenomenal task. Openfor business since January 2007, Toby’sfacility is the physical embodiment of hervision. We talked to her to find out howshe took her philosophy for healthy livingand turned it into a viable and thrivingbusiness.

First of all, are you from the area?

“Not originally - but I am a University ofWaterloo graduate. I returned 20 yearsago to establish a career and I’ve beenvery busy raising my family. I have three

children – 17, 15 and 11 and we love ithere. Since my return I’ve watchedthings change a lot. Waterloo is growingup quickly and is becoming a verydynamic city.”

Whatwere you up to before TechTown?

“I came to Waterloo as a commercialbanker for Royal Bank and I managed abusiness unit in Cambridge. I leftbanking in the late ‘90’s to raise mychildren and volunteer on boards such asWaterloo Ventures, Grand River Hospitaland Cancer Care Ontario. The mostsatisfying work came from myexperiences on health care boards. I spentnine years on the Grand River Hospitalboard finishing as Chairman in 2004.”


What did you take away from yourvolunteer experiences?

“With my work with Cancer CareOntario, I learned there was a big gap forthe average person in the area of healthpromotion and disease prevention. I sawthat there was an opportunity to helppeople take care of themselves better –while they’re healthy – to maintain goodhealth. An idea started to take shape -there had to be other opportunities toinspire greater responsibility in keepingyourself healthy and active. But it tookme a while to figure out what thatopportunity might actually be.”

TOBY JENKINSCEO, Columbia Developments Inc.

Kids & CompanyStopping the mommy drain

n today’s fast-paced environment,the pressures on families, particularlymothers, are significant. The number

of working parents is steadily increasingwhile support from extended familiescontinues to diminish. According toStatistics Canada, the proportion ofchildren in child care has increasedsignificantly over the past eight years.

Victoria Sopik, president of Kids &Company, says that ‘Mommy Drain’ issomething that affects both workingmoms and the organizations thatemploy them.

“It is well documented that workingmothers face significant emotional andpractical issues, such as balancing workand family and this can translate intoproductivity and retention issues amongvaluable talent,” says Sopik. “Theresulting cost is high…on both sides.”

As a result, many of Canada’s leadingemployers are working to combat‘Mommy Drain’ by providing work-lifeprograms and services for theiremployees. Kids & Company, Canada’sleading provider of innovative work-lifesolutions, works with top-tier progressiveorganizations to provide workingparents with the flexible child careoptions they need.

“Kids & Company’s child care solutionsallow parents to feel good about goingto work every day knowing they haveaccess to guaranteed, reliable, nurturingcare that is flexible enough to meet thespecific needs of both children andparents,” says Sopik.

To meet the needs of children age sixweeks to school age, the qualified childcare providers at Kids & Company use achild-centered philosophy in which theprogram is responsive to all children in

the group. Kids & Company creates andadapts programs by observing andlistening to the children. In small groups,children receive individual attention in anurturing environment where a healthyattitude towards learning is developed.Through this emergent curriculum,children are provided with theopportunity to decide what they wouldlike to learn.

Kids & Company is also responsive to theneeds of parents. With 20 locationsacross Canada, Kids & Company offers aspectrum of child care options includingfull-time, part-time and emergencyback-up child care. The organizationrecently began providing extended-hourand 24-hour child care at select locationsin response to the needs of parentsworking in healthcare and othershift-oriented workplaces. But Kids &Company’s commitment to providingparents with flexibility extends beyondjust the duration of a child’s care.

“As a working mother of eight, I knowfirst hand that balancing work and familyis a challenge,” says Sopik. “That’s whywe continue to develop and providesolutions to help stem the ‘MommyDrain,’ such as no late fees whenemployees are held up at work and arrivelate to pick up their child and our meals-to-go program.”


DONNA LANGCareer mom with daughter Carli

Kids & Company createsand adapts programs byobserving and listening

to the children.

TechTown DentistryFace your world with a smile

omething feels very different atTechTown Dentistry. Beginningwith the receptionist’s dazzling

smile as she greets you on arrival, to yourwait in a room that feels like a cozyfamily gathering place (complete withfireplace), it is obvious that this is notyour average dentist’s office. And as therest of your visit unfolds, it becomesequally clear that the approach todentistry here is quite unique.

Explains visionary and practice owner Dr.Doug Jones, “Our practice philosophystarts with a very specific end goal in mind- to treat each and every one of ourpatients on a personal, respectful andindividual manner. We strive to strengthenour clients’ confidence, comfort level andself-esteem through healthy dental habits.After all, there’s a lot to be said for thevalue of a healthy smile.”

In addition to Dr. Jones there are twoother practicing doctors at TechTownDentistry; Dr. Tim Sellner, Dentist, and Dr.Suzanne Cziraki, Orthodontist andInvisalign Specialist. Completing theteam is also a number of other dentalhealth professionals. All team membersare aligned with the same four corevalues: kindness, quality, extra mileservice and integrity. Together, theycreate the TechTown Dentistryexperience; aptly named ‘The DentalHealth Advantage’.

TechTown Dentistry’s fresh approachhelps people fit the dentistry they wantand need into their lifestyle and budget.As Doug points out, “When people areconsulted, they usually know the rightanswers. We respect the rights of ourclient to be in charge of their dentalhealth. So if they know the root canalthey need can wait until they are settledin their new job or until they return froma vacation, they can choose the timingthat works best for them.”

“It’s important to remember that thereare a lot of variables involved in healing,”continues Doug. “Your body will alwaysheal faster if what is happening in therest of life – finances, stress level, jobsatisfaction, physical health – are all in apositive state.”

What happens in the dentist chair hereincludes plenty of discussion. Before evermoving to treatment, pictures are shownand options talked about between thepatient and dental health professional.Says Doug, “By discussing decisions withour patients, it changes the nature ofeverything. Treatments are no longerdone ‘to you’ – they’re done ‘for you’.That’s empowering.”

Sound a little different from the ordinarydentist experience? Dr. Tim Sellner

thought so too. That is why he came onboard with the practice. As a recentgraduate, Tim explored many differentopportunities. It was Dr. Jones unusualmethodology that sold him on joiningthis practice.

“It really wasn’t much of a choice,”explains Tim. “Doug offered me analternative to a run-of-the-mill practice.There was a philosophy in place thatprovided a foundation for how we work.Patients are heard and understood – andthat helps get rid of the ‘fear factor’stigma around dentistry. That in turneliminates worry – which is a big deal forme. This place is about something I reallybelieve in.

TechTown Dentistry also believes ingiving back to the community. Workingwith Catholic Family Counselling Centreto identify individuals with severe dentalproblems, the TechTown team providesthe dental care necessary to restore thehealth and look of teeth and gums forthese individuals. Doug acknowledges,“Due to circumstances or lack ofopportunity, many people are unable toaccess and pay for dental care. For theseindividuals, I’ve seen that a healthyconfident smile make a huge differenceto their lives.”

As life becomes more and moredisconnected from personal contact,providing the opportunity for one-on-oneconversations around decision-makingmakes more sense than ever. Taking anactive role in your own dental health,especially when the end result is an idealsmile, is a welcome change. As Dougadds, “When you have the confidence toface your world with a smile, doors openand opportunities are endless.”

Dr. Doug JonesDr. Tim SellnerTechTown Dentistry


Education Credit UnionCustomer service focus

fter over 40 years in the business,the TechTown branch of theEducation Credit Union (ECU) has

proven its mettle by standing the test oftime against the banking industry’sgiants. ECU offers the same servicesbanks offer – bank accounts, investmentoptions, loans, debit and credit cards –but they take a very different approach tobanking and their customers. Accordingto Tony Verbeek, Branch/Credit Managerfor ECU, their business is driven by acustomer service focus.

How are you different from other banks?

“Well, the environment for starters.When you walk into this branch, youwon’t see tellers or automatic tellermachines. Instead, our trainedprofessionals are located in individualoffices. Customers come in, have a seat,and we take the time to look after them

in a confidential one-on-one manner –no matter what they’ve come to thebranch to do.”

Doesn’t that make transactions takeup a lot more time?

“Actually, our clients come to see usspecifically for this reason! ECU has builtthe company to cater towards people ina personal sort of way. We think all ourclients are worth our time and effort.These days many banks encouragecustomers to complete all their bankingonline, for example, so they never needto visit a branch or talk to a real person.”

What if you prefer online banking?

“Absolutely, we provide that as well.We’ve just found though, in somebanking transactions our clients need tosit down with someone who can walkthem through the options to make betterand informed decisions. We’ve come tounderstand that a lot of people don’t havethe time, skills, or patience to do completefinancial plans for themselves. They preferto see an expert – much like you seedoctors for health reasons and lawyers forlegal issues. People come here to getcredible, reliable guidance and advice thatis tailored and suited towards them.”

Can you explain how you provideguidance and advice?

“At ECU, our entire value system is basedon putting the needs of the customersfirst. Let’s use the example that youweren’t happy with your current mortgageprovider and came to see us with theintent of moving your mortgage to us.

Well, by saying we are committed towalking the walk, it means before wewould ever sign you up our staff performcalculations to help make decisions thatbenefit you the customer – not ECU.

So, after a close look at your mortgagerates, if it’s in your best interests to stay withyour current bank until themortgage is due,we will encourage you to wait until thatchange makes the best financial sense.”

Is that the way you approach all yourcustomers?

“We always take a truthful andstraightforward approach. The majorityof the time people respect that we werehonest with them and genuinely heldtheir best interests in mind. So they docome back when that mortgage is due.And that usually means we’vesuccessfully attracted a customer for life.

Do you have to be in the educationfield to bank with ECU?

“No. ECU is open to anyone. It’s really aleftover misconception that you have tobe an educator to bank with us. Whenwe originally formed in 1964, it was incollaboration with staff at the Universityof Waterloo. And yes, ECU was initiallyconceived to serve that staff. But a lothas changed since then. Now we are thesame as any bank - meaning anyone canbe an account and shareholder here. Wedo though – continue to honour ourheritage by keeping the word ‘education’in our name.”

What do you mean about being a‘shareholder’?

Every person who has an account with usbecomes a minimum $5 shareholder. Thatqualifies the customer to take an active partin making decisions for the company.Essentially, this means that our customersare involved in the decisions that willinevitably affect them. This guarantees thatevery decision made is in the best interestof the company’s customers.”

TONY VERBEEKBranch/Credit ManagerEducation Credit Union


future. The most critical component toCGI’s ‘Dream’ for the organization was acommitment “To create an environmentin which we enjoy working together and,as the owner, contribute to building acompany we can be proud of.” Usingthis as a beginning, CGI developed abusiness philosophy that strove always toput people first.

While building their business over thelast 30 years CGI also focused ondeveloping a successful internal workingculture. They believed that by ensuringtheir organization provided employees,or members as they are called, with allthe elements necessary to encourage anddevelop healthy and interesting careerpaths, their employees would be inclinedto stay. And stay for a long time.

Director of Operations for the Waterloooffice, Mark Sippel explains,“Management at CGI has always had agenuine desire for their employees toflourish and grow. And they encouragetheir members to do so within thecompany. The great thing is - developingopportunities for career growth withinthe organization has also proven to be asuccessful retention strategy.”

Mark actually started his own career withthe company as a technical consultant.From there, he grew and transitioned intohuman resources. Today he is now enjoyinghis third exploration within the companythrough his new role in the sales division.

This type of fluidity is typical for CGIemployees. “In fact,” Mark continues,“The environment is structured to make

members feel like they can do well hereno matter what their interests orbackground. No one is forced to become‘pigeon-holed’ into a single role ordepartment. Change is so encouragedthat if after a number of years someoneis in the same position, their managermight even approach them with newopportunities. It’s so refreshing. I’venever felt the need to leave my employerto explore a new career.”

Ray Dwyer, Co-op & Grad RecruitmentSpecialist concurs with Mark, “The worldcan be yours at CGI depending on howeager you are or the challenges youwant.” Ray is another perfect example ofthe breadth of possibility available at thecompany. Ray started with the companyin general administration. Later, he wasgiven the opportunity to move intoactive recruitment and he’s never lookedback. Says Ray on his changing careerpath, “I love what I’m doing now andthere is still a lot more here if I want it.”

Putting employees at the center of theircore values has certainly paid off in manyother ways. The company’s excellentreputation and employee retentionpolicy have enhanced the company’sability to attract the best new recruits.And as these recruits becomeaccustomed to CGI’s philosophy, theytoo evolve into seasoned employees whochoose to stay on for the long-term.

Ray’s recruitment work today focuses onhiring the right people and thenmatching the jobs to the person ratherthan the person to the job. One of his

key objectives is also campusrecruitment. Obviously, the company’sdecision to locate their office in theResearch Park was no mistake. Rayactively acknowledges the significantadvantages to be gained from beinglocated close to a highly educated jobpool.

Even new co-op members experience thedifference from day one. Once new recruitshave signed on with the company, CGIdoes everything in their power to makethem feel comfortable and welcome.

What helps with this explains AccountSpecialist Lisa Doyle, is the buddy system.“When people are hired in anydepartment, they’re paired with aseasoned member of staff so they can beshown the ropes on a personal andintimate basis. From the minute ‘where’sthe photocopy paper?’ to the grandscale ‘what’s it like being on client-site?’the buddy system helps people tointegrate quickly and comfortably intothe organization.”

But interesting career paths are not theonly benefits members get at thiscompany. CGI provides opportunities forwork/life balance as members enjoyhaving families, participate in incentiveprograms for ‘intrapreneurial’ thinking,enjoy on-site fitness programs and more.The company never misses anopportunity to create and endorse effortsthat ultimately keep their membersbalanced, healthy and most importantly,happy to be working there.

Making visions work


CGI Group

CGI GroupBack Row left to rightMark Sippel, Levi Tiessen,Linda Winteringham,Randall Mosher, Jim DavisFront RowDavid McHoull, Lisa Doyle,Margot McCormack

ost professionals agree thatthere are innumerable factorsthat can tip the scales in favour

of business success. But in the world oftechnology where the playing fieldchanges from moment to moment, oneof the most critical factors for success isretention of the storehouse ofknowledge, expertise and experiencesemployees accumulate. Hiring andretaining the mind power of technology’smost competitive asset, people, is

fundamental to doing well in this century.

The only Canadian-based IT outsourcingcompany in this country, CGI Grouprecently opened an office location inWaterloo’s Research Park. Positioned inthe Challenger Quandrant in Gartner’s2007 report on the Magic Quadrant forERP service providers, CGI is wellrecognized as an industry leader in anexceptionally competitive market. Thecompany’s talent for long-term

relationships – with both their clients andtheir own people – has surely been oneof the factors that has helped rocket thiscompany toward success.

Creating a professional environment forindividuals to thrive, grow and evolvetheir career path is more than just wordsfor this company. To get there, theFounder and Executive Chairman of CGI,Serge Godin, developed a vision to helpform and guide the company into its


AcMed Technology IncorporatedWe are dedicated to an advanced technology platformutilizing photon diffusion scanning spectroscopyto non-invasively measure hemodynamics andoxygenation in key biological tissues and blood vessels.

Accelerator Centre, 295 Hagey Blvd., Suite 20,Waterloo, ON, N2L 6R5

Email: [email protected] Inception: 2006Waterloo Employees: 4Other Office Employees: 8

Bayalink Solutions CorporationBayalink is the manufacturer of the Liberty product.Liberty virtualizes the display of your BlackBerry toenable you to use a large screen and regular keyboardto interact with your BlackBerry.


Email: [email protected] URL: www.bayalink.comCompany Inception: 2004Waterloo Employees: 4Other Office Employees: 2

Canadian Innovation CentreThe Canadian Innovation Centre (CIC) is a national,not-for-profit fee-for- service organization.CIC helps early stage innovators take the firstimportant steps in the commercialization processby aiding them in identifying the optimum way forwardand validating the market opportunities available to them.


Email: [email protected] URL: www.innovationcentre.caCompany Inception: 1981Waterloo Employees: 5


CBET - The Centre for Business, Entrepreneurshipand TechnologyCBET was created to support, build on, and expand theentrepreneurial initiatives at the University of Waterloo.The university’s reputation for encouraging and spinning offsuccessful entrepreneurial ventures is unmatched in Canada.

295 Hagey Blvd., Suite 240,Waterloo, ON, N2L 6R5

Company URL: www.cbet.uwaterloo.caPhone: (519) 888-4567 X37167Employees & Faculty: Approx. 16

R + T Park Directory

ECU Wealth ManagementThe ECU Wealth Management team, operating inpartnership with the Education Credit Union, strivesto provide personalized financial planning and investmentstrategies to both its existing membership and tothe growing population of the Tri-city area.

TechTown, 340 Hagey Blvd., Suite 102,Waterloo, ON, N2L 6R6

Email: [email protected] URL: www.ecusolutions.comCompany Inception: 1996Waterloo Employees: 2Other Office Employees: 2

Energent IncorporatedEnergent provides industrial, commercial and institutionalenergy consumers with customized energy managementsolutions to lower their energy costs and gain increasedvalue from their energy resources. Our solutions combinethe technology, tools and resource expertise required toenable success.


Email: [email protected] URL: www.energent.comCompany Inception: 2006Co-op Hires 2007: Hiring in 2008Faculties: Engineering

Google“Google’s mission is to organize the world’s informationand make it accessible and useful.” Google’s presence inWaterloo is set up to support this mission with a generalengineering team focused on research and developmentfor mobile products and online advertising infrastructure.As the office expands, general engineering projects for manyother Google products will be carried out here.


Company URL: www.google.comCo-op Faculties: Math, Engineering

DossierViewDossierView provides desktop business intelligence softwarethat enhances and organizes information access within theintelligent enterprise from the desktop. The technologyorganizes work environments into project specific dossiersthat users can instantly switch between, enhancing theirability to complete projects.


Email: [email protected] URL: www.dossierview.comCompany Inception: 2007Waterloo Employees: 6

Education Credit UnionWith two KW locations, the Education Credit Unionis a full-service financial credit union including acomprehensive Wealth Management Program.The primary difference between ECU and otherfinancial institutions is our personal approachthat focuses on putting members first and offeringcost effective products and services.


Email: [email protected] URL: www.ecusolutions.comCompany Inception: 1965Waterloo Employees: 10Other Office Employees: 20


Columbia Lake Health ClubColumbia Lake Health Club is a state-of-the-art full-servicefitness facility where we focus on improving our membersoverall health and well-being. We provide exceptional staffwho keep members motivated, challenged and informed tohelp them live a longer and healthier life.


Email: [email protected] URL:www.columbialakehealthclub.comCompany Inception: 2007Waterloo Employees: 70Co-ops Hired 2007: 6Faculties: Applied Health Science

Communitech: Waterloo Region Technology AssociationCommunitech is an industry-led organization driving thegrowth and success of Waterloo Region´s technology sectorthrough leadership, connections and promotion.Our members include large publicly traded companies,growing firms, start-up enterprises and organizations thatsupport the growth of these companies.


Email: [email protected] URL: www.communitech.caCompany Inception: 1998Waterloo Employees: 15

Crez Basketball Systems IncorporatedCREZ Basketball Systems Inc. (CBSI) is a leading providerof sports information technologies and services for collecting,managing and distributing sports content for athletic andmedia organizations. Currently, the company has positioneditself to serve the global sport of basketball.


Email: [email protected] URL: www.crezbasketball.comCompany Inception: 2006Faculties: Engineering


CellScale Biomaterials TestingCellScale develops research instruments for the analysis ofnatural tissue and replacement biomaterials.Our customers are researchers involved in investigatingsoft-tissue disease, drug therapies or innovating new medicaltreatments. Our initial product release providesbiaxial analysis of small geometry samples.


Email: [email protected] URL: www.cell-scale.comCompany Inception: 2005Waterloo Employees: 4Co-ops Hired 2007: 1Faculties: Engineering

CGICGI is one of the largest independent firms of its kindin the world. CGI provides systems integration andconsulting, application and technology management,and business process services to clients from officesin Canada, the United States, Europe and Asia Pacific.


Email: [email protected] URL: www.cgi.comCompany Inception: 1976Waterloo Employees: 35Office Employees: 26,000Co-ops Hired 2007: 36Faculties: Math, Arts, Engineering

PackagingOne CorporationPackagingOne provides a breakthrough manufacturingprocess using advanced nanoscale silicon wafer technologycombined with powerful proprietary chemistry and precisiontooling to shatter the limitations of existing circuit packagingtechniques, creating entirely new real estate for electronicsand a new category of flexible electronic products.


Email: [email protected] URL: www.packagingone.comCompany Inception: 2005Waterloo Employees: 6Other Office Employees: 6

Semacode CorporationSemacode is the leading provider of online marketingsolutions that utilize the camera phone’s ability tointerpret 2D barcodes. Semacode is revolutionizingprint advertising by allowing consumers to interactwith print media and perform electronic transactionson their mobile device.


Email: [email protected] URL: www.semacode.comCompany Inception: 2004Co-ops Hired 2007: 3Faculties: Math, Engineering

Ontario Centres of Excellence (OCE) Inc.Ontario Centres of Excellence (OCE) drives the commercializationof cutting-edge research to strengthen Ontario’s economy andenhance its global competitiveness. OCE also fosters thedevelopment of promising innovators and entrepreneurs,working with Ontario’s industry, universities, colleges, researchhospitals, investors and governments.


Company URL: www.oce-ontario.orgCompany Inception: 1987Waterloo Employees: 8-10Other Office Employees: 75-80

Open Text CorporationOpen Text is the market leader in providing EnterpriseContent Management (ECM) solutions that bring togetherpeople, processes and information. Our software combinescollaboration with content management, transforminginformation into knowledge that provides the foundationfor innovation, compliance and growth.

275 Frank Tompa Drive,Waterloo, ON, N2L 0A1

Company URL: www.opentext.comDate of company Inception: 1991

National Research Council Industrial AssistanceProgram (NRC-IRAP)The NRC Industrial Research Assistance Program (NRC-IRAP)provides a range of technical and business-oriented advisoryservices, along with potential financial support, to Canadian smalland medium-sized enterprises with a focus on science andtechnology. NRC-IRAP supports innovative research anddevelopment and commercialization of new products and services.


Email: [email protected],[email protected],[email protected] URL: www.nrc-cnrc.gc.caCompany Inception: 1945Waterloo Employees: 4Other Office Employees: 250


Miller Thomson LLPMiller Thomson LLP is one of Canada’s largestnational law firms, with more than 500 professionalsworking across Canada. The firm provides a completerange of business law, advocacy and personal legal servicesto Canadian and international corporations, entrepreneurs,institutions, governments and not-for-profit organizations.


Email: [email protected] URL: www.millerthomson.comCompany Inception: 1858Waterloo Employees: 110Other Office Employees: 1150

Miovision Technologies IncorporatedMiovision Technologies Incorporated develops video andweb-based technologies to help traffic consultants andmunicipal governments dramatically reduce the cost ofcollecting, analyzing and reporting traffic data. Our toolsautomate traffic studies and make traffic dataaccessible to all stakeholders.


Email: [email protected] URL: www.miovision.comCompany Inception: 2005Co-ops Hired 2007: 4Faculties: Math, Engineering, Arts

Navtech IncorporatedWinner of 2007 Chamber of Commerce Innovation award,Navtech is a leading international provider of aviationsoftware. Software includes integrated flight operationssolutions, dispatch solutions and crew planning software.These products provide aeronautical charts and navigationaldata while working to maximize airline efficiency, reducecosts, and meet both safety and government regulations.


Email: [email protected] URL: www.navtechinc.comCompany Inception: 1987Waterloo Employees: Approx. 100Other Office Employees: 200Co-ops Hired 2007: 3Faculties: Math, Engineering


Infusion Angels Innovation Centresponsored by MicrosoftAs the newest Microsoft Innovation Centre, the goal of theInfusion Angels Innovation Centre is to foster innovationand growth in local economies. The centre offers students,researchers, professional developers and executives access toworld-class facilities, consultants and free resources.


Email: [email protected] URL: ic.infusionangels.comCompany Inception: 2007Waterloo Employees: 1

Kids & CompanyWith 20 locations across Canada, Kids & Companyoffers a variety of child care options including full-timeand part-time care, back-up care in case of an emergency,enriched Montessori Kindergarten programming at selectlocations and no late fees when employees are held upat work.


Email: [email protected] URL:www.kidsandcompany.caCompany Inception: 2002Waterloo Employees: 30Other Office Employees: 360Co-ops Hired 2007: 10 – 15

UW Research + Technology ParkAt 120-arces, the University of Waterloo Research +Technology Park is one of the largest research parks inCanada and one ideally located on the campus of Canada'smost innovative university. A vital addition to Canada’sTechnology Triangle of Waterloo, Kitchener, and Cambridge,it reflects the enterprising spirit of Waterloo Region.

UW Research + Technology Park,200 University Ave. W., GSC 228,Waterloo, ON, N2L 3G1

Phone: 519-888-4567, x36339Email: [email protected] URL: www.rtpark.uwaterloo.caPark Inception: 2002Co-ops Hired 2007: 2Faculties: Math

TechTown CaféTechTown Café provides both premium, on-site roastedfair trade, organic coffee and healthy food choices in acomfortable environment. The café provides catering forevents within TechTown and the R+T Park for theconvenience of guests and neighbours. Specialty soups,salads, wraps and sandwiches are made fresh each day.


Email: [email protected] URL: www.techtowncafe.comCompany Inception: 2007Waterloo Employees: 12Other Office Employees:1

TechTown DentistryTechTown Dentistry is a dental practice with a difference -The Dental Health Advantage is an innovative processthat helps clients discover their opportunities to grow andprotect their dental health confidence. TechTown Dentistry’s corevalues are kindness, extra mile service, integrity and quality.


Email: [email protected] URL:www.techtowndentistry.comCompany Inception: 2007Waterloo Employees: 9

T-Ray Science, Inc.T-Ray seeks to harness the power of TeraHertz radiation forapplications in the medical, pharmaceutical and wellnesslifestyle industries with a particular focus on the research,development, manufacture and marketing of handheld andother devices and their component parts.

Accelerator Centre, 295 Hagey Blvd., Suite 5B,Waterloo, ON, N2L 6R5

Email: [email protected] URL: www.t-rayscience.comCompany Inception: 2006Waterloo Employees: 2Other Office Employees: 3


Validus Research CanadaValidus Research is focused on building an analyticalframework for VALIDUS RE, a reinsurance company based inBermuda. Validus Reinsurance, Ltd. ("Validus Re"), is a globalprovider of short-tail lines of reinsurance including propertycatastrophe, property pro-rata and property per risk, marineand energy, and other specialty lines.


Email: [email protected]: www.validusre.bmCompany Inception: 2006Waterloo Employees: 12Other office employees: 55

SybaseSybase and its iAnywhere subsidiary provides open,cross-platform enterprise software solutions that manageand mobilize information from the data centre to wherebusiness needs to occur – anywhere, anytime.The world’s most critical data in commerce, communications,finance, government and healthcare runs on Sybase.

445 Wes Graham Way,Waterloo, ON, N2L 6R2

Email: [email protected] URL: www.sybase.comCompany Inception: 1981Waterloo Employees: approx. 250Other Office Employees: 4,000+Co-op Hires 2007: 130+Faculties: Math, Arts, Engineering

Tangam Systems IncorporatedTangam Systems provides monitoring and data analysistechnology based on computer vision and machine learning.The award winning solution for casinos provides casinomanagement with functionality to track, manage andimprove player profiling, game security andhuman resources performance.


Email: [email protected] URL: www.tangamsystems.comCompany Inception: 2004

Suited Media IncorporatedPokerspace, the flagship project of Suited Media isan online community designed specifically for poker players.Founded by young poker enthusiasts, the site offers all thetools a user needs to interact and connect with otherenthusiasts around the world.


Email: [email protected] URL: www.suitedmedia.comCompany Inception: 2006Waterloo Employees: 14Co-ops Hired 2007: 2Faculties: Math, Engineering


SmartPatterns IncorporatedSmartPatterns Inc. provides needle crafters a way todesign their own needle art pattern. The software, SweaterDesigner v1.0 – Winter 2008, enables a non-designer toquickly and easily design their own sweater pattern.


Email: [email protected] URL: www.smartpatterns.comCompany Inception: 2003Waterloo Employees: 2Other Office Employees: 2

SparkMatrix IncorporatedSparkMatrix technology is a web-based service software thatis currently being used to automate property management.Designed for multi-dwelling property management, theintegrated software applications enable tenantrelationship management, facilities management andfinancial management.


Email: [email protected] URL: www.sparkmatrix.comCompany Inception: 2003Co-ops Hired 2007: 3Faculties: Math, Arts, Science, Engineering

Supporting AutomotiveResearch and Development

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Larry SmithThe economics of innovation

LARRY SMITHEconomics ProfessorUniversity of Waterloo


ot too many professors at theUniversity of Waterloo have asign on their door totalling

students served. But then EconomicsProfessor Larry Smith isn’t your averageprofessor. And for the record, thenumber to date on his door is 25,865.

With that kind of student volume, LarrySmith is exceptionally plugged into theinterests, dreams and futures ofthousands of students. Lately, he’sbeen talking a lot with them about the‘economics of innovation’.

What exactly is the economics ofinnovation?

“Let me start by making you take amoment to ask yourself: ‘Where do ideasoriginate?’ I absolutely reject the notionthat the ideas that spark innovationcome from inspiration and bolts oflightening. The good ones - the reallygood ones - come from hard work. Ibelieve ideas can be created – by askingquestions and researching the answers. Ibelieve that the ideas for big hitdisruptive technologies are actuallyinnovations that can be createdmethodically.”

Can you explain disruptivetechnologies?

“Disruptive technologies are thosewhich change the nature of how oursociety lives and/or works. They changethe rules of the game. They transformthe marketing models. Think BlackBerry– that was an invention that changedhow the entire world communicates.On the flip side of that are evolutionarytechnologies which continuouslyimprove on what exists. But theychange the world very slowly. Disruptivetechnology happens through individuals- evolutionary technology happens inlarge organizations.”

How do you methodically create aninnovative idea?

“You begin by thinking about atechnology or market you findfascinating - and not just something youread about in a magazine. The mindcan’t stop thinking about that which itloves. When you find the domain ofinterest, start finding out who in thatdomain is mistaken about what and why.Why errors are made is as important asthe actual error. If an error is built into an

organization – that makes themvulnerable. That’s good – it means youcan change the market. But ifcompetitors aren’t making any mistakes,it means there won’t be anyopportunities for disruptive technology.”

What do you mean by errors?

“Let me use another example for you.Once upon a time there were phonesand there were computers and therewere keyboards. What happens when acompany doesn’t take action onsomething the customer may wantbecause it seems impractical orimpossible to deliver? An opportunity iscreated of course! Now what happenswhen someone else takes actionbecause technology has made what wasimpossible merely difficult - and theyknow the consumer will love it. Ofcourse you know the answer – we’reback to the BlackBerry. Inaction was theerror made on the part of thecompetition. Talk about a day late and adollar short.”

Sounds sort of easy – there must bemore to it.

“Well of course there is. A lot more. Youhave to do research, conductexperiments and then do moreresearch. You have to look beyondboundaries and disciplines - if you runwith the herd you’ll miss the vacantfields. You have to challenge your ownassumptions and be willing to stand upand say you’re wrong. You have to beprepared do it all even if it means youmay fail absolutely. It takes guts to getglory. It takes courage. The rest… wellI’ll save that for the next time!”

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Watch Magazine 2008