Insights

September 12, 2022  by

MEDIA: CBC News Network Weekend Business Panel (September, 2022)

Pleased to join the CBC News Network Weekend Business Panel on what has been a somber news week, alongside Dennis Mitchell and John Northcott.  The passing of Queen Elizabeth on September 8th brought a different tone and perspective to our conversation.  While Canada continues to find its way forward after what has hopefully been the worst of the global pandemic, inflation, rising interest rates, supply chain issues, and a tight labour market are all challenges.  Given the current news cycle, it is a good opportunity to step back and consider how Canada’s economy has evolved during the Queen’s remarkable 70 year reign.  You can watch our segment here.

This period has seen an incredible amount of change, from the post- World War II era to the present day digital society.  Canada has long been known as a resources-based economy, however, one of the major developments that we have seen over the past decades is the movement towards building a vibrant technology sector.  There are numerous aspects, including technology across various industries, such as business, consumer, medical, financial, and scientific applications, encompassing hardware, software, mobile, artificial intelligence, and more.  The impact of e-commerce platforms, for example, has significantly influenced how we live and has set high consumer expectations, requiring most businesses to get onboard or find themselves at a clear disadvantage in the marketplace.

Technologies tend to pass through various stages, from conceptual ideas, research and development, intellectual property, testing, commercialization, and ongoing evolution to keep up with changing times.  These stages require specific types of financial support, including grants, seed capital, venture capital, private equity, and the public markets, among others.  Although we have seen Canada’s technology sector develop, including companies operating on national and global levels, there is still much work to do (and capital to raise) to support this effort.  Regardless, this is an important development that has helped to strengthen the diversity of Canada’s economy and position on the world stage; these accomplishments are integral to ongoing economic growth.

I was fortunate to see the Queen in person once; she was about an arm’s length away.  Growing up, most of the people that I saw in leadership roles were men; but, there was always the Queen.  This represented a powerful role model for girls, a female leader who had a very particular and important job to do, but did it on her own terms.  Although some might not understand the significance, others will recognize the impact and importance of diverse leadership, regardless of how it might have come to pass.  As is the case with any job, it is up to the person in the role to do it well, as getting the position is only the beginning.  Thanks to the Queen for setting this example and for her service.

Thank you for watching our quick segment; it was a privilege to be part of this historic news coverage.

 

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October 27, 2021  by

MEDIA: Business Building a Key Part of Innovation (The Hill Times Op Ed)

This Op Ed was published by The Hill Times on October 25, 2021, in conjunction with its Innovation Policy Briefing.

Innovation tends to be viewed as something that is associated with labs, microscopes, and other technical spaces, and although it might start here, this is not where it ends.  Products of invention that are viable in the marketplace do not get to customers on their own; rather, there is a need to develop this important connection point, which often involves building a business.

There is a common misconception that the “invention” phase of innovation is the hard part, and although it is far from easy, the “build a business” component can be equally, if not more, difficult.  It is at this point where the potential of what has been developed thus far can be stopped in its tracks, with novel products failing to reach the marketplace and generate a revenue stream.  This situation represents a dual loss, as the innovation does not get the opportunity to benefit whoever it was designed to help, and there is little in the way of financial returns to offset the investment that was made during the research stage.  Unfortunately, this is the fate of many “bright ideas”, often because the business aspect has been underestimated, underfunded, or not prioritized.

Building innovation-based companies that are robust and sustainable represents an opportunity to create a foundation for further development, a cycle that is well positioned to generate ongoing economic wealth.  This challenging task is too often left to those with primarily technical backgrounds, lacking formal business education and experience.  Although technical founders certainly have relevant skills and experience to contribute (product and business development are good examples), leading and growing a company requires a different skillset, with a depth of experience in areas such as management, finance, raising capital, and scaling early-stage companies.  In other words, this complex task, which tends to unfold in the uncertainty of emerging markets, requires a collaborative range of competencies in order to achieve success.

Equally important is ensuring that sufficient resources are allocated to the business-oriented areas of the company, such as finance, sales, human resources, compliance, and administration, as the technical (or product) function tends to already be well established.  Access to adequate levels of “smart money”, including venture capital and growth-oriented financing, is integral to the process, as companies tend to be financially challenged when they are on the brink of achieving significant milestones.  Having emerged from the early days of small fundraises and research or business start grants, young companies that have attracted customers and opportunities to generate larger revenue streams too often find themselves with an insufficient capital base, with many simply unable to get past this stage.

Although Canada has a growing venture capital industry, it is much smaller than the US, when considered on a pro rata basis (For 2019 venture capital investment, Pitchbook reported $136.5 billion in the US, while the Canadian Venture Capital & Private Equity Association reported $6.2 billion, approximately one-half of the 10% measure typically used for comparison to the US market, prior to including foreign exchange).  Raising money can be extremely difficult, and although not all businesses are worthy of investment, many promising companies are left unfunded; those that are led by women or minorities face even greater challenges.  Businesses that are successful in raising capital and generating significant growth tend to encounter limits in the level of investment that can be raised, with a need to look beyond Canada’s borders or relocate elsewhere.  It is difficult to find Canadian innovation-based companies with a dominant global presence, as compared to those such as Google, Amazon, or Apple, representing a missed opportunity to bring Canadian technologies to the world and build significant wealth here.

Canada’s innovation strategy would benefit from a greater emphasis on the commercialization stage, with a specific focus on building a business around commercially viable intellectual property, to create capacity, distribution, and a revenue stream.  Sufficient growth capital and targeted business advice are required in order to achieve this on a sustainable basis, resisting the temptation to cycle back to the invention stage, in terms of funding and attention.  The road to opportunity is ahead, and it requires a greater degree of practical input and engagement from experienced business minds in order to reach its full potential.

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January 28, 2021  by

When Hindsight is a Different Kind of 2020

My Dad used to say that “hindsight is 20/20” and he wasn’t wrong.  Sometimes, it was said in the context of the ease of Monday morning quarterbacking; other times, it was more about the reality of knowing something now that wasn’t known then.  At its core, it’s a reminder that we can only do the best that we can when facing a situation, something that isn’t always easy.  But, yet, in the automated, analytical, information-overload world that we live in, we are often left to wonder how we didn’t see something that was right in front of us all along.

As we begin a new year, the past 12 months can represent a time for reflection, as we contemplate the way forward.  This year, it has been particularly difficult to do so.  What are some of the things that we should have known?

That loss impacts everyone, and it is tragic.

That our wellness influences everything, including our ability to live, work, travel, and generate economic wealth.  When we are not well, we, and those around us, suffer.

That bias exists; be it gender, race, ethnicity, beliefs, or something else.  It is unfair, unacceptable, and it hurts.

That science understands our world in ways that many of us cannot pretend to comprehend, but is integral to our survival.

That a pandemic, fueled by the tiniest of “bugs”, can stop the entire world in its tracks, with devastating result.

That truth matters greatly and is powerful, while fear and dishonesty are harmful and divisive.

That a team is only as good as its weakest link, and when people are not onside, everyone feels the result.

That an act of kindness, however small, can turn a person’s day around, and it is contagious, in a good way.

That it takes all kinds of people, roles, and jobs to make the world go round; all are of value, and who the real “heroes” are can be surprising.

That leadership and independent thinking require courage, but represent the right path, in the end.  Following without conscience leads to undesirable places.

That something that happens on the other side of the world can turn companies upside-down and take away their future, while well prepared businesses have the best opportunity to withstand the unexpected.  The same is true for people, families, and governments.

That, while we can be fearless and “run with the big dogs”, there are still some who will try and make us feel small.  That’s on them.

That hate exists, even after all of these years of living together on a planet that we all call Home, despite having the power to change it.

That the air we breathe, water we drink, and sunlight that warms us are miracles that sustain life and require our care in return. The “check engine” light is flashing.

That the massive gap between wealth and poverty does not bring humanity together.

That people are social creatures, and living at a distance from one another is really, really difficult, especially for some.  We can be lonely in a world that is more connected and isolated than ever, all at the same time.

That mental health impacts everyone, and all that a person has (or doesn’t have) does not change this.

The fact is, the year 2020 reminded us of lessons that we already knew.  Perhaps, the world was so busy living life that many of these realities had been forgotten, until 2020 came along and changed everything.

On this Bell Let’s Talk Day, let’s remember the importance of mental health, especially in the midst of what have been very difficult times.  Realize that, although mental health touches us all, it can do so in different ways.  People who might be regarded as “better off” or less impacted by COVID19 can be confronted with stress and anxiety just as much as someone who works on the front lines.  Those who have a job can be just as emotionally challenged as someone who has been out of work and is receiving financial support, albeit in different ways.  The important thing is to recognize this reality and do what we can to help one another.

Although the year 2020 might be in the rearview mirror, we should remember the lessons of these past 12 months.  We are reminded that hindsight is, indeed, 20/20, but perhaps, we needed the year 2020 to truly understand the meaning of these words.

If you need help, please call 911 or access resources here.  Remember, you are not alone.

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January 18, 2021  by

MEDIA: CBC News Network Weekend Business Panel (January, 2021)

Another busy news week and a historic political week ahead make it a great time to be on the CBC News Network Weekend Business Panel, alongside Elmer Kim and John Northcott.

Here’s an overview of the topics we discussed:

  • Airline job and service cuts.  As the days of COVID19 march on, Canada’s airlines continue to struggle, with unprecedented declines in demand.  What do the latest service and job cuts mean for the airline industry and when might recovery begin?
  • Office space vacancies reach record highs.  The pandemic has changed how many companies operate, leaving their office space needs in question.  What can we expect to happen in the days ahead, in terms of office vacancies?
  • Biden stimulus plan announced.  As Inauguration Day will take place in the week ahead, what could the Biden stimulus plan mean for those in the US, as well as Canadians?

In the early days of the pandemic, Canadian airlines saw demand for their services decline in excess of 95%, and the ongoing strategies to combat COVID19 have meant little improvement for the travel industry.  We have seen numerous stories about staff cuts and flight decreases over the past several months, with the latest impacting more small centres.  Given that Canada is a geographically large country, air travel is essential, while at the same time, businesses must make decisions that are in the best interest of the sustainability of the company.  We haven’t seen as much collaboration between government support initiatives and the airlines as would be ideal, recognizing that both parties have to “give a little” in order to get to a solution.  Top of mind for many Canadians is the ongoing challenge of receiving refunds for flights that were cancelled due to the pandemic, as well as the relative fairness of potential funders wanting to understand how support would be used, in advance of providing it.  With a traditional high traffic travel season upon us, it will be interesting to see how this situation unfolds.

The expectation of increased office vacancy rates is another topic that we have followed on the Business Panel over the past year.  COVID19 has changed the manner in which many Canadians work, with a significant increase in remote arrangements.  As businesses consider their need for office space going forward, the outcome will have a lot to do with the type of company at hand and the competitive landscape within the sector in which it operates.  Remember that office space represents “overhead” and can be costly, creating a situation where some businesses might not be as competitively priced as those who have decided to continue their operations on primarily a remote basis.  Landlords are on the other side of the equation, and could face an abundance of empty office space with a low potential to find new tenants.  Of interest, New York Governor Andrew Cuomo raised this issue in his State of the State address, with the objective of introducing legislation to convert office and commercial space into housing.  As urban centres may be poised for their next evolution, governments should take notice and act proactively.

As Inauguration Day nears, President Elect Joe Biden announced his administration’s first stimulus plan, covering a wide range of areas in need of support, including financial assistance, protection from eviction, food security, childcare, tax relief, small businesses, healthcare, COVID19 vaccination and testing, and a $15 per hour minimum wage.  It is a tall order to provide help where little has been received for months, while COVID19 rates have been devastating across the US.  Some might say that this $2 trillion stimulus plan is too costly, however, the past number of months and concerning events of January 6, 2021 make it clear that the US has a choice to make.  In an economy that has left many behind, arising from a complex mix of technology, education, and business evolution factors, as well as a significant wealth gap, something has to change.  It will be interesting to see what 2021 will bring, in terms of much needed recovery and hope.

And finally, here’s a look at the first time I “met” Joe Biden.  Here he is, walking with his family on Inauguration Day, January 20, 2009; Vice President Biden.  This photo is from a series that I captured from my vantage point on the Parade Route, witnessing history pass right in front of me.  The Bidens were excited, animated, as they walked, and I remember this day very well (including conducting a live interview with CBC Radio and, later, a video segment for TV from the National Press Club).  It’s hard not to recognize the sheer privilege of witnessing history first-hand, something that might just be one of the most important things that we can do in life: actively observe what we see, learn, remember, and pass our knowledge to those that follow.  We can all play a role in documenting our time here.

Thanks for watching, and see you again soon, CBC!

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May 20, 2020  by

Staring it Down: The Family Business Time Bomb Meets COVID-19

Blog Post published by Evelyn Jacks of Knowledge Bureau

We couldn’t have predicted the devastating economic effects of the pandemic on small businesses when we wrote the book, Defusing the Family Business Time Bomb.  But if there was ever a time for families to address the issue of what to do next in guiding their business out of stormy waters, it’s now. This is the book to help you and your clients through it. Here’s how my co-author, Jenifer Bartman describes the opportunity:

“Remember all of those times when you thought (or your clients thought) that something that happens on the other side of the world can’t impact your company? The current COVID-19 crisis is a case in point that demonstrates that the exact opposite is true. While business leaders are challenged to manage their companies, determine if they qualify for relief programs, or simply survive, many are likely realizing that their systems, processes, and financial information need to be much stronger.  Strategies to implement now and carry into the future are in demand and Defusing the Family Business Time Bomb was written to stare down challenges and win, even when we can’t always predict what the specific circumstances might be.”

It is clear the critical questions have intensified.  What should owner-managers do now with the family business, mid-pandemic, and at a time when boomers are contemplating retirement? Will the business sell for the millions owners hope for, limp into bankruptcy, or just wind down?  Worse still, will family relationships survive it all?

The answer lies in the family’s ability to embrace these unprecedented changes to re-imagine the purpose of the business beyond the pandemic, and then to drive that renewed purpose to build and transition a scalable company that has value beyond the original owner.

But at the same time, it is important to focus on the family relationships that will either suffer or thrive along the way. The reason? Even more damaging than the economic fallout of the pandemic is that the most promising and profitable company could perish when the investment in the family business is marred by family conflict.

While it is normal for a typical family business to be inundated with challenge and change, we all know these are not normal times. Never have so many potential threats been evident at the same time:

  • The disruption of the pandemic: While some “re-imagined” companies will enjoy a successful rebirth in these times, many may not survive.  It is critical that a Real Wealth Management™ team of specialists be engaged to do a 360-degree analysis of the short and long term “what if” factors.  The family needs to understand tax, legal and financial circumstances and plan proactively to get through them.
  • Demographic factors: aging Baby Boomer owners have a limited number of potential successors, and now a shorter runway to revamp valuations within the tepid economic growth cycle they find themselves in.
  • Disruption of key industries: new and complex business models require a rapid pivot. It’s all virtual all the time, and like the internet and computer revolution before that, working from home and conducting Zoom meetings will not fade away. This is the mainstream way to conduct business and it is here to stay.  The unprecedented speed that digital/technological advancement has been forced upon the globe requires an enormous rebuild for many businesses. This could reduce expected valuations and make transition to new owners either irrelevant or much more costly.
  • Dramatic change in the global economy: There is no doubt that the recession Canada now finds itself in is making strategic planning more In good times, the big worry is the escalation of the cost of doing business and shrinking profit margins.  In these bad times, the enemy is the absence of revenue. It requires the remaking and repositioning of the value of the company in completely new pursuit, as forecasts will likely be more important than historical trends. Astute professional help from experienced accounting and business valuation specialists can save exit expectations.
  • Uncertain tax rules: There is no doubt that the complex new tax changes, restrictions to family income sprinkling, and a new clawback of the small business deduction all impact profitability, investment opportunities, and access to capital. This challenge could be especially difficult for young entrepreneurs or successors who want to scale up the business for the future. However, the various wage and rent subsidy programs have been complex. They have tax implications and more importantly, bring with them a higher probability of tax audit risk in multiple departments:  GST/HST, payroll and personal/corporate income tax.
  • Typical family business problems: conflict, apathy, sudden or emerging illness, or control issues can affect relationships, decision-making, and ultimately the health of both entities: the family and the company. Exhausted business owners who have been working overtime just to hang on and meet their obligations are likely not endearing themselves to the families that resent their efforts to save the business.

Whether you or your clients are long-time business owners getting ready to transition out, or a sudden new entrant to the “gig economy” due to pandemic-induced unemployment, the good news is that you are likely poised to grow and expand, once the dust settles. You will appreciate this book for its contemporary and practical advice on how to get the next phase write, from the ground floor up.

It brings a common-sense approach to the challenges associated with building a company that has the potential to be sold to someone else in the future, despite the current crisis.

I know I speak with my co-author, Jenifer as I say this: we wrote Defusing the Family Business Time Bomb to help prepare for the most explosive challenge in a generation. Specifically,  the retirement of the Baby Boomers and transition of their companies to a new guard, who face pitfalls and opportunities of their own, most especially now. We hope you will order it, gift it to your business owner friends and clients, and start numerous new discussions about the bright economic future ahead, once we get past these storm clouds.

Jenifer Bartman, CPA, CA, CMC, MFA™, is the Founder and Principal of Jenifer Bartman Business Advisory Services, assisting companies in transition (early, financing, growth, and succession stages) with growth strategies, financing readiness, strategic/business planning, and executive coaching. Jenifer is well known for her venture capital and early stage financing expertise, having been an executive in the industry and an advisor to many young companies. She appears on the CBC News Network Weekend Business Panel. She tweets @JeniferInc.

Evelyn Jacks, MFA™, DFA-Tax Services Specialist™, is one of Canada’s most prolific financial authors, having penned over 50 books on personal tax and family wealth management, many of them bestsellers. A well-known tax and financial commentator, she has twice been named one of Canada’s Top 25 Women of Influence. Evelyn is also President of Knowledge Bureau, a national educational institute focused on professional development of tax and financial advisors. Follow her on twitter @evelynjacks, and here in Knowledge Bureau Report.

Copies may be reserved online, or by calling 1.866.953.4769.

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May 20, 2020  by

MEDIA: Will There Ever be a Right Time to Re-Open the Economy? (CJAD 800 AM)

As communities begin to consider relaxing some of the physical distancing and related COVID-19 provisions, it was my pleasure to discuss this area on The Natasha Hall Show on CJAD 800 AM Radio (Montreal). These decisions are certainly difficult for governments, but also bring some significant challenges for businesses:

  • Safety first.  At a baseline, work and customer spaces must be safe and clean for everyone, to a level that generally exceeds anything we have seen in the past.  Business leaders already have a considerable amount of work to do in order to manage their company; now, a complex health and cleanliness regime must be developed, implemented, and maintained.
  • Ducks in line.  Companies may have utilized a given organizational structure for years; think manufacturing environments, comprised of people, equipment, and materials, all in limited space.  This is brought to life through operating systems, processes, and tactics, resulting in a workflow that should generate consistent results.  In times of COVID-19, many things may have to change in this regard, requiring business leaders to re-organize plant layouts and get the job done with limited staff.
  • Tell all.  If most misunderstandings can be tied to poor communication, these days require information sharing in abundance; with clarity, confidence, and full consideration of the challenge at hand.  This isn’t just the case for orienting staff members, but also for customers (think about the last time you went to the grocery store; how many new logistical rules did you have to learn?).  Effective communication in challenging times requires a significant amount of thought and effort to get to the necessary level of clarity (think about all of the new rules that didn’t make sense to you).
  • Money matters.  Much could be said on this topic; here’s one thought: consider the financial impact that all of these changes might have on a company’s pricing strategy.  Factories operating at half of their regular staffing level might take longer to produce items.  Stores or services with reduced customer traffic might sell less.  Manufacturers that have difficulty procuring raw materials might see their costs rise, resulting in price increases.  In times of rising prices, customers may shop less frequently, impacting the pace of economic recovery.

Are business leaders prepared for these challenges?

We do not know what these days will bring, in terms of how quickly our local economies will re-open and how much activity they will generate.  What we do know is that these are really important decisions, as our communities cannot afford to cycle backwards.  You can listen to our conversation here, with my thanks to Natasha Hall!

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April 16, 2020  by

MEDIA: Will COVID19 Change the Way We Do Business in the Future? (CJAD 800 AM)

Pleased to join Natasha Hall of CJAD 800 AM radio (Montreal) to discuss recent COVID19 developments and how it might change the way we do business in the future.  As business leaders and their staff members scramble to deal with the current challenge, it is an interesting question to consider what this experience might mean for the future.  Will work ever be the same again, or is the world of business forever changed?

Consider a few simple examples:

  • The “office job”, could lend itself well to working on a remote basis; but is it that simple?  Anyone who has managed a staff group remotely, such as in a different geographic location, can appreciate just how much this differs from managing a team that is under the same roof.  What are some areas that need to be addressed in order to do this effectively?
  • The “service job”, which could include a wide range of companies, such as wellness, food, and household services.  Many of these require interaction on a personal level, such as visiting a hair stylist, repair shop, or tailor, but will these companies face higher standards in the future, such as in terms of cleanliness and service delivery guidelines?  How will this impact how a business is managed?
  • The “user experience”, such as transportation, hospitality, and events.  Most of us are familiar with what it’s like to travel on a crowded plane, train, or bus or to spend time in a restaurant, hotel, or entertainment venue.  Will “personal space” or cleaning requirements change?  What could this mean for a company’s cost structure and viability going forward?

There are certainly some interesting areas to consider, that meet at the intersection of a company, its management, and customer/client base.  Given the experience of COVID19, it stands to reason that there will be an additional factor that could play a significant role: the notion of space, designed to protect people from that which could hurt them.  In this case, it’s protection from a global virus without a cure, one that has kept people isolated worldwide for weeks, months, maybe longer.

So, will COVID19 change the way that we do business in the future?  You can listen to our conversation here; with my thanks to Natasha Hall!

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January 29, 2020  by

Creating Space for Life to Happen: We all have a role to play in changing the conversation

This article was published by the Canadian Venture Capital & Private Equity Association on January 29, 2020, Bell Let’s Talk Day, in support of mental health initiatives in Canada. We are grateful to have an opportunity to speak out on this important issue. If you need help, please call 911 or access resources here. Remember, you are not alone.

“How are you?”

Three simple words that we hear or read most days, so familiar that we don’t always consider the question.  We respond: “I’m fine”, “OK”, or “not bad”, with slight impatience, moving on to whatever is next.  There are times when we are the furthest thing from fine, but we say that we are, anyway.  Perhaps, we believe that how we are feeling is not relevant to the conversation, that others are not interested enough to care, or that it is a sign of weakness or embarrassment to admit to being anything other than top-shelf.  Maybe, it was that one time we were honest about our feelings, on a particularly bad day.  Watching another person’s face fall, then look away and awkwardly move to another topic was enough to make us vow that feelings are best kept inside (and certainly out of business talk).

So, every day, many of us tell others that we are fine when we are not, when the reality is “I am hurting”, “I am tired”, “I need help”, or “I am lost”.  These are feelings that we are reluctant to share and just because we keep them inside doesn’t mean that they go away.  Instead, we carry them and they become part of us, and doing so can be exhausting.

The ability to move forward through whatever ails us is a trait that is revered, one that tends to be associated with leaders and trailblazers who generate success and get things done.  Entrepreneurs and business leaders are prime examples; carrying the stress of both their role and the challenge of moving a company forward in an increasingly competitive world.  Add the needs of employees, customers, investors, and others into the mix and there is often no time to be anything other than “fine”; at least, on the outside.

But there is more to the business leader role than its exterior.  On the inside, it can be a very lonely place; sometimes, to a point that it hurts.  Entrepreneurs often say that they love their work, are passionate about it, and would not do anything else, given the choice.  They work around the clock, day, after week, after year, without fully realizing that they are running on empty.  It can take someone in a position of trust to give a business leader permission to step off the treadmill, before they fall.  Do we see the signs?  Do we make the effort often enough?

When it comes to building a successful company, sustainability is critical, as there is tremendous benefit to be realized when a business thrives over the long term.  Sustainability is equally important at the entrepreneur/business leader level, setting the stage to add significant value over time.  Financial partners and those in governance positions can play an impactful role in identifying and supporting strategies that create the foundation for a sustainable company.  Fundamental to this is making wellness a priority; here are some ways to help:

  • Listen.  Deeply, compassionately, and quietly.  Asking “how’s it going?” means being prepared for a variety of responses and taking the time to be understanding and supportive when difficulties arise.  This includes being fully present in the moment, comfortable in silence, and resisting the reflex to “fix” things.  Remember that the person across the table has a family and others who depend upon them; they could also be dealing with a challenging life situation that all of us encounter at some point.  Create space for life to happen.
  • Make depth a priority. Business leaders tend to carry the ball for much more than their share of the game; this is particularly true for young and high growth companies.  With sustainability in mind, ensure that corporate objectives and financial resources include a tangible plan for creating depth, starting with the CEO and other senior roles.  While entrepreneurs might claim “it’s easier if I do things myself”, this approach does not support growth, nor will it get the company to where it needs to go.  Pay careful attention to the CFO or senior finance role, as these tend to be overburdened positions.  Bottom line: a company cannot afford to have its key people become casualties of burnout (and they cannot afford it either).
  • Identify resources that can help. Young companies do not always have the financial resources or need for a full complement of senior level roles; however, this is not a reason to bypass doing so.  Experienced advisors have the ability to step into contract or part-time roles and make an immediate impact, taking on responsibilities from overwhelmed founders and bringing a level of expertise that the company might not be able to afford at its current stage of development (keep in mind that it is often the administrative and finance areas that get overlooked, becoming lagging problem areas). Financial and governance partners should have a deep network of resources that can fill these roles, be it on a short term or ongoing basis, providing options to help companies move forward more quickly and competently.
  • Check in often; mind, body, and spirit. Business meetings need not be solely about dollars and cents.  Successful implementation of a growth plan relies heavily on the quality of a company’s team, so it is important to recognize that strength comes from more than just the mind; the body and spirit also matter.  Encourage entrepreneurs and business leaders to spend time interacting where wellness is the priority; events on a regular basis can be particularly helpful.  Financial partners can play a leadership role, giving the all-important green light to take a more holistic and sustainable approach.

We all have people who have passed through our lives, who we would give any amount of time to see again.  To sit, talk, laugh, and savour the moment; to be generous with our time.  This perspective reminds us that life is fleeting and that the time that we spend together is more important than we know; not just to us, but to others as well.

We can change the conversation, and there is nothing but benefit in doing so.  Our dialogue might begin with “How are you?”, but it can continue with the power and presence of saying “I am here for you.  Let’s talk”.

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August 26, 2019  by

MEDIA: On G7 Watch

Great to be on Summit watch again, this time, for the G7 in Biarritz, France.  Thanks to my media work and inclusion in the Informed Opinions Expert Women Database, I have been on hand to provide media commentary to discuss this important global summit.

It was my pleasure to join CTV News Channel TV on a sunny Saturday morning to chat about G7 expectations and priorities for Canadian Prime Minister Justin Trudeau.  Although some have indicated that they view summits such as the G7 to not be of particular importance, our increasingly fragmented world needs these opportunities to connect on key issues, find common ground, and identify areas of collaboration.  Here’s just a few areas where strategies and action are needed:

  • The global economy, amid slowdown and recession concerns
  • Trade and related partnerships, including addressing tariffs and disputes
  • Relations and issues between the US, China, and others
  • Climate change and environmental issues, amid the Amazon fires and continued sea ice melting
  • Areas of conflict, including tensions with (and within) Hong Kong, China, Russia, North Korea, the Middle East, and Venezuela
  • Gender parity and diversity, an issue that impacts at least half of the world’s population

There are many more areas of concern to our world, requiring leadership with a range of skills and disciplines.  Summits like the G7 are really what a leader makes of it, recognizing that it is their responsibility to be stewards of not only of their role and country, but also of our planet.  I believe that addressing issues of global importance is something that citizens of the world have the right to reasonably expect from the leaders of their countries, remembering that people have the power to choose who holds these roles in many cases.

Closer to home, key issues of concern for Prime Minister Trudeau include trade considerations (with the US, China, and the UK, in particular), strategies to resolve China-specific conflicts, and demonstrating progress in advance of the Federal election; these are not easily achieved in what has become a world where resolution is difficult.  Regardless, a steady and rational path could set the stage for cooperation and strength in numbers for those who are willing to listen.  Remember also that 2020 will be an important year for the US; could the G7 be setting its sights on the likelihood of a more receptive participant being in the Oval Office in January, 2021?

Looking forward to my next Media Watch; it might be just around the corner, stay tuned!

in Insights / Media / News 0 comments
August 19, 2019  by

Giving up on the 1-Yard Line: Finding triumph over mistakes that companies make

This article was published by CMC Canada in the Summer 2019 issue of Consult.

In my many years as a business advisor and venture capitalist, I have seen companies make a lot of mistakes.  There have certainly been successes, but mistakes, unfortunately, are a lot more common.  Some of the ones that are the most damaging are those that are analogous to “giving up on the 1-yard line”, where after a prolonged period of time of working, pushing forward, and focusing on their game, a company’s leadership throws up its collective hands and says, “I’m done”.  Why is this so harmful?

First, this situation tends to occur when facing challenging tasks that are integral to the success of a company; examples include areas such as properly conducted business planning, implementation of fundamental systems and processes, and successfully attracting financial and strategic partners.  Appropriately addressing these areas tends to take far more work than business leaders anticipate; they also represent initiatives that might be entirely new.  As a result, the keen enthusiasm that is apparent when a project begins tends to fade to an attitude of “we don’t need to work this hard”.

Second, companies sometimes have difficulty focusing on priorities, as key areas tend to be far less glamorous that the “fun” aspects of being in business, such as designing a new logo, touring office space options, or chatting up prospective partners that the company has little potential of actually attracting.  Days get filled with these activities, that are more about busy-ness and less about results, decreasing the amount of available time to focus on the real work that needs to get done.  This is a hard lesson that business leaders tend to discover far too late, and can be as damaging as losing key customers or running out of money.  Full stop.

A better approach is recognizing that advisors who have “been there” and “done that” are in a unique position to provide the important leverage that companies need, to ensure that they are focusing on the right things, conducting their work at a quality level, and not running out of steam.  How can this be achieved?

  • Priorities are not always obvious. Amazing, but true.  Business leaders can get so caught up in the challenges of running the company on a day-to-day basis, dealing with staff members, and responding to customer needs that they are unsure (or unaware) about the steps that should be taken to make meaningful progress on a corporate level and might lack the experience of what is required in order to do so.  Advisors can play a key role by identifying and prioritizing task items and keeping the implementation process on track.  All of these areas are common pitfalls and represent the difference between starting something and actually getting it done (activity does not equate to meaningful progress).
  • Experienced advisors are the “acid test”. Advisors with a strong experience and qualification base understand where important initiatives need to “get to”, such as what financial partners need to know in order to make a decision.  Companies tend to take the view that “what we provide to them will be good enough”, failing to understand the woeful inadequacy of this approach.  Using raising capital or financing as an example, experienced financial partners have typically reviewed more opportunities than they can count and operate in an environment of limited money and an investment mandate that guides selection.  They very quickly slot opportunities into a category, and chances are, it won’t be the “yes” file.  Experienced advisors have a skillset that is extremely valuable; one that can help a company put its best foot forward and anticipate what is required in order to get to a successful outcome.  Be sure to probe an advisor’s qualifications to ensure that they are the right fit for the particular initiative at hand.
  • Utilize skill to get there, faster and better. Teams who spend the whole game running around on the field, for the sake of running around, don’t win very many games.  Coaches of successful teams know how and when to utilize resources in a manner where they can make the best contribution, including recognizing that there are times when specialized help is needed.  This is where an experienced advisor can play an important role, providing the necessary expertise to quarterback complicated plays and get to the endzone more quickly.  Business leaders sometimes do not appreciate the value of resources with the right experience; this fact tends to get reinforced in times of poor advice, from those who are not qualified to help, or when receiving no assistance at all.  A company might not recognize the weaknesses that result, but the external party that they are trying to impress likely does.

These lessons might seem relatively straightforward, but reality reflects something quite different, as fumbles and mishaps in all of these areas, and numerous others, are quite common.  What can make a big difference is perspective; stepping back to see how far an initiative has come, the relatively short journey that remains, its level of priority, and what success requires.  If business leaders did this more often, there would be far fewer companies walking off the field with only one yard left to go.

in Business & Strategic Planning / Business Transactions / Early Stage Financing / Entrepreneurs / Financing / General / Insights / Leadership / Management / Management Consulting / Succession Planning 0 comments