ראש ממשלת קנדה לשעבר סטיבן הרפר, 2011. (flickr.com)
ראש ממשלת קנדה לשעבר מנסה לעשות עסקים בישראל – חלק ב’
ראש ממשלת קנדה לשעבר סטיבן הרפר מציע לתת מענה לזרמים שהעלו את טראמפ לשלטון – חוסר הביטחון התעסוקתי והחשש מהגירה – כך שכדי לזכות בבחירות, המפלגה הרפובליקנית לא תהיה תלויה במועמדותו של כוכב טלוויזיה מגלומן. הרפר שביקר לאחרונה בישראל רואיין לעיתון “גלובס”.
הספר שכתבתי לאחרונה הוא בדיוק על כך. אנו חיים בתקופה שנקראת עידן השיבוש. בין אם זה שיבוש טכנולוגי כפי שאנו עושים כאן בקרן ובין אם זה שיבוש פוליטי רחב יותר או שינוי של ערכים חברתיים, ויש הרבה ממה להיות מודאגים, אבל אני מאמין גדול שאנו חיים בזמנים הכי טובים בהיסטוריה ואנו חיים בקנדה ובישראל שהם שניים מהמקומות שהכי טוב לחיות בהם. ועדיין אני חושב שיש כל סיבה להאמין שלמרות הלחצים, הסכנות והסיכונים לילדים שלנו, להם יהיו הרבה יותר אפשרויות וחיים הרבה יותר טובים מאשר שלנו – שהם כבר חיים טובים למדי.
היכן זה נוגע לטכנולוגיה? הרבה אנשים לא יודעים זאת אך לפני זמן רב מאוד הייתי מתכנת. החינוך הפורמלי שלי היה ככלכלן אבל לימדתי את עצמי תכנות. אחד הנושאים שעולים בשיחות על טכנולוגיה זה כל התחזיות על הדברים הנוראים שעלולים לקרות, כולל מיליונים שיאבדו את מקומות עבודתם. ביליתי זמן רב בלימוד ההיסטוריה של הכלכלה והמחשבה הכלכלית. משחר קיומה של המערכת הקפיטליסטית בסוף המאה השמונה עשרה, בכל דור ודור, כמה מהמוחות הטובים ביותר חזו שהגל הבא של הטכנולוגיה יהרוס את האנושות ויגרום לכולם לאבד את עבודתם. דרך אגב, את אחת התחזיות הללו השמיע ג’ון מיינארד קיינס, שסבר בתחילה שהמיתון הוא תוצאה של שינוי טכנולוגי, ואני יכול להמשיך עם הרשימה הזאת. כולם באיזשהו שלב טענו כך.
ההוכחה האנקדוטלית שלי לכל אותם אנשים שמודאגים מאיבוד מקומות העבודה – הביטו על כל תחומי הכלכלה, על כל המקומות בעולם שבהם החדשנות הטכנולוגית נמצאת בחזית – אלה המקומות שבהם מקומות עבודה חדשים נוצרים, ובאופן כמעט בלתי נמנע בכל המקומות הללו נוצר מחסור עצום בעובדים. היכן שאין חדשנות או שקיימת התנגדות לחדשנות – יש אבטלה עצומה. כל האפשרויות שעומדות בפנינו, גם בתחום העבודה אבל גם בתחום איכות החיים, כולן ניצבות לצד החדשנות הטכנולוגית. שם טמון העתיד – לא רק של המסחר אלא גם של הכוחות הדיפלומטיים והצבאיים.
עם זאת, האם קיים תסריט שבו הטכנולוגיה יכולה לגלוש למקומות לא רצויים? בהחלט. אבל אין סיבה שהדבר יקרה בהכרח. אין סיבה שלא להאמין שאם ננהג אפילו חצי בהגיון, אזי לא רק שהגל הבא של הטכנולוגיה יהפוך את חיינו לטובים יותר – אלא שהוא גם ייצור מיליוני מקומות עבודה חדשים שלא היו קיימים קודם לכן. אגב, וורן באפט אמר שזה שטכנולוגיה מצליחה מסחרית, לא אומר שמישהו מרוויח ממנה הרבה כסף. לכן הסיבה שחברתי לאנשים החכמים הללו מהקרן שהיא לא רק שאנחנו רוצים לרכוב על הטרנד, אלא שמשקיעים גם יוכלו לשים כסף בבנק.
הרפר מסביר איך זה משתלב עם עסקיו האחרים: אחרי שעזבתי את הפרלמנט לפני כשלוש שנים, אני וקבוצה מהסגל שלי ניסינו לחשוב מה יהיה הצעד הבא ואילו דברים נרצה לעשות. הייתי בר מזל שרבים מהבכירים שליוו אותי הצטרפו אליי במיזם הזה. מה שהחלטנו שאנו רוצים לעשות זה לשלב את הניסיון שלנו ואת רשת הקשרים הגלובלית כדי לסייע ללקוחות – לאו דווקא קנדיים – למצוא מיזמים רווחיים.
Stan Shear has been on countless stages with figures Benjy, Jasper and his original puppet, Danny, now retired at the Vent Haven Museum in Fort Mitchell, Ky. (photo from Stan Shear)
To walk into Stan Shear’s studio at his Oakridge home is to take both a step back and a step forward in time. A portrait of a penny-farthing hangs on the wall, old manuscripts and books line the shelves, yet in among the memorabilia is the technology he believes will connect the past with the future.
Shear is launching My Audio Memories (myaudiomemories.com), a project in which he takes recordings – some made in his studio, others that may have been passed down within a family – and combines them into a high-quality MP3 file on a USB stick.
His service is directed at private individuals and, because it is based in his home, he can create recordings at a cost far below those of commercial services.
The process is straightforward but requires a seasoned hand to deal with the production side, which, with decades of musical and engineering experience behind him, Shear offers.
First, you would go to his studio with stories you would like to record, along with any other audio files or recordings you might already have. These are then mixed together with various inputs and accompaniments – i.e., music and other sound effects – to capture the perfect backing for the end result. Finally comes the mastering, the stage that distinguishes a professional from an amateur recording.
“I can bring a recording to the highest level with the resources and experience I have to create a unique sound that will bring out all the hidden qualities of a person’s talents and make them come alive,” said Shear.
The cost of an individual project will vary depending on the amount of production involved.
The man behind the sound
Born in Pretoria, South Africa, Shear was a well-known pianist in his younger days. He appeared on SABC (South Africa’s national radio) on several occasions and, at the age of 19, performed the Beethoven C minor Concerto with the Johannesburg Symphony Orchestra. Playing in concert halls around the country during his youth, he later became a licentiate in music.
At the same time, he studied electrical engineering at the University of Johannesburg, earning his master’s and doctor’s degrees, and specialized in information systems, working mainly on hospital communications systems. He would later teach information systems at the University of Cape Town until his retirement.
Shear, who came to Vancouver in 2004, remains a versatile entertainer and keeps a busy schedule. He plays a number of other musical instruments – guitar, harmonica, piano accordion and ukulele – and has had an active career as a singer, performing in solo concerts and singing with choirs.
In 1976, while still in South Africa, he became fascinated with ventriloquism after discovering a book at the library. Since then, he has been on countless stages, including the International Puppet Festival in Israel, with figures Benjy, Jasper and his original puppet, Danny, now retired at the Vent Haven Museum in Fort Mitchell, Ky. (See stanshear.com.)
He also has been officiating as a chazzan for 40 years, both in South Africa and Canada.
Together with his wife Karon, he is a practitioner of auditory integration training (AIT), a method for improving listening and cognitive skills. Their processes are used to help overcome learning disabilities and improve foreign language skills.
Shear has woven his own story into his new project. He divides his account into three periods, starting with his early, formative years, devoted to growing up, schooling and other events that shaped his life. This is followed by his post-secondary education and early career, and includes extracts from concerts and broadcasts.
The third stage comprises Shear’s mid-career to the present, a “mature” but nonetheless very fruitful time, with musical performances, ventriloquist shows and the My Audio Memories project, as well as his positive views on the future, as he sees it, in his senior years.
“I am following this up with a separate project of my memories of my parents, including recordings that I’m fortunate to have of my mom and dad and members of their families talking, singing and playing the piano,” said Shear. “My mom’s family were very musical and I’m lucky to have these recordings made on an early tape recorder by my dad, and transcripts of my dad’s memoirs, which he wrote.”
Sam Margolishas written for the Globe and Mail, the National Post, UPI and MSNBC.
ראש ממשלת קנדה לשעבר מנסה לעשות עסקים בישראל – חלק א’
יש לנו סינון די פשוט. כל מי שעובד איתי, עבד איתי שנים ארוכות בממשלה בצורה כזו או אחרת. אני חושב שהייתי ידוע גם בקרב תומכיי וגם בקרב מתנגדיי, בתור מי שהייתה לו אג’נדה ברורה וסט מוגדר של ערכים פוליטיים, לטוב ולרע. המבחן הפשוט שבו אנו משתמשים בכל מה שאנו עושים הוא האם זהו סוג העסקים שאני בתור ראש ממשלה הייתי רוצה להיות קשור אליהם ושהייתי מוכן להתייצב ולצאת בהצהרה רשמית לגביו, שהייתי רוצה להיות מקושר אליו ושהייתי רוצה לראות שהוא קורה. אם הוא לא כזה – בלי קשר אם הוא רע או לא חוקי או וואטאבר – אז זה לא סוג העסקים שנחפש.
כך הגדיר ראש ממשלת קנדה לשעבר סטיבן הרפר (בן השישים) את גבולות הגזרה המוסריים שלו בעשיית עסקים, בין היתר עם גופים סיניים, בראיון לעיתון “גלובס” שנערך בעת ביקורו האחרון בישראל.
הרפר כיהן שלוש קדנציות רצופות כראש ממשלה ימני שמרני, מאלפיים ושש ועד שהודח בבחירות האחרונות על ידי ראש הממשלה הליברלי הנוכחי, ג’סטין טרודו. הרפר הוא נוצרי אוונגליסט שנחשב תומך נלהב של ישראל וביקר בה כמה וכמה פעמים. בביקור האחרון כרה”מ נשא נאום במליאת הכנסת שבו אמר בין השאר את המילים הנחרצות: זו מסורת קנדית לעמוד לצד מה שעקרוני וצודק ללא קשר למה נוח או פופולרי. עמידה לצד ישראל היא למעלה מצו המוסר, היא גם בעלת חשיבות אסטרטגית וגם עניין של האינטרסים ארוכי-הטווח שלנו. עבור אומות רבות עדיין קל יותר לראות בישראל שעיר לעזאזל מאשר לחקות את הצלחתה.
לאחר התבוסה בבחירות הקים הרפר את את הרפר ושות’ – חברת ייעוץ שמעמידה לרשות לקוחותיה את רשת הקשרים שלו.
החברה מסייעת לתאגידים שפועלים בסביבה בעלת סיכון פוליטי או גיאו־פוליטי, בנגישות לשווקים ופיתוח קשרי ממשל. עם זאת, כמו ראשי ממשלה ונשיאים אחרים הוא מוסיף להיות מעורב בפוליטקה הבינ”ל. הרפר עומד בראש ארגון “האיחוד הדמוקרטי הבינלאומי” – ארגון גג של מפלגות מרכז-ימין, המקביל לאינטרנציונל הסוציאליסטי, מהצד הימני-שמרני, ומסייע למפלגות שמרניות אחיות להיבחר בארצותיהן. מזה כשנה כולל הארגון גם את מפלגת הליכוד מישראל.
בראיון דיבר על הצורך של יזמים צעירים ביד מכוונת. זה לא הדבר היחיד שאנו בהרפר ושות’ עושים אבל רבים מלקוחותינו הן קרנות השקעה, חלקן בתחום הטכנולוגיה, והסיפור פה בישראל שונה. מבלי להעליב, רוב הזמן אתה פוגש בניעשרים ושלושים חכמים וכו’, אבל אתה יודע – יש להם עוד הרבה מה ללמוד בחיים. זו חלק מהסיבה שהם מעסיקים אותנו. הם זקוקים לפרספקטיבה הרחבה. אך לעומת זאת, במקרה שלנו, כשאנו מתעסקים עם ישראלים מנוסים יוצאי מערכת הביטחון הם בשלים ומקצועיים, ואנחנו עובדים איתם כדי להפיק הזדמנויות עסקיות, אז זה בהחלט תחום מרתק.
עניין שמוסיף הרפר לגלות בפוליטיקה העולמית לאחר פרישתו קיבל ביטוי משמעותי גם עם פרסומו של הספר שכתב בשם “כאן ועכשיו: פוליטיקה ומנהיגות בעידן השיבוש” – משחק מילים באנגלית אותו ניתן לקרוא גם כ”ימין כאן וימין עכשיו”. הספר מנתח את הסיבות לעליית הפופוליזם ובראשן בחירותו של נשיא ארה”ב, דונלד טראמפ והברקזיט בבריטניה. את הספר, שאותו הרפר עצמו מתאר כמדריך למדינאות שמרנית בעידן הפופוליסטי, תיאר השבועון הקנדי “מקלינז” כמעין מתכון לשיפוץ המצע הרפובליקני בארה”ב, שבו הוא מתרה בהנהגה הרפובליקנית למצוא דרכים לשמור את הקולות המתנדנדים שהעלו את טראמפ.
Lea Gottlieb at work. (photo from Lea Gottlieb Archive via Design Museum Holon)
Summertime … bathing suit season. As a child, I fondly remember our family trips to Israel. Among all the memories is the treat of a scrumptious falafel before we went off to the Gottex bathing suit factory, where my mother indulged my two sisters and me with the colours and styles from Lea Gottlieb’s latest swimwear collection.
Born Lenke Lea Roth on Sept. 17, 1918, in Sajószentpéter, Hungary, Gottlieb was raised in poverty. Before the Second World War, she worked as a bookkeeper in a company that produced raincoats. There, she fell in love with Armin Gottlieb, the owner’s son; the two married and started a family.
During the Holocaust, Gottlieb’s husband was imprisoned in a labour camp. Gottlieb and their young daughters, Miriam and Judith, went into hiding and were saved by a family who sheltered them in a pit behind their home beneath trees and flowers.
After the war, the family reunited and tried to rebuild what they had established in the past, moving to Czechoslovakia to start anew. However, staying in Europe, with its continuing antisemitism proved impossible for the Gottliebs and, in 1949, they moved to Israel.
They landed in the country with pretty much nothing but the clothes on their backs and Gottlieb’s gold wedding band. Turning this item into cash, as well as borrowing some money, she purchased a sewing machine and enough fabric to start making raincoats. It didn’t take long for Gottlieb to understand that a line of raincoats in a place that has mostly sunshine would not make for a fruitful future – rather, bathing suits would prove a more promising venture. Merging her name, Gottlieb, with the word textile, Gottex came into being.
Gottlieb’s Hungarian cultural roots remained evident. She maintained her distinct accent and served Hungarian cuisine in her showrooms. She celebrated her survival by incorporating flower motifs into her signature designs, and, with her choice of colours, she expressed her love of her new home, Israel – aqua for the Mediterranean, yellow for the dessert, pink for Jerusalem stone and greens, the Galilee. From swimwear came a line of trousers, caftans and tunics, as Gottlieb wanted her creations to be worn at the beach or by the poolside, for a drink at the bar and on the dance floor.
Gottex Israeli fashion house, Tel Aviv, 1961. (photo from wiki commons)
During the peak of Gottlieb’s career, her work was admired by many leading ladies. Elizabeth Taylor, Princess Grace, Nancy Kissinger and Brooke Shields were among her many fans. A friendship formed with one special client, the late Princess Diana, who was given private showings in Buckingham Palace each season.
Gottlieb and her daughter Judith were the design team, based in Israel, while her husband oversaw the financial side and daughter Miriam ran the showroom in New York. Together, the family built a global fashion house and Gottex became the top swimsuit line in the United States, with the most sought-after models walking in their shows and being featured on the cover pages of international fashion magazines.
Gottlieb’s achievements included numerous fashion awards, earned both in Israel and elsewhere. A highlight of her career occurred at Yad Vashem, the World Holocaust Remembrance Centre, in Israel. There, Gottlieb was part of an honourary exhibition, called My Homeland, which acknowledged Holocaust survivors’ essential role in contributing to Israel through cultural, economic and national security development.
In 1995, the loss of Gottlieb’s husband, the financial pillar of the company, was a devastating blow. She was forced to sell Gottex in 1997. As part of the sale, she had to sign a non-compete agreement, which prohibited her from designing for eight years. And more loss was to come. In her daughter Judith’s final days of battling cancer, in 2003, she apparently implored her mother to continue with her passion of design and start again. But, even when the company did come up for sale, Gottlieb couldn’t afford to buy it back. “I lost the two most important things in my life, my daughter Judith and my life’s work,” said Gottlieb after her daughter’s death.
But, at 85 years old, Gottlieb managed to reinvent her career. With the support of a design team, she launched a new line of swimwear under her own label, Lea Gottlieb. The industry had become much more competitive since she created Gottex and, relatively soon after she had restarted, Gottlieb closed production and retired.
Gottlieb passed away in 2012, at the age of 94. She left behind a legacy in her beloved homeland, as well as in the eyes of veteran and aspiring designers around the world.
Ariella Steinis a mother, wife and fashion maven. A Vancouverite, she has lived in both Turkey and Israel for the past 25 years.
Elisa Birnbaum, centre, with Laura Zumdahl of Bright Endeavors, left, and Maria Kim of Cara Chicago. (photo from Elisa Birnbaum)
Toronto-based Elisa Birnbaum, editor-in-chief of SEE Change magazine, aims to inspire and give hope in many ways. Her book In the Business of Change: How Social Entrepreneurs are Disrupting Business (New Society Publishers, 2018) is but one of those ways.
“I’m a lawyer by training, but was always a writer on the side, enjoying writing and storytelling,” said Birnbaum, who was born and raised in Montreal in an Orthodox Jewish family. “I decided to try writing out for a little bit and to go back to law after. That was 15 years ago. I never went back to it.
“I was writing a lot about the nonprofit and charitable sector in Canada, as well as in the U.S., and I was also writing a lot about business, a strong interest of mine, too. I noticed how there was a melding of the two – how a lot of challenges in the nonprofit and charitable sector … how they could be helped through business and through business savvy…. So, when I saw what social enterprise was all about and how it was using business to solve social challenges, I realized the importance of that. I became really intrigued and interested. It was an area that, I thought, ‘Hey, this is something I really want to explore further.’”
Birnbaum started pitching stories about social enterprises to any editor who would listen. While some of her work went out via mainstream media, Birnbaum felt more was needed, so she co-founded SEE Change, which is devoted to telling the stories of social and environmental enterprises.
“I thought they symbolized a new way at looking at business,” she told the Independent. “I really felt this was the future, with how we work with business and how communities can tackle social challenges through business, and these types of savvy-ness and skills.”
After years of publishing the magazine, Birnbaum wanted to put together a book of such stories, both to delve more deeply into the phenomenon and, hopefully, to inspire and teach readers how to take on the task of starting a social enterprise.
“A lot of times, I’d get some young people or even older people who were interested in social entrepreneurship themselves, and they’d like advice and tips, and were constantly looking for more information from anyone who’d done it before,” she said. “So, I thought, I could also provide lessons learned, tips, advice and resources … so, a bit of storytelling, as well as a resource for those who are starting up or looking to start their own.”
As far as the response to the book so far, Birnbaum said she has been asked by schools and organizations to speak about the topic. “There were people who had never heard about it before and are now really inspired by the storytelling, which is great,” she said. “There are other people…. I was at a couple of universities recently, and some students there said they picked up the book and were now interested in starting their own social enterprise.”
According to Birnbaum, a very broad definition of a social enterprise is a business, whether nonprofit or for-profit, that has a social or environmental mission at its core, as opposed to a business that has profitability and sustainability at its core. The unique aspect of social entrepreneurship, she said, is that it approaches business in a new way.
In her book, Birnbaum makes a point of highlighting a large array of social enterprises from around the world, including a few in British Columbia. For example, Saul Brown’s Saul Good Gift Co. (itsaulgood.com) creates gift boxes filled with locally made artisan food that people can give their loved ones across Canada, and Reena Lazar’s Willow (willoweol.com) helps with end-of-life planning.
Fresh Roots offers students experiential learning opportunities. (photo from Fresh Roots)
Marc Schutzbank, director of Fresh Roots (freshroots.ca), grew up in the United States and moved to Vancouver to finish his education at the University of British Columbia 10 years ago on a Fulbright scholarship, looking at the economic viability of urban farming. This line of study led him to an organization called Plant to Plate, in Pittsburgh, Penn., where he attended University of Pittsburgh.
“As part of my research, I was looking at urban farms in Vancouver – if they were growing, how much food they grow, who they’re sharing it with,” Schutzbank told the Independent. “I have a finance degree, so I was looking at if they were making any money. As I was doing that, there were a couple of people who were doing work in the social space. So the goal wasn’t to grow and sell food; the goal was to share it or to reduce barriers to employment. And so, as I was getting to know them, Fresh Roots was moving from backyards into school grounds.”
One particular backyard caught Schutzbank’s attention. He wanted to know how much food was being grown in such a small space. He discovered, to his amazement, that this one backyard could feed three families. As they expanded to eight backyards, they could feed 35 families.
One of those backyards was adjacent to an inner-city elementary school with a rundown garden plot. The school invited Fresh Roots to develop the plot. As they did, the students, teachers and parents became increasingly interested. The teachers began using the garden as part of their curriculum, as a place to build learning capacity.
“It turns out that, when kids are outside growing food, their academic confidence increases,” said Schutzbank. “They are able to find some success, and this is often in places with kids that are having a hard time finding success inside the classroom [in straight rows]…. Learning like that doesn’t work for everyone.”
Marc Schutzbank, director of Fresh Roots. (photo from Fresh Roots)
Another benefit of this was that bullying decreased at the school, as kids had a positive physical outlet. As well, Schutzbank found that, as the saying goes, “If you grow it, you eat it.”
Other schools picked up on what was happening and asked Fresh Roots to do the same at their schools. Fresh Roots is now at four high schools and one elementary school.
Fresh Roots also started a salad bar program for students – twice a week, all of the students get to eat the produce from the garden.
“In Canada, we are the only G7 nation that doesn’t have a federal meal program,” explained Schutzbank. “It’s a bit crazy that Canada doesn’t have that. All those kids without lunches are hungry, regardless of how much food is at home. It’s really critical for learning, to have food…. So, at Fresh Roots, our vision is good food for all – so everybody has access to healthy land, food and community.”
In addition to the food they grow, Fresh Roots supports and encourages teachers to have classes outside in the garden. “They need to touch, taste and feel,” said Schutzbank of the students. “Those are really critical parts of our senses and a really important way of learning.”
As well, Fresh Roots provides employment – especially in the summer – for youth who are struggling.
Schutzbank said you can’t grow food without eating and sharing it, so Fresh Roots’ philosophy is “around sharing all the food back through the programs and everything we are doing.”
Organizer Debbie Rootman, left, and guest speaker Janice Porter at Temple Sholom Sisterhood’s networking event Feb. 28. (photo by Baila Lazarus)
If you’re a decision-maker in business, and especially if you’re a small-business owner or entrepreneur or are looking for a job, LinkedIn should be one of the main tools in your arsenal.
That was the message from LinkedIn trainer Janice Porter, who spoke at a business networking event sponsored by Temple Sholom Sisterhood on Feb. 28.
“LinkedIn is about relationships,” Porter told the group. “It starts with having a fully optimized profile that will have more people see it. But it’s about building connections. Even a good profile won’t be seen if you don’t have any connections.”
Porter said the first step, however, is to determine if the platform is right for you.
“It’s not for everybody,” she said. “If you’re looking for a job, you should be on LinkedIn. But, if you’re in business, if you’re promoting something, you have to know whether your target audience is on LinkedIn.”
LinkedIn, a professional networking platform, was launched in 2003. It has 590 million members in 200 countries. Users create profiles and then reach out to other users to connect online and possibly take the business relationship into the “real” world. Such relationships can lead to direct sales, referral partners, strategic alliances and, if you’re on the job hunt, interviews.
At the Temple Sholom event, Porter outlined five steps that would help users get the most out of the social media platform.
Have an authentic profile. Having a well-done, completed profile allows a user to be seen as an authority. As well, Porter pointed out, if you have a strong LinkedIn profile, it will come up high on Google search results. Be sure to include a good photo. People are 14 times more likely to look at profiles that have a photo.
Create an optimized headline. This is the first line people see when they are searching. The headline should include a benefit positioning statement – what you do and what the result is. For example, Porter’s headline says, “LinkedIn trainer, relationship marketing specialist, networking coach, increasing qualified leads online & nurturing them into sales offline.”
“Most people just say ‘my job at my company,’ which focuses on the company rather than the person,” Porter explained. “Usually people search for the type of job that you do, so putting your company name in is wasting space. So rather than say, ‘Mortgage broker at …,’ say ‘Mortgage broker with specialty in.…”
Be visible. Having a profile is not enough, said Porter. Users need to be active by writing and sharing new content, and commenting on other members’ posts. “The more you engage with other people, the more people will want to connect with you,” she said.
Be personal. When reaching out to connect with other members, customize the connection request. Put in a sentence explaining why you are reaching out to this person.
Make new connections. Porter recommends that users connect with five new people daily.
When asked if it’s worth it to buy a premium account on LinkedIn, Porter suggested starting with a free account because there are enough people you can connect to without the upgrade. However, if you really need to connect directly with certain C-suite employees or you feel a need to follow up on everyone who has looked at your profile, a premium account would make that easier. A third level – Sales Navigator – is particularly useful for those whose focus is selling products or services.
You can try the paid versions on a 30-day free trial, but Porter cautioned that, if you’re not interested in continuing, cancel the trial early. After 30 days, you get a bill for a year, not a month, she said.
Karalee Greer, an independent market partner with Monat Global, attended the event because she wants to be more active on LinkedIn. “Having a more complete and updated professional profile will help people find me on the site,” she said. “Also, by being regularly active and connecting with my target market potential, Linkedin will help me find people more suited for me to build relationships with. I feel my time will be better spent on this platform.”
Mortgage planner Deborah Burnstein said she attended the event not just for the guest speaker but for the networking opportunities. She was already familiar with LinkedIn before attending the event. “Now it’s about finding content to post,” she said.
Baila Lazarus is a Vancouver-based writer and principal media strategist at bailalazarus.com.
Born 79 years ago, in New York, to Frieda and Frank Lifshitz, immigrants from Belarus, Ralph Lifshitz, better known as Ralph Lauren, has become a universal household name.
The youngest of four siblings clothed in hand-me-downs, the fashion legend never imagined becoming a designer – he did, however, yearn to be the next Joe di Maggio or Cary Grant. His favourite pastimes were sports, listening to the radio, watching TV and movies. And it is from these influences that his dream to design clothing came.
At 16, Lifshitz switched to the name Lauren after experiencing years of ridicule. At the same time, he embraced and embellished his own sense of style, buying oversized and rugged clothing from the army surplus store because he liked how they made him feel, and had an aspect of originality. His preference for military-style clothing predated his draft to the American army, in which he served two years. It was in the army that his respect for the uniform further developed and he incorporated the style into many of his subsequent designs.
In the years that followed, Lauren began working by day for a buying company while studying at night. It was during this period that he had the idea of making ties from scraps, and making and selling his unconventional ties turned into a profitable side business.
While working for men’s fashion house Brooks Brothers, Lauren tried to get them to sell his ties, but to no avail. Moving on to work for tie manufacturer Beau Brummell, an upscale men’s brand, Lauren’s potential started to be realized, as he acquired a “drawer” in their showroom of the Empire State Building to sell his flamboyant ties. In 1967, Lauren started the label Polo, the name reflecting his love of sports, and his creations’ international and sophisticated vibe. Lauren sewed on each label, together with his new bride, Ricky. He also made all the deliveries himself, to the likes of Neiman Marcus and Bloomingdales. During the first year, Polo made $500,000. The young Jewish boy from the Bronx’s design career was on its way.
By 1968, Lauren was making his own suits, which were, once again, offbeat; not what his colleagues were wearing. Lauren believes that fashion is all about playfulness, expressing one’s individuality and not conforming to one look. He has held this belief through his many years in the industry, and it has no doubt provided the foundation of what he has built into a multibillion-dollar empire.
Maartje Verhoef walking the Ralph Lauren spring-summer 2015 fashion show. (photo by Christopher Macsurak)
Lauren’s classic innovations include making women feel that wearing a tuxedo was sexier than a gown; turning tailored men’s shirts unisex; and transforming American folk art (patchwork) into fashionable sweaters, coats and dresses, borrowing from cowboys’ attire the rich colour of turquoise, fringed jackets and boots.
Lauren’s talents did not end at the design table. He used the platform of advertising unconventionally, working with real people, not models, in ads that covered multiple pages to tell a story through his clothing’s many different looks and fabrics. This creative approach was developed in part with photographer Bruce Weber.
Lauren has outfitted Wimbledon players, won the Coty Award for both women and men’s wear, opened the first freestanding store in Europe by an American designer, and established a home collection. Other highlights include being the costume designer for Woody Allen and Diane Keaton in the Oscar-winning movie Annie Hall, and creating a men’s and women’s fragrance in 1978 that is still emblematic. Upon receiving a lifetime achievement award in 1992, presented to him by actor Audrey Hepburn, he said, “I don’t design clothes, I design dreams.”
Ricky, Lauren’s wife of more than five decades, is one of his muses. Her elegant and natural style has been a continuous inspiration for him and it is her sense of self that he tried to emulate in his clothing designs. Together, the couple built the Ralph Lauren brand not only as a fashion domain but as a family business, operated with their two sons and daughter.
In addition to his material and creative successes are Lauren’s contributions to philanthropic causes. Among them, Lauren and cancer surgeon Dr. Harold P. Freeman founded the Ralph Lauren Centre for Cancer Care in Harlem, N.Y., in 2000, with the resources of the Polo Ralph Lauren Foundation and the Memorial Sloan Kettering Cancer Centre. The residence, care and support facility’s mission is “to fight health disparities in the community … [and] become a beacon for quality, dignity and accessibility in cancer care.”
Ariella Stein is a mother, wife and fashion maven. A Vancouverite, she has lived in both Turkey and Israel for the past 25 years.
Millie Krause, who runs Elman’s, with receptionist Bonita Bouchard. (photo from Elman’s)
They started making horseradish 80 years ago and haven’t stopped. Elman’s Food Products is still making horseradish in small batches and, over the years, they have added new pickled products to the mix.
Today, Elman’s is run by Millie Krause, widow of the founder’s son, Manny Finkleman, who passed away in 2004. The company is gradually increasing its reach west from Winnipeg, led by Millie Krause’s daughter, Payton.
Six years ago, Payton Krause moved to Vancouver to be closer to friends and expand the family business, in which she first started working in the late 1980s. By then, the family had moved the company out of the garage and into its current-day location on Jarvis Avenue in Winnipeg’s North End.
“At that time, Payton, my daughter, was working here,” Millie Krause told the Independent. “And that was good, because she could keep an eye on things while I was running back and forth to hospitals, and taking Manny back and forth to this and that.”
In 2004, Manny Krause passed away. Since then, the brunt of the management has been in his wife’s hands.
“It was a really big learning curve for me, because my background was in sales. It took awhile,” she said. “Everybody wanted the same deals that Manny used to give and they didn’t really know who I was … but we survived.
“I always say that, if you don’t know something, find out. Just ask. If we look a little stupid or something down the road, who cares? Just get it done. That’s really the attitude we took it with. Now, what Manny said to me before he passed away … was that I should run it [Elman’s] for a couple of years, with Payton’s and everyone’s help … and then, sell it. So, 15 years later, I’m still here. The thing is, back then, when Manny was running the business, he ran it, if I might say, by the seat of his pants. He dealt with every problem that came up at the time, but he didn’t really remember what he did the next time, so it was like constant chaos.”
She and her daughter have tried “to reformulate the company and brand it – brand it into something that maybe wasn’t there at the time,” she said.
They position their products in the specialty food section, staying away from big retailers like Walmart and Giant Tiger. They sell the product by promoting the story behind it – making sure people know they’re a small, local family business with a long history in the city.
“I think we’ve succeeded in doing that,” said Krause, saying the process has “been a little slow.”
“Before Manny passed away,” she explained, “we were shipping from Winnipeg to Thunder Bay, and then west, but in very small ways. Then, Payton wanted to move out there, as apparently she needs mountains and water around her, and she wanted to open it up further. Actually, she’s done that.”
Expansion means winning over new clients, and that is exactly what her daughter is achieving in Vancouver.
“In fact, Payton had to pass a taste test,” said Krause. “Some of the wannabe customers she went to call on cut up 10 slices of pickles and said, ‘OK, now, which one is yours?’ And, I think she thought, ‘Sheesh! What if I get this wrong?’ But, she got it right.”
One breakthrough is that Elman’s pickles are included in all B.C. Ferries’ burgers. “They put the pickle on the top of the bun,” said Krause.
As another example, she said Elman’s are also used by Fairmont Hotels in Vancouver.
“The goal is to obviously get more business,” she said. “Up until this point, we didn’t have a lot of boots on the ground. We don’t have salespeople. The only ‘salespeople’ we have is Payton in the Vancouver area, but she has managed to do quite well. That is her goal – to get as much business as we can. It will hopefully get to a point that we can get enough business to be busy continually.”
Krause is hoping to get in with another large food service restaurant, which would allow Elman’s not only to be busier but to have the working capital to keep operations going. According to its website, the company currently has about 10 regular staff and casual employees.
Elman’s products carry a kosher certification from OU Kosher. For more information, visit elmans.ca.
Elliot Kimelman’s C-Spray is available online at amazon.ca. (photo from Elliot Kimelman)
Going for a swim is something many people enjoy. But, many times, even if you shower right after, you can still smell the chlorine. If only there was a way to prevent that. Now, thanks to Winnipegger Elliot Kimelman, there is.
Kimelman attended Gray Academy of Jewish Education for elementary and high school. He took to swimming as a child and kept it up, eventually becoming a swimming instructor in Grade 10.
“I was really enjoying my job, but that’s how the idea for C-Spray started – because my skin started getting really irritated by the pool water,” he explained. “I have quite sensitive skin, so it bothered me a lot. I knew I had to be in the pool for work, but, at the same time, I could literally feel the damaging effects on my skin, which I didn’t like.”
He tried various products, but didn’t find them very effective. So, he researched the topic more deeply and found that certain combinations of minerals and vitamins have the potential of eliminating chlorine molecules. And, with help from some friends who were studying chemistry at the University of Manitoba, he developed a chlorine-eliminating body spray.
“Basically, I found that Vitamin C is one of the active ingredients in a solution I created that eliminates chlorine on skin, hair, swimsuits, or anything,” said Kimelman. “I felt that this was cool and very interesting.
“I started creating the solution, just for myself, and I used it and loved it … and didn’t think much of it. Then, I was discussing it with my coworkers and friends, and they all said, ‘Elliot, you have a really interesting product there. Why don’t you try bringing it to market?’ So, I thought to myself, ‘That sounds great. But, how do I do that?’”
He was in high school at the time.
In Grade 12, Kimelman enrolled in an entrepreneurial program for students, called Junior Achievement. When his group was looking for an idea for a product or a service to create in a four- to five-month period, Kimelman pitched the idea of C-Spray and the group liked it.
“They all thought it was quite unusual,” he said. “They didn’t really understand it. I don’t think I understood it at that point. But, they didn’t have any other interesting ideas, so we thought, ‘Why not?’ That’s when C-Spray was born.
“I was the president of that entrepreneurial group. And so, we met every week for five months. We created this product – the beta version, the testing, the prototype – and we brought it to market, in the sense that there were a few trade fairs that were organized for us that we sold the product at … which was all very exciting.”
Then, Kimelman found his first client – the owner of Swimming Matters, a swimwear accessory outlet in Winnipeg. They were interested in the product and agreed to carry it on a trial basis.
But, being part of a short-term program, C-Spray was shelved when Kimelman’s Junior Achievement stint ended. He went off to business school but soon decided to re-launch C-Spray, which he did this past summer.
“At that point, I’d studied business for almost two years,” he said, “so I had a better sense of what accounting was, what marketing was, how operations worked, etc. And, I felt I might as well try to start this business up again when I come home for the summer…. I arrived back in May and I put the pedal to the metal, and basically started C-Spray again. I started Winnipeg production, getting all the pieces moving. Then, of course, the most difficult part – getting the sales. I started talking to everyone I knew, every store I could think of – a store for luxury swimwear, cheap swimwear, anything related to aquatics whatsoever.”
Kimelman has been getting feedback from a wide range of customers, from high-end swimwear retailers who are worried about chlorine on their swimwear, to people who swim all the time and are worried about the chlorine’s effect on their skin and hair.
C-Spray has been on sale via amazon.ca, as well as at 10 other retail outlets in Winnipeg and Toronto. The product comes in two spray bottle sizes, 240 millilitres, which should be good for about 160 uses, and half that size.
“How it works is, after you swim, whether in a chlorinated pool or hot tub, you get out, hop in the shower and rinse off whatever pool water you have on you,” said Kimelman. “Then, you spray an ample amount of C-Spray all over your body and hair – anywhere you’d like to eliminate chlorine…. It doesn’t actually turn soapy … there aren’t any additives in it whatsoever. You spread it around your body and hair, and then shower as usual. You can use whatever products you’d like. At the end of the process, you’ve completely eliminated chlorine, which soap alone doesn’t do.”
Kimelman said that, even in saltwater pools, high levels of chlorine are used, so you should follow the same process.
While other products on the market claim to eliminate chlorine, Kimelman has found that they mostly just mask the smell.
C-Spray differentiates itself in a few ways. First, it is made with a combination of vitamins, minerals and stabilizing salts. “There are no additives, parabens (preservatives), perfumes, colours or sulfates,” said Kimelman. “It’s a completely natural, raw formula, which a lot of customers like.”
Second, he said, “When you do chemical tests to other products specifically marketed as being chlorine-eliminating shampoo and body wash … in beakers, you see the concentration of chlorine via these DPD tablets…. C-Spray eliminates the chlorine instantly, but these other products either don’t or they only mask the smell of chlorine, but it still exists. So, C-Spray is more effective than most sprays on the market.”
The only reason you will not find C-Spray in retail stores in other places in Canada, including Vancouver, is because Kimelman has not yet had time to spread the word.
“I’m happy to work with any retailer, to give some samples or give an introduction remotely,” said Kimelman. “My plan is now to primarily focus on maintenance and building the company slowly and organically while I finish school.”
Israel’s IVC Research Centre concludes that, with each passing year, some 16% more companies have at least one Chinese investor. (photo by Dave Gordon)
With headlines proclaiming the largest trade war in history, the United States and China began dueling tariffs July 6, and the ongoing row threatens hundreds of billions of dollars of product distribution. But, while China has locked horns with our neighbours to the south, it is partnering more and more with Israel.
According to Thomson Reuters data, Chinese investment in Israeli corporations tripled in the past few years to $16 billion, with about $600 million directed specifically to startups. Israel’s IVC Research Centre concludes that, with each passing year, some 16% more companies have at least one Chinese investor. The Jerusalem Post has stated that it will be no time before China surpasses the United States as Israel’s main foreign investor.
The Chinese “are leveraging Israeli tech to fuel their economy. Israel is held in high esteem as a hub of innovation,” said Hagai Tal, chief executive officer at Tel Aviv-based Taptica, an Israeli mobile advertisement company. “Many Israeli companies also see important opportunities in the East, and the meeting point of these two approaches is what produces such successful business partnerships.”
Israeli Shimi Azar, who runs mobile advertising Spotad’s Asia-Pacific operations, said he has seen “China becoming an innovation power in only a few years.”
China has 232 of the world’s 2,000 largest companies, up from 43 in 2003, according to Forbes magazine. Of the top 20 technology giants, China has nine, including Alibaba, Tencent, Ant Financial, Baidu and Didi. (The United States has 11.) C-Trip International is larger than Expedia, and China produces more online sales than anywhere else, says Market Watch.
“Big cities like Shanghai or Shenzhen already feel quite Western in almost every respect so, culturally, we are becoming closer every year,” said Azar. “The younger generation is eager to learn English and travel the world, so I’m convinced that any significant cultural differences to speak of will soon be a thing of the past.”
Ronen Mense is vice-president of Asia for AppFlyer, a mobile marketing analytics and attribution platform, which went to market with an Asia-first model. “In today’s digital and mobile-first world,” he said, “the Chinese mobile market is like no other. The numbers are staggering: about 800 million mobile users, nearly 500 million users making payments with their phones, nearly $2 billion quarterly revenue in the Chinese iOS App Store – more than any other country in the world.”
Lee Branstetter, professor of economics and public policy at Carnegie Mellon University’s Heinz College, said Israel is “doing truly world-class research” in microchips, security and machinery. Adding to the reasons why China and Israel are collaborating more is the political clampdown sweeping through the United States; notably, concerns over security, trade, foreign debt and foreign corporate control.
The bilateral cooperation was echoed at the political level when Chinese President Xi Jinping and Israeli Prime Minister Binyamin Netanyahu signed a memorandum in 2015, agreeing to partner in the technology sector.
For the past four years, the China-Israel Innovation Summit has taken place with the support of their respective countries’ governments. In the past two years, two Israeli companies entered the Chinese stock exchange for the first time: Alma Lasers (bought out by XIO Group in 2013) and Sisram Medical, in part owned by China’s Fosun Pharmaceutical. Major acquisitions are now legion.
In 2016, a Chinese consortium, led by Giant Network Group, paid $4.4 billion to acquire Playtika, an Israeli video game company. A year prior, China’s XIO Group ponied up $510 million for medical device firm Lumenis.
Last year, Kuang-Chi Group – whose stated aim is to “invest in and collaborate with innovative technology projects worldwide” – announced it was looking to base its headquarters in Tel Aviv. Its chairman, Dr. Ruopeng Liu, told Forbes that it all had to do with Israel’s “global reputation for innovation,” coupled with China’s strength in the global market.
Forbes also has reported that Ogawa, a healthcare leader in China, is earmarking $10 million for wellness technology investments in Israel.
Peggy Mizrahi, a Chinese citizen who now lives in Israel, sees two nations who have a similar view of the world. Mizrahi is vice-president of Indigo Global, an Israeli boutique investment advisory firm, with activities and operations in Africa, Asia and the Middle East. She said the “Chinese are [known for] long-term planning, conservative and hierarchical, unlike the commonly recognized Israeli mindset as fast, innovative, impatient, flexible and [with a] lack of respect for authority. However, paradoxically, both countries share something deeper than that: the refugee mindset – a people suffered for decades in wars, exiles, and Holocaust, massacres; struggled for independence and peace; respect of culture, history and the power of knowledge; and, most importantly, both Israelis and Chinese believe that economic progress and technological advancement will ultimately bring peace and prosperity to the world.”
David Maman, chief executive officer and co-founder of Binah.ai, recently sold one of his companies, HexaTier, to Chinese conglomerate Huawei. According to Maman, it’s not unusual for scores of delegations each month to visit Israel from the biggest corporations in China – including Fosun, Huawei, Alibaba, Tencent and Baidu – to explore investments and other ventures with Israeli startups.
Just as sure as tech can be used for the good, one expert had concerns about increasing collaboration.
Branstetter, who served as the senior economist for international trade and investment for the U.S. President’s Council of Economic Advisers, added there must be care ensuring technology isn’t misused.
“If an American pilot were ever shot down by a Chinese missile powered by Israeli technology, it would be a real problem for the Israeli government.”
Dave Gordonis a Toronto-based freelance writer whose work has appeared in more than 100 publications around the world.
