un média inévitable un média inévitable

Épisode: plus
d'une centaine
de campagnes
de financement
2
6
4
Milgram
s’installe au
645 Wellington
Fondation
David Suzuki
ouvre ses
portes à Toronto
HIVER 2011
Le magazine des locataires du Fonds de placement immobilier Allied Properties
QUÉBEC
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16
MONTRÉAL
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TORONTO
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WINNIPEG
•
KITCHENER
UN MÉDIA INÉVITABLE
Nouvel arrivé UB Média élargit son réseau
d’affichage intérieur
•
CALGARY
MONTRÉAL
CONVERTING WEB TRAFFIC INTO ACTION
Montreal’s Agendize adds functionality to web sites with click-to-action buttons
that make calls, appointments for consumers to connect directly with companies.
BLVD ST. LAURENT, MONTREAL / - Back in 2003, Alexandre
Rambaud was reading something online and manually entering
information into his calendar when he realized there could be an
easier way for users to save and share information from Web sites.
What if instead of writing information on an easily lost Post-it note,
users could just click on a button that would send information
by SMS, or automatically save it to their calendar, or address book?
Maybe even allow them to contact a business directly.
That’s the thought that spawned Agendize, a simple “click-toaction” tool any advertiser can add to a Web site to turn traffic into
online and offline conversations.
It’s a matter of conversion, explains Rambaud, a serial innovator
who held senior positions in information technology for more than
20 years. Prior to founding Agendize in 2009, with Christophe
Berge, Cédric Peyruqueou and Freddy Mini, he was executive vice
president for international operations at Mediapps, a leading
European software and portal vendor in his native France.
“You can have millions of visitors on your web site but how do
you convert that visit into a transaction,” he says, eyes lit with
excitement as he details the mechanism he believes will add new relevance to the web, which in some ways has taken a back seat to the
excitement surrounding social media.
If you search online for somewhere to eat, for example, a restaurant’s site may invite you to click to make a reservation, click to call
(where users enter a phone number and a server calls the restaurant
that then connects them to your ringing phone) and even click to
share, allowing you to send information about the restaurant to
your Twitter or Facebook accounts.
In an industry that is careful to track its numbers, Rambaud
can see that two to 10 percent of visitors on a Web site using his
technology take an action.
“Web banners for example get two percent of users just moving a
mouse over them. Whereas we are getting people to actually click
on an action and push the interaction to another level,” says
Rambaud.
Agendize now has over 20 click-to-action buttons to convert
clicks into real actions. Its white-label, self-serve platform enables
online advertisers, interactive agencies and publishers to customize
and deploy any click-to-action button by simply pasting a short
line of code into any Web site, banner ad, video player, newsletter,
email, social or business profile page. And Agendize’s platform
provides fully detailed reporting on all actions taken.
Since its 2009 start, with Rambaud setting up shop on Blvd St.
Laurent in the Balfour building where his studio space accommodates
nine people, the Agendize platform has provided click-to-action
buttons to 2 million businesses in 25 countries.
Agendize.com
alliedpropertiesreit.com • 2
Agendize permet une nouvelle
fonctionnalité aux sites Web
En 2003, alors qu’il entrait manuellement dans son calendrier
des informations tout juste lues sur Internet, Alexandre
Rambaud réalisa l’attrait que pourrait avoir un système
qui faciliterait la sauvegarde ou le partage d’informations
glanées sur Internet. Et si, au lieu d’écrire sur un Post-It
qu’on risque de perdre, on pouvait simplement appuyer sur
un bouton pour envoyer des informations par SMS ou les
sauvegarder automatiquement dans son calendrier ou son
carnet d’adresses? Ou même contacter une entreprise
directement?
C’est l’idée qui a fait naître Agendize, un simple outil que
tout annonceur peut ajouter à un site Web pour que tous
ceux qui se rendent sur le site puissent directement exécuter
les tâches qui les intéressent tels appel téléphonique,
rendez-vous ou transfert de données au dossier personnel.
C’est simplement de la conversion, explique Alexandre
Rambaud, un innovateur-né qui a occupé différents postes
à responsabilité dans le secteur des technologies de
l’information pendant plus de 20 ans.
« Vous pouvez recevoir des millions de visites sur
votre site mais comment les convertir en transaction? »
demande-t-il.
Si vous cherchez un restaurant sur Internet par exemple,
le site du restaurant peut vous inviter à cliquer pour faire une
réservation, pour envoyer des informations sur le restaurant
à vos comptes Twitter ou Facebook, ou même pour passer
un appel téléphonique : vous entrez un numéro de téléphone,
un serveur appelle le restaurant qui ensuite se connecte
directement à votre téléphone puis déclenche la sonnerie.
The specialized world of interactive marketing management is where
theory meets practice. And where you need to keep sight of CLEARGOALS.
By Micayla Jacobs
DELIVERY-FOCUSED EXPERTISE Using
leading products from the Unica/IBM
Enterprise Suite, as well as Marketing
Datamarts, ClearGoals maintains a
delivery-focused approach combined
with expertise these two principals have
acquired from their 15-year history of
working in IT consulting.
The firm found its start when
Stephenson moved to San Francisco in
1999 and eventually joined Unica, a
worldwide leader in marketing software.
In 2007, Farinaccio and Stephenson
formed ClearGoals, which is now a partner
of Unica, and have offices Montreal and
San Francisco.
The marketing software develops
answers to specific marketing needs such
as campaign management. From working
at the planning process and finding
the right people, to tracking that process
Domenico Farinaccio uses videoconferencing in his Montreal office to stay in frequent
and seeing if sales increased due to the
communication with his business partner Benoît Stephenson in San Francisco.
marketing implementation, this is a very
targeted process.
BLVD ST. LAURENT, MONTREAL / - Every organization
And while generally companies will purchase this software
seeks to understand and meet the needs of its customers.
from Unica, if they want a custom implementation, they turn
And marketing, explains Domenico Farinaccio, is the
to ClearGoals, which specializes in being able to properly
science of finding what a client needs and then satisfying
identify customer needs, and implement and control projects
the shortfall between need and fulfillment.
from start to finish.
Sounds simple enough, but doing it on budget, on
INTERNATIONAL CLIENTS Despite the distances between
time and in scope is the hard part, and that’s the shortfall
offices in Montreal and San Francisco, Farinaccio and
Farinaccio and his long-time friend and business partner
Stephenson are confident working across time zones and
Benoît Stephenson sought to address when they formed
with companies in different parts of the world. Among
ClearGoals in 2007.
some of the organizations they have helped, you’ll find
Specializing in the implementation of interactive,
Southwest Airlines, Bell Canada, El Salvador’s TACA
on-demand and integrated marketing management
Airlines and AXA Insurance Canada. With only a couple
solutions, the firm essentially applies marketing science
of organizations in Canada committed to doing the same
to its clients’ projects.
sort of work, there is room for growth nationally, but
On the interactive marketing management side, for
ClearGoals has its sights set much more broadly.
example, it helps organizations collect and leverage customer
If there is one piece of advice Farinaccio and Stephenson
information (e.g., what the customer has purchased and what
could offer in terms of marketing it would be to focus
are their preferences) so that they can better understand their
on the end goal. They’ve found that companies tend to
customers and determine the best offer through the various
get caught up in the technical aspects too early. “They
marketing channels whether it’s direct mail, SMS, email or
should just focus on what it is exactly that they want to
a phone call.
accomplish,” says Farinaccio with a smile, “and then let
From a consulting perspective, ClearGoals also assists
ClearGoals worry about the technical details.”
marketing organizations in the management and implemencleargoals.com
tation of enterprise marketing management infrastructure,
as well as interactive marketing solutions.
3 • WINTER 2011
MONTRÉAL
APPLIED MARKETING
Part art and part science,
understanding why and
how people give has made
Montreal’s Épisode one of the
most sought-after, third-party
fundraisers in the province.
THE BUSINESS OF GIVING
By Yvan Marston
BLVD ST. LAURENT, MONTREAL / - Every year,
Quebecois donate about four billion dollars to charity and
it is Daniel Asselin’s job to figure out where it all goes. No,
he has nothing to do with Revenue Canada, rather, the
energetic 52-year-old is part of a small cadre of consultancies
specializing in the business of fundraising.
His company, Episode, is one of three such enterprises
in Quebec and functions much like a communications or
lobbying firm, working for large fundraisers such as universities
and hospitals to create connections with corporations,
foundations, government agencies, small businesses and
even individual donors.
Its solid reputation as a key fundraising partner is based on its
ability to gather information and understand the marketplace,
says Asselin, whose degree in physical education led him from
community work with the YMCA to becoming the Arthritis
Society’s chief fundraiser in Quebec before he opened his firm.
BOTH AN ART AND A SCIENCE “Philanthropy is a reflection
of who we are as a culture because the act of giving money
is essentially an emotional act. And that’s important to understand,” he says, explaining that this is what makes fundraising
both an art and a science.
Much of his work is based on gathering market intelligence,
understanding where the money is going and planning
fundraising campaigns.
There are approximately 25,000 organizations competing
for charity dollars in Quebec and about 1,000 are large enough
to engage the services of such a consulting firm.
Studying the marketplace with the help of Leger Marketing,
Episode is well known for its annual report detailing trends in
charitable giving. And with 30 years in the business, Asselin
has observed the way people give money changes about every
five years.
Currently, what is most popular, he says, are challengeoriented programs, where participants push personal limits,
like climbing Kilimanjaro or running a marathon, in exchange
for donations.
alliedpropertiesreit.com • 4
“But that’s the 30- to 35-year-old demographic that is driving
that,” he says, explaining that trends are harder to spot now
because within each demographic are very different tendencies.
KNOWING THE MARKET Often, Episode clients will already
have in-house fundraising departments, but the firm’s job is to
help develop strategies that are in keeping with current trends
and that resonate with their target market. And while in-house
departments might know their marketplace, it is Episode’s
job to bring in the broad focus.
The firm runs about 25 major funding campaigns in a year
and its efforts raise approximately $50 million dollars annually.
It all starts with a feasibility study, where Episode’s team,
most of whom have experience in the not-for-profit sector,
examines a given marketplace and tells the client how much
money they should expect to raise, factoring in the current
climate, competition and the demographics of their target
audience. (“Clients tend to overestimate their targets only
about half the time,” says Asselin.)
Next the firm reviews its database of 4,000 profiles to find
the right CEO or VP to head up a board.
“Always get a corporation onboard,” explains Asselin,
“Even if they don’t give a lot of money, being associated with a
corporation adds legitimacy to your cause and provides access
to a VIP network.”
It takes six to ten months to build a network, then almost a
year to set up operations. And it’s only in the last six months
that an initiative starts to collect funds.
“There’s a lot of work that is done before any money can
change hands,” says Asselin, explaining that a typical campaign
will take two years from start to completion.
Now that his network and reputation have been firmly
established in Quebec, Asselin and his team of 22, including
an event management firm Episode recently acquired, are
setting their sights on English Canada.
“We’ve established ourselves here, now if we want to grow,
we need to look at being coast to coast.”
episode.ca
L’alchimie philanthropique : Moitié art,
moitié science, Épisode a conduit avec
succès au Québec plus d’une centaine
de campagnes de financement.
Chaque année, les Québécois donnent environ quatre milliards de dollars aux
œuvres de bienfaisance et c’est à Daniel Asselin que revient la tâche de savoir
quelles organisations caritatives en profitent. Non il ne travaille pas pour
l’Agence du revenu du Canada. Cet homme de 52 ans débordant d’énergie
fait partie d’un petit réseau d’agences de conseil qui se spécialisent dans
les campagnes de financement.
Fondation de l’Hôpital du Sacré-Cœur de Montréal
Campagne 2008-2012 au profit de la construction
du Centre Intégré de traumatologie
Objectif : 10 M$
Résultat : 10 385 931 $
Sa société, Épisode, est une des trois agences du genre à Québec. Elle
fonctionne comme une agence de communication ou de lobbying et tente
de créer des liens entre de grands organismes nécessitant du financement,
comme les universités ou les hôpitaux, et les grandes entreprises, les
fondations, les agences gouvernementales, les petites entreprises et même
les donateurs particuliers.
Épisode doit son excellente réputation dans les campagnes de financement
à sa capacité à rassembler des informations et à comprendre le marché,
explique Daniel Asselin, diplômé en éducation physique passé du poste
d’organisateur communautaire au YMCA à celui de directeur de collecte de
fonds pour la Société d’arthrite division du Québec avant d’ouvrir son agence.
« Notre attitude face à la charité est le reflet de notre culture parce que le
don d’argent est un geste qui fait appel principalement aux émotions. C’est
un point qu’il est important de comprendre », dit-il en expliquant que c’est ce
qui fait des activités de financement à la fois un art et une science.
Fonds de développement du collège Édouard-Montpetit
Campagne 2008-2012
Objectif : 5,3 M$
Résultat : 5 810 000 $
L’agence se consacre à 25 grandes campagnes de financement par an et le
total annuel de ses collectes de fonds se chiffre à quelque 50 millions $. Une
campagne débute toujours par une étude de faisabilité, étape pendant laquelle
l’équipe d’Épisode, dont les membres ont pour la plupart une expérience
dans le secteur à but non lucratif, étudie un marché particulier et explique au
client combien d’argent il peut s’attendre à collecter compte tenu du climat
économique du moment, de la concurrence et des données démographiques du
public cible. (« Les clients surestiment leur cible dans 50 % des cas seulement »,
explique Daniel Asselin)
L’étape suivante consiste à passer au crible la banque de données qui
compte quelque 4 000 profils pour trouver le PDG ou le vice-président adéquat
pour diriger le conseil d’administration.
« La participation d’une grande entreprise est indispensable même si elle
donne peu d’argent », affirme Daniel Asselin, « car le fait d’être associée à
une grande entreprise donne une légitimité à la cause et ouvre l’accès à un
réseau VIP. »
Défi Cardio 25 heures
Événement organisé par Énergie Cardio au profit du
Fonds Josée Lavigueur et d’Opération Enfant-Soleil
Mai 2010 – 1ère édition
Résultat : plus de 340 000 $
Il faut de six à dix mois pour mettre sur pied un réseau et ensuite près
d’une année pour organiser l’opération. Et c’est seulement pendant les six
derniers mois qu’une campagne commence à amasser des fonds. « Il y a
beaucoup à faire avant que les dons affluent », affirme Daniel Asselin en
expliquant qu’une campagne s’étale généralement sur deux années.
Maintenant que son réseau et sa réputation sont fermement établis au
Québec, Daniel Asselin et les 22 personnes de son équipe, qui comprend
l’agence de gestion d’événements récemment acquise par Épisode, ont des
vues sur le Canada anglophone.
« Nous sommes bien établis ici donc si nous voulons nous agrandir nous
devons élargir notre présence à l’ensemble du Canada. »
5 • WINTER 2011
MONTRÉAL
Quelques campagnes Épisode:
NATURALSCIENCE
Focused on the science behind environmental issues, the David Suzuki
Foundation’s new Toronto office assesses the city’s ‘natural capital.’
By Yvan Marston
David Suzuki Foundation team members (l-r) Jode Roberts, Kathrin Majic and Amy Hu use Cisco System’s TelePresence, a donated videoconferencing
system, to reduce the carbon footprint of travel between the national organization’s offices.
QUEEN ST. WEST, TORONTO / In 1989, David Suzuki aired a radio
series that took a hard look at what
the earth might be like in 50 years.
It’s a Matter of Survival prompted
more than 17,000 letters from
listeners all asking to know how to
avert this environmental catastrophe.
Science Director,
The following year, the David
Faisal Moola
Suzuki Foundation was formed, and
in the last 20 years it has grown to become a well-recognized
solutions-based organization with more than 60 employees
and offices in Vancouver, Ottawa, Montreal and most
recently Toronto.
At its start, projects tended to be international as the
dollars could go further trying to protect indigenous
people’s habitats in Brazil and Columbia, but now the
focus is on fisheries, forestry and sustainability in Canada
as well as health issues and protecting species at risk.
CREATING CREDIBILITY Suzuki leveraged his skills as a
scientist and his reputation as a broadcaster to create this
alliedpropertiesreit.com • 6
foundation with Dr. Tara Cullis that would provide solid,
science-based research to balance groups doing straight
public advocacy and activism.
“Over the past two decades the David Suzuki Foundation
has become one of Canada’s most trusted and respected
environmental organizations,” says Jode Roberts, spokesperson for the foundation’s Toronto office, just north of
Queen West on John Street.
The foundation had always had some presence in
Toronto, mainly working out of the Centre for Social
Innovation on Spadina Ave., but wanted to bring a renewed
focus to its work in Canada’s largest city. To that end, Faisal
Moola, the foundation’s science director, has taken the
helm here and the first order of business will be to examine
the city’s ‘natural capital.’
“Similar to the idea of financial capital, natural capital
is where you place an economic value on the benefits we
derive from nature,” says Roberts, explaining that the city’s
tree canopy, for example, creates a cooling effect that can
be measured by the amount of energy saved in using less
air conditioning.
STAGGERING ECOLOGICAL BENEFITS In a study released this fall,
the foundation conservatively estimated that the natural capital
in B.C.’s Lower Mainland (valuing farmland and green space)
provides a staggering $5.4 billion a year, or $2,462 per person,
in ecological benefits such as climate regulation, flood protection,
water regulation, waste treatment and pollination.
While not a new concept (in the early 1990s New York City
chose to invest in protecting its watershed rather than build new
infrastructure to filter its water. In doing so, the city has saved
billions of dollars), it lacks exposure and the Toronto office will
be looking to inject itself into discussions about how the GTA
can accommodate its growing population without sacrificing the
region’s remaining farms, fields and forests.
RECONNECTING WITH NATURE The second part of the foundation’s work here involves the softer side of environmentalism,
that is, reconnecting urban populations with nature in their
neighbourhoods and communities. Photo contests asking people
to depict their idea of nature in the city is one such campaign,
as is the foundation’s efforts towards making Scarborough’s Rouge
River Valley into a National Park.
All the while, Suzuki helps to maintain the foundation’s profile
with a documentary on his life and work, Force of Nature, in
theatres and a book, based on the experiences in the film, due
out this winter.
And then of course, there is the Web site. Designed as a resource
for anyone looking to lower their environmental impact, the foundation offers a number of ongoing tips, blogs and free toolkits.
La Fondation Suzuki s’installe pour
de bon à Toronto et s’intéresse
au « capital naturel » de la ville.
David Suzuki a mis à profit sa formation de scientifique
et sa réputation de journaliste de radio pour créer, avec
le Dr Tara Cullis, sa célèbre fondation dont l’objectif est
de fournir des recherches rigoureusement scientifiques
dans le domaine de l’environnement, une approche
complémentaire à celle des associations purement
engagées dans l’activisme auprès du public.
« Dans les enquêtes d’opinion que nous avons
menées, la Fondation David Suzuki a généralement la
réputation d’être la plus crédible parmi les associations
de protection de l’environnement », explique Jode
Roberts, porte-parole du bureau de Toronto, rue John
juste au nord de la rue Queen Ouest.
La fondation a toujours eu une certaine présence à
Toronto, où elle était principalement installée avenue
Spadina au Centre for Social Innovation. Toutefois,
l’équipe a souhaité faire davantage que des projets
ponctuels et s’impliquer plus activement dans la plus
grande ville du Canada. C’est dans cette optique que
Faisal Moola, directeur scientifique de la fondation,
a pris les rênes de l’équipe torontoise et sa toute
première priorité sera de faire l’inventaire du « capital
naturel » de la ville.
« Le but est de donner une valeur économique aux
profits tirés de la nature », affirme Jode Roberts en
expliquant que, par exemple, les arbres de la ville, grâce
à l’ombre qu’ils créent, ont un effet réfrigérant qui
peut se mesurer directement à la quantité d’énergie
économisée en climatisation.
davidsuzuki.org
CAN YOU REDUCE YOUR OFFICE’S ENVIRONMENTAL FOOTPRINT?
How many people save email attachments in their mailboxes AND file a copy elsewhere on their computer?
All virtual files actually take up physical space on a disk drive, which costs money, consumes energy and
needs maintenance. Instead of running out to buy more disk drives, free up space by cleaning up what you
already have. Other tips incude:
• Unplug cell phone chargers, calculators, TVs and anything else with an LED display until you need them.
As long as they’re lit, they’re using electricity. Plug equipment into power bars and turn those off until
necessary.
• Most computers remain idle for the greater part of the day, so get staff in the habit of turning theirs off
when away from their desks for extended periods of time. Laptop users can change their power savings
settings to turn screens and disks off.
Source: www.davidsuzuki.org/what-you-can-do/green-your-workplace
7 • WINTER 2011
TORONTO
In the last 20 years, the
Foundation has grown to
include more than 60
employees in offices in
Vancouver, Ottawa,
Montreal and now Toronto.
TELL ME. SHOW ME.
LET ME TRY.
alliedpropertiesreit.com • 8
WINNIPEG
“
“Learning hasn’t changed, this is just
technology being applied to help people
connect with the things they need to
know and do in the real world.”
– Brendan Nagle
Winnipeg’s Technologies for Learning Group designs online
learner-directed content for everything from employee orientation
to standards-based certification. By Yvan Marston
EXCHANGE DISTRICT, WINNIPEG / - From his
Arthur Street offices, Brendan Nagle can see the future
of eLearning. Though his company Technologies for
Learning Group (TLG) has worked at the forefront of
eLearning systems since 1998, taking them from glorified
PowerPoint presentations to interactive module-based
teaching, he expects teachers and textbooks to continue
as a complementary part of online learning.
“People learn more quickly when there are multiple
learning systems,” says Nagle, a former college professor
whose entrepreneurial spirit took hold when his notion
of online learning began to diverge from that held by
the traditional education sector.
SERVING THOUSANDS Today, Nagle estimates his 10-person
shop serves hundreds of thousands of learners through its
programs every year as it generates teaching systems for
clients in aerospace, retail, manufacturing, tourism, health
care, gaming and government.
TLG has created hundreds of customized, self-directed
and self-paced learning modules delivered on the Web,
through client Intranets, on CD ROMs, and as print tools.
As designers of custom content, it has produced learning
on a myriad of subject matters using its “Tell Me, Show
Me, Let Me Try” methodology.
But its focus is workplace, corporate-based learning,
explains Nagle seated comfortably in his third-floor office,
where he is dressed tidily in jeans and a blazer, a full grey
chevron moustache covering his upper lip.
MEASURABLE LEARNING “There are learning developments
and attention to content [in corporate-based learning], but it
is also about efficiency and having measurables so that you
can understand the return on your investment,” says Nagle,
explaining that by tracking usage, companies can get a very
real sense of whether a person will be successful, as much in
corporate training as in mission critical situations like the
military (TLG developed software to manage online exams
for naval officers).
Another area of expertise is in the far more customized
world of simulation such as how to build an aircraft engine
with all its 30,000-something parts, or how to perform
emergency room procedures such as defibrillation or chest,
throat and nose intubation where users work on 3-D
human torsos.
“There is a separation between content producers and
learning software developers and we’re one of the few
companies that do both,” explains Nagle.
Always building a learning system from a set of business
goals they have established through close consultation with
a client, Nagle and his team often suggest companies think
big and start small.
“Consider how this project can be a part of a larger
system,” he says, explaining that every system is an opportunity for a company to learn how its employees learn.
CHANGING LIVES Making employees more efficient may
be a goal of an eLearning system, but often it provides
access to life-changing learning opportunities.
One of the company’s projects, English Online, is a
separate not-for-profit organization Nagle started for the
provincial government to help newcomers with their
English language skills.
Most of the users are adults working survival jobs during
the day and spending an hour at night honing the skills
that will help them into more meaningful employment.
“Learning hasn’t changed,” says Nagle. “This is just
technology being applied to help people connect with the
things they need to know and do in the real world.”
Tlg.ca
9 • WINTER 2011
PARKERHOUSE RULES
Calgary dining room serves Eastern seaboard comfort food dressed with Western hos
SIXTH AVE. SW, CALGARY / - Despite its elegant old
world feel and the storied look of its bold Mahogany paneled
walls and rich yellow table cloths, ParkerHouse Bar and
Grill’s 9,000-square-foot dining room has more to do with
the future that it does with the past.
Tucked into the Sixth Ave. SW side of Calgary’s Lougheed
Building, a circa 1912 classical commercial building that was
lovingly restored and reopened in 2008, this two-year-old
steak and seafood house is part of the vanguard of service
businesses that envision growth north of Eighth Ave.
Mixing New England culinary classics like clam chowder
and lobster rolls with Western fare like beef and bison chili
and a selection of steaks from different ranches, ParkerHouse
expects its lunch service to expand considerably once the
nearby 58-storey Bow tower comes online.
LUNCHTIME CROWDS “That’ll bring about 6,000 people
into the area,” estimates Ron Salverda of CA Restaurants,
alliedpropertiesreit.com • 10
which owns and operates ParkerHouse as well as TRIB
steakhouse and Murrietta’s, two other establishments a few
blocks to the south on Eighth Ave.
“But people wouldn’t necessarily walk from [First and
Sixth] down to Eighth Ave, so we wanted to find a location
in this area,” he says, explaining that crowds from Bow
Valley Square and the Suncor Centre currently fill the
dining room at lunch hour.
But with 220 seats, including a 40-seat mezzanine and a
50-seat private function room, they are expecting the midday
dining to simply last a little longer (currently they serve
120 to 200 lunches daily).
GAS FIREPLACES AND CHERRYWOOD FLOORS A mid-priced
option for both lunch and dinner, ParkerHouse brings Bostonstyle comfort food to the downtown east office population.
With pasta, pizza and sandwich options in the mid-teens and
a hormone-and-antibiotic-free 12-ounce rib eye topping out
CALGARY
spitality (and steaks). By Yvan Marston
the dinner menu at $43, it’s easy to see why the place has
grown so popular, so quickly.
Indeed, its leather chairs, gas fireplaces and cherrywood
floors make it look like an expense-account-only boys club,
but the open layout and lively atmosphere make it an
inviting place for an after-work rendezvous.
Salverda says the location itself contributed to the notion
of opening a restaurant with an East coast feel.
“This building looks like it belongs in Boston so we
started looking at Boston and the food they served there,”
he explains.
REVIVING FORGOTTEN RECIPES During his research, he
came across the Parker House roll, a dinner roll invented in
Boston’s Parker House Hotel. He and his team, now led by
chef Chris Grafton, sought “forgotten food” recipes with
roots in the Boston school of cooking that mixed traditional
French techniques with American cuisine to come up
with creations like a Sloppy Joe made with beef ragoût.
Steak, of course, has a place on the menu, not once but
twice. Diners have a choice between three cuts from two
ranches, one a Reserve Angus aged 28 days (only the top
8% of all Canadian Angus beef receives this grade), and
the other from Spring Creek Ranch, which produces a
completely natural beef, free of hormones and antibiotics.
Lately, ParkerHouse has been keeping its bartenders busy
in the lounge area shucking fresh Glacier Bay oysters flown
in from Caraquet, New Brunswick every Thursday.
Indeed, as much as it draws on the traditions of the past,
ParkerHouse’s position as a mid-priced dinner option
that hosts a full-house at lunchtime leaves it poised to take
advantage of the neighbourhood’s future.
Parkerhouse.ca
11 • WINTER 2011
Photo: Dawn Kish
Photo: Brian Huntington
Outfitter Patagonia Opens First Canadian
Store on King Street West
Photo: Tim Davis
Interior of Patagonia’s first flagship retail store, Great Pacific Iron Works, in Ventura California.
alliedpropertiesreit.com • 12
Outdoor retailer’s 28th location
aligns with emphasis on preservation
and sustainable development
KING WEST CENTRAL, TORONTO / - The city’s outdoor
retail landscape is undergoing some change as Patagonia, a Ventura,
California-based clothing manufacturer and lifestyle outfitter
once named ’The Coolest Company on the Planet’ by Fortune
Magazine, opened its first Canadian store in December at 500 King
Street West in premises formerly occupied by Mini Downtown.
“We selected Toronto for our first Canadian store because of the
large community of outdoor enthusiasts, their passion for outdoor
sports and the environmental consciousness of area residents,”
said Patagonia’s vice president of Global Retail, Robert Cohen, in
a release. “We’re looking forward to introducing Torontonians to
the Patagonia brand through this bricks-and-mortar presence.”
Each Patagonia store has its own grant budget
in the form of money and product, to help
environmental groups in their own backyard.
As part of the store’s environmental mission,
and in celebration of the first store in Canada,
Patagonia Toronto will be accepting nominations
from customers for local
environmental organizations to be considered
for the store’s first environmental grant.
Forms and further information will be available
at the store, and store employees will select
the group based on the company’s environmental
guidelines. Group selection will be announced
in February, 2011.
OUTDOOR CLOTHING FROM CLIMBING TO PADDLING Patagonia
will occupy the first floor of the facility where it will offer a wide
selection of its own line of outdoor clothing, technical apparel,
footwear and children’s clothing, including cold-weather layering
systems, rock climbing and skiing gear, as well as fly fishing and
paddling equipment.
Beyond the appeal of the neighbourhood for this its 28th
location, the Patagonia team liked that their store’s presence would
continue to revitalize this heritage neighbourhood. (The space
itself is in the former Gurney stove factory, built in 1872.)
A HISTORY OF RECLAIMED STRUCTURES Setting up shop here
is in keeping with the company’s philosophy of seeking reclaimed
structures for its retail locations, leveraging historic and cultural
value of these spaces and providing an opportunity for adaptive
reuse that aligns with the company’s emphasis on preservation
and sustainable development.
While Patagonia is well known among outdoor enthusiasts for
its product quality, it also has a demonstrable commitment to
environmental activism. It operates a garment recycling program
(many of its products are made with synthetic fibres), and since
1996, it has used only organically grown cotton in its clothing line.
It is also a strong financial supporter of environmental causes,
donating one percent of its sales (which last year were over
$330 million USD) to environmental groups every year. Since
1985, it has given away in excess of $38 million USD to more
than 1,200 environmental organizations.
patagonia.com
First and only clothing
manufacturer to recycle
competitors’ garments
Patagonia’s fleece pullover has long been the
gold standard in rugged outdoor warmth and
for more than 17 years, the company has
manufactured it using post-consumer recycled
plastic soda bottles. It is also the first and only
clothing manufacturer to recycle competitors’
garments, as well as its own, through a program
that accepts worn-out fleece, organic cotton
t-shirts and Capilene® (long underwear)
products. The donated garments are recycled
into new fibers to save energy and reduce
greenhouse gas emissions.
13 • WINTER 2011
TORONTO
Patagonia seeks nominations
for Toronto store’s first
environmental grant
GLOBAL
WORKSHOP
Founded by academics and focused on
new technology, SwissVBS produces
the bulk of its international eLearning
content from its Toronto facility.
ADELAIDE STREET WEST, TORONTO / - When a
multinational insurance company noticed that it was
losing a large percentage of its salespeople after their first
year of employment, it soon discovered that many of
these ex-salespeople reported feeling poorly trained and
ill-prepared for the work.
“They had trouble anticipating certain sales scenarios,
so we created a virtual environment that mimicked those
scenarios, using video actors and 3D imaging to create
typical and atypical insurance situations that grabbed the
learner’s interest” says Lonelle Selbo, a producer with Swiss
Virtual Business School, an international eLearning company
whose 3,000-square-foot studio on Adelaide Street West
serves as the multinational firm’s main production facility.
The numbers are still out on the effectiveness of the
insurance company’s new program, but participation was
almost at 100 percent and the anecdotal feedback is all
very positive, says Selbo, who along with 30 others form
the Toronto employee base for SwissVBS, as it is known.
APPLIED LEARNING SOLUTIONS Founded in 2001 by
professors from the University of St.Gallen, located in
northeastern Switzerland, SwissVBS was originally a spin
off of the university as part of a bid to provide “applied
alliedpropertiesreit.com • 14
learning solutions.” (The founding professors still serve
as directors on the company’s board and regularly engage
other highly respected professors from Wharton School
of Business, INSEAD, and University of St.Gallen in the
further developing of SwissVBS.)
While it stands one foot planted firmly in pedagogy,
it continues to grow its global reputation as a high-end
web-based-training provider in an industry that, in 2010,
was conservatively estimated to be worth more than
38 billion Euros worldwide.
To better serve a growing list of North American-based
global clients such as World Economic Forum, Carlson
Wagonlit Travel and Marketwire, SwissVBS opened its
production facility in Toronto, a known centre of e-learning,
in 2009 to run in parallel with their fully functioning
Swiss office.
Selbo explains that one key to coping with organizational
change is to ensure consistency across all of the company’s
implementation processes, from public service communications to compliance training. As an added benefit to many
corporations, eLearning enables learners to develop or
practice some of the technical skills and competencies
that are essential in many digital working environments.
SwissVBS has been instrumental in providing clients
with dedicated programs that can fulfill their various
strategic training mandates, along with the flexibility to
update content as necessary.
ACCUMULATING EXPERTISE SwissVBS’s very first product
was a twenty-hour online module in strategic management
that proved to be highly successful with executive managers.
Soon after, curriculum development in the areas of finance,
accounting, and marketing evolved to university certification
programs with a blended learning approach (a combination
of online learning and in-class lectures). As more and more
institutions began to incorporate eLearning into their teaching
models, SwissVBS sharpened its focus on customized
corporate training solutions as well as the selling of their
own, in-house produced educational courses, which can
also be taken by individuals to further their education
and advance in their careers.
As the eLearning industry has grown and expanded,
SwissVBS has accumulated knowledge and expertise in the
sectors of banking, insurance, health care and compliance
training. Keeping teams up to speed with advances in
information, essential skills, and compulsory industry
updates is a constant requirement in an increasingly
competitive corporate environment, says Selbo. That’s why
SwissVBS puts a lot of emphasis on its high standards of
pedagogical integrity, creative conceptual approaches, and
cutting edge media—as well as the ability of the medium to
adapt with minimal disruption or expense.
“In addition to our team’s experience and talent in
eLearning, we have a lot of additional competencies in-house,
and those skills come into play when a client needs help
developing a fully-integrated online learning solution,
tailored to meet their specific needs,” says Selbo, whose
own background includes journalism and advertising.
SOPHISTICATED MEDIA And as the demand for eLearning
grows, so too does the sophistication of the product. With
each leap in technology, SwissVBS’s courses come to use more
dynamic 3D, video, and Flash-based solutions to deliver
media-rich instructional design.
“The media we use is cutting edge, but first and foremost
it’s about providing a pedagogical solution,” Selbo says.
“In the end, the user has to walk away from the module
having learned something. All other competencies we have
are purely supportive.”
swissvbs.com
15 • WINTER 2011
TORONTO
From its 3,000-square-foot studio on Adelaide Street
West, Swiss Virtual Business School develops high-end
web-based training for the international eLearning
industry that, in 2010, was conservatively estimated
to be worth more than 38 billion Euros worldwide.
THE NETWORK
Montreal’s UB Media is building its market presence in the indoor advertising frontier.
By Yvan Marston
AVENUE ATLANTIC, MONTREAL / - All advertising
Restaurants and bars are where the duo first conceived the
seeks to capture an audience’s whole and undivided attention
idea of competing in the indoor ad business and here they hold
for just a few seconds. That’s why washroom advertising has
25 percent of the city’s market share. The smallest of their
become a very important tool in the marketing mix.
networks is in the health and fitness sector, but they are looking
to technology and event management as areas of growth.
“Every type of media has its advantages,” explains Michael
Minicucci, president of UB Media, a two-year-old indoor
UB Media made significant inroads into the market by
advertising firm that, in its short existence, has developed
securing a network with Guzzo Cinemas, Canada's largest
significant networks in Montreal’s
independent theatre chain with 45%
cinemas, restaurants and bars, as well
of the Montreal market. (Montreal is
as campuses.
the only major Canadian metropolitan
“The ability to target by gender,
area where Cineplex has a significant
Marketers look to indoor advertising
and the ability to have a longer
competitor.)
for its ability to segment by gender and
‘conversation’
with
the
consumer
demographic. Placing an ad for a new
“Once we started working with
are key benefits of our product.”
razor in the men’s change room of a
Guzzo, we knew we had something
gym, for example, will ensure that
different that our competitors could
– Michael Minicucci
100 percent of the people it reaches are
not offer. However, they still had one
in the advertiser’s target audience, says
offer that we didn’t – so we started
Minicucci, who along with business partner John Caruana
looking to partner with universities,” says Minicucci.
runs UB Media from offices at 400 Avenue Atlantic.
UB Media won an RFP from Concordia University in the
“The ability to target by gender, and the ability to have
fall and launched their newest network, UB Campus.
a longer ‘conversation’ with the consumer are key benefits
Using more than 600 basic boards, 40 large-format mega
of our product,” says Minicucci, explaining that indoor
boards, and with a digital board integration underway, UB
advertising, which includes signage and video screens, have
Media now holds the second-largest market share in campus
high ‘dwell time’ during which consumers interact with the
media in Montreal, marking the first time a new competitor
advertising more than in other media.
has exceeded either of the two national suppliers in market
presence in any major metropolitan area.
“
alliedpropertiesreit.com • 16
MONTRÉAL
LE RÉSEAU
UB Media a su se tailler
une place importante dans
le marché montréalais de
la publicité intérieure ainsi
que de la publicité cinéma.
Les spécialistes du marketing se tournent vers les médias
publicitaires intérieurs pour leur capacité à segmenter le public
en fonction du sexe et du type de population, explique Michael
Minicucci, qui dirige UB Media avec son partenaire John Caruana
depuis leurs bureaux du 400 avenue Atlantic. Par exemple, afficher
une publicité pour un nouveau rasoir dans les vestiaires hommes
d’un club de sport permet de garantir que 100 % de la population
ciblée, en l’occurrence les hommes, est concernée par le message.
« La capacité de cibler par genre, ainsi que la capacité
d’assurer une conversation plus longue avec le consommateur
sont des avantages clés de nos produits », explique Minicucci.
Il mentionne aussi que la publicité intérieure, qui inclue des
affiches statiques ainsi que des écrans vidéo, permettent un
temps d’exposition fort supérieur à la moyenne – en comparaison
aux autres types de médias – durant laquelle le consommateur
se trouve à interagir avec la publicité.
Looking to the future, Minicucci believes digital technology
will advance the medium. “Our new screens use state-of-the-art
high definition that allows the flexibility to have static banners
and video playing at the same time,” says Minicucci, who
expects to integrate Bluetooth technology to allow information
downloads to portable devices as well as the use of QR codes
(digital barcodes smart phones read to display additional
information).
It is the kind of interaction a cinema patron in a line up
or a student on campus might undertake because these are
indoors spaces where people congregate, explains Minicucci.
It is also why UB Media has undertaken managing
promotional events such as their work for cellphone providers
Koodo and Telus, mainly in Guzzo Cinema space.
“Cinemas are great for these events because people are
there on leisure time, they’re not running downtown to their
next meeting,” he says.
As for Minicucci and Caruana, they expect to be running
to meetings more frequently in Toronto where they are in
the process of establishing another office. “We are at a point
where we need to develop a presence in Toronto,” he says.
“You have to have a network there because that’s where most
of the national media buying decisions are made – but UB
will always have a pied-à-terre in Montreal.”
ubmedia.ca
Cela se vérifie notamment dans le domaine du cinéma, où
UB Media a consolidé sa place en remportant un contrat avec les
cinémas Guzzo, la plus grande chaîne de cinéma indépendante au
Canada avec 45 % du marché de Montréal. (Montréal est la seule
grande région métropolitaine au Canada dans laquelle Cineplex
compte un réel concurrent.)
« Cela nous a permis de mettre un pied sur le marché
montréalais et de là, nous avons commencé à chercher des
universités partenaires», explique M. Minicucci UB Media a
remporté l'appel d'offres de l'Université Concordia, et ont lancé
à l’automne dernier leur réseau le plus récent, UB Campus.
Avec plus de 600 petits panneaux, 40 méga panneaux, et
l'intégration en cours de panneaux numériques, UB Media détient
maintenant la deuxième plus importante part de marché des
médias publicitaires dans les campus montréalais. C'est la première fois qu'un concurrent direct excède la présence des grands
concurrents nationaux sur un marché dans une grande métropole.
Caruana
Minicucci
17 • WINTER 2011
TOTUM TIPS
EAT RIGHT. RIGHT THROUGH WINTER.
Totum’s nutritionist dishes on the best ways to stretch
your energy when the days get short.
This winter, try not to fall
prey (too often) to the rink
side snack bar and the steamy
goodness of its chunky fries
and overly rich hot chocolate.
Instead, get some produce.
It’s easy to become lethargic in
the winter with shorter days
and a lack of vitamin D being major contributors to this sensation. But much of this effect
can be countered by eating properly, which
starts with making sure you are getting enough
nutrients says Sarah Maughan, a registered
holistic nutritionist with Totum Life Science
at King Street West.
In the summer, we crave raw fruits and
vegetables more often as we seek their cooling,
thirst quenching properties, she says, but in
the winter, we sweat less and therefore don’t
think about it naturally.
totum.ca
5 Rules for winter workout eating
1. Eat 5 times. This includes breakfast, morning snack,
lunch, afternoon snack and dinner.
2. Eat good protein. Each meal should include some
healthy form of protein like nuts, seeds, lean chicken,
legumes, eggs, yogurt, or wild fish.
3. Carbs BEFORE your workout. Use a low GI carb
like steel cut oats, wholegrain ‘spelt’ toast (made from
unprocessed flour), or a piece of fruit.
4. Protein AFTER your workout. You can still have
carbs here if you want but the important thing is
protein. It helps regenerate and rebuild the muscle
tissue you just stressed to make you stronger. Try
yogurt and berries, bean salad, or a fruit smoothie
with a good quality protein powder.
COLOUR YOUR WORLD Dark mornings and
nights that start before the day is done can be a
major downer, so Maughan suggests brightening
things up by adding as many coloured vegetables
as you can to your meals.
“Look for those bright oranges and reds like
sweet potatoes and different colour bell peppers
that are in season, to make your food more
visually stimulating and fun, after all enjoyment is half the reason we eat,” says
Maughan whose background also includes psychology.
“When you’re making a stew, for example, always add extra vegetables,”
she says. And “Try sautéing spinach or kale,” she suggests, “cooked spinach
actually allows you to absorb more iron and calcium than when it is eaten raw.”
FIGHT THE SPIKE Of course, true high carb
comfort food will always enter the picture at
some point in the winter because it’s easy to
get and feels good in your belly. Just know that
these refined foods are high in fast-digesting
carbohydrates, which hit the bloodstream quickly
causing insulin spikes that will make you tired
shortly after your burst of energy.
“Try not to go for more than three hours without eating, four is the maximum,”
says Maughan, who advises her clients to always include a healthy fat or protein
every time you do eat something (these could include lean chicken, wild fish,
legumes, nuts and seeds, and avocado).
HELLO LOW GI Eating foods that have a
low glycemic index (or GI) will leave you feeling
satisfied and energized longer because their
higher levels of protein and fibre will take longer
to release from your stomach and into your
bloodstream than a processed carb.
“When you have whole grain brown rice, you have
the fibre from the bran. If you remove the bran, that’s when it becomes refined,
loses the fibre and releases too quickly,” she explains.
5. Avoid most energy bars. Most of these are just
sugar alcohol and artificial ingredients offering a
quick jolt with protein but little nutrition. The best
bars, such as the Elevate Me Bar, are made with
things like whey protein and dates “Which are
pretty much things you can put together yourself,”
opines Maughan.
alliedpropertiesreit.com • 18
SEE THE LIGHT Above all, getting some
vitamin D is going to help ward off the winter blues
with which most of us are commonly afflicted.
Getting out into the daylight for 15 minutes a day or
eating salmon or eggs, or drinking cow’s milk can
also help keep up your stores, suggests Maughan.
MONTRÉAL
NOUVEL ARRIVANT:
Milgram, spécialiste de la logistique s’installe au
dernier étage du 645 Wellington
Work continues on Milgram’s 37,000 square feet to bring it up to the caliber of some of the 645 Wellington’s other tenant spaces (right).
CITÉ MULTIMÉDIA, MONTRÉAL / - Les travaux ont commencé en
octobre au quatrième étage du 645 Wellington où quelque 37 000 pieds
carrés sont en cours de rénovation pour pouvoir accueillir au printemps
Milgram, spécialiste international de la logistique proposant des services
de courtier en douane, de fret international et de transport de surface.
Cette entreprise prospère et progressiste, qui a de gros besoins technologiques et un désir de rester dans le quartier du port, est installée
rue McGill depuis ses débuts en 1951.
Ses 200 employés répartis sur trois étages et demi et son souhait de
trouver à s’agrandir tout près de son QG d’origine ont conduit Milgram
à s’installer dans ces nouveaux bureaux au coin de la rue.
« Je crois que l’équipe a également apprécié le fait que d’autres entreprises
prestigieuses soient installées ici comme Morgan Stanley et SAP », affirme
André Plourde (Groupe Immobilier) qui a participé aux négociations.
Les nouveaux bureaux permettront à Milgram d’avoir accès à quelques
places de stationnement situées en face au 700 rue Wellington. Le nom
et le logo de la société seront affichés sur le mur extérieur de l’édifice. Les
employés de Milgram jouiront également d’un ascenseur privé qui les
emmènera directement aux bureaux administratifs alors que l’ascenseur
de devant, rénové, sera réservé aux clients et autres locataires.
L’installation d’un générateur de secours (ses clients et partenaires étant
internationaux, sa technologie se doit d’avoir le plus haut degré de fiabilité)
et le besoin de renforcer une partie du sol pour son ordinateur central
et son système de classement des dossiers ajoute à la complexité du projet
de rénovation qui devrait s’achever en mai.
«L’équipe de Milgram emménage dans un édifice rénové de catégorie I,
mais elle bénéficiera aussi de tous les avantages d’un grand complexe »,
explique André Plourde, « y compris la gestion de qualité qui va avec.»
Logistics Provider
Milgram Taking Top Floor
of 645 Wellington
CITE MULTIMEDIA, MONTREAL / - Work started in
October on the fourth floor of 645 rue Wellington
where a 37,000-square-foot floor plate is being
renovated to accommodate the Spring move of
Milgram, an international logistics outfit with
services in customs brokerage, international
freight forwarding and surface transportation.
A fast-growing and progressive organization
with high technology needs and a desire to stay
in the port area, Milgram has held offices on
nearby rue McGill since its formation in 1951.
But with its 200 employees spread out over
three-and-a-half floors and an interest in trying to
find contiguous space, the company’s search lead
it to this locale just around the corner.
“They’re moving into a renovated Class-I
character building but they are getting the benefit
of being part of a much larger complex,” says
Plourde, “And that gives them access to the
sophisticated management that comes with it.”
says André Plourde of Groupe Immobilier, which
helped put the deal together.
19 • HIVER 2011
QUEBÉC
ORIENTER, VISER ET VISIONNER
Plus que de simples locataires du quartier, Paradigme affaires publiques
a organisé le premier Sommet Actions Saint-Roch en novembre.
NOUVO ST-ROCH, QUEBEC / - Stéphane Dion a
passé dix ans à Montréal à divers postes prestigieux du
secteur public avant de revenir à Québec en 2007 pour
créer Paradigme affaires publiques. Quand il a commencé
à chercher des bureaux pour son équipe de six personnes,
il avait une certitude : c’était Saint-Roch ou rien.
« J’ai passé une partie de mon adolescence ici. C’est un
quartier que je connais très bien. J’y ai connu la mauvaise
période. Et puis quand je suis revenu, j’ai vu à quel point
le quartier avait changé. Il était en pleine renaissance et
je voulais participer à cette renaissance-là. »
Plus que de simples locataires du quartier, Stéphane
Dion et son équipe ont organisé le premier Sommet
Actions Saint-Roch en novembre, une conférence d’un
jour qui rassemble gouvernement, entreprises et diverses
institutions pour définir des défis communs et trouver
des solutions visant à assurer la revitalisation continue
et systématique du quartier.
Avec l’ex-maire de Québec Jean-Paul L’Allier, qui a
prononcé le discours d’ouverture, les 120 personnes
présentes ont entendu parler du problème de manque
d’habitations et de l’accès au quartier en autobus et
en voiture.
Paradigme, dotée d’une vaste expérience dans les
relations publiques, a fait preuve pendant cette rencontre
de ses talents dans la gestion d’événements, de son
expertise dans le domaine de l’immobilier commercial
et de son sens aigu des relations avec le gouvernement.
« Nous offrons des services complets axés sur l’image
de nos clients auprès du public sans oublier leur marché
cible. Il est aussi important de tenir compte du public,
des partenaires, des fournisseurs et du gouvernement »,
explique Stéphane Dion en ajoutant que le contexte
compte aussi.
Paradigme se spécialise dans la communication
d’entreprise, les relations publiques (relations avec les medias
et conférences de presse), et les relations gouvernementales,
un des points forts de son expérience passée.
Bachelier en relations industrielles de l’Université de
Montréal, Stéphane Dion a gravité dans la sphère politique
québécoise, où il a conseillé étroitement les chefs de
l’opposition officielle, Daniel Johnson et Jean Charest, de
1997 à 2000 sur de grands dossiers socio-économiques.
Il est ensuite passé au palier municipal pour devenir
coordonnateur et conseiller du maire de Montréal (20012003). Il a agi à titre de vice-président du service Politiques
et Partenariats à la Chambre de commerce du Montréal
métropolitain, et par la suite, il devient consultant et pilote
des dossiers d’envergure en développement des affaires
pour le compte de Viger DMC International Inc, Le
Groupe Maurice, la Chambre de commerce du Montréal
métropolitain tout en conseillant les dirigeants de la
Mairie de Québec et de différents ministères québécois.
Dans le cadre de ses mandats, il assume depuis 2008 les
fonctions de directeur régional pour la région de Québec
de l’Institut de Développement Urbain.
Paradigme-ap.com
Le Sommet Actions Saint-Roch en pleine action.
FSC LOGO HERE
www.alliedpropertiesreit.com
alliedpropertiesreit.com • HIVER 2011
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Rédacteur en chef: Yvan Marston • Graphisme: Gravity Design