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OCTOBER 2012AWARE OF ANGELS, page 22SERVING BUSINESS IN WATERLOO REGION AND GUELPH | VOLUME 30, NUMBER 1On the cover: Charcoal GroupPO Box 248, Waterloo ON N2J 4A4Tel: 519-886-0298 • Fax: 519-886-6409email: editor@exchangemagazine.comEditor in ChiefJON ROHRjon.rohr@exchangemagazine.comEditorPAUL KNOWLESpaul.knowles@exchangemagazine.comFeature WritersPAUL KNOWLES, JON ROHRContributorsJOHN T. DINNER, HARP ARORA,DANIEL E. GIRARDCreative DirectorSUZANNE KELLERsuzanne.keller@exchangemagazine.comPhotographyEXCHANGE, UNIVERSITY OF WATERLOO, COM DEVAdvertising SalesJOHN HOBIN519-886-0298 x305john.hobin@exchangemagazine.comCONTENTSCOVER STORYUnusual Recipe for Success................................................14BY PAUL KNOWLESThe Charcoal Group breaks the mould ofrestaurant chain expansionFEATURESDating Service for Angels ....22BY PAUL KNOWLESGold Triangle Angelnet helps put moneywhere the opportunity isMaking a Difference ............38BY PAUL KNOWLESThe Astonishing Impact of Local RotariansPLEASE RECYCLE,GIVE TO A FRIENDEXCHANGE magazine is a regional business publication published by ExchangeBusiness Communication Inc., CEO Jon Rohr. Eight issues per year are distributedto each company in Kitchener,Waterloo, Cambridge, Guelph, and area asdetermined by Canada Post Business Postal Walks. Subscriptions are availablefor $85.43. Send cheque or money order to Exchange, PO Box 248,Waterloo ON N2J 4A4.Attn: Circulation Department. Back issues are availablefor $12.00 per copy. Phone: (519) 886-0298 x 302Fax: (519) 886-6409. ISSN 0824-457X Copyright, 2012. No part of thismagazine may be reproduced without written permission from the publisher.THE SCIENCE OF SOBER DRIVING, page 12 MAJOR DONATION, page 346 | w w w . e x c h a n g e m a g a z i n e . c o m

UNUSUALPEOPLEFROM THE EDITORProfiling people who take a uniqueapproach to their enterpriseDEPARTMENTSFrom the Editor .......................... 7PAUL KNOWLESUnusual PeopleFrom the Publisher .................... 9JON ROHRPropensity for ProsperityBusiness Monitor .................... 10Com Dev’s Fine Guidance Sensor is Canada’sContribution to the James Webb Space Telescope;AA Rating Upgraded Based on HealthyLocal Economy and Manageable Debt; HomeHardware a Most Valuable Brand; DeepSpace Comes to Waterloo; Noted Humanitarianto Lead Initiative at CIGI; ActivDox CEODies Suddenly; Start-Up Driving TowardStopping Drunk Driving, Safely; XQuarterly;XQuote; Sixty Years and Going Strong;Rural-Urban Partners Protect Water QualityWatercooler ................................42COLUMNSBRINGING K-W TALENT AND HEART TO THE WORLD, L-R Jim Beingessner, Bill Carter,Peter Sweeney and Mark Walters of the Kitchener-Conestoga Rotary Club, page 38Good Governance.................... 28JOHN T. DINNERAny Good News Coming Out of Boardrooms?Social Media ..............................30HARP ARORAOutsourcing Social MediaWealth Management ..............32DANIEL E. GIRARDSudden Wealth60 YEARS OF SERVICE, page 13LEADING HUMANITARIAN JOINS CIGI, page 11by PAUL KNOWLESPAUL KNOWLES is editor ofExchange Magazine. He isan author, public speakerand executive director ofNew Hamburg Live! email:paul.knowles@exchangemagazine.comIn this issue, we profilea number of businesspeople who comeat entrepreneurialeffort from an unusualperspective.First, the folks onour cover – the leadersof the home-grownCharcoal Group.Frankly, I much admirethe way these menhave broken themould of successfulrestaurant chains,going their own wayand following their own unique muse.“Normal” restaurant chains have a signaturepattern – they create a successfulrestaurant, and then repeat the effort,often to the smallest exacting detail,from community to community. TheCharcoal Group does the opposite, goingout of their way to invent new and differentdining experiences... and somehow,finding success through this stereotypedefyingapproach. In our story, we findout why, and how.Then, the two men behind Golden TriangleAngelnet, a pair of entrepreneurialaltruists (and isn’t it a pleasure to discoverthose two words are not mutuallyexclusive) who are working very hard, asvolunteers, to bolster the prosperity ofour community. GTAN has put more than90 early stage companies together withmore than 100 potential investors; in 22cases (all success stories, amazingly),this “dating service” has resulted ininvestment.And also, the hard-headed businesstypes who are reaching out, through theRotary Clubs of our area, to help those inthe greatest need all around the globe.They bring practical wisdom and lifelongexperience to some of the toughestchallenges in our world. And they makea difference, a life-changing difference,time after time. These are soft-heartedhard-heads, if ever I met any.Great stories, each one; this is anissue you will undoubtedly enjoy.XO C T O B E R 2 0 1 2 | 7

PUBLISHER’S NOTEPROPENSITY FORPROSPERITYThis issue marks a very exciting milestone for the team atExchange Magazine: we turn 30.by JON ROHRJON ROHR is publisher ofExchange Magazine forBusiness, editor of exchangemagazineonline andpresident of Exchange BusinessCommunications Inc.email: jon.rohr@exchangemagazine.comThirty years later, Exchange can claim it has reportedon one of the most amazing eras in business history.During that time business has gone through one ofthe longest economic advancements in economic history,survived two recessions, the latest, a recordbreaker, and for the last decade, a transformation fromink on paper to pixels on a screen. Throughout thistime, Exchange and the people that make it possiblehave adapted, innovated and prospered.As the first business social media enterprise forumin the area, Exchange has nurtured an informationsharing environment that is integral to the dynamiccommunity it serves.There are many reasons for our continued success;first, it comes down to people, those we write aboutand the great team that is dedicated to doing the bestthey can do.Launched after the recession of 1980-1982,Exchange has developed a strong voice and editorialwork ethic.During that time, Exchange has chronicled the wondrousimpact leaders have made to advance their businessand their market. If I was asked, what motivationkeeps this area as a leading economic engine? I wouldsay, it’s the communities ability to collaborate, innovateand adapt to a ever changing world.Over the three decades Exchange has worked withmany liked minded organizations, groups who desireto strengthen the area’s propensity for prosperity. Indoing so Exchange has had to adapt and change. In2008, we changed our masthead from Exchange Magazinefor Business to a more complete Exchange Magazinefor Entrepreneurs, Economic Developers, Enterprisesand Educators. We did this to highlight ourareas collaborative business environment, and to recognizethe many facets of the business world. Whatwe accomplished was not only raising the awarenessof the entrepreneurial mind set, but also to focus onthe elements that nurture it.As we enter our thirtieth year Exchange will reflecton the challenges of working local in a global economy.Topics such as the struggling financial markets,governments that need to change with the times, policiesthat conflict with new directions, unions thatexpect a perpetual gravy train, and the changing landscapethat comes with digital media, and of course theimmediacy we are all feeling from a connected world.We are prepared for the future publishing world. InExchange has nurtured an information sharing environment integral to the community.2007 we started a online daily business news servicecalled the Exchange Morning Post. It now has over120,000 online readers and is available by a free subscriptionat exchangemagazine.com. This news servicehas added tremendous readership – locally andaround the world. And that’s all good. More and morepeople are finding out what this area is all about, howwe continue to position our businesses as leaders intheir field with a continued drive to prosperity.There is something in the water in Waterloo Region;a willingness to tear down and rebuild, change andinvest, go through some hardship to make things better.As we continue to hear more and more aboutcommunities suffering from complacency, we canreflect on what builds successful ones. In a nutshell,it’s the people, the entrepreneurs, enterprises, economicdevelopers and educators whose successbegets our success, and this area has many of them.X8 | w w w . e x c h a n g e m a g a z i n e . c o m

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BUSINESS MONITORCOM DEV’S FINE GUIDANCE SENSOR IS CANADA’S CONTRIBUTIONTO THE JAMES WEBB SPACE TELESCOPECOM DEV International Ltd. has completed work on the instrument it designedand built for the James Webb Space Telescope, successor to the Hubble SpaceTelescope.The two-in-one instrument, which is Canada’s contribution to the Webbprogram, will serve to point the telescope precisely, allowing it to peerinto the distant universe, and study stars and planets in other stellar systems.The instrument has been accepted by COM DEV’s customer, theCanadian Space Agency, and has been shipped to NASA for integrationinto the telescope.“Our work on the James Webb Space Telescope has been one of thelargest and most complex programs in our company'’ history,” saidMichael Pley, CEO of COM DEV.“It has allowed us to develop and extendour world-class capabilities in guidance sensors and opto-mechanicaldesign for a highly challenging environment. It is an example of thehighest standard of space engineering by our Canadian Division, donein close collaboration with our customer, the Canadian Space Agency.”The delivery of this instrument represents the culmination of nearlynine years of work for a total contract value of $136 million. Over 90%of that revenue has been generated since November, 2005 when COMDEV paid approximately $5 million to acquire assets including thespace science and optical instruments operation that had contractedto work on the Webb program.Canada is providing Webb’s Fine Guidance Sensor, as well as one ofthe telescope’s four science instruments: the Near-Infrared Imager andSlitless Spectrograph.The Fine Guidance Sensor consists of two redundant special camerasthat are critical to Webb’s ability to provide sharp images. The FGS willallow the Webb telescope to determine its position on the sky, locate itscelestial targets and remain accurately pointed so that the telescope can collecthigh-quality data. It will guide the telescope with incredible precision, with an accuracyof one millionth of a degree.The NIRISS will have unique capabilities for finding the earliest and most distantAA Rating Upgraded Based on HealthyLocal Economy and Manageable DebtStandard & Poor’s Ratings Services has reaffirmed Guelph’s current “AA” creditrating, and upgraded the city’s outlook from “stable” to “positive.”“This Council has implemented several new financial policies,” says Mayor KarenFarbridge. “Our improved credit rating shows they’re paying off.”Guelph’s low unemployment rate was a key factor in the rating improvement,along with the city’s diversified local economy. Standard & Poor’s also noted thecity’s continuing efforts to manage its debt by focusing on infrastructure renewaland replacement, reducing debt-financed projects, and deferring growth-relatedprojects into future years.The city’s increasing liquid assets and reserves also influencedStandard & Poor’s outlook assessment.“Guelph is growing and this research shows we’re financially prepared to managethat growth in a way that’s affordable and sustainable,” says Al Horsman,Guelph’s Chief Financial Officer.Home Hardware aMost Valuable BrandHome Hardware Stores Limited,Canada’s largest independent,dealer-owned hardware, lumber, buildingmaterials and furniture cooperative,has been ranked one of Canada’sMost Valuable Brands. The rankingwas done by Brand Finance, theworld’s leading independent brandvaluation consultancy.“Home Hardware is a deeply impressiveCanadian brand, drawing on allthe best Canadian virtues and turning10 | w w w . e x c h a n g e m a g a z i n e . c o mthem into a solid business modelwhich has the ability to extend throughits network of independent dealersinto every corner of the country,” saidDavid Haigh, CEO & Founder, BrandFinance. “Home Hardware is a downto-earthbrand, right for the harsh economictimes, with great customerservice, value for money products anda refreshing honesty that will help itsucceed in virtually any market acrossCanada – large or small."PHOTO: CSA, COMDEVobjects in the universe’s history. It will also peer through the glare of nearby youngstars to unveil new Jupiter-like “exoplanets”. It will have the capability of detectingthe thin atmosphere of small, habitable, earth-like planets and determine itsAn engineering test unit of the Fine Guidance Sensor (FGS) about to undergo cryogenic testing atthe David Florida Lab in Canada.chemical composition to seek water vapour, carbon dioxide and other potentialbiomarkers such as methane and oxygen.Slated for launch in 2018, the James Webb Space Telescope is a joint projectbetween NASA, the European Space Agency and the Canadian Space Agency.The Webb telescope will examine the first stars and galaxies to form after the BigBang, study the formation of new stars, and seek extra-solar planetary systemscapable of supporting life on planets like Earth. Canada’s contribution, designed,built and tested by COM DEV at its facilities in Cambridge, Ontario, and Ottawa,guarantees Canadian astronomers a share of observing time once the telescopelaunches.“Imagine the challenge at hand here: design and deliver technology capable ofunprecedented levels of precision to conduct breakthrough science on board thelargest, most complex and most powerful telescope ever built,” said SteveMacLean, President of the Canadian Space Agency.“The Webb telescope will belocated 1.5 million kilometres from Earth – too far to be serviced by astronautslike Hubble was. At that distance, the technology simply has to work. This is theoutstanding level of excellence Canadians are capable of achieving. It’s somethingfor all of us to be proud of.”Home Hardware was ranked #39 onthe Brand Finance list of Top 50 CanadianBrands and #3 among privatecompanies. Furthermore, the Canadianhome improvement retailer wasranked #6 of the Top 10 Retail Brands,a result of its successful businessmodel, best-in-class program for independenthardware retailers and widereachingmarketing and advertisingprogram.“Home Hardware has always been focusedon helping our independentDealer-Owners build relationships withtheir customers,” said Paul Straus,President and CEO, Home HardwareStores Limited.“That is why Home hascontinued to invest strategically in programsthat connect our brand and ourDealers with Canadians. When customersenter our stores our brand experienceis backed by a diverseproduct offering, competitive pricesand personal service. We are veryproud to be recognized as one ofCanada’s most valuable brands.”

Deep Space Comes to WaterlooNOTED HUMANITARIANTO LEAD INITIATIVE AT CIGIDr. James Orbinski has been appointed Director of the Africa Initiative of TheCentre for International Governance Innovation. He also will be a senior adviserto CIGI’s vice president of programs.Dr. Orbinski is a globally recognized humanitarian practitioner and advocate, aswell as a leading scholar in global health. Before the CIGI appointment, he wasprofessor at the University ofToronto and a staff physicianat St. Michaels Hospital.As International Presidentof Médecins Sans Frontières/DoctorsWithout Borders,Dr. Orbinski acceptedthe Nobel Peace Prize on behalfof the organization in1999. He was honouredwith the Meritorious ServiceCross, Canada’s highestcivilian citation, for his servicein Rwanda during the1994 Civil War and genocide.Dr. Orbinski served withMSF in Somalia, Zaire,Afghanistan and Peru.Dr. James OrbinskiAteam of scientists that includes arecent recruit to Perimeter Institute'sfaculty has won a major cosmologyprize. Kendrick Smith, who joinedPerimeter in September, is a memberof the Wilkinson Microwave AnisotropyProbe (WMAP) team. The team hasbeen announced as the winners of the2012 Gruber Cosmology Prize.WMAP's observations and analysesof ancient cosmic light have providedrigorous measurements of the age,content, geometry, and primordialstructure of the universe that are withoutprecedent. In honouring the WMAPteam and its lead scientist, CharlesBennett, the prize citation noted thattheir results helped transform cosmologyitself from “appealing scenariointo precise science.”Perimeter Director Neil Turok said,“WMAP has had a transformative impacton the field of cosmology. It providedstrong confirmation of our basicpicture of the universe and added unprecedentedprecision. It is the benchmarkfor almost every other cosmologicalmeasurement and sets a very highbar for future experiments.”WMAP used a space-based detectorto measure the most ancient light inthe universe, called the cosmic microwavebackground (CMB) radiation.According to the big bang theory, theearly universe was a hot, denseplasma – a fog of both charged anduncharged particles. That fog cooledas it expanded, and when the universewas only 378,000 years old, the foglifted: electrons were captured by protonsand other atomic nuclei, formingneutral hydrogen and other atoms.Theuniverse became transparent and lightwas able to travel through it freely forthe first time. The cosmic microwavebackground is the relic of that ancientlight a “snapshot” of the very earlyuniverse.The CMB radiation is a faint, nearlyuniform glow suffusing all of spaceThe Africa Initiative is amulti-year, donor-supportedprogram with three components:a research program, an exchange program and an online portal. Supportedthrough a partnership between CIGI and the South African Institute of InternationalAffairs, the Africa Initiative aims to contribute to the deepening of Africa’s capacityand knowledge in five thematic areas: conflict resolution,energy,food security,healthand migration, with special attention to the crosscutting issue of climate change.“These are vitally important policy issues for Africa and our Global Community,”said Dr. Orbinski.“I am delighted to be joining both CIGI and the Africa Initiative.We have a highly competent team focused on research and capacity building.Thisis a wonderful opportunity to further engage and shape the world so that it ismore humane, fair and just.”CIGI Vice President of Programs David Dewitt said, “CIGI’s Africa Initiative is animportant contribution to building research and analytic capacity about significantissues of public policy in Africa. Bringing James Orbinski to CIGI as the Director ofour Africa Initiative and senior adviser on programs with a special focus on globalhealth and climate change will immeasurably strengthen our capacity and our vis-but it is not quite uniform. The smallvariations in it are due to small variationsin the density of the early fog.Denser regions eventually clumped togetherunder gravity to become galaxies,galactic clusters, and evensuperclusters.WMAP’s detailed measurementsof the CMB have shown thefollowing, among other things, aboutour universe:• It is within one percent of 13.75 billionyears old.ibility in these crucial areas of governance research and knowledge mobilization.We are thrilled that James will be joining the CIGI community and be a faculty colleagueat our partner institution, the Balsillie School of International Affairs.”At CIGI, Dr. Orbinski will provide academic and research direction, and assist indeveloping a long-term strategic plan for the Africa Initiative, with responsibilityfor staff and over-all management of the program.From 2001 to 2004, Dr. Orbinski co-chaired Médecins Sans Frontières's NeglectedDiseases Working Group, which created and launched the Drugs for NeglectedDiseases Initiative (DNDi). The DNDi is a global not-for-profit researchconsortia focused on developing treatments for tropical diseases. The DNDi hassince developed and released six drug treatments that are now available to millionsof people.In 2004, Dr. Orbinski co-founded of Dignitas International, a hybrid academicnon-governmental organization that provides frontline medical care, strengthenshealth systems, and engages research that shapes health policy and practice atregional and international levels. Over 2012-13, it is expanding research andscaling services for a population of three million in Malawi.The world’s leading medical journal,The Lancet, recognized one of Dr. Orbinski’sco-authored papers on HIV/AIDS treatment adherence, as among the 20 mostsignificant medical research papers in the world for 2006. Another of his co-authoredpapers, appearing in The Lancet in 2002 and analyzing the lack of researchfor neglected diseases, is recognized as one of the most importantscholarly articles that shaped scholarship in the field of global health in the postSecond World War years.Simultaneously, Dr. Orbinski has been appointed by Wilfrid Laurier University tothe position of CIGI Chair in Global Health and will be affiliated with the university’sSchool of International Policy and Governance. CIGI Research Chairs holdacademic appointments at either the University of Waterloo or Wilfrid Laurier University,and are also members of the interdisciplinary Balsillie School of InternationalAffairs.Dr. Orbinski received his undergraduate degree from Trent University and his M.D.degree from McMaster University in 1990. He completed an M.A. in internationalrelations at the University of Toronto in 1998. His award-winning and internationallyacclaimed documentary film on medical humanitarianism, Triage, won the2008 Amnesty International Gold Medal Award. Released internationally in2008, Orbinskis bestselling book, An Imperfect Offering: Humanitarianism in theTwenty-First Century, won the 2009 Writers Trust Shaunessy-Cohen Prize for bestpolitical writing in Canada.ActivDox CEO Dies SuddenlyDavid Thomson, founder and CEOof ActivDox, passed away suddenlyin early August. He suffered aheart attack while walking his dog,Aug. 8. He was 58.Thomson, who studied at the Universityof Waterloo, lived in Kansas,although ActivDox is based in Ontario.Thomson and his companywere featured in the most recentedition of Exchange, which hadgone to press and was in distributionat the time his death was announced.BUSINESS MONITOR• It consists of 22.7 percent dark matter,72.8 percent dark energy, andjust 4.6 percent ordinary matter.• It has a flat geometry, to within 0.6percent.So precise are these findings thatWMAP’s version of the universe is nowcommonly known as the StandardCosmological Model. The WMAP scienceteam stopped gathering data inAugust 2010 and its final data analysiswill be released in late 2012.O C T O B E R 2 0 1 2 | 11

BUSINESS MONITORPART FOUR OF A FIVE-PART SERIES ON START-UPS THAT HAVE CHOSEN WATERLOO REGION AS THEIR LAUNCHING PADSTART-UP DRIVING TOWARD STOPPING DRUNK DRIVING, SAFELYCatherine Carol“The car will know if you’ve had too much.” Really? It sounds like the perfect antidoteto drunk driving, and Catherine Carol, COO of Sober Steering, believesthat to be precisely the case. She explains further: “Sober Steering is developinga trans-dermal sensor system that is embedded in the steering wheel vehicle toprevent drunk driving. It can detect the presence of alcohol in a driver’s systemthrough the gases that are exuded from the skin. So, it’s the natural interactionbetween a person’s hands and the steering wheel.The car will know if you’ve hadtoo much.”XQuarterly – www. xquarterly.ca• Economic conditions are right forCanada’s existing professionalsports clubs to prosper and for newCanadian-based franchises to succeedover the next 25 years, accordingto The Conference Board ofCanada.The Canadian professionalsports scene in 2035 could include:up to 3 more National HockeyLeague teams, raising the numberto 10; a revived Major League Baseballteam in Montreal; a secondchance for a National Basketball Associationfranchise in Vancouver; 3more Major League Soccer clubs inCanada, making 6 in all; and up to7 viable new markets for franchisesin the Canadian Football League.12 | w w w . e x c h a n g e m a g a z i n e . c o m• Housing market activity is projectedto soften in the near-term, but thegood news is any adjustment willnot be aggravated by negative demographicforces. In fact, at least forthe next decade, demographicforces will be strong enough to mitigatethe damage and probablyshorten the duration of the upcomingmarket adjustment says a newreport from CIBC World Market Inc.The number of Canadians betweenthe ages of 25 and 34, who makeup the vast majority of first-timebuyers, will continue to grow.• Confidence in the state of the worldeconomy is at its lowest ebb sincethe World Economic Forum startedPHOTO: JON ROHRNot only that, but the car will still allow you to run the car to have heat and electricity,to listen to the radio or even charge your cell phone. You just won’t be allowedto drive. Carol says, “If you’re above a certain legal limit, it’ll immobilize atransmission. So, you can still turn the car on, the engine will run, you’ll have heatand electricity and a radio... you just can’t move the car.”Sober Steering was founded by a Canadian based in Florida; the founder remainsthe chief investor in the company. Carol met him in Florida – her originalhome – and signed on with the project. “And I’ve been working with him in thecompany ever since.”However, Sober Steering is now based in Kitchener-Waterloo, drawn here by thestart-up services offered by the Accelerator Centre, and by the expertise in keyfields available at the University of Waterloo.Carol told Exchange, “Our technology involves very advanced answers. Therearen’t a lot of places worldwide that have people capable of working with thesesensors.The University of Waterloo is one of them. So, without a question, the universityis what drew us.... several different departments, from mathematics to engineeringto the chemistry department as well. And when we looked at thecommunity around the university and saw the environment for a startup here,particularly the Accelerator Centre, it was pretty much no-brainer.”Funding was also a factor. Says the Sober Steering COO, “We have both fundingfrom angel investors as well as from the Canadian government. So we havebeen very fortunate to work with the Canadian government in a number of differentprograms to help fund our development. And because of that, we wanted tobase our R&D out of Southern Ontario. So, we started looking in this region. ButI mean, honestly, if there wasn’t any expertise here, we couldn’t have done it herein the first place.”Sober Steering is still in start-up mode, with three employees – Carol, the ChiefTechnology Officer, and a project leader.Carol describes their status: “We are currently at the project stage,” and may beuntil early 2013.Carol is very impressed with the Accelerator Centre, and she brings internationalexperience with such enterprises to her assessment. She told Exchange, “It’s remarkableto me how well everyone works together and how much of an effortthey make at pulling you into the community and making you part of the community.I’ve worked in incubators prior to Accelerator Centre. And that side ofcommunity, in collaboration, was not part of the environment.”its Global Confidence Index fivequarters ago. The relative optimismof the previous quarter evaporatedagainst a backdrop of slowinggrowth in the US and China as wellas a lingering eurozone crisis, with72% of respondents reporting thatthey were not confident about thestate of the global economy over thenext 12 months, up from 37%.• At the beginning of 2011, there were3.14 million members of public sectorpension plans – an increase of26.6% since 2001 – while privatesector pension levels remained flat.Canadian Federation of IndependentBusiness research shows thatpublic sector plans are underfundedby more than $300 billion, despite$10,000 per year being put asidefor the average public servant in employerand employee premiums.XQuote• Almost half of today’s Canadian 50-59 year olds have less than$100,000 saved for retirement;many plan to use employment incomein retirement to make up forlost savings. A new CIBC poll ofCanadians in the heart of the babyboom (aged 50-59) shows thatwhile retirement is just around thecorner for many, they have come upshort on their savings goals and planto supplement their income by workingin retirement.• On average, Canadians in their 50splan to retire at age 63, but 53% saythey’ll work in retirement, with mostplanning to work part-time.• 61% say they have fallen short of thesavings they expected to have.• 45% say they have less than$100,000 put away to fund their retirement.“The escalating costs of government pension plans are seriously eroding theability to deliver fundamental public services.The implications are starting to befelt. For example, the City of Montreal’s pension plan now eats up 13 per cent ofits operating budget – even more than the amount devoted to public transit."– Dan Kelly, President Canadian Federation of Independent Businesses.

BUSINESS MONITORSIXTY YEARS AND GOING STRONGThere are not a lot of people around who can remember a time when a Murray’sstore was not in the heart of New Hamburg. That’s because Murray’s Clothing& Footwear is celebrating its 60th anniversary this year – and because an earliergeneration of the Murrayfamily operated a restaurantright next door to thepresent Peel Street propertyfor almost a decadebefore that!Today, Mark Murray,owner and operator ofMurray’s Clothing &Footwear is the third generationof Murrays to runthe family business.Mark's wife Kimberley isalso integral to its success,working in the officeduring the week andMark Murray, owner and operator of Murray’s Clothing &Footwear is the third generation of Murrays to run the familyRural-Urban Partners ProtectWater QualityMark's daughter, Katiealso works in the store.Murray’s was founded in1952, by Mark’s grandparents,Bill and Dora. Theyopened a departmentstore – a popular conceptat the time – which soldboth groceries and clothing.The family traditionwas established when Billand Dora’s sons, Bob andJim, worked for their parents,and then took overmanagement of the businesswhen Bill passedaway, in 1969.Bob concentrated on thegrocery department, whileJim – Mark’s father – ranthe clothing and footwearbusiness. Mark beganbusiness.working at Murray’s in 1980, and at times, today, cannot believe he is already a32-year veteran of the trade.In 1992, the two departments separated, and in 1994 the grocery divisionmoved to a then-new downtown plaza, under the IGA brand.That IGA store is nowPHOTO: JON ROHRa Sobey’s franchise, owned by Bill and Jill Fleming.Murray's Clothing & Footwear remained in the original building on Peel Street,but received extensive renovations at the same time the grocery store moved tothe plaza. The Murrays understood their place in the heritage of the town – theirbuilding pre-dates the Murray’s business by a century – and history was honouredin the renovations., Today, you can see tin ceilings that were uncovered inthe project, historic hardwood floors, and a front facade restored to its earlierglory. The building at 95 Peel Street received a much-deserved Award of Excellencefrom the Waterloo Regional Heritage Foundation.But it is not the historic building, or even commitment to family tradition, thatkeeps Mark coming to work every day. “It’s the people,” he says. Murray’s has alarge and loyal customer base, both from the local community, and from far afield.Clients come on a regular basis from communities in the Niagara Peninsula andthe Greater Toronto Area.They come for the quality, Mark says, and they come for the service they receiveat Murray’s, which is known for men's wear, ladies' wear, footwear and luggage.Mark says he also enjoys “the challenge of maintaining and growing the business,”a unique challenge for a small-town independent, but a challenge thatMurray’s has met for six decades.Mark is not only loyal to his family business, he is also a big fan of his hometown.His volunteer activities include installing the Christmas lights and the flowerbasket – depending on season! – in the retail district. He’s a member of the Boardof Trade, of which his Dad, Jim, is a past-president. He served on the volunteer firedepartment for 28 years, including 13 years as District Fire Chief. He left that positiononly after being elected as a Township of Wilmot Councillor, a position heholds today.Conservation leaders, scientists,farm leaders, fertilizer industry representatives,and provincial officialsgathered to launch a unique ruralurbanpartnership that will protectwater quality in the Grand River Watershedand support the sustainable intensificationof agriculture in theregion. Funded by the Canadian FertilizerInstitute and the Ontario Centresof Excellence Social Innovation Program,the project will create a uniquenetwork or “cluster” to facilitate sharingof Beneficial Management Practiceguidelines associated with the 4R NutrientStewardship Program.ClimateCHECK will lead this partnershipby deploying its Agri-INNOVATIONSsolution that combines Climate-CHECK’s expertise in agriculture andsustainability with its online Collaborasetools to enable stakeholder collaborationand knowledge transfer.“Agri-INNOVATIONS will provide farmersand other stakeholders online accessto pertinent information andexpert networks. Farmers will benefitfrom greater participation in innovativestrategies for implementing BMPs,such as 4R Nutrient Stewardship,which are designed to support farmersand other stakeholders to increasemarket access and sustainable growthin the agriculture sector,” said Tom Baumann,CEO of ClimateCHECK.“It is essentialto enable farmers to effectivelyengage in knowledge transfer and torapidly scale results and share themwith all stakeholders.”Water quality is a vital issue for the39 municipalities and 1 million residentsliving in the Grand River Watershed.Thisregion of Ontario also representssome of the province’s most viableand productive farmland. Landuse and water quality concerns are ashared priority across the Province ofOntario and the global community.The 4R Nutrient Stewardship Programwill support the adoption of BeneficialManagement Practices on farms. The4R concept guides farmers in usingthe Right fertilizer source; at the Rightrate; at the Right time; and in the Rightplace.“There are many advantages for farmersto adopt the 4Rs into their croppingsystems,” said Norman Beug,Chair of the Canadian Fertilizer Institute,the lead Industry Partner for thisproject. “The 4Rs offer a framework tofarmers as they implement BMPs tooptimize fertilizer efficiency, which minimizesnutrient loss and leakage intothe air and water. The 4R approachmaximizes farmer returns for everytonne of fertilizer used and allowsfarmers to quantify their practices toreceive credits for ecological goodsand services.”“I’m excited about the 4R NutrientStewardship Program we are launchingtoday and look forward to buildingan even closer relationship with all ofthe partners as we work toward ourcommon goal of protecting our preciousresources for generations tocome,” said Jane Mitchell, Chair of theGrand River Conservation Authority.Recent research conducted at institutionssuch as the Water Institute atthe University of Waterloo have providednew insights into land use andwater quality. “Long-standing agriculturalpractices are difficult to change.Improved collaboration techniquesshould encourage greater uptake ofBMPs that,over time,enhance crop production,save farmers money and minimizewater quality impacts,” said Dr.David Rudolph at the Water Institute.Ontario Federation of Agriculture VicePresident Keith Currie added,“the OFAis pleased to participate in this programas it complements the workfarmers have initiated through the EnvironmentalFarm Plan.The 4R fertilizationrecommendations integrated withother BMPs will build on the successesof prior work.”“The Region of Waterloo has a longhistory of working with farmers in WaterlooRegion to improve water quality,”stated Ken Seiling, Regional Chair ofthe Regional Municipality of Waterloo.“This project will not only benefit theagricultural community by offering acollaborative framework to establishbest sustainability practices, but alsobenefits the residents in the surroundingmunicipalities serviced by the watershedthrough decreased ground andsurface water contamination and improveddrinking water quality,” saidTania Massa, Director of Programs, OntarioCentres of Excellence, a key funderof the project. “The 4R NutrientStewardship in the Grand River Watershedwill serve as a pilot project thatwill inform future programs of this natureacross the province.”In addition to the Canadian FertilizerInstitute and the Ontario Centres of Excellence,this project is supported byseveral partner organizations including,the Ontario Federation of Agriculture,the Grand River Conservation Authority,the University of Waterloo Water Institute,and the Region of Waterloo.O C T O B E R 2 0 1 2 | 13

They aren’t interested in opening identicalrestaurants in cities, nation-wide; they prefer uniqueestablishments as close to home as possible.It’s unusual but it is undoubtedly effective.John Zizzo, Jody Palubiski, Tim Wideman and Tom Widemanof the Charcoal Group14 | w w w . e x c h a n g e m a g a z i n e . c o m

COVER STORYUNUSUALRECIPE FORSUCCESSBY PAUL KNOWLESThe Charcoal Group breaks the mouldof restaurant chain expansionThere’s just nothing typical about The Charcoal Group. Successful,yes. Enduring, certainly. Innovative, sure. But not typical.The “typical” methodology of a successful chain of restaurants isreplication – find a successful formula, and then roll it out in cookiecuttermodels as far and fast as the business allows.Well, the Charcoal Group is undeniably a chain of restaurants –the business cards of the four principals are a bi-fold, to allow allthe logos to run across the double-sized cards. But the closest theycome to a typical chain would be the three Moose Winooski’s, or (asof this month), two Beertown Public Houses.In addition to that, the Charcoal Group owns and operates theeponymous and venerable Charcoal Steak House, delDente, Martini’s(all on various levels of the same Kitchener facility), WildcraftGrill & Bar, The Bauer Kitchen (in Waterloo), The Bauer Bakery &Café, and the nicely self-described Wildcraft Wherever CateredEvents.The three Moose Winooski’s are located in Kitchener, Barrie andBrantford; the new Beertown Public Houses are in Cambridge and,opening October 2012, Waterloo.O C T O B E R 2 0 1 2 | 15PHOTO: JON ROHR

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The Charcoal Group’s first Beertown isopen in Cambridge, with a secondopdning in Waterloo.Palubiski suggests that one key to theirsuccess is the development of talent fromwithin the Charcoal Group’s ranks. Withalmost 800 staffers, as of this month, thepotential for finding “the talent within” isquite large.Local focusTom Wideman sees their local focusas another strength. “There is leveragein being in the community,” he toldExchange. Palubiski points out that livingand working in their home communityprovides plenty of opportunity forspotting potential. “We’re all part of thiscommunity.”He says the Bauer Kitchen is a keyexample – the partners “fell in love” withthe idea of developing the restaurant inthe heritage building. “You don’t comeacross these opportunities very often.”Being home town fans doesn’t meanthe Charcoal partners are oblivious to therest of the world. They are often on themove, checking out the latest developmentsin the business across the continentand around the world, bringinghome ideas from their favourite haunts,like Chicago, Napa Valley, and New York(the strongest inspiration for the BauerKitchen, by the way).Palubiski delivers another kick to thetraditional chain approach to expansion:their stated goal in developing The BauerKitchen, he says, was “to do somethingdifferent from the experience at Wildcraft.”Serious businessThe Charcoal partners enjoy the hospitablenature of their business; all fourpartners, and their key organizationalleaders, are on the floor of one or more oftheir restaurants every day. They enjoythe creations coming out of their verydiverse kitchens – the interview was conductedwhile the partners dined on culinarytreats from the Charcoal kitchen –but at the same time, they are very pragmaticin their approach to doing business.Tom Wideman says the secret to theirsuccess is “being persistently attentive todetail... tenacity in execution.”Zizzo suggests the partners and theirteam are driven by “fear of failure”, anunusual assessment given the company’sunblemished record of success – but perhapsalso the precise explanation of thatThe Charcoal Groupcurrently employs 650 people;Beertown Waterloo will addanother 120 to that total...serving between 20,000 and25,000 guests per week.success. Tom Wideman says, “We’re constantlyreflecting, every day, on how weperformed the day before.”Palubiski adds, “we take everythingthat happens in the restaurants – good orbad – very personally. We try to takeevery step we possibly can” to makeevery diners’ experience a great one. “It’sin our DNA,” he says. Certified by Ontario Waterworks AssociationA Section of AWWAO C T O B E R 2 0 1 2 | 17

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COVER STORYhouse, pub or sports bar... it’s a veryunique space.” Palubiski says, “we saw itas a new and emerging opportunity,”based in “the beer renaissance that’s happening”.“We don’t have a headoffice. We’re in our restaurants,every single day. We take careof our guests and our teammembers.”NEW AND USED BOATS ~ LARGE INDOOR SHOWROOMSERVICE | PARTS | ACCESSORIESwww.casmarine.com | 519.623.23722564 Cedar Creek Rd. (Hwy 401 & 97) exit 268 off Hwy 401 WTheir first Beertown is open in Cambridge,and typically, Palubiski says“we’re thrilled... but not content.” Thatpretty much sums up the Charcoal attitudeto perfection – unattainable butalways to be sought.And Beertown is not the final chapterin the Charcoal Group story. Palubiskisays, “we are looking at other opportunities.We’re putting two offers on locationsoutside the city,” but within an hour oftheir home base. Tom Wideman notes,“as we grow, we’re not going to startopening them three hours away.”Not all potential growth involves newlocations or brands. Palubiski is proudthat the Bauer Bakery is a distinct success,now making the bread for all theCharcoal restaurants, and about to moveinto the wholesale business. The cleverlynamed catering business is also growing.The partners – they all share The CharcoalGroup, although the percentage ofownership may vary from restaurant torestaurant – understand that decades ofsuccess can evaporate very quickly. Palubiskisays that margins are small in therestaurant trade, while the “margin forerror” is very narrow.Zizzo points to the significant investmentdemanded of today’s restaurateurs.“It’s not a little player’s game any more.You do have to run it like a big business.”The Charcoal Group is a big business –but one run like a family firm, with a genuineemphasis on local community. Theyuse local suppliers whenever possible,from farm gate produce to small enterprisessuch as the Arva Mill, NorwichParkers, Conestoga Packers, and FlanaganFoodservice.And it’s a big business without corporateheadquarters. Says Palubiski, “wedon’t have a head office. We’re in ourrestaurants, every single day. We take careof our guests and our team members.”X20 | w w w . e x c h a n g e m a g a z i n e . c o m

“Angel networks are all aboutrelationships,” he says, andCarl Furtado values humanrelationships above almostanything else.Carl Furtado, left and Rob Douglas lead Gold Triangle Angelnet22 | w w w . e x c h a n g e m a g a z i n e . c o m

MOVER & SHAKERSA DATINGSERVICE FORANGELSBY PAUL KNOWLESGold Triangle Angelnet helps put money where theopportunity isSo how do you become an angel, anyway?While that may sound like a question posed by a child at bed-time, it is a very real issue for twosober-minded, veteran businessmen and community activists in Waterloo Region – Robert L. Douglas,and Carl Furtado.Rob Douglas and Carl Furtado are not immediately concerned with the heavenly version ofangels, however. They are, on the other hand, very interested in the more economically-orientedversion of such beings, and they spend an inordinate amount of their time and effort – voluntarily– bringing angels together with people in need of angelic help.Douglas and Furtado are the founders of Gold Triangle Angelnet, a Cambridge-based not forprofit network that exists for the sole purpose of arranging marriages between investors and worthystart-up companies.Here’s Douglas’ definition: “An angel is a high net worth individual who invests privately inearly stage companies.”In an unusual twist, Douglas and Furtado have acted as angels, themselves, through their privatecompany, Roseview Capital Consultants. However, as President and Vice President, respectively,of Golden Triangle Angelnet, they are arms-length with any prospective start-ups, servingonly as facilitators between potential investors and early stage companies.Douglas receives an honorarium only for his work in what is essentially a full-time job; Furtado’scontribution is entirely as a volunteer. They believe a healthy local “eco-system” – which intheir vocabulary means “economic system” – is dependent on healthy companies, which in theirinitial stages need nurturing and investment. They genuinely understand their role to be that ofcommunity builders, with an entrepreneurial focus.O C T O B E R 2 0 1 2 | 23

MMOVER & SHAKERSDAVIDTHOMSON: LAUNCHES HISSTART-UP INWATERLOOENLIVENINGTHECREATIVE ENTERPRISEZEHR LEVESQUEAREGAME CHANGERSMIXED REVIEWS FOR RIMWATERLOO REMAINS CONFIDENTINSIDE• Creative Enterprise Initiative• Can you call your boss an ass?• Media Man stirs it upMEDIA MANAND NOT SO RETIREDDENNISWATSONMAGAZINE FOR ENTREPRENEURS / ENTERPRISES / ECONOMIC DEVELOPERS / EDUCATORS Vol.29 No.4 March/April 2012 - $6.95GOOGLE SEARCHESFOR THE FUTUREFailure is a key stop on the road to sucessOPENTEXT CEO RETIRESMAGAZINE FOR ENTREPRENEURS / ENTERPRISES / ECONOMIC DEVELOPERS / EDUCATORS Vol.29 No.6 June 2012 - $6.95WATERLOO:the ideal incubatorStart-ups are migrating to the regionfrom all over the planetINSIDE• OpenText Celebrates• King of Cambridge• $30 Million Hyperdrive• Job Trends of GradsSPECIAL SECTION: BUILDING EXCELLENCE AWARDSCOLLABORATION IN THE CLOUD : A SPECIAL SECTION OF THE CTCA“AWESOME”TRIBEHRA PIECE OFWATERLOOINWILLONGONGFOR ENTREPRENEURS/ENTERPRISES/ECONOMIC DEVELOPERS/EDUCATORS.K-WCITIZEN OFTHEYEARMAGAZINE FOR ENTREPRENEURS / ENTERPRISES / ECONOMIC DEVELOPERS / EDUCATORS Vol.29 No.5 May 2012 - $6.95RECORD-SETTING DEVELOPERSGreg Voisin and Paul Dietrich come out of retirement to build thelargest commercial development in the regionINSIDE• HR meets social media• Going up in smoke• Celebrating entrepreneurs in song• Waterloo innovation exportedto AustraliaSPECIAL SECTION: YOUR GUIDE TO INTELLIGENT PHILANTHROPYJAPANESE - CANADIAN STUDENT LAUNCHED FUNDBRINGING OKTOBERFEST BACK FROMCONNECTIONREACHES $10 MILLIONA NEAR DEATH EXPERIENCEMAGAZINE FOR ENTREPRENEURS / ENTERPRISES / ECONOMIC DEVELOPERS / EDUCATORS Vol.29 No.3 January/February 2012 - $6.95OPTIMISM ORBLIND FAITH?Exchange examines the next three yearsINSIDE• Beyond Economics - theCanadian Index of Wellbeing• From Greenfields to Brown -Waterloo CAO Tim Anderson• You’re invited - participate in theExchange on-line surveyITHINK SECURITY FOUNDERPRAISESACCELERATOR CENTREINSIDE• Choosing Waterloo over therest of the world• Local app touts localproduce• LaunchPad $50K rebornFOODLINK CO-CHAIRSWHITEANDALLEN-MUNCEYSPECIAL SECTION: CENTRE FOR FAMILY BUSINESSTHEAMAZING SUCCESS STORY OF HELPINGTRANSFEREESYOUR LOCAL BBBFEELAT HOMEINSIDE• Borski’s got your back• Tracy Robertson: Community Builder• LPGA stats and success• Disabilities : a developing marketEXCHANGEMAGAZINE.COMACCESS 2012 :ADEVELOPING MARKETMAGAZINE FOR ENTREPRENEURS / ENTERPRISES / ECONOMIC DEVELOPERS / EDUCATORS Vol.29 No.8 September 2012 - $6.95OPPORTUNITYHEATING UPAT IGLOO“Your digital workplace in the Cloud”CITIES UNDER-FUNDEDMAGAZINE FOR ENTREPRENEURS / ENTERPRISES / ECONOMIC DEVELOPERS / EDUCATORS Vol.29 No.7 July/August 2012 - $6.95THINKINGOUTSIDE THERECYCLINGBOXThink Plastics is reusing millionsof pounds of “non-recyclables”“thought, strategy,planning, construct”sharing stories on all industries from theWaterloo hub since 1983expand your understanding, expand your reachread daily at www.exchangemagazine.commore information call 519 886-0298 x 305Douglas might be describing himselfwhen he offers this explanation of howangels develop. “It’s something thatevolves over a life time,” he says. “Theseusually are people who are involved inbusiness and are successful and achievevarious levels of excellences, includingfinancial success. They have an interestin re-investing in companies; they alsolike to give back to the community.They’re interested in creating prosperity –it’s all part of an ‘eco-system’.”Furtado talks enthusiastically abouttwo of his personal interests that cometogether perfectly in the Angelnetendeavour. He has owned and operated afinancial business for 34 years, and is stillactively involved. But he has also been avery devoted member of the Kiwanis Club– which Douglas is also involved in – for30 years. That mix of Furtado’s love forbusiness and commitment to communityservice have propelled him into the GTANproject.“Angels typically want to bein and out in a three to fiveyear period.”“Angel networks are all about relationships,”he says, and Furtado valueshuman relationships above almost anythingelse.Douglas also brings a mix of intereststo his current role. “I’m a CharteredAccountant by profession who’s had afascination with entrepreneurial interestsfor as long as I can remember,” he says.He first invested in a business in 1978,and “I have been self-employed in a varietyof businesses since that time.”He first became an angel investor in1998; today, he says, “I devote all myattention to the angel investor communityand more specifically the Golden TriangleAngelnet.”GTAN is an innovator in its own right,sponsoring meetings where three carefullychosen start-ups pitch to a group ofpotential investors, and also hosting thesuccessful LaunchPad 50K, a showcasefor start-ups that resulted in investmentsmade in a number of companies.Douglas sums it their role as facilitators,but not investors, simply: “We are adating agency, but we don’t go out ondates.”He adds, “we’re trying to build the ecosystem.”24 | w w w . e x c h a n g e m a g a z i n e . c o m

Furtado wears his heart on his sleeve,when it comes to causes which hebelieves in. For example, he describes hisrole with GTAN as “a labour of love.” AndDouglas is right behind him: “You coulddescribe it that way for both of us. Carl isvery generous with his time without compensation,”and he describes his ownMOVER & SHAKERSNorth Wellington, and Stratford and environs.GTAN was founded in late, 2009. Fromthe beginning, the method has been tohold monthly meetings (ten months ofthe year) where they “showcase threeearly stage, high growth opportunities toan audience of angel investors.” ThoseDouglas says, “Carl and I both have a common belief in altruisticservice, for benefits we have received from our community and oureconomy. This is an opportunity to give something back.”Wedon’tcocktailsmakene t’tremuneration as “more like expensereimbursement.”So why do they have such a high levelof commitment to GTAN, when they areneither paid staff, nor one of the youngcompanies benefiting from their “datingservice”, nor one of the investors whosefaith in a start-up may indeed be repaidhandsomely?Douglas says, “Carl and I both have acommon belief in altruistic service, forbenefits we have received from our communityand our economy. This is anopportunity to give something back.” Hementions the word, “legacy.”He also admits that he likes it: “This isa place where I have a high comfort levelin performing and being active. Economically,my community will gain, remainsustainable, be a prosperous place.”Furtado is a passionate community activist.And both Furtado and Douglas arequick to explain that their communityincludes an area larger than their hometown of Cambridge. GTAN serves Cambridge,Kitchener, Waterloo, Guelph andcompanies are well vetted by a ten-personvolunteer committee before they everget the opportunity for this pitch.The idea is a winner. In the first sessions,GTAN attracted about 15 potentialinvestors; today, between 50 and 60 showup.Angel investors pay a membership feeto GTAN – $500 – and would-be investorsare eager to do so, as the membershiphas grown from 30 to 120 since 2009.In three years, GTAN has showcasedslightly more than 90 early stage companies;angel investors have opted to investin 22 of them; “our angel investors haveinvested over $13 million in early stagecompanies.”The provincial and federal governmentsare strong supporters of efforts likeGTAN, through agencies like the FedDevOntario program, whichcontributes $1 for every$2 invested by angelinvestors. FedDev isheaded by GaryGoodyear, federal Ministerof State for theFederal EconomicDevelopment Agencyfor Southern Ontario(and not coincidentally,MP for Cambridge-North Dumfries). Matchinggovernment fundshave added about $10million to the angelinvestment sum, bringingthe total impact onthe start-ups to “inexcess of $20 million inthree years.”Furtado says that theFedDev program “really changed thegame for us and for our community. Wewere early adopters of the program, thefirst agency in.”Douglas is proud to note, at this point,Wecraft extraordinarymoments, thatbecomeextraordinary memories.charcoalgroup.caO C T O B E R 2 0 1 2 | 25

that all 22 companies that have receivedinvestments are flourishing today. Onestar example is Miovision; another upand-comeris Top Hat Monocle, whichRob Douglas: an entrepreneur in accountant’s clothing.has more recently received venture capitalinvestment of $8 million.It was the lack of available venturecapital that initially inspired governmentsto get involved in investment programsfor early stage companies. Douglas paintsa stark economic picture: “In the late 90s,venture capitalists were coming by thebusload out of Toronto. In 2000, the VCsall went away.”In 2007, the government of Ontario’sMinistry of Economic Development andMOVER & SHAKERSFurtado and Douglas are quick toshare credit with the late David Borges, akey GTAN volunteer and friend whopassed away at the age of 42.The GTAN founderssee themselves as oneelement in a complexeconomic system in theregion. They maintainclose ties with institutionssuch as the AcceleratorCentre, InnovationGuelph, and theCommunitech Hub,places that identify andnurture young entrepreneursand early stagecompanies – the veryentities that need theGTAN “dating service.”GTAN receives a significantnumber ofqueries from start-upsseeking investors. Eachmonth, those are whittleddown to six, whichare checked out by GTAN’s volunteerexperts. Three are chosen to meet withpotential investors.There are no restrictions as to the typeof company that may be approved for themonthly sessions. “We’ll give anybody anopportunity,” says Douglas, and the twomen check off a list of categories theyhave seen – health care, pharmaceutical,cinema, manufacturing. But they alsoadmit that high tech seems often to holdthe most allure for angel investors. “TheWedon’tprepare prdonsteaksne’teRob Douglas sums it their role as facilitators, but not investors,simply: “We are a dating agency, but we don’t go out on dates.”Innovation launched the Angel NetworkProgram “to create a dozen or so angelnetworks across the province who couldservice their local communities and collaborateor cooperate on investmentopportunities,” says Douglas. “Angel networksfilled the [VC] gap.”GTAN’s founders are clearly non-partisan,praising the foresight of both thefederal Conservative government and theprovincial Liberal government.With the impetus from both levels, andthe commitment of Douglas, Furtado,their volunteer board and their volunteerexperts who preview potential start-ups,it may not be surprising that GTAN is“one of the most successful – if not themost successful” of angel networks in theprovince.appetite we observe in our membershipis more IT than anything else,” probablybecause historically, IT companies haveshown rapid growth and therefore fasterROI. Says Douglas, “angels typically wantto be in and out in a three to five yearperiod.”That may be a good goal for investors,but it must be said that both the investorsand the start-up companies that havebenefitted – and will continue to benefit –from the Golden Triangle Angelnetshould be deeply grateful that Rob Douglasand Carol Furtado have no such timelimit on their service. In fact, they admitthey don’t have a succession plan –they’re going to keep doing what they do,for the good of their community and itseconomic health.XWeprepareextraordinarymoments,thatbecomeextraordinary memories.charcoalgroup.caO C T O B E R 2 0 1 2 | 27

GOOD GOVERNANCEANY GOOD NEWS COMINGOUT OF BOARDROOMS?Boards rarely make headlines for adding valueby JOHN T. DINNERIwas asked recently to identify situations whereboards of directors were credited with making a positivecontribution to organizational success. Whilethere are many examples where boards are criticizedfor inept oversight, boards rarely make headlines orare publicly acknowledged for adding value or makinga significant, game-changing business decision.cult to identify and quantify, particularly from the outsidelooking in.The role of any board is, in large part, to set strategyand monitor the success of its execution. Other responsibilitiesrelate to these two overriding activities.The Globe and Mail conducts an annual review ofCanada’s corporate boards, the outcome of which isthe centerpiece of its annual governance rankings andidentification of what are, arguably, Canada’s bestboards. However, the rankings fail to identify whatimpact these boards have had on organizational success.Rather, they focus on board practices and rankhow well these governance inputs are implemented.The outcomes these activities help to achieve are notdiscernible and do not help to define the value theboard brings to its respective organization or the contributionsthese boards make.Essentially, the rankings depict the quality of theJOHN DINNER is president ofJohn T. Dinner Board GovernanceServices(www.boardgovernance.ca).He can be reached atjohn@boardgovernance.ca.The board is rarely publicly credited with making a significant contribution ormaking significant decisions beyond the hiring or firing of the CEO.Few decisions made by Boards of Directors becomepublic unless there is significant controversy surroundingthem. The reasons for this are three-fold:• Good news rarely makes news, whereas real or perceivedincompetence does;• The work of boards is largely confidential, making itdifficult for outsiders to determine how well a boardperforms and what contribution it makes; and,• Business success is largely attributable to managementas opposed to boards.This is not to say that boards can’t or don’t play acritical role ensuring accountability for results, transparencyof business processes and dealings and fairtreatment of key stakeholders. However, the role ofboards is largely restricted to input on good governancepractices, the outcomes of which are often diffi-platform on which good governance can take root anddeliver on the principles of accountability, fairness,transparency and the like.Management typically gets the spotlight when itcomes to organizational success. The board is rarelypublicly credited with making a significant contributionor making significant decisions beyond the hiring orfiring of the CEO. This speaks more to the focused roleof the board (and the confidentiality of its deliberationsand decision-making) than it does to good governanceor board effectiveness.By way of example, the Board of Research inMotion has received disparaging reviews as that company’sshare price plummeted and the threat of the lossof another Canadian tech icon loomed heavy duringthe past year or so. As easy as it may be to blame the28 | w w w . e x c h a n g e m a g a z i n e . c o m

Board for its seeming passivity, it’simpossible to know what inaction or ineffectiveoversight occurred in the RIMBoardroom.It’s also easy to speculate, but hard toimagine, that highly competent and successfulindividuals merely sat on theirhands while the Company floundered.Just the same, there’s little evidence thatthe RIM Board provided bold leadershipin making the kind of decisions to navigatethe extremely competitive anddynamic marketplace for smartphones.Again, these kinds of decisions are typicallywithin the purview of managementand, in the case of RIM, the CEOs weregenerally seen to be the primary contributorsto the company’s success and, also,primarily responsible for its inability toremain as competitive as many expected.Undoubtedly, the most important decisiona board makes is hiring the CEO andthis should, and typically does, impacteverything else for which the board isresponsible (e.g., strategy developmentand execution, risk oversight, etc.). As thefollowing examples suggest, the hiring ofa CEO is a decision with a longer-termhorizon. Success can only really beassessed by considering the CEO’s legacyachieved over time.Some examples could include:• Apple Computers’ rehiring of SteveJobs, which led to the company’sunprecedented success. In 1997, Applehad no future. In 1998, the companybeat analyst forecasts following a $1billion loss the previous year with thelaunch of the iMac. This was the startof an amazing series of innovativeproduct launches that arguably madeApple the preeminent technology firmin the world.The need for quality directorsis in no way diminished by thefact that boards operate awayfrom the public eye.• The IBM Board’s hiring of an outsideCEO in 1993 resulted in strong investorfavor. Traditionally, IBM recruited itsCEOs from within the company. Theappointment of Lou Gerstner as CEOfrom 1993 to 2002 marked the firstnon-IBM lifer to assume its top job.Gerstner had been CEO of RJR NabiscoGOOD GOVERNANCEfor four years and spent 11 years atAmerican Express Company, where hewas president of the parent companyand chairman and CEO of its largestsubsidiary, American Express TravelRelated Services Co. Like Jobs, Gerstneralso resurrected a failing company.• More recently, Yahoo! announced thehiring of Marissa Mayer as its CEO, thefifth individual to fill this role in the lastfive years. Recruited from Google,Mayer is regarded as the tech heavyweightYahoo! needs given its uncertainfuture and her string of productsuccesses at Google. Whether this decisionwill live up to its potential remainsto be seen.These are a few anecdotes that supportthe important role and influence ofany board. The fact that there are aplethora of examples of heavy hittingboards is, again, a factor of how boardsfunction and their oversight role.The need for quality directors is in noway diminished by the fact that boardsoperate away from the public eye. Thisfact makes it difficult then to promote aform of board membership when thereare more examples of boards that appearto have failed in fulfilling their duties.XO C T O B E R 2 0 1 2 | 29

SOCIAL MEDIAOUTSOURCING SOCIALMEDIAA magic bullet or a major pain?by HARP ARORAHARP ARORA, MBA, is Principal,Sedona Communicationsand Adjunct Faculty,University of Waterloo &WLU; emailharp@sedonacommunications.com.It seems there’s a bright and shiny new social mediasite every week. Just when you got up to speed on theintricacies of Facebook, LinkedIn, Twitter, andYouTube, along comes the next big thing you simplycan’t ignore, according to the gurus. Whether they’reright or not, a bigger issue exists: finding enough timefor social media while trying to run a successful business.We all know being active on social media takes substantialtime – probably more than you banked on. Andas the tools and platforms proliferate, it will only getworse. So what’s the answer when you’re alreadystretched thin on resources?Some companies are choosing to outsource. In2010, 14% outsourced social media marketing. By2012, that number more than doubled to 32%, accordingto the 2012 State of the Social Media MarketingIndustry report. But just because more companies areoutsourcing, it doesn’t necessarily make it right foryou.The answer really comes down to your specific situation– either option can work very well in the right circumstances.First, the key pros and cons of outsourcing:Pros• Time: you’ll save time when someone else developsthe strategy and content, posts updates, and interactswith your community. This allows you to focusyour time on critical business operations.• Technology: no need to learn how every single toolWe all know being active on social media takes substantial time – probably more than youbanked on. And as the tools and platforms proliferate, it will only get worse.works. Experts who know their way around the technologycan do it fast, easily, and effectively.• Consistency: you can be more consistent in bothyour messaging and the frequency of your interactions.The fact is that companies are expected to be activeYOU’RE INVITED! 425 Bingeman’s Centre Dr. Kitchener I N C O R P O R A T E D30 | w w w . e x c h a n g e m a g a z i n e . c o m

on social media today and when thatactivity is erratic or non-existent, it createsnegative perceptions. A recent andrather frightening Satmetrix study foundthat 42% percent of B2C companiesignore customers that provide feedbackvia social media. The number soars to69% for B2B companies. Talk about ahuge opportunity to improve customersatisfaction and loyalty!Cons• Knowledge of your company: peopleoutside your organization are not goingto have the same depth and breadth ofknowledge about your processes, people,and day-to-day happenings. Ifthere are any gaffes, its your companythat will ultimately pay the price.• Authenticity: more than ever, it’s criticalto be authentic and transparent.Someone outside may not be able tocommunicate as well in the voice andtone of your company, which may leadto a loss in credibility and trust.• Business expertise: many social mediaexperts know the tools and how toengage community, but have a limitedunderstanding of the big picture – crucialthings like business strategy, objectives,and brand strategy. Social mediawithout this understanding is a completewaste of time – it is meant to supportstrategy and help you meet objectives,whether to increase market share,differentiate from competition, drivebrand awareness, generate leads, etc.The need for quality directorsis in no way diminished by thefact that boards operate awayfrom the public eye.So where does that leave you? First,take a look at your organization’sresources, skills, and priorities. Do yourpeople have time for social media? Anddo they understand both your businessand the social media tools available? Ifyes, great. If not, you still have options:• Train those who have a solid understandingof your business on socialmedia tools. It’s much easier to trainexperienced people on tools than it is totrain inexperienced people on strategy.There are many excellent social mediaSOCIAL MEDIAconsultants and trainers out there whocan do this at a very reasonable cost.• Outsource. You have many choicesabout what to outsource – from help indeveloping your social media strategy,to page design, developing content(blogs, videos, case studies etc.) creatingposts, responding to customer serviceissues, measuring results and monitoringwhat people are saying aboutyour company.If you go this route, set your organizationup for success, by (a) hiring anagency or consultant who is well-versedin both business and social media strategy,(b) creating a review process so youknow and approve of what is being postedon social media sites, and (c) ensuringsocial media duties are not handed off toa junior associate once the contract is inplace.Without these precautions in place,you may have a mess on your hands. AsChrysler did when its agency rep postedabout his drive in to work on Chrysler’sTwitter account: “I find it ironic thatDetroit is known as the #motorcity andyet no one here knows how to f*ckingdrive.”Gulp.XCOMMITMENTSince 1951, Schiedel ConstructionIncorporated has provided Designand Construction for Industrial, Commercial,and Institutionalbuildings. It is our continuedcommitment to work persistentlyand diligently to provide thehighest degree of professionalconstruction services possible. Youcan count on Schiedel Constructionfor Quality, Value and Performanceon your project.405 Queen Street WestCambridge, Ontario N3C 1G6(519) 658-9317www.schiedelconst.comO C T O B E R 2 0 1 2 | 31

WEALTH MANAGEMENTSUDDEN WEALTHTurning new money into old moneyby DANIEL E. GIRARDDANIEL E. GIRARD CFP, FMA isan Investment Advisor withThe Craig-Girard InvestmentGroup, CIBC Wood Gundy inWaterloo. CIBC Wood Gundyis a division of CIBC WorldMarkets Inc., a subsidiary ofCIBC and member CIPF.Theviews of Daniel Girard do notnecessarily reflect those ofCIBC World Markets Inc.In North America, over the next ten years, current estimatessuggest that more than $25 trillion in suddenwealth will be received. This swift pool of money willcome from stock options, inheritances, commuted valuesof pensions, sales of family businesses, farm (andtips will help you navigate through the critical first fewmonths of new wealth. These five essential steps willhelp you turn new wealth eventually into old money.Take a time outThe emotions associated with becoming wealthyrapidly can be incredibly disruptive to managingmoney effectively. For this reason, the first thing to doafter your wealth event is to take a time-out. This decision-freetime is a period in which you make nochanges in your life. By taking this time out and gainingperspective on the changes your wealth will bring,you’ll be giving yourself time to grow accustomed toyour new situation. More importantly, you’ll be protectingyour wealth from ill-considered financial decisions.Three to six months is a good guideline.Those who have come into wealth rapidly often feel there is no limit to their wealth —but I assure you, there is.other land) sales, divorce, insurance settlements,sports and entertainment contracts, and lotteries.Unfortunately, many of the recipients won’t know howto handle their newfound wealth effectively and willsee it dwindle quickly.Sudden wealth can be defined as the receipt of alump sum of money greater than one has ever experiencedbefore. A person who experiences a suddenmoney event will often go through a range of confusingemotions. Some will feel overwhelmed, confused,fearful that they may lose the money, or become isolatedout of trepidation that someone may try to takeadvantage of them. Others will feel free, elated andmore powerful than ever before.Regardless of the individual feelings, all realize thattheir financial position has changed and experienceuneasiness about what to do next; how to best managetheir new position for their personal, and their family’s,long-term benefit.No matter the origin of the windfall, the followingMake a wish listDuring your gaining perspective time, construct awish list. This shouldn’t simply be a list of things.Rather, it should be a list of outcomes you would likefor you and your family. Ask yourself: What wouldmake me truly happy for the rest of my life? Livingabroad? Funding my children’s education? Supportingimportant causes? Traveling? Owning my own business?A new car, fishing boat or dream vacation aregreat short-term goals. However, you want to thinkabout what your new wealth can mean to the biggerpicture. Some items on your list will be easy. Otherswill become clear after some time and thought.Build a teamThe most important task for the vast majority ofnewly wealthy individuals is to seek professional help.The sooner you start working with competent professionals,the sooner your new wealth can be madesecure.WATERLOO 519.746.3498KITCHENER/GUELPH 226.647.0226CAMBRIDGE 519.658.2552www.bbcommercialsolutions.com32 | w w w . e x c h a n g e m a g a z i n e . c o m

WEALTH MANAGEMENTNow that you’re wealthy, you need tounderstand that your finances requiremore care, more attention, and moreknowledge from your professional advisors.In general, you want trustworthyand competent advisors in the areas oftaxation, law, and financial and investmentplanning (wealth management).Furthermore, one of these professionals,usually the wealth manager, shouldassume the role of quarterback or personalCFO. They help coordinate theexpertise of the other advisors and makesure decisions are focused on accomplishingyour goals.Now that you’ve gained some perspective,made a wish list and identified ateam of professionals, you can evaluatewhat you can actually afford, and when.This can be difficult; those who havecome into wealth rapidly often feel thereis no limit to their wealth — but I assureyou, there is.Determining the cost of one-time,immediate wishes is easy. However, workwith your wealth management advisor tocalculate what current purchases willmean to the long-term viability of yourgoals, and what needs to be done toensure the affordability of future goals.Take into consideration inflation, tax andvarying investment returns.Divide & succeedWith the previous fours steps takencare of, now comes the time to ensureyour money is managed properly. Youwant to divide your wealth into two distinctpools. The first will be your pool ofsafe money – the wealth that will provideyour desired lifestyle for the rest of youlife, the wealth you can’t afford to lose.Your wealth management team should beable to help you build a suitable portfoliofor this money to provide safety, inflationprotection, and tax-preferred income.The second pool is your fun money.This pool can be used for whatever youwant – purchasing luxury items, philanthropy,high risk investing, or just plainhaving fun. The key with this pool is,don’t feel anxious about spending it. It’sthere to enjoy after the first pool issecure.Experiencing a sudden money eventopens the door to new opportunities andthe financial resources to do the thingsyou’ve always dreamed of. If managedproperly, it can provide you and yourfuture generations a lifestyle you mayhave never thought possible. Take yourtime, plan effectively and enjoy your newwealth.X The Centre for Family Business (CFFB) strives to help business familiesreach their fullest potential, and has become one of Canada's largestmembership based family business associations. Since 1997, CFFB hasbeen delivering relevant educational programs and providing thenecessary support that allows families to achieve their enterprisinggoals, fulfill their dreams and strengthen their families.Join our Family ‘round the Table - October 19, 2012Our newest Roundtable Group will becentre stage this morning sharing their experiencesSUPPORT – ENERGIZE – EDUCATEFor more information call 519.749.1441 or visit www.cffb.caO C T O B E R 2 0 1 2 | 33

WATERCOOLER34 | w w w . e x c h a n g e m a g a z i n e . c o mToby Jenkins has donatedTechTown to UW.TECHTOWN, a 60,000 sq. ft. buildinglocated in the David JohnstonResearch + Technology Park,has been donated to the Universityof Waterloo.TechTown is a multi-tenant professionalservices building whichopened in January, 2007 on thenorth campus. The building providesservices to the employees inthe Park, the University of Waterlooand the local communityincluding everything from healthand wellness services to childcare.Services and amenities at Tech-Town will continue uninterrupted.“The University of Waterloo ispleased to accept this generousgift which will enhance the amenitiesoffered under the auspices ofthe university at the Research andTechnology Park,” said FeridunHamdullahpur, University of Waterloo president. “This building provides a greatopportunity to further enhance the university’s core functions and ensure we continueto attract the best and brightest to Waterloo.”The donation has been made by Toby Jenkins, a University of Waterloo graduate(Environmental Studies, ’82). TechTown is the realization of Jenkins’ vision for a centrallocation to provide a variety of services needed to support the vibrant community. TheUniversity of Waterloo graduate worked with companies and organizations locatedwithin and surrounding the park to realize the vision, culminating in the building donationto the university.“As a University of Waterloo alumnus, I am delighted to make this donation”, saidJenkins. “It has been wonderful to see the realization of the TechTown vision.”Ownership of TechTown was transferred to the University of Waterloo on August 1,2012.THE LPGA and Sports Properties International have announced that the second stagingof the Manulife Financial LPGA Classic will be July 8-14, 2013 at Grey Silo GolfCourse in Waterloo.The tournament will feature a full field of 144 players from all over the world competingin a four round, 72 hole, stroke-playformat. Golf Channel will once again providefour days of live coverage from GreySilo to over 150 countries across the globe.More than 66,000 spectators attended theinaugural tournament in 2012, won byAmerican Brittany Lang in a thrilling fourholeplayoff.“The world is coming back to Waterloo,”said Hugh Morrow, CEO and Chairman ofSports Properties International, which ownsthe tournament. “The inaugural year was atremendous success. We are anticipatingthe 2013 tournament will be bigger and Brittany Lang, winner of the 2012 Manulife Financial LPGA.better.”“I can’t tell you how delighted we are to continue our sponsorship of this excitingtournament,” said Brian Gooding, Senior Vice-President of Distribution at ManulifeFinancial. “From the great number of fans, partners and volunteers, this community hascreated a world-class sporting event like no other. Feedback about the inaugural eventhas been so positive and we can’t wait to help shine the global spotlight back on WaterlooRegion.”IGLOO SOFTWARE, a leading provider of socialbusiness software in the cloud, hasannounced the opening of its secondEuropean office alongside growing tractionin the Asia-Pacific region. One infour of the company’s over 200 customershave international operations andIgloo now has three regional officesaround the world providing sales, serviceand support to its global customer base.Andrew Dixon“Igloo has expanded rapidly sincelaunching in 2008 and now has customersin 80 countries worldwide,” saidAndrew Dixon, Senior Vice President,Marketing & Operations for Igloo Software.“The establishment of our secondEuropean office is a reflection of the rapidlygrowing demand for Igloo and itsmultilingual capabilities in geographiesaround the globe.”The second European office, whichhas been named the European headquarters,is located in St. Gallen, Switzerlandand is expected to grow rapidly. Headingup operations is industry veteran MarcoPalatini who was named Vice Presidentfor the region. Palatini was previously theManaging Director of European Operationsfor OpenText Corporation andwas largely credited for opening up theEuropean market for the company. Priorto that, Palatini served as CEO of ArcplanInformation Services AG.Igloo recently completed a tour ofChina meeting with government officialsand competing in the Demo China 2012event in Harbin. The DEMO conferenceshave earned their reputation for consistentlyidentifying tomorrow’s cutting-edgetechnologies and have served as a launchpad for companies such as E*Trade,Salesforce, WebEx, TiVo and VMware.Twelve overseas teams from eight countriescompeted for the chance to proceedto the signature event in Hangzhou laterthis month and Igloo was selected as thetop cloud computing vendor.“China’s investment in innovation isunparalleled and it is fostering an envi-

onment that is ideally suited for nurturingnew technologies,” remarked Dr.Richard Reiner, one of the officialjudges of the Demo China panel. “I wasimpressed by Igloo’s unique position inleveraging cloud, mobile and social totruly transform how we do business inChina, and this was one of the primaryreasons we selected Igloo as the winnerin the cloud computing category.”In lock step with the expansion intonew geographies, Igloo’s web-based collaborationsuite now supports multilingualtranslation. Upon login, users canset their default language preference. Asthey collaborate with peers in differentcountries, a tabbed view enables instantand verified translations of all social content.Igloo is currently available in English,French, Spanish and Portuguese,with plans to add additional languages inthe coming months.BIOREM INC. has announced that it hasreceived two orders in Asia totalling $3.1million. The first order for an odour controlsystem for installation in KualaLumpur, Malaysia, consists of eight separatesystems within an undergroundstate-of-the-art green-field waste watertreatment facility. The system will incorporateBiorem’s latest technology usingits proprietary XLD filtration media.The second order is for a biogas purificationsystem which will remove HydrogenSulfide from a large biogas facility inChina utilizing a specialized bio-tricklingPeter Bruijnsfilter developed by Biorem. This is thesecond order received from this clientwithin the last six months.“Biorem has been active for severalyears in Asia having patiently developedrelationships and a corporate structurewhich allows the company to be competitiveon all projects requiring high qualityperformance” said Peter Bruijns, President& CEO. “The Asia region is in greatneed of environmental technologies toclean water and air. We are starting tosee a real commitment by regional governmentsto enforce positive change thatwill lead to significant potential growthopportunity for Biorem.”THE ACADEMIC RANKING OF WORLD UNIVERSITIES hasagain named the University of Waterlooamong the top 200 universities in theworld. Waterloo’s results place it seventhamong 22 Canadian institutions.Waterloo is within the 151-200 rangeof ranked institutions. After 100, the next400 universities appear in groups, andnot assigned a specific number.“The University of Waterloo is committedto its goal of achieving a level of academicexcellence that puts us among thetop 100 universities in the world,” saidFeridun Hamdullahpur, president andvice-chancellor of Waterloo. “While weare pleased with these results, we willFeridun Hamdullahpurcontinue with our dynamic, innovativeapproach so that we may build on oursuccesses to meet our objective.”The Centre for World-Class Universitiesat Shanghai Jiao Tong Universityreleases the ARWU.Waterloo gained ground in severalareas. It is ranked 43rd in the world in theEngineering/Technology and ComputerScience category, and its ranking puts itsecond in Canada. This year, the universityalso appears in categories where itwas unranked in 2011. Waterloo is withinthe 76-100 range for chemistry, the 101-150 range for mathematics, and the 151-200 range for physics. It remained in the76-100 range for computer science,unchanged from last year.SUN LIFE FINANCIAL celebrated the 100thanniversary of its Canadian headquartersbuilding this summer, as the companycontinues to grow its business in theregion and support the retirement needsof an aging population in both Kitchener-Dean ConnorWATERCOOLERWaterloo and across the country. The celebrationincluded a public event featuringthe unveiling of a provincial plaque fromthe Ontario Heritage Trust.“On behalf of our 3,000 employees andadvisors in the region, I’m thrilled to becelebrating 100 years of our building’shistory and receive this honour from theOntario Heritage Trust,” said Dean Connor,President and CEO, Sun Life Financial.“Sun Life Financial’s Canadian headquartersis a symbol of our evolution andcommitment to the region. We remainfocused on supporting the financial planningneeds of our clients in the community.”Sun Life continues to grow its businessin the region to support the retirementneeds of the aging population. Accordingto Statistics Canada, more than 21% ofthe region’s population will be 65 or olderby 2031, representing 126,000 people of aprojected 600,000.“The record number of baby boomerswho will be retired in less than 20 yearsin the Kitchener-Waterloo region andacross Canada is a trend that’s quitestriking,” said Kevin Dougherty, President,Sun Life Financial Canada. “We’vebeen in the region for more than 100DIVISION OF I-A-C INC.PROFESSIONAL MANAGEMENTSPECIALIZING IN:MULTI-RESIDENTIALCOMMERCIALINDUSTRIALPROJECT MANAGEMENTLOCALLY BASED - ON CALL 24 HRS.Website: www.orbis.caO C T O B E R 2 0 1 2 | 35

WATERCOOLERLIZ WARD,ACCOUNT DIRECTORDANNY MURRAY,ACCOUNT DIRECTORTRAVEL MATH?Goliger’s Corporate agent+Goliger’s reservation tools+Goliger’s renowned service=A better way to bookcorporate travel234 KING ST. S. | WATERLOO519.741.0770www.goligerstravel.comyears and we are continuing to grow at atime when the aging population is on therise and the need for help with financialplanning for retirement has never beengreater.”Sun Life’s financial advisors in Kitchener-Waterloocontinue to provide financialplanning support across the region, apresence that began in 1869. Sun Lifecontributes to the local economy as oneof the region’s largest employers, and in2011 invested $250 million towardsemployee payroll, business and propertytaxes. Sun Life is also a committed communitypartner, supporting organizationslike the Kitchener-Waterloo ArtGallery, the Kitchener Rangers andlocal events including: Sun Life FinancialWaterloo Busker Carnival, SunLife Financial UpTown Waterloo JazzFestival and Culture Days. Employeesand advisors organize annual coat, toyand food drives to give back to the lessfortunate during the holiday season.Website: www.parkcapital.caProfessional Real Estate Services Specializing In:Industrial/Commercial Sales & LeasingInvestmentsConsultingMortgage Financing76 Dawson Road, P.O. Box 923Guelph, Ontario N1H 6M6Tel: (519) 824-9900 Fax: (519) 824-2471Website: www.parkcapital.caE-Mail: info@parkcapital.ca36 | w w w . e x c h a n g e m a g a z i n e . c o mMIOVISION TECHNOLOGIES, a innovator andprovider of intelligent traffic data managementsolutions, has been named aKurtis McBridefinalist in the 2012 Ontario BusinessAchievement Awards by the OntarioChamber of Commerce, in the RBCRoyal Bank Award for Small Businesscategory. Miovision is one of three finalistsin the category, having been selectedfrom hundreds of nominees.This award honours small businesses(under 100 employees) that demonstratea progressive attitude and approach totheir sales and new market development,company culture, environmental stewardshipand corporate citizenship. Now inits 30th year, the Ontario BusinessAchievement Awards celebrates businessinnovation and entrepreneurial successfrom all sectors across the province.Finalists are likewise recognized for theircreativity, passion and drive for doingbusiness in Ontario.Since 2005, Miovision grown from astart-up company of just three universitygraduates to an international company of85 employees serving 350 customers in27 countries spanning five continents.Miovision’s automated traffic data collectiontechnology uses video to capturedata about traffic volume, vehicle movements,roundabout counts, etc. This datais helping cities and municipalities acrossthe globe to measure, manage and fixtraffic problems such as congestion, longtravel times, carbon emissions and roadsafety.“We are honoured and thrilled to havebeen selected by the Ontario Chamber ofCommerce as a finalist for an OBAA inthe RBC Royal Bank Small Business category,”says Kurtis McBride, CEO and cofounderof Miovision. “We are gratified tohave our commitment to advancingindustry innovation, environmental sustainabilityand community investmentrecognized in such an incredible fashion,and to be regarded as one of the topsmall businesses in Ontario alongside theother finalists.”The award winners will be announcedat the annual OBAA gala on October 24,2012 in Toronto.EXECULINK TELECOM continues to grow withnew products and services, a decisionhas been made to move their CompanyHeadquarters and state of the art DataCentre to Woodstock, Ontario.CEO of Execulink, Ian Stevens said,“With a long history in Oxford County,Woodstock is an ideal location in relationto our customer base. The consolidationand the growth of our new facilities willenhance our internal efficiencies and bettersupport our customers”. The newoffice building will be located at 1143Ridgeway Road and expect to be operationalin the first half of 2013.Mayor Pat Sobeski welcomes theofficial announcement of Execulink’splans for the facility in Woodstock andindicated that “this investment continuesour long term strategy of diversifying theeconomic base of the community. Execulink’sdecision to build this facility inWoodstock will provide the companywith many internal efficiencies and at thesame time reflects the inherent advantagesthat a Woodstock business locationcan offer. ”DESIRE2LEARN INCORPORATED has announced itsrecognition as a 2012 Microsoft U.S.Public Sector Partner of the Year. Theaward honors Desire2Learn’s innovativeuse of Microsoft technology in support ofPublic Sector Agencies and Organizations.Winners and finalists were nominatedand selected by Microsoft’s U.S.Public Sector team working throughoutthe nation.“Microsoft relies on its network of dedicatedpartners around the globe to delivertechnology solutions that empowerpublic sector missions” said Vince Menzione,General Manager of U.S. PublicSector Partner Strategy at Microsoft. “Weare thrilled to recognize Desire2Learn asa Partner of the Year for its unwaveringcommitment to serving customers acrosseducation.” Desire2Learn is being awardedthe U.S. Education Solution Partner ofthe Year award. The award recognizes apartner that excels at providing innovativeand unique solutions based onMicrosoft technologies to education customers.As an industry-leading SaaS

solution for education, Desire2Learnexemplifies how innovative solutions canbe delivered by embracing Microsoft’stechnologies to deliver Desire2Learn®Learning Suite, a robust cloud, hybridand on premise solution for education.“Our close partnership with Microsoftenables us to deliver advanced and reliablesolutions that help our clients totransform the teaching and learningexperience,” remarks John Baker, President& CEO, Desire2Learn.“Education organizations are beingchallenged to deliver improved serviceswhile simultaneously cutting costs,” saidSig Behrens, General Manager, US Educationat Microsoft. “Over the past year,John BakerDesire2Learn has shown how the innovativedeployment of Microsoft technologycan transform operations for our Educationcustomers.”BUDGET BLINDS, the largest window coveringcompany of its kind, recently expandedto the Waterloo Region. EntrepreneursBrian and Jennifer Bartlett, Mark Rifferand Cindy Bowman, and Brianand Ashley Vermunt recently purchasedfranchises serving Cambridge,Kitchener, Guelph, Waterloo and surroundingareas. Before coming togetherfor the first time at training in California,the three owners had no idea they hadpurchased neighbouring territories anddecided at that time to work together tobuild their business.They offer services to businesses aswell as commercial window servicesunder their Budget Blinds CommercialSolutions business.ALAN AND SANDRA FAULDS are pleased toannounce the opening of North America’sfirst Live GAGGENAU KITCHENSTUDIO. It will rival those already operatingin Dubai, Shanghai, Singapore, andthe great fashion centres of Europe. Thislatest addition will be located in Guelphat AMG Appliances on Watson Road.A statement from the Faulds says,“Why Guelph you might ask? The RoyalCity is rarely mentioned among theworld’s leading fashion centres. It’s reallyquite simple, AMG is home to NorthAmerica’s largest collection of GAGGE-NAU luxury appliances. You may notknow it, but they already lead the continentin promoting these supremely elegantappliances. Now it’s time to fire upthis equipment and show exactly whythese superbly engineered products areat the heart of some of the worlds finestrestaurants.“If you are interested in experiencingthe ultimate in ultra modern German eleganceand in seeing why this legendaryGerman brand still sets the standardagainst which all others are measured,just call AMG for information.”OPENTEXT CEO Mark J. Barrenechea hasoutlined details of the company’s newstrategy to lead the market in EnterpriseInformation Management, bringing thecompany’s unique combination ofstrengths in managing unstructuredinformation and business processes totop organizations across the globe. At itscore, EIM aims to help organizationsmanage and exploit their enterpriseinformation to drive innovation, createcompetitive advantage and make betterdecisions about their business.“Last year, we began broadening ourscope well beyond our content managementheritage,” said Barrenechea. “Wewill continue on this trajectory, focusingon the next generation of enterprise software,to help our customers maximize thevalue of their enterprise information withoutcompromising their information governanceand security requirements. EIM isthe market that represents this broader setof solutions and we intend to aggressivelygrow our leadership in this space.”“We live in a world where the firewallis no longer the boundary for business,”said Barrenechea. “Today, information ismobile and lives everywhere - in thecloud and on premises. Organizationsplanning for the future require new, moredynamic ways to utilize informationacross social and mobile applications,manage everything from compliance tosecurity leaks and enhance businessprocesses and information exchange withcustomers, employees and partners.”WATERCOOLERFIBERNETICS BUSINESS SERVICES has announcedthe addition of ANA (Autonomous NetworkAggregation) technology to theirportfolio of business services. With theaddition of ANA, Fibernetics BusinessServices is equipped to offer customizednetworks to multi-site and franchisebusinesses across North America.ANA technology is a next-generationbonding technology that enables businesscustomers to take advantage of theInternet where they would generally haveto purchase private networks.The technology allows the aggregationof multiple connections, regardless ofspeed and/or type, to deliver greaterbandwidth and better reliability to businesscustomers.“We’re solving more common networkfrustrations today than ever before, andANA is another powerful extension of ourbrand,” said Francisco Dominguez,CTO of Fibernetics Business Services.“With this addition, we are able to providehigh-value networks to those companiesthat need them most – whetherFrancisco Dominguezyou’re a multi-site organization that islooking to cut down on network costs, ora single-site shop.” XO C T O B E R 2 0 1 2 | 37

MAKING A DIFFERENCETHE ASTONISHING IMPACTOF LOCAL ROTARIANSSomeone should be focusing on international servicesby PAUL KNOWLESBill Carter understands the irony inherent in his statement:“Rotary was not founded originally to be philanthropic.It was founded to deal with a desperatelybad economic situation.” The happy irony? Today,Carter and his fellow Rotarians in the Rotary Clubsthroughout Waterloo Region are making a huge philanthropicimpact all around the globe.somewhat passionate about what people of influence,when they join together in a network like Rotary, cando about the world’s problems.”The K-C Rotary Club formed the KCRC InternationalAid Fund,” a charity that facilitates an amazing numberof relief and development projects in many countries.The Rotarian volunteers have become highly adept atputting donors together with the right people to carryout the projects on the ground in the receiving communities;at times, the Waterloo region Rotarians evensponsor a new Rotary club in the receiving community.Much of the work has been accomplished in Africaand Latin America.Carter points out that the collaboration is not onlyinternational – members from other Rotary clubs in ourregion are also actively involved, and the Kitchener-Conestoga relief fund often acts as the agency ofrecord for projects initiated or shared by other clubs.“If you’re in the game, opportunities will come along that are world class.”PHOTO: EXCHANGE MAGAZINEBill Carter: hard-headed businessman andsoft-hearted philanthropist.38 | w w w . e x c h a n g e m a g a z i n e . c o mRotary was founded in 1905 by businessmen inChicago, to work together for mutual benefit in tougheconomic times. The group formulated a “code of conduct”that continues to guide Rotarians today. The originalgroup was dubbed the “Rotary Club” because theyrotated their meetings between their various offices.Rotary moved into Canada early in its history. Today,there are 1,200,000 members of 32,000 Rotary Clubs,internationally. The first club in Waterloo Region wasthe Rotary Club of Kitchener; it hasinspired several more, includingthe Kitchener-Conestoga club, ofwhich Carter is a member.While Rotary was foundedto improve business ethicsand the general economicsituation, it was not longbefore philanthropicendeavours began. InWaterloo Region, Rotaryfounded the rehabilitationcentre for childrennow called Kidsability,still a major beneficiaryof Rotary philanthropy.Rotary has been amajor contributor toBig Sisters, throughtheir Dream Homefundraiser, and is alsoinvolved with otherregional charities.The founders of theKitchener-Conestogaclub applaud the workdone locally, but Cartersays, “we thought thatat least one club shouldbe focusing on internationalservice.” And so,the new club formed.Carter admits, “I’mOne such project, the Rotary African Women’s EducationFund, is a shared effort of the KC and Kitchenerclubs. David Martindale is the long-time chair of theInternational Fund of the Kitchener club.He shares Carter’s commitment to international aidprojects, telling Exchange: “In 2005, Bill and I met withRotarians from South Africa... and we began together aprogram called Community Development Care Centresaimed at orphans and vulnerable children affected bythe HIV-AIDS pandemic. Since then I have coordinated15 matching grants involving contributions from CanadianRotary Clubs, Rotary International and funds suppliedto the program by CIDA. Presently, there are 52centres feeding 4,200 children a day in the program.“Rotary African Women’s Education Fund startedbecause of the donation of nearly $500,000 for a fundto educate African women at University, in Africa. Thedonor, Audrey Wipper, is a member of the Rotary Clubof Kitchener. To access other funds and expertise, wejoined with the Rotary Club of Kitchener-Conestoga toset up the RAWEF.”This work has forged an amazing number of connectionsbetween Waterloo Region Rotarians and keypoints of immediate need around the world. A recentexample is the impact of the RAWEF on the “Abokegirls,” young Ugandan girls who were kidnapped by the“Lord’s Resistance Army”, but who are now rescuedand receiving educational opportunities.Says Carter, “If you’re in the game, opportunities willcome along that are world class.”Today, the impact of the local Rotarians is immense– Ugandan woman are being rescued and educated;Tanzanians are drinking clean water; orphans in SouthAfrica have full stomachs; girls in Kenya are in school;food programs are running in Darfur, Sudan andSomalia; children are cared for in Haiti; educationalbursaries are being awarded in Bolivia. And that’s justa quick, unrehearsed list suggested by Carter.Of one thing, Carter is absolutely positive. “Are wemaking a difference?” he asks, rhetorically? “Yes!”If you know someone who you feel has made a difference in their industry or enterpriseand would like us to consider them for a Making a Difference article, email editor@exchangemagazine.comX

Gaggenau Live Kitchen Studio Opening SoonThough few people know it, AMG is home to Canada's largest and most elegant collection of the world'sfinest luxury appliances.Owners, Sandra and Alan Faulds have centered their entire collection around Gaggenau, the iconicGerman brand, whose roots go back to 1683. For generations, Gaggenau has represented the very finestin precision engineering.The Faulds are particularly excited because September marks the opening of North America's firstGaggenau Kitchen Studio. It will rival those already showing off this exclusive brand throughout theworld. It will feature the most advanced appliance technology available anywhere.CONTACT: SANDRA & ALAN FAULDSTELEPHONE 519.763.3264 TOLL TREE 1-866-264-5087SAM@AMGAPPLIANCES.COMALAN@AMGAPPLIANCES.COMwww.amgappliances.comThe difference is Gaggenau.Why Settle for Anything Less than Germany’s Only True Luxury Brandof Appliances.