From its base in Clinton Township, Michigan, Xcentric Mold and Engineering provides in-house custom injection molding, CNC machining, and 3D printing services for crafting parts from plastics and metals. Its headquarters is supported by a twin manufacturing location in Shelby Township, Michigan, and both facilities are near Detroit for easy access to its main client base.

Although it serves many industries, most of the company’s clients operate in the medical, industrial components, consumer electronics, aerospace, and automotive manufacturing fields. Xcentric especially relishes bringing complex projects to life and creating components that are difficult to engineer and manufacture.

Always assuring clients of its best care, it is dedicated to aligning its products and services with their expectations and requirements. “[We have a] renewed focus on the customer experience, the speed at which we deliver quotes, quality products, on-time delivery, and high-quality interactions with our technology and teams. We’ve relaunched our amazing customer experience initiative to [underline] that customer experience is the number-one priority for our team,” says Matt McIntosh, Chief Executive Officer.

An emphasis has been placed on increased service awareness as the company expands its presence throughout the country. “We are currently focused on maximizing our potential in the United States, which we have the capability of serving in full,” he adds.

Keeping its mold design and tool-making capabilities ahead of those of its competitors, the company employs enterprise resource planning and design software suites that complement its vast expertise in injection molding. Its technological investments are not limited to the manufacturing side of the business, either. Its sales team and project managers benefit from systems such as Salesforce to support seamless communication with clients and provide a much-improved project journey over alternative communication methods.

The company improved its 3D printing capabilities about four years ago when early adopters created a heavy demand for quality and speed in this technology. Today, Xcentric Mold and Engineering’s 3D printing portfolio includes Stereolithography (SLA), Fused Deposition Modeling (FDM), Selective Laser Sintering (SLS), MultiJet Printing (MJP), PolyJet Printing, ColorJet Printing (CJP), and Markforged printing (MKF), respected in the industry for rendering parts of superb complexity and strength.

3D printing is indispensable for rapidly making fully-functional prototypes at a much-reduced cost. This means going into full fabrication for clients significantly faster. Its guarantee of speed is also evident in its CNC tool machining department where machined parts have been produced within two to five days since 2018.

“Our expertise here gives us capabilities to design and manufacture tools for a range of simple to complex parts. On top of that, we do it with the speed and efficiency that our customers have come to expect from an elite rapid prototyping manufacturer,” says McIntosh.

Founded in 1995 by brothers Brendan and Damon Weaver, it was built on the expertise they gleaned from years in the industry. Concluding that molders at the time were all pretty much the same, the Weaver brothers set out to do things differently. Together, they set up processes that would transform the future of injection molding in this highly industrial area and automated what had traditionally been a mainly manual process. While several economic downturns and recessions have shaken many manufacturing outfits, Xcentric’s differentiating factors have allowed the company to soar.

Xcentric Mold and Engineering has relationships with engineers from myriad fields and a deep understanding of its specialty which means that its molds are delivered to clients with a lifetime guarantee. That is how confident this company is about its capabilities.

The company’s sales team is as well-versed in the production process as the rest of the company. An exhaustive understanding of the technical side of the product is instilled in each salesperson from the beginning by familiarizing them with all engineering and production processes. Thorough training leads to clear communication with both clients and engineers, resulting in a smoother, faster, and more enjoyable journey from the drawing board to delivery.

Xcentric’s comprehensive training process is naturally a great drawing card and so its group of around one hundred staff members is always growing. “This place is great because just walking around the building and talking to the team on the plant floor, you get a real sense for just how much they care about this business. They care about our customers, and they care about each other. Everyone here is committed to Xcentric’s success. It’s a true testament to the type of people we have here,” says McIntosh.

Complementing its attention to detail in its technology and manufacturing processes, hiring recruits is not left to the luck-of-the-draw. A strong technical background, an appreciation of urgency, and pragmatism are all qualities that are valued in prospective candidates, as is the ability to transition concepts from idea to delivery of designs that are both functional and of superior quality. Solid communication skills and a willingness to collaborate with engineers openly and productively are also essential requirements.

As with everything else this company touches, it overcame the trials that COVID-19 presented. “I’m very proud of the way our team embraced that challenge and found creative ways to stay operational. Our IT team did a fantastic job of securing technology and deploying it so our office staff could work from home. At the production facilities, we followed all state, local, and CDC guidelines to ensure a healthy and safe place for our team,” McIntosh says.

The results are outstanding. Since February, the company is back to pre-pandemic growth rates despite the knock-on effects that shipping difficulties create. “The team did a great job adapting to the influx of orders and has continued to maintain on-time delivery rates in the ninety percent range,” adds McIntosh.

While he is well aware of the difficulties ahead, the leader remains optimistic about the future. “We believe the economy is going to rebound in 2021, and manufacturing is set to take a big step forward. We have plans to increase more than thirty percent this year,” McIntosh tells us, noting that this trend is evident in the growing demand for domestic manufacturing partners.

Although it looks at 2021 as a recovery period, the efficacy of COVID-19 vaccines offers great hope for employees to be able to return to the office soon. “Additionally, that is combined with an increased demand for on-shoring which should continue to create more demand for Xcentric. We continue to forecast strong demand from automotive, packaging, industrial, commercial, and medical device markets for injection-molded products,” McIntosh says. From this, there should be a corresponding rise in product developers and engineers approaching with new projects.

Plunging into a pandemic world has led the company to rediscover its true strengths from its perpetual investment in operations, lean manufacturing, and sales and marketing, and Xcentric is preparing to welcome ever-greater numbers of new partners seeking it out for unmatched service.

The post Celebrating 25 Years of Molding Excellence<p class="company">Xcentric Mold and Engineering</p> appeared first on Business In Focus Magazine.

Cogent supplies specifically to businesses involved in electrical machinery that use electrical steel products, with almost 100 percent of Cogent’s products and services going toward the upkeep of motors, generators, and electrical transformers for power supplies or conversion.

The company will frequently supply transformers that go into specific electrical devices like MRI machines or various other types of transformers (pull-top, padded mount, large substation) in a countryside setting.

Company president and CEO Ron Harper is quick to point out further instances involving the unique applications that the company is a part of, such as acting as supplier for a small customer out of Quebec which had an emergency need to build power supplies for hospital beds, or for one of its American customers providing power to mobile hospitals in need.

Electrical power is Cogent’s game, and it can act as a supplier for it in myriad dynamic and versatile ways.

Harper details Cogent as being a make-to-order product business with a low level of standardization and high turnaround; as a result, Cogent places a premium value on being reliable as a supplier in terms of delivering its products and being available to clients as much as possible.

Speaking the client’s language
The company’s client focus comes through in aspects like its approach to problem solving, where Cogent employees will work together with clients on a design and product applications to get the best result. “We have more client product design engineers on our staff than most competitors combined,” Harper continues. “We can speak the language of our clients.”

The company’s clientele can always feel like they have the best materials, the most reliable delivery, and the flexibility to make changes at any time.

Harper describes the company as one that is very material-driven, an identity which exists at the other end of what he views as a directional choice within the industry.

On one hand, there are those businesses in the electrical space that lean toward a commodity-focused experience due to the industry’s very nature and the raw materials that go into supplying it.

Cogent finds itself on the other side, finding great success by integrating products and services in a more solution-oriented approach to product supply.

Harper explains that 100 percent of the company’s raw material stock is a thin-gauge electrical steel product which is finished into electrical components. However, while many people in the industry have a similar background in steel and so approach it in a similar way, the Cogent team engage differently with the product.

Engaging strategy
Their difference – and their strength – comes from working closely with clients in an advisory role, and from taking up a more strategic position than many competitors, who are used to a more transactional relationship, care to do.

Looking back on 2020, the COVID-19 pandemic presented its own challenges and opportunities for Cogent as an established name. Harper feels that the company managed the unusual situation generally quite well thanks to its large and diverse workforce, which worked hard to keep the virus out of the business and implement changes and new practices to maintain and protect the bottom line.

The company was designated an essential business from the beginning with orders and demands picking up in the pandemic’s early months as clients looked to get ahead of changes in their supply chains.

Harper admits that the first couple of months were the hardest, however, due to the uncertainty and discomfort many felt at the changes in the workplace and the world. Challenges cropped up as employees began to stay away from the office out of health concerns. The company filled the gaps with workers who had been displaced at other industries due to quarantine measures.

This, along with the constantly changing communication around the virus, its effects and its spread, fostered an industry-wide tumultuous climate. Fortunately, this company was able to gets it feet back under it in quick time and remains on steady ground to this day.

Flexible and adaptable
Harper admits that a lot of the challenges faced by Cogent, outside of the outstanding global circumstances, are not unique to the company and are handled deftly by a “flexible and adaptable team which can work in a client-focused way and is willing to put the effort in.”

Cogent’s raw materials are 100 percent steel products with steel markets going through surprising developments at the end of 2020. A shortage in materials and an increase in price means that the industry is seeing supply-and-demand constraints but with an added challenge for Cogent of significant growth occurring in the electric and hybrid vehicle markets.

Demand is constraining the supply of raw materials and it is a challenge for companies to source the materials to supply long-term and potential clients, leading to a skyrocketing in prices.

Seasonal challenges
The company also has its own share of typical seasonal challenges as well as those that are more recent and market focused.

Cogent rents two large heat-treating facilities that experience a major rise in heat during summer weather conditions, which can become a health and safety problem at times.

The company is also a large supplier to the US market of distribution transformers which typically become casualties of hurricanes and tornadoes, leading to peak demands during those seasons.

There has even been a pickup in demand recently thanks to the freezing temperatures seen in Texas in the early winter months of 2021.

Dealing with these unpredictable emergencies is nothing new to Cogent, which will typically rearrange its production around clients in need, and turn its services around in a couple of days with its usual customer-first attitude. Clients’ problems and emergencies are responsibilities the company takes on as they happen and it looks to rise to the challenge even better with the aid of its new backer.

Ownership change
Since a previous feature on Cogent Power in Business in Focus Magazine in 2019, the company has undergone an ownership change, being acquired by a large Japanese company called JFE Holdings (part of the JFE Shoji Corporation), making Cogent a part of the JVI Electrical Components Group.

Cogent is now affiliated with a group inside a large business where electrical machinery, along with the specialized nature of Cogent’s products and services, are uniquely aligned with a new strategy.

Harper explains that, from a component side, the company has primarily provided transformer components, but with new ownership comes a capability and capacity that can enable Cogent to grow into more motor and core components.

JFE is also a critical supplier with Japanese auto manufacturers where future opportunities lie in electric- and hybrid-vehicle motor manufacturing, especially as gasoline and diesel systems change to more sustainable options.

This means that corporations like JFE will require more of the products and materials that companies like Cogent process. Harper summarizes JFE’s role: “JFE is a regional leader in Japan and has a strong strategic vision to be a bigger player as the new market emerges.”

Cogent is more than ready to be a part of the long-term vision of JFE Shoji. Harper foresees that many short-term challenges may soon crop up on the supply side of the business, but the new parent company expects growth from Cogent in the next 10 years by taking advantage of its new markets and strengthening its transformer position.

Big part of the plan
Cogent looks to continue supporting local partners moving toward electrical and hybrid vehicle solutions in that time. As Harper says of the current state of play, “Cogent is just starting down the path but will be a big part of the plan moving forward.”

The company will also continue to be part of developments in the electrical grid and will be looking into opportunities to make the grid more efficient and intelligent in how it supplies power to businesses and residences.

Cogent Power has gone through a lot of growth and challenges, but Harper recognizes that it has been built on the support, strength, and flexibility of the entire team.

“We couldn’t have gotten to where we are without a team focused on growth – a team that was a helpful contributor in getting the business to where it is,” Harper summarizes. New developments and exciting plans lie ahead for this business in the coming years.

The post New Owner, New Horizons, Same Commitment<p class="company">Cogent Power</p> appeared first on Business In Focus Magazine.

Tanya Wilson, Director of Community Planning and Development, tells us more about the city’s vision and its promise to create a thriving and abundant future for all who live here.

Known for its natural beauty and varied landscapes, North Miami offers its citizens natural beauty and varied landscapes in eleven nearby parks and combine that with all the perks of modern city living. These inner-city parks and gardens welcome thousands of visitors annually. Wilson underlines how the city’s parks were returned to their rightful role of necessary spaces of retreat and reflection.

One such park, The Enchanted Forest Elaine Gordon Park has paved trails that wind through more than twenty acres of land with tropical fauna and flora along Arch Creek. The park contains picnic areas and activities for all ages.

“There’s something unique about having a city that has an urban landscape with commercial settings and tall buildings and spaces and plazas where people can gather for cultural arts events. It’s the tenets of a city… where people gather and commerce can occur,” Wilson says. “But nestled between all that hardscape are wetlands and trails and creeks and exotic wildlife,” she adds, marveling at what she refers to as the balance between two ecosystems. While North Miami “is very urban, it is also very green and sensitive and fragile,” she says. Being on the coast, one can even see dolphins from shore.

The city’s recreation facilities are top-notch, with beautifully tended sports courts and fields dotted about the urban landscape. Seven community centers create welcoming spaces for locals, while well-respected schools include the Florida International University (FIU) and Johnson and Wales University.

From carefully curated exhibitions at its Museum of Contemporary Art to the latest in all types of music, the city’s cultural life has much to offer. “We are respected when it comes to the arts communities, fine arts, and even in terms of culinary arts,” says Wilson. FIU’s globally-appreciated culinary arts program facilities have played host to several Iron Chef America shows.

The city of North Miami is a business-positive investor’s dream, with over $199 million poured into its infrastructure through private investment alongside more than one billion dollars in planned and executed real estate developments in just half a decade. Today, it has far over three and a half million square feet of retail and mixed-use space, and there is still room to grow.

Another crown jewel, Solé Mia, spans more than 180 acres just east of Biscayne Boulevard and will be comprised of a mixed-use development with a luxury village feel. Solé Mia sits on top of a cleaned and rehabilitated landfill site, proving that one person’s trash is another’s treasure.

“This is a great example of the reuse of a site that had no hope or purpose. It is a great example of what you can do to transform many of these brownfield sites that you see around the country and the world,” Wilson says.

The current timeline indicates that the opening of mixed-use, luxury apartment complex The Shoreline at Solé Mia will be in two years. The fifteen-year development of the rest of the site will offer more than one million square feet of commercial space and around 4,000 residential units and huge park spaces.

The site will also boast the ten-acre, 350,000-square-foot University of Miami Medical Center, a state-of-the-art medical facility with every conceivable medical specialist, all under one roof. International patients will have access to a nearby hotel that is part of the development, where they can recover and relax in luxury and privacy, overlooking Biscayne Bay.

The development promises to be a prolific job creator for the region, not to mention the subsidiary businesses and trade that will spring up around it to serve the needs of visitors and residents.

As well as this spectacular development, the city has seen a healthy response to its clustered mixed-use developments situated along its main corridors. One of the reasons for the positivity could be favorable interest rates, but its great urban design that allows for easy access to green spaces will also have a lot to do with its popularity in times such as these.

“We’re thrilled that preparation has now met opportunity. We were prepared for today because we started this intentional land use planning,” Wilson says. Part of this planning includes revitalizing largely forgotten areas throughout the city that promise handsome tax revenues once they are revived and reimagined.

When it comes to the international COVID-19 ordeal and North Miami’s survival, Wilson remains pragmatic. “Like the rest of the world and the rest of the country, we have been tested and tried, but we found a way to make lemonade from the lemons that we received,” she says.

Federal aid allowed the city to further train its workforce in medical and health science certification courses through online programs at FIU in collaboration with John Hopkins University. “That would not have been possible before but we took advantage of the resources [provided] by the Federal Government. We wanted to tailor our dollars and used it to up-skill our residents so that they could be fit for the market. The market right now is health-focused,” says Wilson.

The city also offered much support to small-to-medium outfits in the restaurant industry, especially those that were not geared toward online ordering and take-away. “We discovered that, even with the challenges, some of the old mom-and -pops that only had brick and mortar operations and only served from the soup counter were challenged to come into the digital space,” Wilson says.

Through collaboration with the website design and software development company Digital Pixel, the city provided technical assistance by providing software and hardware installation to Smart Biz Grant recipients. During the pandemic the North Miami Community Redevelopment Agency (NMCRA) also provided additional assistance to businesses with various grants. The Nomi Delivers Grant allowed businesses to register with delivery companies like Uber Eats, DoorDash, and others. “Many started to crank out more food from the ‘ghost kitchens’ [because] the city helped by giving them funding and a smart grant for a website and additional money so that they could afford to sign up,” she adds.

Wilson points out that the rise of e-commerce translates to hard times for businesses that cannot adapt but that it is possible to rise through the adversity thanks to federal grants. She also highlights that, surprisingly, as little as fifty percent of American small businesses have joined the online retail space, leaving much room for improvement. The city did its part to enable a smooth transition between old and new operating methods, helping many of its local businesses to join the technological era.

To create further resilience and income security for its citizens, the city also identified the very fickle and fragile hospitality industry as a starting point for economic reform. It now aims to provide workers in hospitality with the means and skills to secure alternative employment when the tourist industry is down. To achieve this, the city is inviting businesses in light industry, research and technology, and manufacturing across several sustainable fields to settle in the region and create a more stable income base for its people.

The city provides financial assistance to new businesses looking to settle in North Miami while helping to sustain existing businesses. In addition, a federal-granted green energy supplement allows it to provide businesses with energy audits in collaboration with Florida Power & Light, to mitigate energy waste and improve operational design and energy preservation. The initiative helps to protect the environment and saves businesses a great deal of money in energy savings.

Another funding source created by the city was the Legacy Grant that was designed to assist established businesses who have been in the city for at least 15 years. Many of these businesses have been in the city for many decades and form the backbone of North Miami’s economy.

“We set aside a grant pot just for [the older generation of business owners so that they] do not have to feel stressed. [They] can come in here and work with us,” says Wilson. “It was beautiful to hear the stories of many of them who have been here for forty or fifty years through recessions, through hurricanes, [and are still here through] COVID. [They are] committed to this city,” she adds.

“Look for the problems in your city. Do not retreat from them. Look at problems with new eyes and bring in different stakeholders that could help you bring about innovative solutions,” Wilson says. So, in a bid to refresh the central business district, the city approached FIU’s architecture faculty to explore new design guidelines for one of its main streets, Seventh Avenue. To the great delight of the city management teams, graduate students came up with brilliant facade and signage suggestions.

What becomes clear when talking with Tanya Wilson is that North Miami is about more than business. It is a city whose people have big hearts, especially when it comes to creating community.

As Wilson so wisely points out, a crisis is a terrible thing to waste. “A friend said this to me several years ago. I never truly got it until we were [amid] COVID-19, because even [during] a crisis, there is still opportunity for growth. A crisis is a time to plan and reposition yourself as a city, to get ahead,” she says. And this is true. The glittering City of North Miami is planning its way to a successful future, and there is most certainly much more grit to the diverse folks of North Miami than appears at first glance. If there is one example of what a city of the future should look like today, it is this one.

Sidebar 1:
NoMi Business Park Powered by The Greater North Miami Chamber of Commerce
After more than 30 years since its last building renovation, The Greater North Miami Chamber of Commerce (GNMCC) is opening its doors with a new look, strengthened mission and determination to spark an economic revitalization.

“The time for flexible workspace is right now,” said David Burney, Chairman of GNMCC. “[The] COVID-19 pandemic deeply affected our business community, decimating so many of local entrepreneurs. Our Chamber will be on the forefront, leading a rebound of business relaunch and start-ups.”

With its sleek décor and state-of-the-art technology, the business park enables entrepreneurs to rent co-working space to suit their individual needs. Affordable pricing plans are available, including hourly, daily, weekly, monthly and annual rates, and features include:
• Ergonomic desks & chairs
• New computers & laptop hookup
• Photocopy/fax/scan services
• High Speed WIFI Internet access
• Post & parcel services
• Meeting space rental

“We are more than office space; we are a community,” Burney said. “Businesses can obtain a GNMCC Certificate of Use and a City of North Miami Business Tax License to have an official office mailing address for your business or nonprofit organization.”

And, coming soon…
GNMCC will open its Outdoor Nature Pavilion with new backyard meeting/event space, and host a bevy of incubator programs to support business resources, including state registration, municipal licensing, fiscal management, marketing, a digital portfolio and so much more.

“There are so many exciting things happening in the City of North Miami, and I greatly look forward to our vibrant future,” Burney said.

Stop by the GNMCC at 13100 West Dixie Highway, North Miami, FL 33161, Monday to Friday from 9:00 am to 4 pm. For more information, visit www.NorthMiamiChamber.org or contact 305-299-6162 or info@NorthMiamiChamber.com.
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Sidebar 2:
The Haitian American Chamber of Commerce of Florida (HACCOF) – Building Strong Community Partnerships
The Haitian American Chamber of Commerce of Florida (HACCOF) is a non-profit organization established in 2005. Its mission is to serve as an advocate for its communities as well as a resource for consumers and businesses dedicated to serving both the needs of its members and the economic development demands of the broader Haitian American community.

HACCOF is the leading organization coordinating and facilitating networking programs and hosting educational, local, and international trade forums and other initiatives to help to build healthy business climates, foster investment opportunities, create employment growth, and encourage public and private sector collaboration.

HACCOF believes that Young Haitian American Professionals are a vital asset to Florida and the United States. In 2016, HACCOF launched its annual Award Ceremony honoring the “Top 20 Under 40” Haitian American Young Professionals (YOPROs) for their Leadership, Professional Excellence, and Community Involvement. HACCOF is proud to announce that it will be honoring its 2021 class of “Top 20 Under 40” Haitian American Young Professionals (YOPROs) on Thursday, September 30, 2021.

HACCOF established the HACCOF Foundation in 2018 as a direct-support organization to assist HACCOF in raising additional funds to serve the larger community. The HACCOF Foundation is leading the Earthquake Relief Effort with its partner organizations in Haiti to provide disaster relief assistance to its brothers and sisters impacted by the 7.2 magnitude earthquake that affected the southwestern part of Haiti on Saturday, August 14, 2021.

For more information and to learn of ways you can help, visit www.haccof.com.
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The post Urban Oasis<p class="company">City of North Miami, FL</p> appeared first on Business In Focus Magazine.

In 1913, Henry Ford, inspired by continuous-flow production flour mills and canneries, as well as Chicago’s meat-packing plants, was the first in America to install a moving assembly. Machines automatically stamped out parts and workers made motors and transmissions on rope-and-pulley-powered conveyor belts.

His innovation reduced the time to build the Model T from 12 hours to about 93 minutes.

This was a big deal in many ways. Mass production meant more affordable products for consumers and a revolutionary shift away from local crafting to industrial manufacturing.

Everything was humming along fine for businesses until a massive disruption struck. In 1918, WWI consumed the nation’s focus. Almost overnight, automakers and other manufacturers pivoted operations to produce war boats, military trucks, cannons and many other crucial war-related products.

Fast-forward to 2020, and it’s déjà vu as Ford and others are making a warlike effort to re-tool factories to produce life-saving ventilators for COVID-19 patients.

Amidst this shift, the pandemic has also raised a serious question: the U.S. is a manufacturing powerhouse in many sectors, but why do so many basic items have to be imported? For example, India supplies America with about 40 percent of its over-the-counter and generic prescription drugs, while the majority of laptop parts, Hasbro toys, and in-demand appliances are made in China.

So, when global supply chains are disrupted, there can be a shortage of goods. That shortage can be a wake-up call to businesses to look at building a local supply chain to make them much more resilient to unexpected change, providing shorter turnaround times for producing goods while supporting the local economy.

But it’s complicated.

The days when a single vertically-integrated manufacturer like Ford or General Motors could design and manufacture all or most of the components and subassemblies needed to make a finished product are gone. In the pre-COVID competitive globalized market, it was essential to get the best parts and ingredients at the lowest cost. While Ford’s Michigan-assembled Mustang may be considered as American as apple pie, its transmissions originate in China, France, the U.K. and Mexico.

Consider the interdependencies of supply chains: electronic product companies rely on suppliers across Asia. Pharmaceutical makers in India rely on Chinese suppliers of active pharmaceutical ingredients. Companies that need industrial enzymes source them from Denmark.

Technology is highly complex, so manufacturers turn to narrowly-focused specialists and subcontractors. Many rely on precision toolmakers in Switzerland, Germany or Italy, or robot makers in Japan or Germany.

While it might seem appealing for the White House to invoke the Defense Production Act and force automakers to pivot to manufacturing medical ventilators, as the Harvard Business Review says, “it is very difficult for them to ramp up production if key components like pressure sensors or valves are made by an offshore specialist. Even something as simple as an N95 mask made in the United States by 3M uses (according to the label on the box) globally sourced materials.”

So how do businesses move forward with more local production?

Economists talk a lot about digitization to transform shop-floor operations, manage goods in the supply chain, and leverage Big Data to understand changing customer needs and expectations. A recent McKinsey Global Institute study on the risks and resilience of the global supply chain highlighted Nike as a company that has come out ahead in the COVID world.

Nike had already invested in building an understanding of where goods were in its supply chain through a digital platform linked to its contract manufacturers, explains Susan Lund, an economist and partner at McKinsey. “When COVID hit in January, Nike was able to see what products it had, reroute goods that were headed toward the brick-and-mortar stores that were shut down now, toward ecommerce fulfillment centers.”

Nike shifted its strategy to focus on marketing goods the company had in stock, not ones that it was planning to have. The result was a first quarter sales decline, but significantly less so compared to its competitors. “So that agility is a great example of how this does pay off over time,” Lund says.

The study also looked at the premium on speed to market for any good that is sold to customers and on capturing shifts in demand. In the fashion world, for example, if an influencer like Meghan Markle uses a certain handbag, it flies off the shelves. Having suppliers close and taking less time to get products to market is an important strategic advantage in a world dominated by instant social media posts and tweeted news.

How do you build that local supply chain? A starting point is an analysis of the local market and defining the capability of local suppliers. Some may be open to converting operations to produce new lines.

“There may be plenty of opportunity to unlock the potential of the local suppliers,” Forbes reports. “There are also significant advantages for buying local: transportation costs are considerably cheaper… and overall risk and uncertainty is reduced. Such benefits may offset the price hikes.”

Other strategies include supplier development – manufacturers are advised to look at providing technical assistance to local suppliers, supporting their expansion and development of new capabilities.

Encouraging suppliers to merge with others can increase their ability to produce at scale. Companies like IBM have used this technique to create suppliers that can service Big Blue’s global demand. While this is great if you’re a large corporation, what if you’re a small, local company? Actually, you can take the same approach, bringing together smaller suppliers to forge a consortium to match any potential shortfall created by developing a local supply chain.

There’s also the impact of stressing “local” in marketing. A 2019 Nielsen study of consumer behaviour found that “buying local” had the highest resonance among U.S. shoppers: 46 percent of respondents identified buying local as most likely to influence a purchase decision.

Consumers are more aware than ever before that supporting local products and production stimulates the local economy. The community gains revenue, jobs are created or retained, and families and cultures continue to thrive. Purchasing locally also means knowing a bit more about quality control because certain goods have been produced in a way that meets strict regional and national standards.

In the financial stress of these uncertain times, are consumers buying the cheapest options from multinational companies, or is the push to buy local having an effect? Right now, maybe not so much – Amazon’s third-quarter earnings have soared as pandemic sales tripled profits. Certainly, at-home shopping is convenient, comfortable and safe. Reaching customers through digital marketing and ecommerce is the future for local companies just as much as large corporations.

Doing business within the border is likely to be an issue for many years to come as the pandemic effects wax and wane. Reliance on offshore suppliers will be a challenge for most manufacturers and the need to source locally is an emerging reality.

Is this the end to globalization?

Likely not, but the rise of localization is definitely a trend to pay attention to in the post-COVID world.

The post Business Within the Border<p class="company">The Rise of Localization</p> appeared first on Business In Focus Magazine.

COVID-19 showed that humans and the economy alike are vulnerable to a pandemic. Although many have been infected, most will survive, just as many businesses will weather the challenges, but the pandemic has left countless supply chain interruptions, anxiety and uncertainty, and irreparable loss in its wake.

As the pandemic became a more serious threat, demand spiralled for necessities like hand sanitizer, personal protective equipment (PPE), bottled water, and paper products. Demand outpaced supply, bringing empty shelves, additional bottlenecks to the global supply chain, and even greater uncertainty.

In contrast to most, white collar jobs have been relatively secure, as most can be easily transitioned to a work-from-home environment. Not everyone has been as fortunate, as millions found themselves out of work, particularly wage earners in hourly, seasonal, and part time employ at non-essential workplaces.

As people were increasingly forced to stay home, changes in behaviour and economic priorities were reflected in changes in the economy, which is evident when looking at the economic impacts of COVID-19 on an industry-by-industry basis.

Travel, tourism, and hospitality
Undoubtedly, some of the hardest hit sectors are travel, tourism, and hospitality. As land borders remain closed, no-sail orders have docked cruises indefinitely, and daily flights are being reduced or outright cancelled.

While some travelers have found a way to make international travel work despite the rigors of connecting flights, testing, and quarantine, many have decided to obey stay-at-home orders for non-essential travel, some seeking out domestic and local tourist destinations in lieu of their annual vacations abroad.

Airlines, cruise operators, and even aircraft manufacturers are feeling the economic blow. The plight of companies like already embattled Boeing is being exacerbated by cancellations of orders as demand continues to plummet.

Places like theme parks are also trying to navigate how to safely reopen and operate, and tour providers, many of which are sized on the small side, are being all but snuffed out. Job losses are climbing, and billions of dollars are being lost.

Reduced travel and cancelled events have also meant fewer hotel stays. The hospitality industry is valued at $650 billion annually, making it an important contributor to the nation’s gross domestic product (GDP). Currently, the industry is operating at below 25 percent capacity, which is a major hit to literally millions of employees and the economy as a whole.

Governments have offered industries like airlines financial support, but as the pandemic persists, what cash flow many of these companies had is running out. Of course, hindsight suggests that when times were good and executive bonuses even better, it may have been wiser to leverage some of those funds to pay down airline debt and improve their cash flow. But… who could have guessed?

In-person events and entertainment
Gone are the days and nights of attending conferences, movie theaters, concerts, and sporting events, as people are forced to entertain themselves from home. Casinos have also been ordered closed which means even gambling, a $261 billion industry in the United States, has taken a hit serious enough to turn national institutions like Las Vegas into a husk of their former bustling selves.

The cancellation of events has been hard on local economies, many of which depend on the influx of visitors. The loss of sports events and stage performances and the like has resulted in the loss of millions of dollars in ticket sales alone, in addition to millions of dollars of non-ticket revenue, like concessions and merchandise, not to mention job losses.

Restaurants
Restaurants are a major sector that has had significant job losses, as owners work to restructure operations to survive in the COVID environment. Dining rooms have been forced to close and take-out is the only way to remain in operation.

Restaurants like Red Lobster anticipated the trend towards take-out even before the onset of the pandemic and as a result, were equipped with the infrastructure to support that transition, enabling them to adapt quickly. Smaller businesses and mom-and-pop-type establishments may not have the resources to do so and will suffer the brunt of the pandemic’s wrath.

Construction
Another unintended impact of the economic slowdown is the impact on construction. Reduced cash flow and less than optimistic outlooks mean companies have fewer resources available to support capital investments. As a result, many projects have been delayed, cancelled, or postponed indefinitely.

Vancouver International Airport has announced significant cuts to their capital improvement projects, citing reduced passenger volumes. Less travel means capacity improvements are no longer pressing, demonstrating again the interconnectedness of the economy.

Despite the hit to commercial construction, home improvement projects are more popular than ever. People forced to stay home are more than willing to take the money they would have spent on a vacation abroad to make technological, functional, and aesthetic improvements to their homes – now their workspaces, too – since so much more of their time is spent there.

Gyms and personal services
The closure of gyms has only reinforced the home-improvement trend mentioned above. As people are forced to work out at home (and with more time on their hands to do it), they are making greater investments in their home gyms, which has led to a supply shortage of exercise equipment from many popular online retailers.

Personal services are also becoming a thing of the past. People used to be too busy or distracted to handle the smaller tasks of daily life, but more free time and time spent at home means that gone are the days when dog walkers, laundry services, and childcare providers were in high demand.

People are increasingly finding themselves cooking at home, too (and, if the shortage of yeast was any indication in the early days of the pandemic, we have all become secret flour-dusted bakers).

Transportation
Transportation has also taken a hit. Fewer people commute, freeing up roadways and reducing metropolitan congestion, which is a great thing – isn’t it? Unfortunately, it’s also reducing demand for public transit, taxis, and ride shares. Car sales are down, parts and service calls are fractional, and the oil and gas industry is taking an even greater hit as fuel demand is at a low.

Retail – the good and the bad
Retail is an interesting case. Necessities like groceries, medicines, pet food (and their related manufacturers) have experienced sustained demand, but retailers with a significant brick and mortar presence and with outdated or insufficient online platforms, are finding it a challenge to adapt and survive. Truth is, in the modern world they were very likely struggling pre-pandemic too.

Other sectors are managing just fine. Banks announce record profits. Insurance companies thrive. Providers of television programming, internet services and streaming services are seeing growth as people seek out alternative forms of entertainment and connectivity.

The same can be said of technology retailers and services that support those who are working and studying from home.

Likewise, beer, liquor, wine, and cannabis sales are doing well. Stores have remained open to avoid a public health crisis from occurring given the rate of dependency, but there is additional concern about the increase in dependency expected to result from the extended lockdown. Undoubtedly, recovery from this pandemic will take a multifaceted approach.

What will recovery take?
First, the virus must be controlled. Infection rates have to be reduced for any semblance of normality to return.

Likewise, the government needs to step up with a plan to support those businesses, and the people behind their operation, to ensure they are getting the resources they need to actively participate in the economic recovery process.

Recovery time is likely to vary based on sector and consumer comfort level. We still do not know how long it will be before we can safely board a plane on a family holiday, attend a live concert or sporting event, celebrate milestones with family and friends, or conclude a business deal with handshake and smile, but the introduction of a vaccine is promising for all.

While this has been a time of great challenge, conditions have also fostered a rapid rate of innovation that may not have been the case otherwise. It’s a great opportunity to rebuild a stronger, more just economy out of the ashes of the pandemic as soon as the time comes.

The post An Economy in Disarray<p class="company">The Impact of COVID-19, Sector by Sector</p> appeared first on Business In Focus Magazine.

Expanded polystyrene can be shaped into almost anything from packaging to design accents and insulation in construction. This gives Benchmark Foam an edge with an impressive choice of products from high-end construction innovations to dock floats, pitching mounds, cake forms, and much more.

Along with a diverse range of proprietary products, Benchmark Foam is known for its phenomenal quality. Clients come from across the United States and Canada for its foam-core signs. Due to the popularity, the company established an independent division, Signs By Benchmark, in 2007 to support the growth.

For anyone who has seen the Dunkin’ in Roswell, New Mexico, the coffee and doughnut shop’s green alien sign holder is sure to have made an impression. As unique as the city itself, the 26-foot extraterrestrial made from EPS is the result of months of engineering by Benchmark Foam’s experts.

“The planning that took place just to assemble it on top of the actual finishing work was outstanding. The team took a chance on this project, and it paid off for everyone involved, as the finished product is now a local landmark for selfie-enthusiasts,” says Benchmark Foam’s President Robert Reiter. This, just one of the company’s recent achievements, landed it the top project for 2019 by Sign Builder Illustrated magazine.

Also sold throughout North America is its patented Thermo-Snap, a high density, in-floor heat insulation that holds pex tubing in situ. The product saves labor, materials and time. Other products that contribute to the company’s growth are its protective packaging and construction grade insulation for commercial, residential and industrial buildings. Another proprietary product, eps360®, is made entirely from recycled expanded polystyrene.

“White EPS foam can be recycled, and while we serve as a regional recycling center, we encourage other molders across the country to implement a recycling program in their respective facilities to support EPS recycling nationwide,” says Marketing Manager Jacquie Devine. The company was recognized with the South Dakota Department of Environment and Natural Resources’ award for its environmentally conscious operations in 2005.

After more than 32 years in the industry, Benchmark Foam prides itself on the diverse product offering that all begins with a granular raw material and transforms into a variety of shapes and sizes to solve customer problems. The material is safe, versatile, cost-effective, durable and eco-friendly as recycling initiatives can keep it out of landfills. EPS also saves enormous amounts of energy through its powerful insulation properties and helps to create healthy living environments by reducing mildew occurrence in buildings.

Along with providing superior quality, Benchmark Foam aims to contribute to its clients’ bottom lines as it builds relationships. To ensure that the customer’s needs are met, the company goes to great lengths to research requirements and challenges. Other services it offers include training and support for its clients’ end users.

Benchmark Foam also sets itself apart from the competition with its shipping strategy, including an on-time delivery guarantee that is unique to the industry. Complete with its own fleet of trucks, Benchmark Foam delivers irrespective of the size of the order.

In addition, the company regularly invests in the latest technology. Its most recent acquisition is an enterprise resource planning (ERP) software to support future growth with precise reporting and efficiency gains.

Benchmark Foam has also collaborated with three North American companies to create Stronghold ICF, a maker of insulated concrete forms (ICF). “Our block has features and benefits that are new to the industry. We’re unique in that our product was created from people that have used many, if not all, of the other blocks and aims to remedy points of frustration of the other blocks,” says Reiter.

The company invested time and resources for months to create the ultimate insulated concrete form to avoid the frustrations of the standard forms available in the construction market today. “Stronghold believes that its customers deserve a better ICF, and now we can offer one to them,” Reiter adds. Construction professionals were ready for a product that takes the concern out of concrete forms, and the market’s positive response has been equivalent to a standing ovation.

Another addition is a new range of equipment that has allowed it to expand its packaging offerings. For low-to-mid-volume shipping, its Foam-In-Place creates custom packaging without a high cost. This product is created by mixing two liquid foam solutions inside a high-density polyethylene (HDPE) bag or film. The resulting foam, while contained within the film, expands to fill the shipping space, perfectly protecting the item being sent.

The company has a long history of new ideas. It began in 1977 as Energy Industries. Change came in 1988 when a group of forward-thinking employees decided to take over the company, developing a smart diversification policy when Benchmark Foam was born. In 2021, the company is still under the ownership of the families who bought in the eighties.

Its employees are as much a part of the Benchmark family as the owners themselves, and the company is proud to announce that it did not lay off any of its almost one hundred staff members during the recent pandemic. “We have a great mixture of tenured staff and new employees in our company. We have found that finding the right mix of personalities is very important to maintaining the family culture that is valued by our entire team,” says Reiter.

The company’s leadership team goes the extra mile to ensure that its people remain motivated and passionate, and showing appreciation for them is a large part of this. “Ensuring people are in positions to be successful and supporting growth opportunities have been instrumental for us,” Reiter says. The company holds quarterly team-building experiences that allow people to relax together and have a laugh. “We’ve also found that having the right communication at the proper intervals makes a huge difference to keep morale up and the team motivated.”

Benchmark Foam contributes to several good causes annually, including driving recycling initiatives in local communities. Some of the organizations that benefit from its generosity include Habitat for Humanity – which awarded it the ‘Partner of the Year’ award in 2007 – United Way, and Toys for Tots. Employees are known for pulling together to raise funds for special causes, further binding the group together.

The company’s president sees the EPS industry growing in the future, especially when it comes to providing the packaging and construction industries with more solutions. Looking at the year ahead, the company is working to continue its 2020 trend of gaining more diverse clients. “Customer service will always be a focus for us. We want to be the solution providers to our customers,” Reiter says. With its emphasis on maintaining its family atmosphere, quality, and diversification, Benchmark Foam has a solid plan for the year ahead.

The post Diversifying for Growth<p class="company">Benchmark Foam</p> appeared first on Business In Focus Magazine.

Clean energy developer Grasshopper Energy Corporation currently owns over $1 billion of assets across Canada, the United States, and Japan, with a development pipeline of $6.5 billion. The company is actively developing projects in core solar markets throughout these countries and is continuing expansion into targeted markets like Brazil, Italy, Vietnam, and Australia.

The company has developed, constructed, and managed over 4000 solar residential projects and 200 commercial projects in Ontario alone, effectively employing thousands of people without relying on government assistance to fund its operations.

Grasshopper Energy was founded in 2007 by Azeem M. Qureshi, a mechatronics and artificial intelligence specialist who previously advised Fortune 500 companies on how to optimize their business process management. Over time, he noted increasing interest in corporate social responsibility in the industry but felt that companies were treating the concept as a trendy, inconsequential part of their business, instead of an integral aspect of their operations. Quershi decided, upon leaving this advisory position, to form Grasshopper, a company that would embrace corporate social responsibility at a fundamental level.

The initial vision for the company, Quershi says, was to “take the complicated patchwork of sustainability incentives that were being offered at the time by federal, provincial, and local governments, and ensure they were conveniently and efficiently delivered to the public.” Grasshopper also performed energy audits for the Canadian National Railway and in the residential sector, where the company would evaluate a building’s overall efficiency and suggest ideas of how to make it greener.

Over time, Grasshopper’s business shifted its focus to developing solar projects at both the micro and macro levels. The company sought to set itself apart from others in the sector by offering a unique combination of expertise in the technological, regulatory, and finance aspects of solar development. Grasshopper’s Senior Vice President of Global Government Relations Tudor Ulianovschi asserts that, “Our ultimate goal is to accelerate the fight against climate change by reducing the carbon footprint of companies around the globe, and Grasshopper has been incredibly successful in that regard.”

In the last year, Grasshopper has joined the Ontario Energy Council and the Solar Energy Industries Association (SEIA) – the national trade association of the U.S. solar energy industry. The company has also invested in a large portfolio of solar projects throughout Pennsylvania.

Ulianovschi proudly touts the company’s work with the United Nations and the organization’s commitment to sustainable energy. Following the UN’s ‘2030 Agenda for Sustainable Development,’ which set 17 interlinked global goals to address some of the world’s most pressing issues – chief among them climate change – Grasshopper has committed to helping the world fully implement these international climate commitments.

“In Canada and abroad, public support for clean energy is higher than it has ever been and continues to grow,” says Ulianovschi. As of April 2020, nearly 1,500 jurisdictions in 29 countries have issued declarations of climate emergency, many of which include plans and targets for more renewable energy-based systems.

Clean energy is also more cost-effective than it has ever been, as wind and solar energy prices are comparable with conventional sources of electricity generation, and wind energy is now Canada’s lowest-cost source of new generating capacity. Ulianovschi observes that the cost of generating power from solar power has fallen by 90 percent since 2010, and the prices of onshore wind and solar are now even with gas power and cheaper than coal and nuclear power.

“Canada is undergoing a fundamental transition in how it generates, manages, and uses energy,” Ulianovschi says, and the rest of the world is starting to follow suit thanks to the work of Grasshopper and other companies in the sustainable energy sector. “If the average person cannot afford clean energy, we will not be able to put [these programs] into action, no matter how good it is for the environment. Because of this reality, at Grasshopper, it is important to us to take the products in the marketplace… and using our technological, financing, and regulatory expertise, deliver an elegant and cost-effective solution to various consumers.”

Grasshopper has also been at the forefront of several initiatives in its local community. In 2019, the company invested over $100 million into the Ontario economy via its renewable infrastructure projects, providing opportunities to more than 5,000 workers with a strong emphasis on employing female and minority workers.

The company has also flexed its philanthropic muscle with regular donations to organizations like The War Amps and local food banks. In 2020, Grasshopper contributed over $50,000 to the Mississauga Food Bank and donated more than 10,000 surgical masks and additional COVID-19 protective equipment to local Ontario hospitals.

Ulianovschi considers the company’s biggest challenge to be that people from all walks of life do not understand the gravity of the climate change crisis, and unremitting debate on the matter leads to unproductive divisiveness. “Most of the other challenges we face as a company or as a sector tend to precipitate from that root cause,” he explains.

A hostile stance in any given region to fighting climate change tends to choke potential capital for sustainable energy measures and drive it to more climate-friendly markets. This leads to price increases for clean solutions and low adoption rates in those markets, slowing or preventing volume pricing from ever being achieved. “All of us, including the clean energy sector, our partners in government, the media, and elsewhere must do more to educate people about climate change,” Ulianovschi emphasizes.

He knows that the message must be conveyed to reach even the harshest sceptics. This means that the shift to clean energy must not be put forth as an extreme, overnight proposition. Clean energy proponents must highlight how powerful clean energy can be in creating jobs and driving economic growth, to naturally sway lead manufacturers and providers away from fossil fuel dependence.

As 2021 begins, Grasshopper will deploy more clean energy assets around the world. Ulianovschi sees South America as a market for serious consideration where the company intends to “put shovels in the ground,” as he puts it. Grasshopper plans to continue raising capital for further development while increasing education about climate change. Additionally, the company will continue to advocate for clean energy on the global stage, working with international bodies like the UN to further educate about the climate crisis and “to accelerate the development of a sustainable world” – the company’s vision statement.

“In 2021, we are focused on business development, community engagement… exploring different clean energy technologies, like batteries, storage, and [electric vehicle] charging,” Ulianovschi says of carbon reduction technologies.

The company has received multiple national industry awards for its ongoing efforts, including being recognized as the solar innovator of the year, project finance innovator of the year, and solar developer of the year by the Canadian Solar Industries Association (CSIA). But the Grasshopper Energy team is trying to achieve much more than acknowledgment; they understand that climate change is the defining issue of our time. Grasshopper’s goals for the industry are as vast as its global reach, and its entire team remains motivated to provide a more sustainable world and a greener future for all.

“Climate change impacts our communities, planet, children, and future generations. We are doing this for the well-being of our local and global community,” states Ulianovschi.

The post A World Leader in Sustainable Energy Solutions<p class="company">Grasshopper Energy Corporation</p> appeared first on Business In Focus Magazine.

Believing that there was a need for a world-class, full-service information technology company in Montreal, Quebec, a small group of IT pros got together in 2007 to create a very special IT business.

Now boasting a staff of 65, Quadbridge provides software and hardware to medium and large clients across North America. The company’s abilities are enhanced by partnerships with many of the biggest and best manufacturers of technology, including Cisco Systems, Hewlett-Packard, Dell, IBM, EMC, Juniper Networks, Lenovo, and Microsoft.

Many companies talk a good game of work-life balance, but at Quadbridge – ever since the company was founded by CEO PJ Emam – this balance has been a conscious choice and key part of the company’s DNA and its enviable success.

They certainly got that right. The information technology and services company has experienced record-setting growth topping 2,100 percent in the past six years, and shows no sign of slowing down.

Spreading positivity
Nurturing a positive company culture, Quadbridge is widely recognized as a great place to work. Making Canadian Business magazine’s PROFIT 500 list as one of Canada’s fastest-growing IT companies four years in a row, the company keeps driving success through technology.

Quadbridge’s many work-life balancing initiatives begin with its location.

From Quadbridge’s headquarters on Saint-Patrick Street, close to the Lachine Canal, employees can readily access Montreal’s bike paths. To encourage the fitness lifestyle even further, they’re encouraged to use the company’s private gym, and enjoy delicious and healthy subsidized breakfasts and lunches prepared every day by Quadbridge’s own chef.

Taking employee engagement to new heights, Quadbridge staff actively participate in charitable works, benefiting others both locally and internationally.

For the past four years, through the company’s Quadbridge Technical Education Conference program (better known as QTEC), employees have embarked on week-long training camps in foreign countries, including Nicaragua, to perform charity work.

In 2019, QTEC visited Morocco and the city of Marrakech for “an unforgettable team bonding experience.” As well as climbing the Atlas Mountains, the Quadbridge team visited schools, bearing backpacks full of much-needed school supplies, and spending the afternoon with the kids.

Early in 2020, prior to COVID-19, 40 Quadbridge staff spent a week in Cartagena, Colombia, with the goal of “giving back to the community and broadening our horizons by experiencing other cultures,” as the company describes it. For the company, the Colombia QTEC trip had the highest number of employees taking part in a trip.

Although this year’s company training trip was put on hold because of the pandemic, it hasn’t stopped Quadbridge from giving back to the community.

A big believer in enriching the lives of others, the company is also active with charities at home. These initiatives include grocery donations to families in need, donations to provide radios to CHSLD residence in Montreal, with the help of Fondation Sante Urbaine, a donation of 200 Uber Eats vouchers accompanied by individual notes of encouragement to the emergency workers at Lakeshore General Hospital in Montreal, a donation and provision of 80 meals to Chez Doris from its Simple Mealz kitchen, and donations of groceries and new toys to Sun Youth.

Aware that helping others is more important now than ever, the company donated 100 Uber Eats vouchers to nurses at Lakeshore General Hospital, and another 63 vouchers to the Old Brewery Mission, which has since 1889 provided essential services to over 4,000 homeless men and women annually through its seven pavilions.

Promoting equality
Late last November, Quadbridge’s CEO PJ Emam took part in Promoting Inclusion in Montreal’s Workplaces – an online discussion about immigration and inclusion “with regard to an inclusive recovery of Greater Montreal.”

The virtual event – held with the participation of Montreal Mayor Valérie Plante and Nadine Girault, Minister of International Relations and La Francophonie/Minister of Immigration, Francization and Integration – featured a who’s-who of panellists including Emam, Domtar’s Corporate Credit Chief Madeleine Féquière, and others.

“We are pleased to announce that PJ Emam, CEO of Quadbridge will be participating in the virtual panel discussion on diversity in the workplace co-developed by the CCMM and Ville de Montreal, with the financial support of the Ministère de l’Immigration, de la Francisation et de l’Intégration, where you will learn how it can be a crucial driver of creativity and performance for Greater Montreal’s organizations,” the company said online.

Aimed at directors, upper management, human resources executives and others wishing to implement and foster inclusion policies in their companies, the event featured speeches, a video entitled Context and findings: professional integration of immigrants in Montreal, and a panel moderated by Déborah Cherenfant, President of The Junior Chamber of Commerce of Montreal.

Hosted by Déborah Cherenfant, the sold-out event – the most attended one, according to the organizers – featured Emam and other industry experts and highlighted the need for diversity and inclusion in the workplace, the fight against discrimination and racism, and the role businesses of all sizes can take in Greater Montreal “as an immigrant city and advocate for an inclusive recovery.”

Meeting all IT needs
With decades of combined experience, the Quadbridge team is supremely well-equipped to work with clients on the information technology requirements that can spell business success to them. From hardware and software to data-centre managed services, Cloud computing and more, Quadbridge can meet all of its customers’ IT needs.

Working its way to the future, the company keeps adding awards and accolades to its résumé. Last October, Canadian Business magazine put Quadbridge at Place 343 on its 32^nd annual Growth List of Canada’s Fastest-Growing Companies. With an exceptional five-year revenue growth of 139 percent, CEO Emam said how proud he was of the business and its outstanding achievement.

“For a fourth year in a row, we are proud to be part of this vibrant economy of the top fastest-growing companies in Canada,” Emam said in a company release. “During these challenging times and new reality that we are going through, we will fight even stronger with a positive attitude to protect our families, our communities, our cities, our province, our country and globe.”

Susan Grimbly, Editor of the Growth List, reiterated just how exceptional the companies making last year’s List truly were. Their stories were “a masterclass” in how to survive and grow, even when a pandemic was decimating the world’s economy. “Despite turbulence, the 2020 Growth List companies showed resilience, spirit and, most importantly, empathy and strong leadership,” Grimbly said in a press release. “As we celebrate over 30 years of the Canada’s Fastest-Growing Companies program, it’s encouraging to see that the heart of Canada’s entrepreneurial community beats strong, even in tough times.”

With so many more of us working at home because of the COVID-19 pandemic, Quadbridge’s many IT services are as much in demand as ever. Left to their own discretion, about half of the company’s own staff are presently operating at home, while the other half are spending at least some time in the company’s physical office.

A very tight-knit group of IT industry experts, the Quadbridge staff miss the pre-COVID camaraderie that comes from socializing, working out, and eating together, and look forward to a post-pandemic world, physically under the same roof, and serving a wide range of clients.

The post Balancing Work and Life for World-Class IT<p class="company">Quadbridge</p> appeared first on Business In Focus Magazine.