It’s an honour—after almost 30 years of him

Graham Hicks and Marty Forbes

“This was born out Rob returning and realizing we were now the senior members of the media… it was time to honour the traditions of the great old guys but they were all alcoholics, so this was our solution. “
The next phase of Graham’s life is to start his own small company. When he turned 50, he made a promise to himself that he wanted to do some thing different when he was 60. He wants to continue to learn… to grow and experience life, cutting down from 60 to 40 hours a week, but to still give back to the community. He has lots of ideas about what he could do, admitting only that it will be “in communications”. No surprise there.
I gave Graham the last word:
“It’s been a wonderful career in a great city – and I can’t wait for the next 10 years.”
I want to thank you personally for being a great contributor to Edmonton, Graham, and for the friendship we’ve enjoyed all these years. I know we’ll all be bumping into you over the next few months – so enjoy the accolades you so deserve.
Is it time to reveal the “Deep Six” in media who used to give you all the ratings info and gossip? Nah… let’s keep that our little secret. √

Greetings… April Fools’ Day was dandy—not because I managed to pull off a good fool’s joke on anyone. Yet, I’m sure Teri Farkas had it in the back of her mind that I was going to pull off a fool’s one-two on her and her family. Why? Well, it goes back a good while. Well over two years ago, Teri won the Hicks on Six/Edmonton Sun Christmas Charity Auction bid to have dinner with me at Culina Mill Creek. We made many, many attempts to coordinate the night but with no success.

Joe and Teri Farkas

Culina Cuisine

Thanks to the Farkas family… to Graham Hicks for his unwaivering support of our community… and to Culina co-founder Ed Donszelmann for his hospitality. A wonderful night was had by all involved.
PS: Next door to Culina Mill Creek is one of the coolest rooms in town, the BiBO wine bar. Oh my—what a great spot. You can learn more about the Culina family of establishments by going to the blog www.backofthehouse.com
PPS: My fellow VoxPopper Marty Forbes kind of forced the “official” announcement that Graham Hicks is retiring at the end of the year. Marty’s cover story is the first of the accolades. In the days and months to come, there will be much to say about Graham and his contributions to the fabric of our city. But for now, I will enjoy every column he brings us till his final scribble. Good luck, Graham. 

There’s a big night being put on by people who like to run, bike and swim a very long way. The Ironteam–Cops for Cancer is having a fundraiser on Saturday, May 8th. Join MC Nicola Crosbie from Global Edmonton and entertainer Wayne Lee for a night of good times. The event is being held at the River Cree Marriott Resort. Just go to www.ironcopsforcancer.ca.  I have had the pleasure of being at one of this group’s events, and can promise you will have a great time with great folks.

TOGA TOGA TOGA. The 42nd annual Edmonton Rugbyfest kicks off at Ellerslie Rugby Park on Friday, May 21st. It’s hosted by Edmonton’s local rugby community which promotes the sport and its unique culture. It’s a brilliant spring tradition—a real sh*t-shaker deluxe. Teams come from all over the planet to compete. Games are free to watch. There are some ticketed events but they are worth every penny. Check out www.rugbyfest.ca. Contact Kristina Scade of the Rugbyfest Committee at 780.975.9433 or kristina@scadephotography.com for details and tickets.

Lynn Wells, a dear friend, sent me a note the other day:
Hey Mark,
I hope you can make it to this event. SpringtimeinAlberta… will wake up your Spring senses and bring a new dimension to 2010. It is the first outdoor event in the newly completed concert bowl at HAYLoft Acres. The land owner Uwe (oova) has been building the site for the past six years and is ready to present this grand opening festival. The landscape has been groomed to create a concert bowl complete with a new stage and a pond. To commemorate this event, he has put together at program of entertainment which is sure to impress. There will be a beer garden and a pig roast as well as other vendors. If interested, call Uwe at 780.922.3968.
The performers are all Alberta musicians and performances will begin at 1:00 PM on Saturday, May 15th. The site is easy to find. Follow directions on the poster to 52130, Range Road 224, south-east of Sherwood Park.
Cheers, Lynn

Sounds like a great time and wonderful place. Bands include Joe Public, John Spearn, The Low Flying Planes and the Celtic Fusion Illusion. Check it out.

The Spirit of Spring Fashion Show and Luncheon last month was a huge success. It’s a major fundraising event for McDougall House, a residential facility that offers counseling support programs to women in recovery from addictions. Among the models were Edmontonians Poll Station columnist Linda Banister and her daughter, Marina. For more information on the programs, visit mcdougallhouse.com or call 780.426.1109.

Retail is in for a world of hurt. The tsunami of change that is approaching the shores of this economic sector is going to wreak havoc and leave many dead, empty shells in its wake. The recipients of most of the pain are going to be the so-called ‘big-box’ outlets but, that noted, there will be few that are completely immune to the onslaught. The reason for the radical change is quite simple and the underlying cause is once again technology.
The Internet has already created a public buying platform that enables direct-to-customer shipping and price-points that are greatly reduced over what can be seen in most brick-and-mortar stores. As new devices and software are brought to bear—devices like the recent iPhone app that enables a shopper to scan the bar code of a product and then be presented with the least expensive source of that item anywhere on Earth—retailers will be forced to compete not only with other retailers but also the ‘e-tail’ version of themselves on the Internet. There will be less and less incentive to make the heavy investment in real property and all of the accouterments and personnel needed to stock and staff the end result.
Why are big boxes least adaptive to this change? Their whole raison d’etre to date has been selection and price point. And now they are clearly running second in that race for customers. It is why Google and Amazon are worth billions—and why Circuit City no longer exists.
The small retailer who does stand a chance to weather the storm will have to look to several key operational changes in order to survive and, even then, will have to maintain a creative and constantly updated Internet presence.
The store of the future will have to offer unique products. Art galleries are on safe ground, as are gift and souvenir shops. The trend toward one-of-a-kind items will be supported by another arm of technology that enables the ‘home garage entrepreneur’ to develop some sales muscle. Inexpensive CNC (computer numeric controlled) machines attached to saws, drills, lathes, routers, plasma cutters, water jets and welders allow solitary individuals to create the most fantastic shapes and assemble them into all kinds of devices—an assembly line of one, you might say. Equally dominant computer-driven 3-D modelers are now available in the under $10,000-range, extending the scope of creativity to include composition. It will be a marriage of these ideating individuals with retailers that will allow for the uniqueness of future retail experiences.
A second factor that will support sustainable retail is the whole concept of in-store entertainment. No, I don’t mean a Frank Sinatra impersonator crooning I Did It My Way. There are amazing 3-D projection devices that enable ever-changing store-front window scenes to distract and entice pedestrians to come in to shop. Some of these exceed the category of awe-inspiring and go all the way to jaw-dropping. A recently coined term, telepresence, describes an event whereby an individual or group or animated cartoon characters can be filmed in one location and “teleported” electronically to another. I predict that telepresence endorsements will soon be commonplace at book stores or fashion boutiques, drawing crowds to see Anne Rice or Vera Wang or Madonna or Daffy Duck promoting some article of retail.
A third element that will help sustain the store of the near future can best be described as social convening. This factor goes hand-in-hand with entertainment. It entails the creation of a social environment where the like-minded can gather to enjoy the company of their own kind. The more successful retailers will become masters at creating this environment. Designers and architects who are expert in this endeavor will be in high demand.
The retailer who employs the effects of all three of these doomsday armours will prevail; others will not. 

REPURPOSING THE HIGH LEVEL
I have offered this preamble so the focus of this article bears a little more credulity in the examination of its components.
A replacement of the High Level Bridge and the repurposing of that venerable structure to a new function is my subject of choice.
There is a quiet little node of extreme importance that thousands of Edmontonians go by every day without giving so much as a nod of acknowledgment. It is the discreet intersection of the tunnel that connects the Grandin LRT station to the government building due east on 109th Street, interposed with the remnants of the north-south running CPR line that parallels 109th Street a few metres to the west of that prominent artery. This node is significant—not so much at the present time—because in the foreseeable future it will become the site of an au courant transportation centre that connects LRT to the rebirth of the venerable, early 20th Century street car and a high-speed rail connection that joins downtown Edmonton to the International Airport (I predict that this will happen first and soon), and to other more distant locales such as Red Deer and Calgary. Both the high-speed conveyance and the rebuilt street-car line will share the upper deck of the High Level Bridge. The Grandin station extension will connect both of these transportation entities to the rest of Edmonton via LRT and buses.
So the High Level’s future is secure from at least three perspectives: It is a capable transportation structure. It is an historical presence of great importance. It is an Edmonton icon—one of only a few that remains.
The auto deck below is another matter altogether. The approaches are nightmarish in their construct.
From a pedestrian and shop-going perspective, 109th Street peters out heading south from Jasper Avenue toward the river valley. Equally, the Garneau district centered on 109th Street on the south side of the river lacks any kind of demanding presence. Both of these areas can, in substantial measure, blame the positioning of the High Level Bridge and its constricted routing of traffic for this anemic existence.
So, let’s build a new bridge.
The new river crossing would align with 109th Street on both sides, thereby leaving the existing bridge to remain un-bothered and stately eminent in its new uses. The upper deck would become significantly busier as a rail- or maglev-way. The lower deck would be rebuilt in the mode of neo-modern retail. Each of the north and south approaches, or rather the land entailed therein, would become building sites for elegant new river-view hotels, anchoring both ends of the iconic, historic, black bridge. These hotel structures, straddling the rails, would be encouraged to provide internal stations and stops for the re-born streetcar line and, further, to develop conveyances of their own devises to ferry their patrons to Old Strathcona and downtown Edmonton. Edmonton is going to need new five-star hotels at the time when it is awarded the 2017 World’s Fair and beyond that date.
The rebuilt auto deck of the High Level could maintain its outward appearance by constructing the retail elements within entirely out of glass. The walls and roof so-built would be largely sheltered by the steel elements of the bridge, thereby minimizing solar heat gain. In-deck electric heating coils would warm the space on cold days. Cross-flow ventilation—none better than on the High Level, if you have ever walked across the span—would provide ample air changes with sensitively metered devices. Plumbing runs could be concealed below the deck and kept near the land-abutting edges of the span.
Retail on the bridge deck should be high-minded in its construct. We should be looking for small-scale pubs and eateries that enable incredible views… calling for unique fashion boutiques and shoe stores… enticing hand-craft artisans, jewelers and artists. Pedestrian shoppers should have the choice of traversing a connected indoor path or an outdoor esplanade. The retail construct should have exceptional appeal to the Edmonton tourist. The repurposed High Level Bridge would support high-level retail and two enviable hotels. We don’t lose a bridge, we gain a revived icon.
The new bridge, constructed to the east of the High Level, would also be high-minded. Following the historical precedence of the old, now-defunct London Bridge and the Ponte Vecchio in Florence, Italy, it should be a ‘living bridge’, something more than a single-purpose traffic conveyance. Broadly, its elements, apart from a vehicle traffic deck, should include retail, hospitality, offices, residences, parking decks, entertainment venues, plazas, pedestrian ways, view outlooks, and parks and green belts. Viewed from afar the bridge would be shrouded in planting elements and waterfalls, blending with the river valley rather than affronting it. In this age of dangerous extremists, the bridge should be structurally redundant, supported by deep space frames and by cable-stay structures, both.
The traffic deck should support two lanes of automobiles in both directions with a separate and distinct lane for buses on either side of the car pathways. The autos should be able to access and egress parking stations that, by automated shuttles, connect to two or three below-deck parking tiers.
The east side of the bridge deck, adjacent to the Legislature Building and grounds, should have a seamless connection to that park area and, by that extended route, to the river’s edge and the new park planned to take advantage of that prospect. The adjacent west side should connect to the new north-end hotel and, by extension, to the upper High Level deck ‘rail’ conveyances.
The support piers, located on land at river’s edge, could be developed into significant towers of multi-floor, mixed-use occupancies—condos, apartments and offices with as many as 30 floors each, 15 below the valley rim; 15 above. Between these piers, on the surface of the bridge, would be a neo-retail experience with shops and eateries that follow the guiding principles outlaid in the preamble to this article. In and around these shops would be landscaped plazas where licensed buskers entertain with music, magic and myriad performance art pieces. Awe-inspiring outlooks would cascade down the edges of the bridge, buffered with landscaped outcroppings and multi-stepped waterfalls.
The south end of the bridge would have two fair-ways, one on either side of the traffic lanes. The one on the west side could be a more old-time carnival emplacement with a few permanent rides in and on the bridge deck. In my mind’s eye, I can see a giant ferris-wheel that gives riders a magical view of the skyline and river valley… a roller coaster and a merry-go-round that have over-the-edge elements could complete the trio of rides. Between and among the rides, a carnival fairway replete with barkers, games of chance, and snack-food stands would round out the memorable experience.
On the east side of the span adjacent to the ‘old-time’ fair-way, a neo-modern counterpart would employ space-age rides. In lieu of a ferris-wheel, there would be an LSM (Linear Synchronous Motor) propelled elevator loop, similar in height, similar in depth below the bridge deck, but much faster in its ride-course. Too, an LSM driven coaster, speed enhanced by progressing through a vacuum tube, would be unconfined by bridge deck parameters, shooting off the edge here and dropping below deck there. Instead of a merry-go-round, a number of virtual reality rides could take patrons through dreamscapes, fantastical worlds, and heart-pounding pseudo-danger dioramas. An IMax theatre could be located here along with outdoor concert venues.
At the ends of the bridge, on both the north and south sides, the deck‘s span would blend seamlessly into a revamped Garneau street scene and an enhanced Grandin retail/entertainment area. Pedestrian bridges would crisscross 109th Street offering fair balance to both sides of the intervening road.
In all, vehicular traffic would be greatly improved, alternative conveyances would thrive, river valley integrity would be protected, views of the Legislature Building and grounds would be highlighted, as would views of the river valley in general. Edmonton’s skyline would be featured. A destination tourist spot would be created where there is barely one now.
Prohibitive cost? Not necessarily. With development rights over the river assured, the new bridge could be developed at no cost to the City or any of the other levels of government. A long term land, air-rights lease, say 99 years, would make the development viable. The developers would rationalize that there are no up-front land costs… that they would be building a three-tiered parking garage not a roadway… that the (primarily) horizontal development would have far more building economies than a series of high-rises (shorter erection time and easier construction site management). The High Level Bridge is already there; it simply requires ‘interior’ improvements. The hotel sites would be among the most prominent on the globe, overlooking the river valley with conveyances leading to and from major destinations like Old Strathcona, the River Valley park system, the University of Alberta, downtown Edmonton, the Legislature Building and government centre.
I’ve got a spade; let’s do a ceremonial sod-turning. √

Ted Powell is an architect and a futurist. He lives with his wife Laura in Arroyo Grande (Big Ditch), California. He has studied technology as it applies to the construction industry and his company, Design to the Nines, represents a number of nascent high-tech ventures. Ted has lived in many cities across Canada, the U.S. and Europe, but his roots, nonetheless, remain firmly attached to Edmonton -- a city that is dear to his heart. He follows with intense interest all new and proposed developments for the city and boldly adds his own ideas into the mix.

Ed Stelmach

In the center ring is the Grand Poobah of Hocus-Pocus, Fast Eddie Stelmach and his wild and crazy henchmen! See fast Eddie appoint Rockin’ Ronnie Liepert minister of health! Watch Rockin’ Ronnie dismantle the Alberta health governance system. You’ll be thrilled as he imports the Amazing Aussie, L’il Stevie Duckett, who puts the boots to the folks running the system. Watch as regional health boards and the mental health board and a whole bunch of others get pink-slipped. You’ll burst your britches with pride when former CEOs of health regions get mega-bucks in contract buyouts.
But wait. Fast Eddie isn’t done yet. Heck, he’s just warming up. He’s punted Rockin’ Ronnie out of his portfolio and brought in Gentle Gene Zwozdesky to calm the waters and make nice with all the folks who got their knickers in a twist over L’il Stevie’s capers. Central ambulance dispatch? Gag orders on doctor’s comments on the medical system? Drug costs for well-heeled senior Albertans? Gentle Gene makes sure they are gone like Greyhound. Why, before you know it, Gentle Gene will have paid out L’il Stevie and the Superboard folks and re-appointed Regional Health Authorities to ensure local control of the health care system. That’s our Fast Eddie—the master of political illusion… the man who can make all the course corrections your money can buy.

David Swann

In the second ring, there’s Her Majesty’s Loyal Opposition, the Three Amigos of Alberta politics. You’ll be spellbound as Alberta’s Liberal Party, led by Doughty David Swann, bravely rides its Liberal-brand unicycle over the political high wire as the Pit of Political Oblivion awaits below. But wait! Isn’t that Liberal MLA Dave Taylor jumping overboard to drive his own unicycle? What’s next for these wild and crazy Liberals? Will MLA Hugh MacDonald bail out to start the Sexy Mustache Party? You’ll never know if you don’t watch the show.
The mysterious Wild Rose Alliance Gang will puzzle you. Are they a bunch of social conservatives dressed up as fiscal conservatives? Or an aggregation of fiscal hawks who are really social liberals? Why are the Big Oil Boys from Calgary supporting the WRAP? And what will happen to the WRAPers when the panic-stricken Tories finally dump Fast Eddie and replace him with Terminator Ted Morton, the biggest social conservative north of Oklahoma?

Brian Mason

You’ll be enthralled as Alberta’s zany New Democrats try to drive their political bus on the uphill road to victory with tired Brian Mason at the wheel. Meanwhile, Rachel Notley, a politician with the skills and pedigree to take the NDs to the next level, sits quietly at the back of their bus.
In our tiny third ring, there’s the Awesome Twosome of grassroots politics, the Alberta Party and Reboot Alberta. You’ll be astounded as the Alberta Party, led by Edwin Erickson, zooms around trying to find room between the other performers. Meanwhile, you’ll be mystified and intrigued by the Reboot Alberta gang. Are they really a discussion group for Alberta progressives, or are they a Trojan horse established by those clever Tories to keep the progressives twittering amongst themselves? If not, why is Tory cabinet minister David Hancock, the “Roll over Rover” of Alberta’s progressives, sniffing around the Rebooters? It’s a mystery.
Best of all, ladies and gentlemen, this show is free. It won’t cost you a nickel, and you won’t have to lift a finger in order to watch the show.
Do you, sir; in the back row, have a question? You want to know how it can be a free show? It’s a fair question deserving an honest answer. It’s free because it’s not much of a show. After all, when you’ve sat on your backside and watched the same clown troupe for 20 years, things get very, very stale.
If you want to see a better show, pay your dues for living in a democratic society by getting involved in the political process. I’ll guarantee you only one thing, folks: You’re getting the political show you’ve earned. Now step right up… √

(from left) Colleen Madsen, Eryn Rayner, PaulinePerrault, Jessie Radies and Tracey Scarlett

One of my previous bosses once called me a feminist. We were discussing the proverbial glass ceiling and the expectations women place on themselves versus those that are placed on them in the workplace. At the time, I inwardly cringed. I thought “feminist” was a dirty word. I envisioned bra burnings and protests—I’m not keen on either. So, when it came time to write this month’s piece on women in business, I revisited the idea of feminism.
As a business owner, I have become very aware of some of the differences in the way men and women business owners operate. I have often been one of a handful of women at a meeting or networking event and surveyed the room wondering where all the smart, determined, hard working women entrepreneurs were, and if anyone besides me noticed the differences between the genders.
After discussing my thoughts with Edmontonians publisher and accomplished entrepreneur Sharon MacLean, we decided I should host a round table to explore the gender differences when it came to owning businesses, and what effect this recovering economy was having on women entrepreneurs.

Five of us took part in the discussion:

• 

  Colleen Madsen

  Colleen Madsen, recently sold the Sandler Sales Institute at the end of “one of the worst years ever”. For 13 years, she offered training and strategic direction to sales teams. As we began Colleen shared, “I feel as though it’s halftime in the game and I’m looking forward to figuring out what the second half is going to look like.”

• 

  Pauline Perrault

  Pauline Perrault is the 29-year-old owner of Jump out of Bed, a business focused on increasing employee engagement through coaching, mentoring and culture consultation with employers. She opened 18 month ago—at the beginning of one of the roughest economic years in a decade. “If Colleen is at halftime then I’m still in the locker room!”

• 

  Jessie Radies

  Jessie Radies is the mother of two school-aged children and partners with her husband in the Blue Pear restaurant. As well, she is founder of Original Fare, a non-profit organization that promotes collaboration between local restaurants for marketing campaigns and food distribution networks.

• 

  Tracy Scarlett

  Tracy Scarlett, previously the owner of a construction company and now CEO of Alberta Women Entrepreneurs, a non-profit support organization, agreed to participate—and even provided the venue and coffee. She helped me choose three other owners at various stages of their lives with businesses in various industries at different points in their evolution.

• 

  Erin Rayner

  Me: I started a charitable and corporate marketing and event planning business three-and-a-half years ago. ED Marketing & Communications offers charitable organizations committee support services and a grassroots marketing perspective. 

•  

All in all, a diverse yet receptive and sharing group of women.
We began the discussion around what had encouraged us to take the leap from being employees to entrepreneurs.
Jessie recalled, “I was 32 when we bought the restaurant. Before, I worked at a large multi-national company [in the fast food industry] for a long time and wasn’t satisfied with what it gave me. Their definition of success was different than how I defined it in my personal life… I had to compromise my standards and make concessions that I knew I wouldn’t have to do if I was the boss. [I] wanted to be true to myself—wanted my HR standards and practices to be in line with my values. Also, [I] now had an opportunity to work with my husband. We were newly married at the time, and [business ownership] offered us the lifestyle we were looking for.”
Pauline, the newest business owner in the group, said “I felt a large disconnect from being an employee in a large organization and what I was doing in my free time as a volunteer. The name ‘Jump out of Bed’ came from the idea about being excited to go to work instead of rolling out, sadly unmotivated. Eventually, a fellow Rotarian and mentor told me, ‘You need to start your own business.’ And I took his advice.”
Colleen echoed some of Pauline’s comments adding, “It seemed as though every five years I had peaked at my job—I no longer felt challenged. There are so many more limitations in large companies and I just got bored. Truly though, I stumbled into owning my own business and, in the beginning, really had no idea what I was getting into.” I could relate.
Jessie elaborated, “[I thought] there’s 300 people ahead of me on the promotion trail in this company and most of them are 10 to15 years older than me, and there is not a hope of me getting to the place I want to be within this corporation.”
Tracy recalled her time consulting start-ups in the bio-technology industry. “I came from a very traditional male environment, science and technology, and I was always the only woman… and I never realized that wasn’t normal. It wasn’t a barrier… I don’t think I experienced any gender issues as a result of that. I worked hard and was good at what I did. What changed for me was that I went back to school to do an MBA because, in that environment, if I wanted to run a company in that industry, I needed an MBA. It was actually that that opened my eyes to ‘hold on here, I could actually go a different direction with this’ and that’s when I started doing consulting work.”
The common theme? We became entrepreneurs not out of a desire to make millions or because we had a product we were dying to bring to market, but rather out of a sense of boredom and frustration with a lack of challenge and a disconnect between the corporate and personal definitions of success.
Of course, it was only a matter of time before gender differences was put forward. Personally, I often see a gender gap between men and women in terms of sales tactics, priorities, planning and financial strategies. But, a gap does not necessarily mean weaknesses on either side.
The mood in that room was far from the “man bashing” one might expect from a table of strong, independent and business-savvy women. On the contrary, we all agreed that all entrepreneurs face the same challenges with a few key distinctions: the language men and women use to express themselves in business circles… and each gender’s definition of success.
Tracy pointed out that “gender was never even on my radar until I took on this job. What changed for me was that I realized that, because I don’t have children, I’ve been living a career path that wasn’t much different than men were living… I didn’t have the same considerations of wanting that family life, so it wasn’t the same… I realized I’m different than most of the women entering into business because [they are] trying to find a way to do what is meaningful and gives them the opportunity to be at the soccer game and volunteer at their kids’ schools… That is causing these women to leave mid career from highly paid positions to start their own businesses.”
Speaking on the definition of success and the differences between how women and men network, Tracy shared “I think that women view their growth differently and I think that’s what doesn’t appeal to them about getting into the old boy’s club… It doesn’t mean that women do not want men in their peer group or mentorship model. What they’re looking for is people with like-minded business practices and a social responsibility model with a connection to community.”
Colleen felt that male entrepreneurs have the same need to contribute and build the community. “Men think the same thoughts [as women], but they express it differently… The language is different—that may be something that limits men. Women are not using effectively the empowerment and unique opportunity they have to ‘be themselves’ and be expressive, sensitive, caring in business.”
I was intrigued by the definition of success around the table: What did these women see as success?
Jessie defined success as “financial measures and goals balanced with freedoms and family and time (that is) equally important. The rest of it becomes a personal challenge game… but you don’t have to compromise for financial growth”
Colleen added “It depends on the stage of life you’re in, too. I was a part of the old school that thought money was most important, [but] there is a difference between success and significance without compromise, and to be able to give back and give to your family. We default to having to balance or having an excuse not to succeed. You can have it all! Women need to be empowered [so] they can merge the two things in life.”
Pauline responded “That is inspiring to hear because I am at the beginning of that walk and trying to strategically plan. I’m asking questions like: What stage do I have to be at in my business career to have kids? What is my five-year plan?”
Colleen admitted that she had her doubts at times… that there were moments of fear and wondering how she could juggle everything.
According to Tracy,. “Having a business plan that reflects the realities of your personal life is an important consideration for any business owner. AWE can help you to identify and implement strategies that will prepare you for this.”

Colleen Madsen, Jessie Radies, Tracey Scarlett, Pauline Perrault and Erin Rayner

 Jessie says that entrepreneurs need to “decide what is important to you. You may have to give up some things. [You] can’t run a business full time and be in aggressive growth mode and be a stay-at-home mom, but you can do a lot and have it all.”
I agree with what Jessie says. I grew up with women shouting the mantra, “You can be and do anything and everything.” Of course, it is empowering and what every child regardless of gender should hear. But I witnessed some intelligent, formidable women who thought they could do it all and be it all at the same time actually burn out. Their children suffered, their marriages suffered and, in the end, their self-esteem was no better. That’s how it looked from my vantage point. Just because one can do anything doesn’t mean one should do everything.
Recently, I received a Facebook message from a retail store owner I very much respect. After giving birth to twins three months ago, she continued to work at her store. With her lease coming up for renewal, she took the opportunity to reflect and has decided that business ownership is not her favourite part of the fashion industry—her clients are. However, not even that realization—for her, for now—could compete with the fact that being a mom is number one. I respect and admire her ability to choose what her focus is, knowing that it doesn’t make her less successful, less valuable or less of a contributor to society.
It takes courage to be honest with yourself… to admit your limitations… to set priorities and to commit to those priorities. Sometimes, stepping back can be as challenging—and satisfying—as forging ahead.
The women around the table that afternoon are committed to fulfillment, personally and professionally. Based on Colleen’s initial analogy, that means no matter where they are at: be it in the locker room, at half time, or momentarily on the sidelines, coaching the next set of players to hit the field. √

Krishna Gupta

She’s a contradiction in terms. At first glance, she’s quietly unassuming, disconcertingly humble, and dignified beyond reproach. But spend a few minutes in conversation with Krishna Gupta, vice president of the Rohit Group of Companies, and you quickly realize that this is a woman who has incredible inner strength. She’s learned how to handle the challenges life is so wont to toss our way.
A perfect example: her first solo journey in Toronto when she was just 21, married three weeks, barely off the plane from her homeland of India, and unable to speak a word of English. She wanted to go out, and so she did—and got totally disoriented and lost.
Did she phone her new husband Radhe, explain her plight and ask for a rescue?
No. She found herself in front of Cabbagetown’s city hall, which had an extensive map of the transit routes for the city, and worked it out… a clear demonstration of her determination and tenacity. It’s led her to expand her knowledge-base about home building, explore her inner creativity through design, and accrue the credentials as a Master Builder, an industry designation bestowed by the Professional Home Builders Association.
Armed with a degree in physics and math, and a natural affinity for all things design, Krishna and Radhe established what is now known as the Rohit Group of Companies 24 years ago on a part time basis.
While Krishna came from a construction oriented family, she candidly admits that when Rohit began to expand and diverge into land development, she recognized the need to diversify her skills to complement her changing role. Born with an inherent need to learn and improve, Krishna sees every success in life as a mere stepping stone to deal with the next challenge. “I never really see problems as problems… I see them as a situation that needs a solution, and I’m good at finding solutions.”
An individual blessed with the ability to tap into both the right and left lobes of her brain, she found she had an intuitive eye for what works, what makes a house a home from a design perspective. “I live, in my mind, in every home I design, whether it’s for a bachelor, a large family or people who live a luxurious lifestyle. I look at it from a woman’s point of view; after all, we’re the ones doing the laundry and cooking the meals. So, I look at it from a practical perspective, and think about what are the most important elements and how they will work together.”
Krishna takes great pleasure in explaining that fundamental corporate values are very closely aligned to values adhered to by her entire family. “Of course, the business is important and, though the priorities often shift because of certain situations, I always believe my family comes first, my friends come second and the business is third.” She admits that, in her mind, she often thinks of the business as “my youngest child”.
That youngest child was recently honoured with the distinctive Builder of the Year award, along with nine other accolades that publicly acknowledge Rohit’s high standing in the construction community. The awards are a thrill, though Krishna frankly acknowledges it’s required a lot of hard work, dedication and commitment to a vision, inspiring her to strive to new heights in the future. “It made me immediately raise the bar internally, gave me the feeling that we can deliver even better results for our home owners in the future.”
Under Krishna’s direction, Rohit Group established a charities division several years ago, involving many different organizations. One of the largest commitments is to the Stollery Children’s Hospital as a diamond sponsor of the Snowflake Gala, and to a fellowship for heart research, established in memory of the Guptas’ first born who passed away in infancy.
Krishna has raised tens of thousands of dollars by shaving her head… setting an example that encourages the Rohit team to volunteer. Among the beneficiaries are the Cancer Foundation, Under One Umbrella, Edmonton Food Bank, Christmas Bureau, Indo-Canadian Women’s Association, Kids in the Hall, and Children’s Heart Society. Radhe has also been keen to give back to his hometown of Jourra, India by building an outpatient clinic and an addition to the local school.  
Krishna’s advice to other women in business? “I would say: don’t give up, be organized, be fearless, don’t be afraid to ask for help, and remember your failures. That’s how you learn.” √

Cynthia Hansen

Pipelines don’t always run in straight lines—neither do life’s paths.
For Cynthia Hansen whose career took a non-traditional route, she couldn’t have ended up at a better destination.
Since beginning in the Enbridge Pipelines Inc. controller’s group 11 years ago, Cynthia moved through the ranks into financial management then operations, rising to the position of Director of Operations Services. In March 2007, she was appointed Vice President Finance. She is responsible for accounting, financial reporting, strategic planning, regulatory compliance, and numerous related functions.
Cynthia says that she’s fortunate for the career opportunities she’s had but she learned, as a summer student, the value of showing good work output and the ability to contribute. That puts her in sync with the characteristics of Enbridge. The company is a major North American player in the energy sector, managing 15,280 km of pipelines—the world’s longest liquids pipeline system. As a result of its Corporate Social Responsibility initiatives including those pertaining to the environment, health & safety and the community, Enbridge has been ranked #1 in Canada—and 16th worldwide—on the Corporate Knight Global 100 Most Sustainable Companies report.
What makes Cynthia’s success impressive is that she has thrived in the energy sector—not known for having women in leadership roles. Cynthia admits that Enbridge, with over 6,000 employees, doesn’t have the gender diversity it should.
“Numbers don’t lie. I’m an accountant. Demographics say, based on the number of women in the workforce in Canada, we should have more women in senior leadership.”
But, she’s optimistic about the Enbridge commitment to nurturing women in its corporate structure. A new program, the Women@Enbridge Community, creates business value through facilitation of the development and career advancement of women by offering active leadership development, mentorship and peer coaching. Cynthia is the executive sponsor for the Edmonton area.
“I’m proud of the initiative. What it means to me is that we will harness the energy and opportunities that women in management and leadership positions can bring to Enbridge… an opportunity to help deliver a better product at the end of the day.”
Cynthia is well versed in understanding processes, priorities and people plus being a woman thriving in a male-dominated arena.
After a seemingly traditional path, getting her Bachelor of Commerce degree from the University of Alberta in 1986, articling and becoming a Chartered Accountant, she joined Coopers & Lybrand financial advisory services, specializing in forensic investigations. As a Certified Fraud Examiner, Cynthia was seconded to the RCMP as a civilian Forensic Accountant, a groundbreaking position, part of the Proceeds of Crime unit. There, she participated in a number of on-site searches, including a case that resulted in one of the largest cash seizures at that time.
“Not as glamorous as on TV. Things that magically happen in 24 hours actually take months.”
Despite being the only woman on the team, Cynthia never felt uncomfortable or apprehensive—nor was she a wallflower.
“If you have a rural background a few things stick with you. Growing up in an oilfield town, like Swan Hills, exposed me to a wide variety of the population.” Back home, Cynthia had worked with her father as a welder’s helper, and as a summer student in the BP Amoco field. Being a woman in a man’s world presents interesting challenges: Cynthia smiles when she recalls the need to plan “your water intake while working in the bush.”
Ultimately, her forensic experience taught her to conduct interviews and prepare material for presentation at court, and expanded her understanding of human nature. And, Cynthia’s forays into male-dominated territories illustrate the corporate value of embracing gender diversity.
Away from her busy work schedule, Cynthia finds satisfaction in giving back to the community through working with industry organizations, charities and not-for-profit boards.
“I’ve personally had a lot of fun the last three years, in particular fundraising for The United Way… an opportunity to work with peers to deliver a greater good to the community.” √

Roberta Van Wyk

Although her feet are firmly planted on the earth, Roberta Van Wyk has always been fascinated by NASA’s space program. Part of her interest in space exploration is the determination and perseverance that characterized the pioneers of space flight. She explains that “the space program continued because people had a dream and a vision and believed it could happen.”
Roberta strives to exhibit these same qualities in her capacity as Allwest Commercial Furnishings’ general manager, a position she has held for the past 17 years. Despite her success at Allwest, her career trajectory was not laid out from the outset. “I never expected that my career would lead to the position I have today,” says the interior design graduate from Mount Royal College, class of ’76. “My background was in design and sales; I had no management training.”
Roberta began her career in the 1970s as a young woman in contract window coverings, navigating the predominantly male world of construction. Her initial intimidation gave way to a determination to overcome the outdated stereotypes of the day. Rather than fight the status quo, Roberta adapted to the world of construction; unwilling to accept preferential treatment, she sought to be recognized solely on the merits of her work. She discovered that the “old guys” in the construction world were tough but fair, and Roberta developed a deep respect for their strong work ethic and pride in their work.
Roberta was brought on board the Allwest team by George Smith, president and owner, to develop a window coverings division to complement the company’s growing contract office furniture business. He fueled her drive to succeed by inspiring her creativity. He constantly offered her new challenges and, in 1993, he brought up the subject of promotion. Although Roberta admits that her immediate thought was, “He can’t possibly suggest that I can take on a general manager role in his company,” she accepted the position, encouraged by George’s confidence in her abilities.
Despite her trepidation, Roberta excelled in the managerial role. “I love my job. We don’t just supply office furnishings: Through a combination of furniture, re-locatable walls and window coverings, we transform an organization’s work environment, making a difference in a company’s image and in the health and productivity of its employees by providing the best ergonomic solutions available. The industry itself is also very dynamic, and every day presents new challenges and opportunities.”
One such challenge arose when Allwest expanded and renovated its offices and showroom. In addition to her usual management obligations, Roberta was given the task of overseeing the entire project, and leading the process of becoming LEED CI (Leadership in Energy and Environmental Design- Commercial Interiors) certified. She applied the experience she had gathered working on construction projects to meet the challenge, orchestrating the five-year transition to a green-friendly workplace. Today, Allwest is in the final stages of the LEED approval process.
Roberta spends her days at Allwest building relationships with clients and staff by mentoring, listening, and coaching—as well as fighting the occasional fire—but she confesses that her favourite aspect of the job is watching employees grow as professionals. “We encourage them, and provide a foundation for them to succeed.” No doubt the manner in which she nurtures her staff is a reflection of the support she received from George during the past 27 years, and she makes a special effort to pay that support forward by helping women in the workplace to reach their potential.
Roberta credits her success to her teams, in the office and in the field, who make possible Allwest’s success, as well as her mentor, George Smith. She also admits to a wee bit of serendipity,“The sun, moon and stars were all lined up.” √

Mona Hale

Don’t let her petite frame fool you. Mona Hale never backs down from a challenge. In fact, she’ll tell you a challenge is what drives her the most. Her reputation for defining, implementing and communicating visions and strategies made her an attractive catch for Edmonton Economic Development Corporation (EEDC). After an impressive career spanning two decades in the corporate sector and serving on a number of non-profit boards, Mona joined EEDC as CFO and VP of Finance in April 2008.
To say she has shaken things up at EEDC would be an understatement, but her fresh insight was more than welcomed by staff and senior management. “I’ve learned to never accept the status quo,” Mona says from her brightly-lit office in Edmonton’s World Trade Centre. “Having diversity in thought and ideas is always beneficial to an organization.” Whether EEDC is updating internal processes, streamlining corporate governance or planning for future growth, she is likely the person driving it.
Committed to life-long learning, Mona not only encourages her staff to learn from her she also wants to learn from them. “I understand the power of mentorship first-hand and I hope to give that back to others.” This explains her enthusiasm for the Women’s Leadership Foundation (WLF), which she co-founded in 2005. WLF is an organization dedicated to the professional leadership development of women.
“We wanted to create a learning and development experience that was fun, motivating and engaging,” Mona reflects. “The WLF conducted forums which emphasized the importance of critical thinking, but also reminds women to not forget the importance of self reflection and laughter.” It’s about encouraging others to create the life they want in both their career and in the community.
Discovering Mona has an adventurous side to her personality isn’t surprising, but one still can’t help but admire her gusto. “Life is a journey and I try to live it with no regrets,” she says. “I made a promise to myself that I would try something new each year.” Whether it’s a heli-hiking trip with friends, a trip to Africa with a non-profit group or expanding her career experiences, there is no doubt Mona lives her life to the fullest.
Mona hasn’t always taken the safe route in her career. At one point, this accountant led an operational team for a large national organization. “I wasn’t an expert in the various fields of discipline in the group; but applying sound business principles and good communication skills enable success no matter what the role.
“Early in my life, I decided no-one could define my success but me,” Mona says. “I realized the power of authentic leadership and how important it was to always be me.” She encourages this same level of authenticity and openness in her staff, and knows they expect no less from her. “The best leaders are passionate about the environment they create, and that’s something you cannot fake. With hard work and a team that is constructive and self-assured, I know we can accomplish anything.”
These genuine and hard-working qualities are applied not only to Mona’s career and personal life, but to the community as well. She is passionate about corporate social responsibility and supporting the community we live in. She is a member of the Edmonton Capital Region United Way Board and was delighted when EEDC’s United Way committee beat its own records and doubled the amount raised in the organization in 2009.
While her accomplishments to date are impressive, Mona is looking forward to the challenges around the corner. She is excited about Edmonton’s potential and is committed to making EEDC’s vision of Edmonton becoming one of the world’s top mid-sized cities by 2030 a reality. √

Michelle Millard

Michelle Millard dreamt about being a lawyer when she was in elementary school. She attended the University of Alberta in the field of commerce, and entered law school upon the completion of her first degree—bringing her childhood dream closer to reality. Even in university, she had a passion for helping the community—as a law student, she participated in the criminal division of Student Legal Services, assisting people who didn’t have the means to hire a lawyer.
Michelle earned her Bachelor of Laws in 1994 and then commenced her articles with Ogilvie LLP, an Edmonton firm, started in 1920. She was attracted to the entrepreneurial spirit of the knowledgeable lawyers in the medium-size firm. She is now a partner enjoying that same spirit: She has been able to develop a split practice that continues to provide her with interesting work. Firstly, she counsels a wide variety of large and small corporate clients who are looking to buy or sell assets, land or shares, to finance these transactions, and to set up workable corporate structures. Secondly, she provides advice and direction to individual clients to meet their estate planning needs, including preparing related documents and family trusts, and helping administer the estates of their next of kin.
Michelle’s goal is to look after her clients needs—whether business or personal—by presenting them with innovative options that address those needs. “When I ask the right questions and find out the key issues that are important to my clients, then I can give them effective solutions,” she says. A practice which involves personal situations—like drafting a will—and corporate aspects—such as helping clients set up a company or close a deal—gives her professional life balance.
And, according to Michelle, it is also important to have a balance of work that both pays the bills and also feeds one’s passions—though, of course, the two are not always mutually exclusive. “[If] you like to be creative and problem solve, then this is a fantastic profession. And that is probably what has made me stay with it. I continue to find it to be a stimulating career.”
Michelle’s professional career has been enriched by many volunteer activities outside of her typical work day. Currently, she’s on the board for the Family Centre Foundation. She served as president of the Estate Planning Council of Edmonton, chaired various sections of the Canadian Bar Association, and was involved with the Junior Chamber and Junior Achievement. From 2001 to 2005, Michelle also was an instructor for the legal assistant program at Grant MacEwan College, which prompted her to consider different aspects of law from the perspective of her enthusiastic students. “I came out with many [fascinating] questions [and new ideas] that I hadn’t even considered before,” she explains.
But, as the wife of Steve, and the mother of Kieran and Tristan, aged eight and nine, Michelle again stresses the need for balance—this time in regard to personal and professional obligations. “I’m very careful about trying to be in the moment wherever I am. So when I’m spending time with my husband and boys, it is quality time.”
Her hands-on attitude is evident in how she actively participates in her children’s lives: Michelle enjoys helping them with homework, cheering them on at hockey games, and joining them for skiing, biking and tennis. She smiles when she admits that, at this stage of her life, “I’d like to spend more time in the hockey rink and less time in the boardroom.”
Like many leaders, Michelle has the gift of foresight and is looking ahead to the next phase of her career. Her strong work ethic, ability to achieve balance, and passionate drive are all apparent in the way she conducts herself personally and professionally. As a partner, her vision includes mentoring and coaching associates at Ogilvie LLP to help them develop their own practices. Michelle also expresses gratitude to her colleagues in the partnership for mentoring her over the years—and now she’s excited about sharing her own knowledge and experiences. √