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Hiring new immigrants can offer Canadian businesses a rich source of talent and diversity.

However, despite Canada's emphasis on immigration as a cornerstone of its economic strategy with immigration accounting for nearly 100% of our labour force growth, businesses often encounter several challenges when attempting to integrate newcomers into their workforce.

“Immigrants in mid-sized Canadian cities often face challenges in finding employment due to a combination of factors related to their qualifications, experience, and the local job market,” says Nora Whittington, Community Engagement Coordinator at Immigration Partnership. “These include difficulties with foreign credential recognition, a lack of Canadian work experience, limited professional networks, language barriers, and sometimes, even perceived or actual discrimination.”

One of the major challenges is the recognition of foreign credentials and professional experience. Many immigrants arrive in Canada with education and work experience from other countries that are not easily understood or accepted by Canadian regulatory bodies or employers.

This mismatch often leads to underemployment, where highly skilled newcomers are hired for roles well below their qualifications. Businesses may be hesitant to hire individuals if they are unsure whether the person's background aligns with Canadian standards, even if the candidate is capable and qualified.

While some professions in Canada are regulated and require local licensing (such as medicine or law), many others do not. Employers should become more familiar with international education systems and certifications or seek assistance from credential assessment services.

Creating internal systems or hiring HR personnel who understand international qualifications can also help business leaders and managers accurately evaluate candidates’ backgrounds and prevent the undervaluation of their skills.

As well, experts encourage businesses to adjust job postings to clarify what skills and competencies are actually necessary rather than requiring candidates to have prior ‘Canadian experience’, which has become a vague catch-all. They can also provide onboarding or mentorship programs that help immigrants acclimate to workplace norms, reducing any actual gaps in local knowledge.

“Business owners/managers can consider their job postings and that they are created in a way that attracts immigrants and using terms that can be understood, to ensure that they are known as an inclusive and welcoming employer (word of mouth is powerful) and to know that job postings can express a wish list and it can eliminate great talent because they may feel like they don’t have all the qualifications,” says Nora, adding there are many cultures that do not use resumes and cover letters and to be considerate of this difference. “Know that many immigrants are highly educated and to not eliminate them from the hiring process but rather look at their transferrable skills.”

Many job opportunities in Canada are filled through informal networks or referrals, putting immigrants at a disadvantage if they lack established professional connections.

To counter this, businesses should diversify their recruitment strategies by partnering with immigrant-serving organizations, attending job fairs targeted at newcomers, and posting openings on platforms that cater to internationally trained professionals.

“Employers should be engaged with organizations and services in the community who work closely with immigrant talent. There are several organizations in the region who prepare immigrants for employment in the Canadian workplace,” says Nora, noting the work Immigration Partnership does in Waterloo Region, describing the organization as a ‘bridge builder’. “Any topic that we believe will create success for employers and immigrant talent we will present so that the bridges can be built.”

While Canadian immigration policy aims to attract skilled talent from around the world, several structural and practical challenges still hinder businesses from effectively hiring and integrating newcomers. Addressing these issues requires collaboration between employers, government agencies, and community organizations, and some progress has been made. 

“While there can be challenges in integrating immigrants into the labor market, such as overqualification or language barriers, Canada has made efforts to address these issues and ensure that immigrants can fully utilize their skills and talents,” says Nora. 

Why immigration is important for Canada's talent pipeline

• Addressing Labor Shortages:

Immigration helps fill critical gaps in the Canadian labour market, particularly in sectors experiencing shortages of skilled workers. 

• Boosting Innovation and Economic Growth:

Immigrants bring diverse skills, perspectives, and experiences, which can foster innovation and drive economic growth. 

• Supporting Population Growth:

As Canada's population ages, immigration helps to maintain a healthy workforce and support economic development. 

• Enhancing Competitiveness:

Canada competes with other countries for skilled talent, and its immigration system helps it attract top talent from around the world. 

• Building a Diverse Workforce:

Immigration contributes to a more diverse and inclusive workforce, which can be beneficial for businesses and communities. 

• Filling Specific Needs:

Immigration policies are often targeted to address specific labor market needs, such as in healthcare or technology.

Some ways businesses can modify hiring practices 

Rethink the ‘Canadian experience’ requirement

Employers should focus on relevant international experience and transferable skills. They can also provide onboarding or mentorship programs that help immigrants acclimate to workplace norms, reducing any actual gaps in local knowledge.

Implement bias-reduction techniques in screening

Companies should consider using blind recruitment practices, where personal identifiers such as name, nationality, or even educational institutions are removed during the initial screening. Also, standardized interview questions and diverse hiring panels can help reduce individual bias and lead to more objective decision-making.

Promote inclusive workplace culture

For businesses to truly benefit from the skills of new immigrants, they must foster an inclusive and supportive work environment. This includes offering language support if needed, celebrating cultural diversity, and ensuring clear communication practices. Cross-cultural training for both management and staff can improve collaboration and team dynamics. Moreover, mentorship programs that pair newcomers with experienced employees can provide the guidance and networking opportunities that immigrants often lack upon arrival.

Waterloo Region will be home to at least one million people by 2050 and a coalition of local business organizations is doing its part to ensure this area is prepared through the launch of an online tracking tool that aims to create a unified framework to ensure proactive planning and co-ordinated action across all levels of government and the private sector.

Developed in collaboration between BestWR (Business and Economic Support Team of Waterloo Region) and the Future Cities Institute located at the University of Waterloo, the Vision 1 Million Scorecard is now available to track Waterloo Region's readiness for the projected arrival of more than 300,000 people in the next 25 years.

The scorecard provides measurable, transparent monitoring of progress across five critical areas: housing supply, transportation infrastructure, healthcare services, employment opportunities, and placemaking and livability.  

These are all areas Cambridge Chamber of Commerce President & CEO Greg Durocher says are vital for businesses to succeed.

“Businesses should be paying attention to this because if we do not meet the needs of a million people from an infrastructure perspective, it’s going to make it difficult for them to attract people to their business,” says Greg, who serves on BestWR along with the leaders of the Greater Kitchener Waterloo Chamber, Explore Waterloo Region, Communitech, and the Waterloo Region Economic Development Corporation.  “These issues are all really important to businesses because businesses thrive best in a community that thrives best.”

Strong leadership needed

It’s a sentiment shared by BestWR Chair Ian McLean, who also is head of KW Chamber.

"We cannot afford to be reactive when it comes to preparing for one million residents,” he says. “This tool gives us the transparency and accountability we need to ensure decision-makers are taking the bold action required to build the housing, transportation networks, healthcare capacity, and community services our growing population will need."

Greg says strong leadership, especially by local municipal officials, is paramount noting the scorecard already shows the region is falling behind in terms of providing healthcare and housing to sustain one million people. 

The current data also shows the importance of having employment ready lands and now shows that only 33% of land identified as ‘shovel ready meagsite’ in Waterloo Region suitable for larger employers has been purchased.

“We know that at least 70,000 homes have to be built in the next 20 to 25 years and we’ve never built homes at that pace before,” says Greg. “We can really utilize the scorecard as an advocacy tool with local government to outline what areas we need to catch up on. And when we have people running for election, we will be in the position to question candidates on those subjects and ask them ‘What are you going to do to make sure that we are ready for all these people?’If we’re not ready, that is going to impact businesses.”

Scorecard will be updated

He refers to the forward-thinking governance of the late Jane Brewer, Cambridge’s mayor from 1988 to 2000 and a regional councillor, as an example noting she was a strong advocate for the construction of the LRT because she knew it would benefit future generations.

“That is what good leadership is all about,” says Greg.

The scorecard will be updated every six months to help prioritize the community's agenda and focus resources where they're most needed. Data validation and the evaluation of the progress to plans will be provided through an exciting collaboration with the Future Cities Institute (FCI), founded by CAIVAN.

The FCI brings together researchers to look at urban challenges across housing, climate, infrastructure to support prosperous and resilient cities. 

In the lead up to the first evaluation the FCI will be validating the current figures and ensuring tracking is being done for the right plans for more complex initiatives.  

Key features of the scorecard include:

• Critical priority tracking across housing supply, transportation infrastructure, healthcare services, employment, and community livability.
• Six-month interval updates to monitor progress and enable course corrections.
• Transparent accountability that allows residents to see real progress and understand remaining gaps.
• Community engagement opportunities for feedback and advocacy.
• A unified framework that brings together fragmented planning approaches under "one plan, one agenda.”

Visit bestwr.org to explore the full scorecard.

Business leaders today face mounting pressures: rapid change, constant decision-making, and the expectation to always be “on.” Overwhelm is not just common, but widespread—recent surveys show more than a third of senior leaders feel they are nearing their breaking point.

In fact, according to Gallup’s State of the Global Workplace 2025 report 27% of Canadian managers admit being actively disengaged – a risk factor that correlates strongly with stress and turnover.

But this is not surprising since Canadian business leaders are currently navigating an unusually volatile global economy, marked by persistent inflation, fluctuating interest rates, and ongoing geopolitical tensions.  In fact, a Bank of Canada of Business Outlook Survey highlights that uncertainty around financial, economic, and political conditions is now the top concern for firms, with a sharp rise in businesses planning for the possibility of a recession in the coming year. 

Trade conflicts, particularly with the United States, and the continued economic fallout from tariffs are clouding the outlook for growth and adding to operational costs. This climate of unpredictability requires leaders to constantly adapt strategies, adding to their cognitive and emotional load.

Sense of hopelessness

In effort to help ease this load, Julie Dupont, principal strategist of Cambridge-based Reimagine Leadership, says business leaders and managers need to recognize the warning signs that their stress levels have surpassed an expected level. This can often lead to a sense of feeling powerless when faced with stress and rising anxiety.

“There can be these feelings that ‘I can’t do anything to change the situation’ and that can lead to a sense of hopelessness,” she says. “When we start feeling that hopelessness, we start doubting ourselves, and might feel a lack of motivation. It becomes harder and harder to get out of bed in the morning.”

As a result, leaders can not only lose their sense of focus but start experiencing physical side-effects including sleepiness, stomach problems and unexplained headaches or may even turn to substance abuse.

“If you were always having the glass of wine with dinner, maybe now you’ve noticed you’re finishing half the bottle,” says Julie. “It’s about noticing what has changed because stress does horrible things to the body.”

Being cognizant of both emotional and physical changes is imperative for leaders, many of whom may assume these discomforts go with the territory of being the person in charge.

“Things like indecision and uncertainty, plus a heavy workload or working long hours are present all the time,” she says. “But it really comes down to a question of degree and length of time.”

Julie says sustainability becomes an issue for leaders, especially if heavy workloads begin to affect their personal lives.

“If you’re working long hours one day because you need to catch up that’s fine, but if you’re not seeing your family for days or even weeks on end because of work, that starts to really take its toll. Resilience is an exhaustible resource.”

Prioritizing self-care

Leaders must prioritize self-care — regular exercise, healthy eating, adequate sleep, and downtime are essential for resilience. Mindfulness techniques, such as deep breathing or meditation, can help leaders manage acute anxiety and stay grounded during stressful moments. Even brief creative activities or breaks can significantly reduce stress and improve brain function.

“Having awareness is really the first step to reducing the effects of overwhelm. Once you’re aware, then you can trace your triggers and start to really understand what’s causing you to feel this way,” says Julie, adding looking internally is the best place to start.

“It’s easy to blame how you’re feeling on that demanding boss, or difficult co-worker, or your crazy schedule. But that’s not the issue because that stuff is always there. It’s being able to ask yourself those internal questions to really understand what’s the impact all of this is having and where is it coming from.”

In effort to answer those internal questions, she recommends leaders speak to whomever they feel can be of assistance, such as a professional business coach or therapist, someone in HR or even family members.

Julie also recommends leaders take the time to ‘unplug’, especially if watching their daily newsfeeds on social media is causing them even more stress and anxiety.

“The keys are awareness and intention. If business leaders aren’t taking time to notice how they’re doing, they can be costing themselves a lot of their health, their relationships and their success, and no job is worth losing any of those things,” she says. “Taking care of yourself isn’t selfish, it’s kindness.”

Suggestions to feeling less overwhelmed

Prioritize ruthlessly: focus on the essential

One of the most effective ways to combat overwhelm is to identify and focus on the single most important task or goal at any given time. This approach, advocated by productivity experts and executive coaches, helps leaders avoid spreading themselves too thin and brings clarity to their daily work. By asking, “What’s the single most important thing I need to focus on now to achieve my goals?” leaders can filter out distractions and let go of less critical tasks, reducing cognitive overload.

Delegate and outsource

As businesses grow, leaders often try to shoulder too much themselves. Delegating tasks to team members and outsourcing non-core responsibilities not only lightens the load but also empowers others and fosters team development. Effective delegation allows leaders to focus on strategic priorities and prevents burnout from micromanaging every detail.

Set boundaries and learn to say no

It’s tempting for leaders to say yes to every request, but this quickly leads to overload. Learning to set boundaries and respectfully decline non-essential tasks is crucial. This not only protects the leader’s well-being but also sets a healthy example for the team. Leaders should regularly review their commitments and eliminate or defer anything that doesn’t align with their core objectives.

Communicate and seek support

Open communication with team members about workload and stress can foster a supportive culture and prevent feelings of isolation. Leaders should not hesitate to seek help from colleagues, mentors, or professional coaches. External support, whether from friends, family, or mental health professionals, can provide perspective and practical solutions.

Embrace flexibility and autonomy

Offering flexible work arrangements—such as remote work or adjusted hours—can reduce stress for both leaders and their teams. Flexibility empowers individuals to manage their time more effectively and increases job satisfaction, which in turn boosts productivity and morale.

Break problems down and take small steps

When faced with a daunting challenge, breaking it down into manageable parts can make it less intimidating. Writing down the problem and dissecting it into smaller components helps leaders regain a sense of control and clarity. Taking small, meaningful actions—such as organizing files or tackling a single urgent task—can interrupt spirals of anxiety and restore momentum.

Technology is no longer a luxury reserved for large corporations and has now become necessity for businesses of all sizes. 

For smaller businesses in particular, technology can be a powerful equalizer, helping them compete effectively with larger firms, operate more efficiently, and provide better customer experiences. By embracing the right tools and digital strategies, small businesses can foster growth, improve resilience, and remain agile in an increasingly competitive market. 

One of the most immediate benefits of technology is the boost in operational efficiency. Manual tasks like data entry, inventory management, and payroll processing can consume a significant amount of time and are prone to human error, an opinion Rob Matlow, founder, and president of REM Web Solutions, also shares.

The Kitchener-based company, which began in 2001, offers expertise in web design, development, and digital marketing.

Interest in AI growing

“I think any company that’s not reviewing their inefficiencies and trying to improve them is going to end up being in trouble. Most of the time, these inefficiencies are solved by technology,” he says, adding the interest in AI surrounding CRM (Customer Relationship Management) is growing. “People are just opening their eyes to the efficiencies in general that technology can offer and recognizing there are probably a lot of areas to improve.”

Rob says analyzing and reducing the time it takes to complete tasks that multiple employees may undertake, sometimes daily, can make a big difference when it comes to a company becoming more efficient. 

“I’m a big fan of templating emails. It’s such an easy thing to do,” he says. “How many emails do you write over and over again?”

Another area is marketing, which can be prohibitively expensive for small businesses if they chose traditional advertising channels such as television or print. Digital marketing offers a much more cost-effective alternative. 

“We’ve seen people shift their ad budgets away from anything that they were doing before to the digital side,” says Rob.

Overcoming traditional limitations

Platforms like Google Ads, Facebook Ads, and SEO tools allow businesses to target specific audiences with precision and measure the effectiveness of each campaign.

Even a modest budget can yield significant results if invested wisely. Social media, in particular, provides an accessible platform for storytelling, community building, and customer engagement, all of which are crucial for brand loyalty.

“I would say there’s still a generation of people out there that don’t get it, certainly on the marketing side, and don’t understand how it’s going to help them,” says Rob. “But as soon they step down and bring somebody else in to take over the running of the company, then all of a sudden the floodgates open.”

By leveraging technology thoughtfully and proactively, small businesses can overcome traditional limitations, enhance customer relationships, and build a foundation for long-term success.

In a world that is only becoming more digital, the question is no longer whether to adopt technology, but how soon and how effectively it can be integrated into every aspect of the business.

Q&A with Rob Matlow of REM Web Solutions

1. Is investing in technology a top priority for companies today?

•    Yes, especially with rising costs and competition.
•    Technology helps businesses become more efficient and scalable.
•    Companies are focusing on digital tools like automation, SEO, and website upgrades.
•    REM Web Solutions sees many clients investing in web management and digital marketing tools to stay competitive.

2. What are signs a company should start investing in technology?

•    Processes are still manual or time-consuming.
•    Website is outdated or not mobile-friendly.
•    Marketing efforts aren't bringing in leads or traffic.
•    Teams struggle to collaborate or access information easily.

3. Why might a company hesitate to make changes?

•    Concern about cost or return on investment.
•    Fear of disruption or resistance from staff.
•    Not sure where to begin or what tools to choose.
•    Worry that new tech won't integrate with what they already use.
•    REM works with companies to ease transitions and find practical solutions.

4. What are the first steps to investing in technology?

•    Start with a review of current tools and workflows.
•    Identify gaps or inefficiencies.
•    Set goals for what needs to improve (e.g., lead generation, customer experience, internal productivity).
•    Talk to experts or partners who can guide you through options and next steps.

5. Can a company afford not to leverage technology?

•    Probably not - falling behind in tech often means falling behind in business.
•    Inefficiencies and missed opportunities can cost more in the long run.
•    Even small updates (like improving your website or automating simple tasks) can make a big difference.

To succeed in the unpredictable world of start-ups and business, entrepreneurs need more than just a good idea—they need strong leadership traits. 

Effective leadership is one of the most critical ingredients in an entrepreneur’s success. Without strong leadership, even the best ideas can fail due to lack of direction, poor team performance, or weak organizational culture.

Fortunately, leadership is not an inborn trait; it can be learned and developed, something Frank Newman, founder and CEO of Newman Human Resources Consulting, says can be done by promoting the ‘5Cs’ - connect, clarify, coach, courage and compassion.

“These are the five elements that really make a great leader and they're more important now than ever,” he says.

Connection

“By connection what I mean is building meaningful relationships with your team because without that emotional component, people are not going to follow the leader, they're not going to respect them. And more importantly, they're not going to trust them,” says Frank. “It’s really getting to know them on a more personal level; if we feel our bosses care about us, we will care more about our bosses and then we will care more about the company itself.”

He says leaders must also consider ways to connect with employees who may be working virtually and recommends using various tools, including employee surveys, to understand what people are thinking about. 

“It’s about finding other ways to connect and get information back because the more exchange of information you have, the more powerful that connection is going to be.”

Clarify

“What I have found in my experience is that so much of discomfort or lack of success in the world is because people are not clarifying expectations or goals or missions, so if employees are unclear on where the business is going, particularly right now, they're not going to be as effective,” says Frank, adding employees will make assumptions without clarification. “They'll have different expectations and then, sadly, we will disappoint them because we don't know what they want. It’s about taking time, particularly with all the chaos around us, to verify when it comes to objectives or roles.”

Coaching

“More and more we’re seeing the role of coaching is different from being a manager. A manager tells people what to do, a coach gives them the tools to do it,” says Frank, noting the importance to develop and support employees. “This is something that most people really appreciate when their boss takes the time connect with them. Obviously the more you coach, the more your staff are going to grow and it's going to be easier on the boss.”

Courage

“Leaders need to have the courage to make tough decisions, and decisions to change the team and the courage to ask for feedback. So often in business I see people who are afraid to make tough decisions and that has a lingering effect,” says Frank, adding it can be challenging. “It takes courage to ask for feedback and sadly I don't ask for very much myself because I don't like the story sometimes. I think in this day and age for a leader to be connected with the people to ask for that feedback is going to make a huge difference and sometimes, quite frankly, most people don't like to get feedback.”  He says when it comes to asking for feedback, it must be done in a positive way.

“It’s about creating connections and dialogue and being authentic leaders,” says Frank.  

Compassion

“We’re living in a very anxious and very fragile world these days, so people are naturally on edge. They're upset, they may be worried about their financial futures,” says Frank. “A compassionate leader will create that emotional bond with people and will be able to guide them wisely if they're doing some coaching. I think that's really going to make a difference if you can create a compassionate organization.”

He says for many people, work has become a ‘sanctuary’ away from the stress or pressures of home.  “If you can create a compassionate workplace that has a little bit of a sanctuary feeling so people feel safe there, that's important. I've had people that were having struggles at home, and say ‘I just want to come to work because work is sane’. Work is logical and there's no drama.”

Good leadership is not a fixed trait but a continuous practice. For entrepreneurs, developing strong leadership abilities is essential for building successful businesses, inspiring teams, and achieving long-term goals.

By cultivating self-awareness, improving communication, leading by example, building emotional intelligence, and committing to lifelong learning, entrepreneurs can grow into the leaders their ventures need. With persistence and humility, any entrepreneur can transform into a confident, capable, and ethical leader.

Steps towards developing good leadership traits

Cultivate self-awareness

Entrepreneurs must understand their own strengths, weaknesses, values, and motivations. By reflecting on their behaviours and decision-making patterns, they can identify areas for improvement. Entrepreneurs who know themselves well are better able to regulate their emotions, make authentic decisions, and inspire trust in others. 

Develop clear communication skills

Entrepreneurs must communicate their vision, goals, and expectations clearly to employees, partners, investors, and customers. This includes not only speaking clearly, but also listening actively. Good leaders are able to adapt their communication style to different audiences, making sure everyone understands the mission and their role in it. 

Lead by example

Entrepreneurs should demonstrate a strong work ethic, integrity, accountability, and resilience. If an entrepreneur expects their team to be committed and enthusiastic, they must show that same passion and dedication themselves. By consistently walking the talk, entrepreneurs gain credibility and respect. This inspires employees to follow their lead, creating a strong, values-driven company culture.

Build emotional intelligence

High-EQ leaders can handle interpersonal relationships judiciously and empathetically. They can manage conflict, give constructive feedback, and motivate diverse personalities. Entrepreneurs can develop their emotional intelligence by practicing empathy, becoming better at reading nonverbal cues, managing their stress levels, and reflecting on how their behaviour affects others. Learning to pause before reacting in difficult situations is one practical habit that can boost EQ over time.

Invest in continuous learning

Entrepreneurs face new challenges at every stage of growth — from launching a product to scaling a team to navigating market shifts. A commitment to lifelong learning helps entrepreneurs stay agile and effective. Entrepreneurs should actively seek out knowledge on leadership strategies, industry trends, and management techniques. They should also be open to learning from their own failures and mistakes.

Foster a collaborative mindset

Instead of trying to control every aspect of the business, they build strong teams, delegate effectively, and empower others to contribute their talents. Entrepreneurs can foster a collaborative mindset by hiring people with diverse skills and perspectives, encouraging open dialogue, and creating an environment where innovation and experimentation are welcomed. 

Practice resilience and adaptability

Strong leaders are resilient — they recover from setbacks quickly and use them as opportunities to grow. Entrepreneurs can strengthen resilience by developing a growth mindset, which means viewing challenges as learning experiences rather than failures. Building a support system of peers, mentors, and advisors can also help entrepreneurs navigate tough times with greater strength and perspective.

Focus on ethical leadership

Entrepreneurs must commit to acting with honesty, fairness, and transparency in all their dealings. Ethical leaders build trust with employees, customers, and investors — and that trust becomes a powerful competitive advantage. To develop ethical leadership, entrepreneurs should define their core values, create clear ethical standards for their companies, and hold themselves accountable. When mistakes happen, ethical leaders take responsibility, make amends, and use the experience to improve.

Develop decision-making skills

Good leaders can gather relevant information, weigh options, anticipate risks, and make timely, confident choices. To improve decision-making, entrepreneurs can use techniques like SWOT analysis (strengths, weaknesses, opportunities, threats), seek input from trusted advisors, and practice making decisions with incomplete information. Learning to balance intuition with data is also an important leadership skill.

Seek mentorship and build a network

By building relationships with experienced mentors, peers, and industry leaders, entrepreneurs can gain valuable insights, guidance, and support. Entrepreneurs should actively seek out mentors, join professional associations, attend industry events, and cultivate relationships over time. Learning from the successes and failures of others accelerates leadership growth.

The outstanding accomplishments of the local business community was in the spotlight at the Cambridge Chamber of Commerce’s 2025 Business Excellence Awards.  The awards were presented in front of a sold-out crowd of more than 300 business leaders and Cambridge/Township of North Dumfries officials at Tapestry Hall on May 22. The Business Excellence Awards is the Chamber’s premier event and has honoured the contributions and achievements of business leaders in the City of Cambridge and Township of North Dumfries since 2000, and features 11 award categories, nine of whom require nominations. In total, nearly 70 nominations were received.

Award recipients

Community Impact award: John D. Wright, developer and community builder

A successful business leader for many years, John D. Wright is one of those individuals who often flies under the radar but has managed to play a significant role in the evolution of Cambridge becoming a great community to live, work and play.  He was the driving force in the success of the legendary South Works Mall, which following extensive restoration work in the mid 1990s, became one of Cambridge’s most valued tourist attractions.

Along with his late father (Ken), the pair became big proponents of Drayton Entertainment to bring a professional theatre to town after paving the way by starting a professional community theatre company themselves. John also played a key role in bringing together a consortium of business leaders in the early 2000s who raised millions of dollars towards bringing the University of Waterloo School of Architecture to town. His commitment to creating opportunity and prosperity also reached beyond the downtown core by being a strong proponent of the creation of the Cambridge Butterfly Conservatory as well as a champion for the Chamber’s own Toyota Tour initiative at TMMC.

Chair’s Award: Linton Window & Door 

For 50 years, Linton Window & Door has stayed ahead by combining old-fashioned integrity with forward-thinking innovation. For this company, customer service isn't about making a sale—it's about creating relationships built on trust. Its commitment to quality goes beyond the industry standard, ensuring full labor coverage on its manufactured items for up to 25 years and offers a full-time service team—something no one else in the Cambridge area does. Linton is also an expert at employee retention offering not only competitive wages, strong health benefits and real career growth, but by supporting their team beyond the workplace. It is committed to ensuring its team feels valued and has created a work culture like no other by providing a gym and massage chairs to ensure their staff is well looked after. This is a company that builds to last.

Business of the Year 1-10 employees: Home Cleaning KWC Inc.

Professionalism and excellence are the key ingredients in the recipe of success at Home Cleaning KWC.  It’s founder jokingly credits her ‘picky mom’ for instilling values that celebrated exceptionally high standards of precision and attention to detail, something this company holds dear since it began in 2022. In that time, Home Cleaning KWC has quickly gained a growing list of satisfied clients who relish the unmatched service it provides which is designed to offer peace of mind, allowing them to focus on what truly matters—spending quality time with loved ones. Creating a healthy, stress-free environment for clients is a priority for this company. Their approach has resulted in not only a 40% growth in its client base sparking a massive sales leap but has allowed it to grow from a one-person operation to a 10-person team in less than three years.

Business of the Year 11-49 employees: VIG Computers

VIG Computers is driven by commitment to innovation, industry leadership, and community impact. Through a combination of sustainable business practices, technological innovation, and unwavering commitment to community development, this is a company that continues to lead in its industry while making a meaningful impact in the world. This commitment has seen it grow from a small local operation to a global leader in sustainable IT solutions, expanding its reach into the U.S., Mexico, and the Middle East. VIG Computers is a company that fosters an inclusive and dynamic workplace, ensuring that its team remains motivated and at the forefront of industry advancements. It’s also a company that gives back to the community in many ways, including by funding a fully equipped post-surgery recovery room at CMH, as well as providing low-cost refurbished computers to school boards provincewide.

Business of the Year 50 employees & over: Ayer Welding 

For nearly 60 years, Ayer Welding has continued to build a strong reputation for outstanding craftsmanship and exceptional customer service. Starting as a small family-owned business in 1967, it has continually diversified its services while staying true to its founding values and now operates from three locations. It has continually broadened its capabilities entering the U.S. market in 2017 and its dedicated team has continued to achieve success by exceeding its customers’ expectations and by taking pride in collaboration with various industries, providing innovative solutions and high-quality work. Its continued success can be attributed to its competent and knowledgeable staff, who thrive in the company’s positive work environment. Ayer Welding is an organization that treats each employee with kindness and compassion. Their staff is their family which make this a great place to work. 

Outstanding Workplace – Employer of the Year: Canadian Western Bank

Developing a dynamic and healthy workplace is essential for boosting employee morale and is something Canadian Western Bank (CWB) does very well. Creating a culture through innovative programming and ensuring all employees are valued and appreciated is its forte. This is a company that listens to its people and hires those who share its values of diversity, innovation, and excellence which in turn has made it a beacon for talented individuals as well as boosting creativity and collaboration. Employees are provided with tools to foster a positive team environment. These include the Teal Champion Recognition program that allows employees to honour colleagues who exemplify the company’s values, and its quarterly Pillars of Excellence Awards which results in cash awards and gift cards for the winners. CWB is a company that truly recognizes that everyone has different needs and finds ways to seamlessly accommodate them all.

Marketing Excellence: From Farm to Table Canada

Creating innovative partnerships has been key to the success for From to Table Canada. Three years ago, a very successful partnership with the Hamilton Tiger-Cats & Tim Hortons Field to distribute a cobranded popcorn and its focus on differing markets - stadium sales, retail, and e-commerce – resulted in phenomenal gains for this local company. However, it took things one step further this past year by creating a custom cobranded bag of kettle corn for the CNE – highlighting vintage rides and the famous Princess Gates. On the back, a QR Code brought buyers to the CNE's website where tickets could be purchased. As well, by providing samples to more than 30 media outlets, social media influencers, and even shipping cases of kettle corn to Toronto Mayor Olivia Chow's office who distributed the bags to staff at City Hall, this move resulted even more excitement for the historic fair and created credibility for From Farm to Table in the tourism industry. 

Spirit of Cambridge: New Hope Properties

Creating an even better community means a great deal to New Hope Properties.

For more than 30 years, this company has taken corporate leadership and the notion of social responsibility to new heights. Their interest was first ignited in 1997 after purchasing the former Artex Woolen Mill in Hespeler and then undertaking a nearly two-year campaign to completely rejuvenate the plant which now employs more than 100 people. Since then, New Hope Properties has brought new life to more than 20 derelict or near derelict industrial/commercial and residential properties creating a major impact on the Cambridge community. But their commitment to community extends beyond revamping buildings. Also, this company has made significant donations to Cambridge Memorial Hospital to support the WeCareCMH Campaign to support the capital and equipment needs of the hospital, the Royal Canadian Legion, and Lisaard House, along with donations to the local Salvation Army and Red Cross several times a year.

Young Entrepreneur of the Year: Cole and Kortnie Wigboldus of Doggie Stay N Play

Combining creativity, vision, and a love for animals has been key for Cole and Kortnie Wigboldus of Doggie Stay N Play. They have transformed a standard business idea into something unique by introducing a ‘kennel free’ environment in their dog daycare and boarding operation. Allowing their furry ‘guests’ the chance to socialize in wide-open spaces has created a stress-free environment that’s good for their health and they are constantly finding ways to improve their service. Doggie Stay N Play has a business vision where every dog feels loved and part of a community and continues to do everything it can to build strong relationships with pet owners, promoting responsible pet ownership. This vision inspires the daycare to be a leader in the pet care industry.

New Venture of the Year: Syed Health & Wellness Clinic

A commitment to compassion, and community impact has resulted in continued success for Syed Health & Wellness Clinic. This business prides itself on the unique technologies it offers, which are designed to address a wide range of health and aesthetic needs pertaining to many things, including hair removal, acene and scar therapy, as well as non-surgical facelifts. These technologies have ensured its clients benefit from safe, precise, and highly effective care.

But its impact extends beyond treating clients and into the community through the establishment of meaningful partnerships with local healthcare providers, including a skin cancer screening clinic in Guelph and the Family Dental Centre. These collaborations enable Syed Health & Wellness Clinic to provide holistic and comprehensive care, ensuring its clients receive support that extends far beyond the clinic’s doors.

WoW Cambridge of the Year: Dr. Kevin Waddell at Townline Animal Hospital

Providing exceptional customer service is something Dr. Kevin Waddell and his staff at Townline Animal Hospital has always taken to heart, which isn’t easy considering their clients do not speak. But their clients’ owners have been doing a great deal of talking about the wonderful treatment their beloved pets receive. We all know that pets often become ‘part of the family’ and when it comes to ensuring they stay healthy, the recipient of this award is known for always going that extra mile for clients. According to one very satisfied customer whose dog – after having a very bad experience elsewhere – has blossomed by the treatment she continues to receive and now actually looks forward to every visit. The owner is also grateful for the extra time Dr. Waddell takes during every appointment to address concerns. 

The ongoing U.S. tariffs situation is widely covered in economic and political headlines, but one of its less-discussed casualties is the human resources (HR) department.

Although HR teams are not directly involved in trade negotiations or tariff enforcement, the consequences of tariff changes are creating an unexpected wave of challenges, from workforce disruptions to morale issues and talent management headaches.

It’s a situation, says Brad Ratz, Director of Growth Strategy and Customer Experience at H2R Business Solutions, has not gone unnoticed by companies like his that provide support to small and mid-sized businesses.

“It definitely shifts you from a proactive stance to a reactive stance as an organization,” says Brad, referring to the ongoing impact of tariffs and how businesses have had to adapt. “But I think in the last few weeks there has been some more stability.”

Tariffs, essentially taxes on imported goods, often lead to higher costs for raw materials, components, and finished products. For industries like manufacturing, automotive, electronics, agriculture, and retail, this has created enormous financial pressure. While executives and supply chain managers scramble to adjust pricing, sourcing, and operations, HR departments are left to manage the human side of the fallout.

Companies facing shrinking profit margins often respond with hiring freezes, layoffs, or restructuring. This leaves HR teams tasked with managing reductions in force, handling severance, conducting difficult conversations, and navigating legal risks—all while maintaining morale among the remaining workforce.

Assessment key for businesses

However, Brad says on the other end of the ‘doom and gloom’ side of the situation there has been an uptake in hiring as many companies capitalize on the ‘buy Canadian’ movement.

“As many companies are being impacted and may be modeling out some worst-case scenarios, we've got on the other side clients that say, ‘How do we even keep up with the amount of work that's being directed to us right now?’” says Brad, adding organizations must really start to think strategically when it comes to planning. “How do we navigate this uptick? Because the question then is how long is this sustainable?”

For companies forced to shift their strategies—such as relocating manufacturing out of tariff-affected countries—HR faces the complex task of redeploying talent. This might involve reskilling workers for new roles, managing transfers, or negotiating with unions. Retraining programs, once seen as long-term development initiatives, have become urgent necessities to keep pace with rapidly changing business needs.

Assessment, says Brad, is key when companies are faced with rapid changes.

“Take that pause and ask some questions and assess the landscape and what's happening. Once you've assessed, then it's time to start planning. What's best case scenario and what's worst case scenario?” he says. “I love the assessment piece because you’re acting off of real data and you're kind of eliminating some of that emotional stuff that's going to come in if you don't stop and do the assessment.”

Managers require support

Another hidden cost of the tariffs situation is employee anxiety. News of supply chain disruptions, rising costs, or customer losses spreads quickly through the workforce. Employees fear for their jobs, speculate about layoffs, and worry about the company’s future. Even if no cuts are made, morale can take a hit, leading to drops in productivity and engagement.

HR teams must invest time in internal communication to reassure employees, manage rumours, and maintain trust. They also need to support managers in having transparent conversations with their teams. In some cases, HR may introduce stress management programs or offer additional mental health resources to help employees cope.

“We've had a significant increase from a training and development side trying to equip leaders to help navigate the changes that are coming through this and support their teams,” says Brad, adding some smaller organizations may already have tools in place to assist. “If you do feel like your team is going to be affected in many different ways, what systems or tools do you already have access and available that can support our staff through this?”

Moving forward, companies need to recognize HR’s critical role in times of economic disruption. This means ensuring that HR leaders have a seat at the table during strategic planning, providing resources for employee support programs, and investing in workforce planning and training. Without this, the toll on morale, retention, and performance may far outlast the tariff wars themselves.

Speaking on a personal note, Brad says despite any shifts caused by tariffs, he is optimistic for the what the economic future holds.

“Canada is one of the largest economies in the world. On a global scale, we’re not small and there's lots of opportunity out there,” he says. “Typically, after any time of crisis, and I would classify this as crisis, that's usually when the largest level of innovation happens.”

Challenges faced by HR departments include:

Job security and layoffs

Tariffs can lead to declining demand in certain industries, potentially causing layoffs and hiring freezes. HR must develop strategies for managing workforce reductions while maintaining employee morale.

Reskilling and upskilling

As businesses adapt to changing market conditions, including tariff-related shifts in supply chains, HR may need to focus on reskilling employees for new roles.

Employee morale

The uncertainty surrounding tariff policies and their potential impact on jobs and the economy can negatively affect employee morale, leading to decreased productivity and engagement.

Compensation and benefits

Rising material costs due to tariffs can put pressure on company budgets, potentially requiring HR to adjust compensation structures and benefits packages to remain competitive.

Transparency and communication

HR leaders need to be transparent with employees about how tariffs may impact the business and provide support programs to help them navigate the changes.

Impact on healthcare costs

Tariffs could also lead to rising pharmaceutical costs, adding to the challenges already faced by HR in managing healthcare inflation, according to Businessolver.

The collective strength of the Ontario Chamber network to advocate for businesses during one of the most turbulent economic junctions in Canadian history became a unifying theme at the recent Ontario Chamber of Chamber of Commerce AGM in Windsor.

The event – held April 24-26 and hosted by the Windsor Essex, Amherstburg and Leamington District Chambers of Commerce - brought together approximately 150 delegates representing 60 chambers provincewide to network, hear from economic leaders, and to debate policies that can create evidence-based solutions to benefit the business community and province’s economic growth.

“The annual AGM is a great opportunity for Chamber leaders to not only share ideas and best practices, but to find ways to navigate current economic upheavals created by U.S. President Donald Trump’s continued trade threats,” says Cambridge Chamber of Commerce President and CEO Greg Durocher, who attend the AGM accompanied by Board Chair Murray Smith. “Having a unified voice is pivotal, especially now, in helping to create the certainty businesses need.”

Drop in business confidence

It was a sentiment echoed by Ontario Chamber of Commerce President and CEO Daniel Tisch during his opening remarks at the conference, entitled Bridges, Not Barriers. 

He spoke about the immense stress business leaders are under due to staffing concerns and rising prices and referenced the OCC’s ninth annual Ontario Economic Report (OER) released earlier this year which showed a significant rise in business confidence over the course of 2024, climbing from a historic low of 13 per cent to 26 per cent by year’s end.

However, despite this improvement, confidence remains historically low and fragile, with 48 per cent of businesses expressing a lack of confidence in the economy. When U.S. tariff threats are on the table, business confidence dropped dramatically to just 15 per cent, almost erasing the last year’s gains, according to the OCC’s separate tariff survey in early February.

Tisch said business leaders are looking for assistance and guidance, noting the Chamber network is the best organization to take on that leadership role.

Trade clarity will come

“We can provide that platform and provide the clarity and collaboration and continuity they need to be successful, and that they deserve because we need them to help build our province and to create jobs and economic opportunity and the growth that we all want,” he said, adding Canada will eventually achieve some level of clarity when it comes to U.S. trade. “We don’t exactly know when, but we know that it’s going to be fragile and as long as the president (Trump) is in office there is no guarantee he will respect any (trade) deal that he signs because he didn’t respect the last one. We can’t put all our eggs in that basket anymore and have to diversify as a trading nation.”

Competitiveness was the underlying theme of two sessions at the AGM featuring a panel of experts, including Windsor Essex Chamber of Commerce President and CEO Ryan Donally, who spoke about the long-standing trading relationship between the U.S. and Canada. It was noted that 25% (approximately $320 to $390 million) of all trade between the two countries crosses the Ambassador Bridge daily.

Long-term strategies needed

“You can’t unscramble this egg since cross-border trade has been around for at least a century,” he said, adding Trump’s tariffs will cost thousands of jobs on both sides of the border before stressing the need for trade diversification and long-term strategies.

It was a sentiment shared by Luke Polcyn, Senior Executive, Development and Economic Transformation for the City of Detroit, who outlined the vibrant trading relationship between the two cities and the opportunity for cross-border partnerships in terms of innovation assets.

“This disruption (tariffs) is being done in our name but ask any SMEs on the U.S. side and they would tell you the system could be tweaked but not blown up,” he said.

A second panel of experts which focused on Ontario’s ‘competitive edge’ offered insights on how key sectors can navigate policy changes, and how the province can build on its future competitiveness.

“Our responsibility at the moment is to think long-term,” said panelist Jaipaul Massey-Singh, CEO of the Brampton Board of Trade, adding more could be done to commercialize innovation. “Let’s not let this crisis go to waste. It’s not all doom and gloom but a wakeup call.”

He stressed the need to hold decision-makers accountable to push for change, an opinion shared by a fellow panelist, Sueling Ching, President and CEO of the Ottawa Board of Trade.

“We must demand a continued collaboration of strategies,” she said. “Our new normal is change.”

Policies will help businesses

In effort to make changes, this year 36 policies were approved by the delegates covering a wide variety of issues that can directly affect businesses. These included  policies relating to education, healthcare, homelessness, mental health and addictions, transportation, infrastructure, and manufacturing. These policies now become entrenched in the Ontario Chamber of Commerce’s policy ‘play book’ to guide its ongoing advocacy work at Queen’s Park.

The Cambridge Chamber co-sponsored three policies which received support from delegates:

Create and Implement a Provincial Strategy to Address Homelessness, Mental Health and Addictions

• This policy outlines several recommendations for the Province, including ensuring social services outreach teams are available as partners to police throughout Ontario to support marginalized individuals and improve province wide data collection and access for frontline services to enable better decision-making. Also, prioritize funding, program, and policy changes to better support those with complex mental health conditions that may pose a risk to themselves and others, and incentivize municipalities to develop more low barrier supportive housing solutions.

Cutting Administration for Ontario Physicians

• This policy sets out several recommendations, including encouraging the Province to collaborate with physicians, healthcare administrators and stakeholders to set key performance indicators for administrative workloads and set targets based on industry benchmarks to ensure improvements in physician efficiency. It also calls for the prioritization of secure digital technology to reduce administrative burdens, and collaboration with the Ontario Medical Association and other healthcare organizations to implement proven strategies that reduce physicians’ workloads.

Ontario Government Assistance on Employment Land Assembly

• This policy calls for the Province to financially assist municipalities with the purchase of land for major industrial and economic development projects. It also recommends funding support be provided for necessary infrastructure, such as roads, utilities, and servicing, to enhance the viability of potential employment lands to attract investors. As well, it recommends the need for regional partnerships and engagement with the private sector to optimize both existing and new employment land uses to ensure the land assembly efforts integrate with broader economic strategies. 

An open-door policy is a vital tool for business leaders who want to foster transparency, trust, and effective communication within their organizations. 

When managed correctly, it can boost morale, improve collaboration, and increase productivity. However, it must be implemented thoughtfully to avoid potential pitfalls such as misuse, leader burnout, or undermining formal processes.

“One of the main things that leaders need is information to make decisions. So, an open-door policy is good in terms of acquiring information or getting the knowledge that you need,” says Professor Douglas Brown of the Faculty of Arts Department of Psychology at the University of Waterloo. “But then the downside is if you take the open-door policy too far that it potentially makes your employees less able to engage in problem solving themselves. Potentially, it creates a bottleneck in terms of decision making. If everyone's bringing every decision to you, you become essentially a choke point in getting things done.”

When employees feel that they can approach their leaders at any time for advice, feedback, or to voice concerns, it can lead to a high frequency of meetings or conversations, many of which may be trivial or not urgent.

Leaders may find themselves bogged down with constant disruptions, which can detract from their ability to focus on high-priority tasks. This not only affects their productivity but may lead to burnout, as leaders struggle to juggle management responsibilities with being constantly available.

Micromanaging can derail leaders

“Managers and leaders have their own jobs to do and if they're being inundated constantly with having to make all kinds of decisions in the short run then that's distracting them from doing things that are more strategic that need to get done,” says Professor Brown, adding delegating responsibilities is key for business leaders. “But one of the biggest derailers of managers is being a micromanager and being unable to delegate.” 

When employees are constantly encouraged to approach their leader with every issue or concern, it can lead to dependency and over time, employees may begin to rely on their leader to make decisions for them, rather than fostering independence and critical thinking. This dependency can stifle innovation and initiative, as team members may not feel empowered to solve problems on their own.

Leaders may find themselves spending more time providing solutions to issues that their team should be capable of handling independently, leading to inefficiency and slower decision-making.

“So, is your open-door policy a symptom of something more problematic about your own leadership style?” asks Professor Brown, adding the first thing a leader should ask is if an open-door policy is working for them. “They have to reflect on information that they're getting themselves as well as through observing their teams. Do you feel stretched as an individual? Do you feel stressed out and is this a consequence of these constant interruptions that you're getting because you're being asked to make all kinds of small insignificant decisions?”

He says hybrid work situations can exacerbate the situation.

Clear boundaries needed

“I think in these virtual environments in many ways it's psychologically hard because you don't have control and information and so you have this level of uncertainty of what are people doing which makes it psychologically hard on you,” says Professor Brown, adding leaders must move away from the mentality that leadership isn’t about walking around keeping tabs on employees but creating structures that allow leaders to collect the information they need. “But you also can’t give people free control to do anything they want. It’s kind of a balancing act because you don’t want to completely rob people of their freedom and autonomy.”

To mitigate these risks, leaders should establish clear boundaries, encourage independent problem-solving, and ensure that they are still focusing on long-term strategic goals. With the right balance and structure, an open-door policy can be a powerful tool for fostering a healthy, communicative, and productive work environment.

Professor Brown says structural changes may be required to achieve a more productive environment.

“Maybe I don’t provide enough role clarity for people as a leader? Or maybe I’m very inconsistent in my delegation? Or maybe I have a decision-making process where everything must run through me?” he says. “Those are all structural things I think are easy to change if they accept this may be the source of the problem.”

How a business leader should effectively deal with an open-door policy:

Clearly define the policy

Leaders should communicate the purpose of the policy—encouraging open communication, quick resolution of concerns, and building stronger relationships. It should also include guidelines on what types of issues are appropriate for open-door discussions (e.g., ideas, feedback, ethical concerns) and when more formal channels should be used (e.g., HR complaints or legal issues).

Maintain availability, but set boundaries

Leaders need to strike a balance between being accessible and staying productive. While it’s important to be approachable, setting realistic boundaries around availability helps prevent disruptions. For example, a leader might designate specific times for walk-ins or encourage scheduling brief check-ins to manage time more effectively. This also signals that while the door is open, time and focus are respected on both sides.

Be fully present

When employees do come through the door, leaders must give them their full attention. Listening actively and without judgment builds trust and encourages honest dialogue. It’s important to acknowledge concerns and follow up with appropriate actions. Even if the answer is “no” or change isn't possible, employees will appreciate transparency and sincerity.

Encourage a culture of communication

An open-door policy should complement—not replace—a broader culture of communication. Leaders should regularly engage with employees at all levels, foster team dialogue, and promote peer-to-peer communication. Encouraging open dialogue in meetings, anonymous feedback channels, and regular one-on-ones can support the policy and make employees feel heard beyond just the “open door.”

Avoid micromanagement or bypassing hierarchies

One challenge of an open-door policy is that it can unintentionally bypass middle managers or create confusion around decision-making authority. Leaders must reinforce the importance of chain-of-command and support managers rather than undercutting them. When appropriate, employees should be encouraged to resolve issues at the closest level before escalating them.

Act on feedback

The effectiveness of an open-door policy depends heavily on what happens after the conversation. If employees regularly share concerns or ideas and nothing changes—or worse, there's retaliation—trust erodes quickly. Leaders should document key themes from conversations, follow up, and implement improvements where feasible. Even small changes based on employee input can reinforce the value of the policy.

Model openness and integrity

Finally, leaders should model the values they want to see—honesty, humility, and openness to feedback. If leaders are defensive, dismissive, or inaccessible, the policy becomes symbolic rather than functional. Being authentic and approachable sets the tone for the entire organization.

Despite progress in gender equality and growing awareness of women’s contributions to the economy, women continue to be underrepresented in entrepreneurship in Canada.

Sadly, this comes at a time when entrepreneurship itself - always a driving force for innovation, job creation and economic growth - is also declining and continues to suffer post-pandemic. In fact, BDC (Business Development Bank of Canada) has noted half as many people are opening businesses now compared with 20 years ago.

The impact of these issues is explored in a recent Canadian Chamber of Commerce report entitled Women Entrepreneurs: Canada’s Biggest Missed Business Opportunity, a follow up to a report the national business organization’s Business Data Lab released last year entitled Barely Breaking Ground: The Slow Stride of Progress for Women in Business Leadership and Entrepreneurship.

Both reports outline the ‘glacial’ progress of women-owned ventures, despite years of investment.

“I don’t think it’s something that can be resolved by one party or one piece of the ecosystem,” says Marwa Abdou, Senior Research Director at the Canadian Chamber of Commerce, who authored the Women Entrepreneurs report. “I think it needs an all-hands-on deck approach.”

Among its many surprising findings, this latest report found that women-owned businesses have not accounted for more than 20% of all enterprises since 2005 and that approximately 710,000 majority women-owned businesses are ‘missing’ (meaning people who could be involved in entrepreneurship but are not). Also, nearly two-thirds of these ‘missing’ women-owned businesses in Canada are in Ontario and Quebec.

Limited access to capital

One of the most significant barriers for women entrepreneurs in Canada remains limited access to capital. Studies consistently show that women are less likely to receive funding from investors and banks. This can be due to several reasons, including unconscious bias in lending practices, lack of networks connecting women to investors, and fewer women in investment decision-making roles.

“They deal with, comparatively and relatively speaking, more barriers to entry, particularly in a male dominated sector. They have less access to funding and are mentored less and have less training,” says Marwa. “All of that is also mirrored in their trajectory in the business landscape. When you then add on top of it an entrepreneurship environment where it is much more difficult and much riskier to be an entrepreneur, generally that means that the very barriers that women have faced for decades have now become exponentially worse.”

Successful entrepreneurship often relies on access to networks, mentors, and business communities. Unfortunately, women are underrepresented in these areas. Networking events, accelerator programs, and industry associations may not always feel welcoming or inclusive to women, especially those from racialized or Indigenous backgrounds.

Lack of mentors

Marwa notes in a recent podcast she hosts called Canada’s Economy Explained, her guest Isabelle Hudon, President and CEO of the Business Development Bank of Canada (BDC), discussed the economic gap of fewer women entrepreneurs and the pieces surrounding this issue.

“One of the things that she (Isabelle) talks about is even something as simple as when you think about women coming in and bringing in an entrepreneurial idea; they're coming into a boardroom full of white men who are somewhere in the middle, or not engaged,” says Marwa. “They're not going to see things from their perspective. They're not connected to the markets that they're connected to. They don't have the same lens on these issues.”

Without mentors who understand the unique challenges faced by women entrepreneurs, it can be difficult to navigate business growth, funding, and leadership development. The lack of visible female role models in certain industries also contributes to fewer women pursuing entrepreneurship in those fields.

Policies can be cumbersome

Marwa says the need for having advocates and champions in the room for these women entrepreneurs is crucial to access the capital pieces needed, explaining current policies and funding opportunities have not made it easy. She refers to the $2 billion Women Entrepreneurship Strategy (WES) announced by the Government of Canada in 2018 to advance women entrepreneurship.

“We haven't really gotten traction on the things that have really held women back,” she says, adding current polices have made it cumbersome for them to get the loans they need or decipher which start-up incubators or accelerators they can tap into. “We have a lot of programs, and we have a lot of funding that we've made available for women entrepreneurs, but we haven't thought about the practicalities of what it's like from their perspective to navigate that landscape.”

Click here to read the report.

Findings from Women Entrepreneurs: Canada’s Biggest Missed Business Opportunity:

• Roughly 710,000 majority women-owned businesses are “missing” (i.e., “people... who are not involved in entrepreneurship, but who could be” (OECD 2023).
• Women-owned businesses have not accounted for more than 20% of all enterprises since 2005 and stand at approximately 18% in 2024, behind of the federal Women Entrepreneurship Strategy’s goal to double the number of women- owned businesses by 2025.
• Women remain underrepresented in high-growth industries such as construction, mining, and tech, where they own fewer than 10% of businesses.
• Almost two-thirds of Canada’s “missing women-owned businesses” are in Ontario and Quebec. The gender gap is highest in the Prairies, Prince Edward Island, and New Brunswick.

Why there is a lack of women entrepreneurs in Canada

Access to Capital and Funding

Studies show that women receive less venture capital and are less likely to secure business loans compared to their male counterparts.

Gender Bias and Stereotypes

Women often face skepticism about their abilities, particularly in male-dominated industries like technology or construction. Stereotypes about women being risk-averse or less committed to business pursuits can undermine their credibility.

Limited Networks and Mentorship Opportunities

Many networking environments remain male-dominated, which can be intimidating or unwelcoming for women. Additionally, a lack of female mentors in leadership roles means aspiring women entrepreneurs may struggle to find guidance from someone with shared experiences and challenges.

Balancing Family Responsibilities

Women are still more likely than men to bear the primary responsibility for childcare and household duties. This unequal distribution of domestic responsibilities can limit the time, flexibility, and energy women must devote to entrepreneurial ventures.

Confidence and Risk-Taking

While women are just as capable as men, studies suggest that women may be less likely to pursue entrepreneurship due to lower self-confidence or a greater perception of risk. This often reflects societal conditioning that encourages men to take bold steps while urging women to play it safe.

Lack of Representation and Role Models

There are relatively few high-profile female entrepreneurs in Canada. This lack of visible role models can lead to a perception that entrepreneurship is a “man’s world,” discouraging some women from pursuing that path.

Structural and Institutional Barriers

Finally, institutional policies and practices can inadvertently disadvantage women. Similarly, economic development policies may focus on sectors where women are underrepresented, such as tech or manufacturing, rather than supporting diverse entrepreneurial pathways.