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Effective communication is the cornerstone of a successful workplace. 

Whether collaborating on a project, resolving a conflict, or simply exchanging ideas, the ability to communicate effectively can significantly impact productivity, morale, and relationships. One of the most crucial aspects of effective communication is understanding the diverse communication styles present among colleagues.

At the Chamber’s Dec. 12 Business Growth Series session, entitled Understanding Your Workforce to Unleash Their True Superpowers, leadership development consultant Andrew Leith will examine this topic by diving into the psychology of self-perception and how well we understand those around us, especially in the workplace.

Workplaces are often composed of individuals with varied personalities, cultural backgrounds, and professional experiences. These differences influence how people express themselves, interpret messages, and respond to others. By understanding these preferences, teams can reduce misunderstandings, foster mutual respect, and create an environment where everyone feels heard and valued.

“If we can understand how certain people like to communicate, and understand that certain people, including some that are neurodivergent, communicate in certain ways we can then start to isolate which ways are best to communicate with the people in our company,” says  Andrew, President of Octant Executive Advisory Group.

Neurodivergent communication refers to the ways those with neurodiverse conditions, such as autism, ADHD, dyslexia, or other cognitive differences, express and process language, and interaction.

Thinking ‘outside the box’

“But this is about being accommodating to people, whether they’re neurodivergent or not, and hopefully understanding our organizations better and understanding the ‘superpowers’ of the people that work with us and how we can unlock their potential," he says.

To accomplish this, Andrew will lead participants through a few activities to help them to start thinking ‘outside the box’ when it comes to their own communication styles and those around them.

“I’m not going to diagnose people. We’re not here to tell anyone that they are neurodivergent,” he says. “But if we can understand how certain people like to communicate, we can start to isolate which ways are best to communicate to the people in our company.”

As an example, Andrew says a company may have employees who prefer communicating through emails or text messages, rather than Zoom meetings or even face-to-face, while there may be others who do their best work when faced with either longer or shorter deadlines. He says many employers are realizing they can’t paint all employees with the same ‘brush’ when it comes to communication.

“Many have been communicating with the same expectations from day one and now all of sudden they realize they have a diverse group of thinkers and communicators in their company that require a little bit of accommodation,” says Andrew. “We always think of accommodation as being inconvenient, but it doesn’t have to be inconvenient.”

Accommodation can help bottom line

Instead, he says accommodating an employee’s specific communication needs can yield exponential dividends for an organization and can increase the bottom line, as well as strengthen employee retention. 

“Acquiring new employees is an arduous task in Ontario right now and retaining employees is top of mind for everyone,” says Andrew, noting that many Gen X employees have become more focused on quality of life rather than achieving promotions at work.  

In fact, a recent Randstad survey showed that 42% of Americans say promotions in the corporate world are no longer a priority.

“Go back 20 years and was there anyone in the corporate world that didn’t want a promotion?” quips Andrew. “I think that speaks volumes about quality of life and employee retention.”

But understanding communication styles goes beyond day-to-day tasks; it also strengthens interpersonal relationships. When colleagues feel understood and respected, trust grows. For example, some individuals may value frequent check-ins and verbal affirmation, while others might prioritize autonomy and written communication. Recognizing and honouring these preferences demonstrates empathy and consideration, which are foundational to positive workplace relationships.

Andrew hopes this Business Growth session will help employers gain more insight in creating a more diverse and productive workforce.

“If there’s one thing that I hope people will get out of this session is, depending on how large your organization, there’s a good chance you may already have someone working for you that has a lot of the answers you need,” he says. “You just need to create the environment for them to be able to do that.”

The Business Growth Series session ‘Understanding Your Workforce to Unleash Their True Superpowers’ takes place Dec. 12 at the Chamber office from 9- 11 a.m.

Click here to learn more.

Entrepreneurship is often idealized as the ultimate path to freedom, success, and financial independence. However, the reality is that pursuing an entrepreneurial journey is filled with challenges, sacrifices, and uncertainty. 

For some entrepreneurs, the dream can sometimes become too overwhelming, leading them to consider stepping away from their plans. But this may not be the best course of action, says Keith Peers, owner of T&R Group in Cambridge, a business consulting firm that offers small business growth systems, coaching and strategic planning.

“Generally, true entrepreneurs are visionaries and they’re willing to take risks to do something they believe in,” he says. “If you’re an entrepreneur and you’re passionate about something, listen to yourself. Not others.”

Keith says while consulting with business professionals such as accountants, bankers, or lawyers, is a natural step for entrepreneurs to take, they must also remember these professions are based on risk averse. 

“If you’ve got passion and an idea, the best advice is to look at yourself in the mirror,” he says, noting that many ideas like the Sony Walkman or iPod likely came under scrutiny in the beginning. “First and foremost, do you believe it in your gut that it’s going to work? Is there a market for this?”

Mistakes can lead to learning

Keith says recognizing a want or filling a need can be the key questions at the top of the checklist for an entrepreneur, adding that overcomplicating or oversimplifying the situation when they are developing a business plan are common mistakes.

“It’s finding that balance,” he says. “Rather than have all the possible permutations of what you’re doing nailed down, get it to the point where it’s good enough for now and then you learn, and you can evolve.”

Keith believes when starting a business, an entrepreneur doesn’t really make mistakes.

“A mistake is only a mistake if you don’t learn from it,” he says, noting that even if things aren’t going as planned, they don’t necessarily constitute as a mistake. “Is everything going as planned? Absolutely not. But that doesn’t mean you’re making mistakes.”

Keith says it’s not uncommon for an entrepreneur to ‘fail’ and take several years before achieving success.

“Most would tell you that they failed many times before they succeeded. But it wasn’t really failing, it was learning, and they just took a different approach and maybe tried different things. The only time you give up is when you lose your passion,” he says. “My job as a consultant is to help them get through those tough times so that they can land on something that works and come up something that’s hugely beneficial for society.”

Here’s a few key strategies that can help entrepreneurs stay driven, focused, and resilient, even in the face of setbacks:

1. Set Clear, Attainable Goals

Entrepreneurs often have visionary ambitions but breaking these down into achievable milestones makes them feel more manageable and provides a sense of accomplishment along the way. Setting both short-term goals (like weekly or monthly targets) and long-term goals (like annual revenue or business expansion) creates a balanced road map that keeps motivation steady. Each small win fuels the journey forward.

2. Build a Strong Support Network

A support network of like-minded entrepreneurs, mentors, and even friends and family can provide invaluable encouragement. Networking events, mastermind groups, or online communities offer a place to share experiences and gain advice. Surrounding yourself with supportive people makes you more resilient, especially when you encounter difficult periods. They offer fresh perspectives, validation, and encouragement, all of which help you to stay motivated.

3. Embrace Learning and Personal Development

Embracing a growth mindset – the belief that your abilities can be developed – keeps you engaged and inspired. Take time to read books, attend workshops, or listen to podcasts relevant to your industry. Learning something new that you can apply to your business adds a fresh element of excitement, prevents stagnation, and helps you continuously improve your skills and mindset. Personal development not only enhances your expertise but also brings a renewed energy to your work.

4. Practice Self-Care and Mindfulness

The demands of entrepreneurship can be intense, and burnout is a real risk. To avoid this, self-care and mindfulness practices should be a regular part of your routine. Establishing healthy habits, like setting boundaries and taking regular breaks, keeps your energy high. Practicing mindfulness can also improve focus, making it easier to concentrate on your goals without becoming overwhelmed by stress.

5. Celebrate Your Successes

It’s easy to skip over achievements in pursuit of the next goal. However, celebrating each success, no matter how small, is vital for staying motivated. Acknowledging your accomplishments reinforces positive behaviors and reminds you of the progress you’ve made. Celebrations can be as simple as taking a day off, sharing your success with your team, or treating yourself to something special. 

6. Remember Your "Why"

Entrepreneurship often begins with a clear sense of purpose – a “why” behind the business. Reconnecting with this purpose during challenging times can reignite your passion and give you the strength to keep going. Whether it’s solving a problem, making an impact, or achieving financial freedom, reflecting on your core motivation can offer a powerful reminder of why the hard work is worthwhile. 

7. Adapt and Stay Flexible

Accepting that challenges and failures are part of the journey helps maintain motivation when things don’t go as planned. Instead of seeing setbacks as failures, view them as learning opportunities. Adaptability keeps you moving forward, allowing you to pivot and make necessary adjustments. Being open to change and continuously refining your strategy can reignite your motivation by showing you’re capable of evolving and succeeding.

The strength of the Chamber network when it comes to advocating for the business community was very apparent recently as representatives from Chambers of Commerce and Boards of Trade nationwide recently gathered in Halifax to debate and approve policies aimed at boosting Canada’s economy.

Several hundred delegates gathered Oct. 16-19 at the Canadian Chamber of Commerce’s CCEC Conference and AGM to network, hear from several high-profile business and industry leaders, but more importantly debate policies that can make a difference at a time when Canada’s productivity is suffering to the point where we rank the lowest among the G20 countries, and small businesses continue to face hardships.

“I do think regulation is one of the biggest challenges facing Canadian productivity,” said Shaena Furlong, President & CEO of the Richmond Chamber of Commerce in B.C, while speaking as part of a panel discussion on the outlook for small business. “I think generally in Canada, and this is across all regions, we have problem in that the folks who are imposing regulations on business have only ever signed the back of a pay cheque and there is a sentiment that business and industry are a bottomless well and it’s not just true.”

Delegates were told by Isabelle Hudon, President and CEO of BDC, there are now 100,000 fewer entrepreneurs in Canada than there were 10 years ago, an issue touched on by outgoing Canadian Chamber President and CEO Perrin Beatty during a special tribute to his 17 years as head of the organization. 

Network provides a strong voice

“Capital is fluid, and you are not going to know when an investor chooses not to stay in Canada or not to invest in Canada,” he said. “We need to increase our ease in doing business.”

However, Perrin credited the work of the Chamber network and its advocacy efforts to create a better climate for businesses. 

“Businesses have never more greatly needed a strong, effective and organized voice,” he said. “I’m confident the Chamber can make an even greater contribution to Canada in the future. You are the ones who will carry out that mission. It will be your imagination and your commitment, your energy and your collaboration that will create a brighter future for our country.”

This sentiment is shared by Cambridge Chamber of Commerce President & CEO Greg Durocher who says a key role of Chambers is to develop policies that can lead to fundamental changes in legislation to create environments where businesses can thrive and in turn, communities can prosper. Greg attended the AGM, along with Board Chair Murray Smith and the Chamber’s policy writer Brian Rodnick.

“The policies approved by delegates at the Canadian Chamber AGM and Ontario Chamber AGM provide the tools needed to urge both the provincial and federal levels of governments to make decisions that can assist our economy,” he says. “The Chamber network from coast-to-coast provides a strong voice for businesses.”

At this year’s Canadian Chamber AGM, just over 40 of the policy resolutions presented by Chambers and Boards of Trade nationwide, were approved by nearly 300 voting delegates.

The policies – which now become part of the Canadian Chamber of Commerce’s ‘official playbook’ - touched on the following areas: taxation and finance; labour, skills, and immigration; transportation and infrastructure; agriculture; health; manufacturing; and international affairs.

A policy submitted by the Cambridge Chamber and four others co-sponsored by the Chamber received overwhelming support:

Calling for a comprehensive, independent review to simplify Canada’s tax code

Delegates supported a call to reform Canada’s tax system by establishing an independent, comprehensive review of the tax system ensuring its terms of reference focus on simplification and modernization, identifying potential changes to encourage more economic prosperity for Canadians.

​Implementing a Canada Trade Infrastructure Plan (CTIP) (co-sponsored)

The Chamber network supported a move to have the Federal Government implement, in cooperation with the national business sector and Provinces-Territories, a Canada Trade Infrastructure Plan to guide future planning and construction activities. The hope is to help grow the economy nationwide and ensure that all trade corridors have the capacity to move Canadian goods and service as markets expand.

​Increasing capacity across Canadian manufacturing (co-sponsored)

Delegates supported a call for the Federal Government to implement a 10% refundable manufacturing investment tax credit for all operations nationwide, like the current Atlantic Investment Tax Credit. 

​Addressing the affordability crisis by getting back to fiscal balance & right sizing (co-sponsored)

The Chamber networked supported a series of recommendations to bolster the economic wellbeing of the private sector, including working toward bringing down the level of debt, reviewing government expenditures, if necessary, via a Royal Commission, mandated reviews across all ministries and departments that re-examine government services and the implementation of a cash pooling arrangement within and between all departments and ministries.

​Improvements to the Artificial Intelligence and Data Act (co-sponsored)

The delegates approved a series of recommendations calling for more public consultation when the legislation gets rolled out and assurance that regulations imposed on the industry allow it to remain competitive with other countries including our major trading partners. Also, the policy called for the Federal Government to separate AIDA from Bill C-27 to ensure that it receives due attention and is not held back by other controversial legislation as well as clarifying what makes an AI system ‘high impact’ to better enforce the regulations. 

Business-to-business (B2B) sales play a critical role in the economy, driving innovation, productivity, and value creation across various industries. Unlike business-to-consumer (B2C) sales, which involve direct sales to individual customers, B2B sales focus on transactions between businesses. 

These types of sales often involve more complex, high-value products or services that support the operations, growth, or competitive edge of the buying company.

Understanding the importance of B2B sales is essential for any company looking to thrive in today’s competitive business landscape which is why the Cambridge Chamber is holding an in-person learning opportunity on Oct. 24 entitled How to Sell B2B.

Part of our Business Growth Learning program, this session will be led by Sanj Rajput, Director of Digital Marketing at Kitchener-based REM Web Solutions, and will touch on a variety of topics including understanding your audience, building a stronger online presence, lead generation as well as the importance of analytics and reporting.

Relationships important

“One of the biggest misconceptions is B2B is all about the product. Actually, relationships and trust play a much larger role in B2B sales than the product or service does,” he says. “But B2B buyers prioritize value reliability and long-term partnerships over prices.”

Another misconception says Sanji is the notion that cold calling is a thing of the past when it comes to making a sale, adding that technology will not replace actual salespeople.

“In order to be a successful in cold calling campaigns, it requires more research and personalization,” he says. “You can’t just cold call without a message that hits home with people. Emotions still play a role in B2B sales and providing assurance and building strong personal relationships are key to closing deals.”

One of the key advantages of B2B sales is the potential for long-term, stable relationships between companies. Unlike individual consumers, businesses seek solutions that provide ongoing value, leading to recurring sales or long-term contracts. 

“The post sales experience, including upselling contract renewals and referrals are actually more important than the initial deal that you closed,” Sanji says, referring to the critical role customer retention plays and noting that sales and marketing should be separate functions.

 “Modern sales rely on marketing heavily. If your sales reps and your marketing team are not talking to each other, I guarantee you your BMP system is not functioning to the most efficient way.”

Digital transformation vital

When it comes to the latest trends in B2B sales, he says digital transformation is vital, along with an enhanced customer experience.

“Buyers are now expecting a personalized, seamless buying experience similar to what they get in B2C hybrid sales models,” says Sanji, adding customers have become increasingly more comfortable with digital engagement, even in high value transactions. “B2B buyers are also placing increased importance on sustainability and social responsibility with selecting partners and they’re looking for companies that align with their values.”

For participants attending the How to Sell B2B learning event, Sanj hopes one of the key takeaways will centre on a market and competitor analysis. 

“They should know and learn how to identify target market segments and understand the pain points and the importance of a competitor analysis,” he says.

How to Sell B2B will take place at our office (750 Hespeler Rd.) on Thursday, Oct. 24 from 9-11 a.m. Click here to learn more or to register.

Here are few tips to help you succeed in B2B sales

Know Your Target Audience

Spend time researching the pain points of your prospects, and tailor your approach to address these issues. Personalizing your pitch demonstrates that you are offering a solution rather than just pushing a product or service.

Build Relationships, Not Just Transactions

Businesses are more likely to purchase from vendors they trust and view as long-term partners. Invest time in nurturing relationships with key decision-makers. Be consistent in your follow-ups and offer value even when you're not making a sale. Demonstrating that you're genuinely invested in their success will make you a go-to resource when they're ready to buy.

Leverage Social Proof and Case Studies

Leverage testimonials, case studies, and referrals from other clients to provide social proof. This adds credibility and reassures potential clients that you’ve successfully solved similar challenges. Highlight measurable results—like increased revenue, cost savings, or process improvements—to demonstrate the tangible benefits of your product or service.

Focus on Consultative Selling

Ask thoughtful questions to uncover the challenges they’re facing and tailor your offerings accordingly. By positioning yourself as a consultant rather than a salesperson, you gain trust and become a strategic partner in their decision-making process.

Stay Patient and Persistent

Timing is everything in B2B sales, and sometimes the decision to buy is influenced by factors beyond your control, like budgeting or internal priorities. Regular check-ins that provide value can keep you top of mind for when the timing is right.

Use Technology to Your Advantage

CRM systems, automation tools, and data analytics can be game changers in B2B sales. Use these tools to track interactions, follow up with leads, and gain insights into your sales pipeline.

Small to medium-sized businesses generate big returns for the Canadian economy.

Defined as businesses with fewer than 100 employees, SMEs constitute about 98% of all businesses in Canada providing employment opportunities to millions of Canadians and make up 48% of our gross domestic product.

According to Statistics Canada, businesses with one to 19 employees provide employment for nearly 30% of the country’s working population and three out of four Canadian businesses have less than 10 employees.  Locally, 70% of the workforce in Cambridge is employed by small businesses with less than 10 employees, according to the City of Cambridge website. 

Taking this into consideration it is fitting that Oct. 20-26 has been deemed Small Business Week to coincide with Small Business Month, providing the Cambridge Chamber of Commerce the chance to not only celebrate SMEs but offer them a unique learning opportunity thanks to our Small Business Summit: Embracing Transformation for Future Success. 

“Local SMEs play such a significant role in the economic fabric of our community and this summit is a great way to provide their operators with actionable insights and strategies to create even more success,” says Cambridge Chamber President and CEO Greg Durocher. “The summit will focus on embracing transformation which is something all businesses need to consider given the current economic climate.”

The Small Business Summit – being held Oct. 23 at Tapestry Hall - features three expert speakers who will explore a variety of topics, including AI and automation, diversification strategies, as well as community engagement and corporate social responsibility.

Also featured is a 90-minute virtual experience entitled ‘Spark’ that outlines for viewers the stages surrounding transforming an idea into action.

Summit speakers and topics include:

Building a Resilient Business Model:  Diversification strategies to withstand market fluctuations

Yohaan Tommy, MNP partner, will share his knowledge surrounding delivering measurable financial results, revenue growth and sales, and supply chain management as well as how to conduct business process reviews to improve operations.

​Adopting AI and Automation: Practical applications of AI in small business operations and automation tools to streamline workflows

Atif Khan, Vice President, AI & Data Science at Messagepoint, has extensive experience in cutting edge AI research and big data technologies regarding solving challenges and will share his expertise on AI, information systems as well as data privacy and security.

​Community Engagement and Corporate Social Responsibility: Building a business that gives back to the community 

Brittany Silveira, Marketing Manager at Grosche International Inc., will share her insights on this topic and the impact of CSR on brand reputation and customer loyalty. 

​'Spark’

Spark is a 90-minute virtual experience that will highlight for participants the five stages of transforming an idea into action, including a critical component that is the difference between failure and success on a new goal. The presentation features teaching and interactive exercises that will serve participants’ newest goal or project.

Click here to attend our Small Business Summit: Embracing Transformation for Future Success. The summit runs from 9 a.m. to 2 p.m. Wednesday, Oct. 23 at Tapestry Hall.

The Cambridge Chamber of Commerce has unveiled the nominees for its 2024 annual Cambridge & North Dumfries Community Awards. 

The awards celebrate the successes and accomplishments made by the dedicated volunteers and staff of local not-for-profits and services clubs throughout the last year by recognizing the impact they’ve made in the community through collaboration and outstanding leadership.

This year, more than 50 nominees representing nearly 40 groups are being recognized by the Chamber in nine award categories. An additional award, the prestigious Lifetime Achievement Award, will be presented to one individual who during the past 15 years or more, has made significant contributions to the community and whose accomplishments have brought recognition to Waterloo Region.

“We created these awards as a way to acknowledge how much we appreciate and admire these organizations and individuals and what they do to make our community a great place to call home,” said Cambridge Chamber of Commerce President & CEO Greg Durocher. “These awards are an important way to show these dedicated individuals who operate in the non-profit community that their commitment has not gone unnoticed.”

The awards represent a wide spectrum of categories highlighting the great work undertaken by these individuals and organizations. These include the Community Leadership Award, which is given to an individual who stands out because of their exceptional professional and/or volunteer achievements in the community, as well as the Arts and Culture Award, recognizing an individual or organization that has contributed significantly to the local cultural scene in the past year. 

Several hundred community leaders and guests will attend the awards event on Thursday, Nov. 14, at Hamilton Family Theatre Cambridge. The ceremony is one of the Chamber’s most popular events and has honoured the contributions and achievements of these community builders for more than a decade.

Learn more about the Cambridge & North Dumfries Community Awards.

The nominees and award categories include:

Community Collaboration Award

• Business & Education Partnership of Waterloo Region
• Cambridge Symphony Orchestra
• Habitat for Humanity Waterloo Region 
• Preston Heights Community Group 
• Shelter Movers Southwestern Ontario
• Workforce Planning Board of Waterloo Wellington Dufferin

Community Leadership Award

• Jennifer L. Mountain (President, Community on Stage)
• Cameron Dearlove (Executive Director, Porchlight Counselling and Addiction Services)
• Courtney Waterfall (Chapter Director, Shelter Movers Southwestern Ontario)
• Charlene Hofbauer (Executive Director, Workforce Planning Board of Waterloo Wellington Dufferin)
• Ellia Loschnig (Community Co-ordinator, Preston Heights Community Group)

Community Impact People’s Choice Award

• Citizens for Cambridge
• Camino Wellbeing Mental Health
• Grand River Pride
• Habitat for Humanity Waterloo Region
• Hashtag Hope
• Shelter Movers Southwestern Ontario
• YWCA Cambridge 

Arts and Culture Award

• Cambridge Symphony Orchestra
• Downtown Cambridge Night Market
• Penny & Pound Theatre Productions
• Galt Jazz
• Galt Porchfest

Best Event of the Year Award

• Cambridge Cultural Association (Cambridge Multicultural Festival)
• Cambridge Scottish Festival
• Cambridge Canada Day
• Grand River Pride (Cambridge Pride Week)
• Hespeler Village Music Festival in Forbes Park
• Kinbridge Community Association (Neighbourhood Day and Newcomer Picnic)
• Preston Town Centre BIA (Preston Food Crawl)

Board Member Award

• Nicola Melchers (Cambridge Memorial Hospital – Past Board President)
• Bob Howison (Cambridge Shelter Corp. – Board Chair)
• Ray Ward (Porchlight Counselling and Addiction Services – Secretary, Retired Staff Sgt.)
• Todd Lyons (Rotary Club of Cambridge Preston-Hespeler – Board member)

Volunteer of the Year Award

• Danielle Brett (519 Community Collective Kitchen)
• Merry Schmidt (Ayr-Paris Band and the Ayr 200 Committee)
• Corina Dunn (Cambridge Community Players)
• Scott Wahl (Shelter Movers Southwestern Ontario)

Organization of the Year - Under 10 Employees

• 100 Women Who Care Waterloo Region
• Business & Education Partnership of Waterloo Region
• Cambridge Memorial Hospital Foundation
• Citizens for Cambridge
• Food4Kids Waterloo Region
• SEEDS – Supporting Every Eve’s Daughter Safely
• Shelter Movers Southwestern Ontario

Organization of the Year- 11 and Over Employees

• Camino Wellbeing and Mental Health, Region of Waterloo
• Community Living Cambridge
• Community Support Connections – Meals on Wheels and More
• Kidsability
• Langs 
• Porchlight Counselling and Addiction Services

Lifetime Achievement Award

• Recipient to be announced 

The following profile appeared in a special edition of our Insight Magazine celebrating the Chamber’s 100th anniversary

Giving back to his community is something Murray Garlick takes very seriously.

For several decades, the retired Cambridge business owner and long-time realtor dedicated his time assisting the community by volunteering for several prominent organizations, including the Cambridge Chamber of Commerce.

In fact, when Murray was elected president of the board of the newly formed Cambridge Chamber of Commerce in November of 1972 at the age of 30, he was one of the youngest leaders in the Chamber movement provincewide. 

“It actually melded together pretty well,” he says of the organization which officially came into being two months later when Galt, Preston and Hespeler amalgamated Jan. 1, 1973. “There was a fair bit of diversification on the board. We had lawyers, retail, and commercial reps which was healthy.”

This new business organization, created through the amalgamation of the Galt and Preston Chambers of Commerce and the Hespeler Retail Merchants Association, consisted of 24 board members including vice-presidents and members from all three of these organizations, among them the late Bert Boone, a local councillor and realtor, and Bob MacDonald, who owned McDonald Steel Ltd. in Preston.

Valuable business knowledge

“I welcome the responsibility of leading a team of such outstanding calibre,” Murray was quoted in the media at the time in 1972. “We have a lot of hard work ahead of us, but we’re convinced that we have a vital and important role to play in the new City of Cambridge.”

He had already been an active member of the former Galt Chamber for four years prior to serving as its retail committee chairman and vice-president, so he was more than familiar with the Chamber world. 

Murray also brought a wealth of business knowledge to the organization where he would serve as board president for two terms - in 1973 and from 1983 to 1984.

“It was sometimes a hard sell. A lot people would ask ‘Why do I need the Chamber of Commerce?’,” he says, referring to those early days. “But the thing that really brought the Chamber together was when Art Mosey (formerly of Marshall Insurance Brokers Limited and later BGM Financial) proposed the group insurance plan.”

He says having that plan significantly boosted the Chamber’s membership, which up until that time consisted primarily of retail businesses.

“It became attractive for different industries to now join the Chamber in order to get in on the plan,” says Murray, noting that many retail businesses began to suffer when the John Galt Mall (now the Cambridge Centre) opened in 1973. “It was very viable in downtown Galt. The stores were all full and at one time, there were six or seven menswear stores.”

To keep that momentum going, he also played a key role in establishing the Downtown Cambridge Business Improvement Area (BIA) in 1976. The same year the Preston Towne Centre Business Improvement Area was also created.

Giving back important

Murray served as chairman of the downtown BIA as well and believes it was one of the first in Ontario, requiring him to visit Ottawa to see what systems were used in operating its BIA. He’s quick to point out the significant difference a between Chambers of Commerce and BIAs.

“The BIA is a retail association and it’s concentrated in just one area,” says Murray, noting at the time the organization put most of its efforts into projects to beautify the city’s core.

He spent 11 years as a downtown business leader, first with Walkers Stores on Main Street where he had been the youngest store manager in the company’s history before leaving to take over ownership of Barton’s Men’s Shop, another downtown menswear store located a few doors away, changing its name to Garlick’s Men Shop.

Tough economic times prompted him to make a difficult decision and give up his shop but in turn sparked a successful 38-year career in real estate, bringing his decade-long relationship with the Chamber to an end when he became president of the local real estate board.

“I was on that board (real estate) for quite a while,” says Murray, who is now enjoying retirement alongside his wife, Susan, spending his time golfing at the Galt Country Club and volunteering three times a week at Cambridge Memorial Hospital – both located a short distance from the couple’s long-time home.

He credits his late father, Fred, who was known as ‘Mr. Guelph’ due to his community involvement which included a stint as board president of the Guelph Chamber of Commerce, for instilling the importance of giving back.

“My father always told me that if someone has a situation, and they are in trouble and you’re capable of helping them, then you help them,” says Murray.

The following profile appeared in the spring edition of our Insight Magazine celebrating the Chamber’s 100th anniversary

Like many couples, Art and Deb Mosey share many similar interests.

But it was their mutual interest in promoting the success of the business community that would eventually bring the pair together many years ago when they found themselves enveloped by their work for the Cambridge Chamber of Commerce.

“It was essentially a retail operation then. I think it had a couple of hundred members in Galt,” says Art, describing how the Chamber’s membership looked when he first arrived in the area in the early 1970s. 

“The downtown back then was really thriving,” says Deb, who had already been immersed in the Chamber world since her father, the late Don Faichney, became general manager of the former Galt Chamber of Commerce two years prior to the big amalgamation. 

“The funny things my sister and I did for dad and the Chamber,” laughs Deb, recalling how they once dressed up as ‘Easter bunnies’ as teens to promote a raffle the organization was running.

She pursued a career in nursing before returning later as a Chamber volunteer after her mother, Betty, became general manager of the still relatively ‘young’ Cambridge Chamber of Commerce in 1975 after her father passed away.

A paid position developed for her in the early 1980s when the Chamber struck a deal with Bell Canada to temporarily house its payment office at its headquarters in Preston after the company closed its Cambridge office.

“The Chamber took that on as a contract so people could still come into the office and pay their bills,” says Deb, who was hired to spearhead this service. “They didn’t know who to hire for this position because nobody was really interested working a six-to-nine-month contract.”

That led to an administrative position at the Chamber overseeing its group benefits program, which was launched to coincide with the amalgamation of the former Galt and Preston Chambers of Commerce and Hespeler Retail Merchants Association on Jan. 1, 1973 – the same day the City of Cambridge was officially born.

Benefits package program a hit

“The benefits package certainly broadened the horizon of bringing in Chamber members who were in manufacturing, or were service or supply industries,” says Art. “It broadened the scope of the different types of members.”

To say he knew the power of the program, the first of its kind for Chambers in Canada, is an understatement since Art was its official ‘architect’ after arriving to Cambridge that year to work for Marshall Insurance Brokers Limited (now BGM Financial) to develop its Employee Benefit and Life Insurance business.

Art had connected with the local company while still working for a large Toronto brokerage and implemented this new local plan following a year of intense study, which included reaching out to Cambridge businesses.

“We were able to bring a lot of new members with that plan. Most of them were smaller industries, plus we had an upper-level tier for larger companies where they could participate and get discounts,” says Art. “It was unique in its formation and was copied by the national plan (Canadian Chamber of Commerce).”

Creating the plan also gave him valuable insight into what the Chamber did for businesses and after being elected to the board, found himself moving up the ranks to serve his first term as board president in 1978, followed by a second term in 1991-1992.

“I think the general public maybe has never really appreciated the scope of the Chamber and its relationship with provincial and national Chambers to have more clout and knowledge in certain government areas,” he says. “Chambers are a voice and a very powerful voice throughout the country.”

Closer to home, Art says the Chamber, particularly in the 1970s, kept a very close eye on local government and served on its Government Relations committee. 

“I sat on that committee making sure the city didn’t screw up,” he jokes, adding how Chamber staff and board members often attended city council meetings and reported back to the board. Art jokes city staff often inundated the Chamber with pages of minutes from its meetings, making it nearly impossible to review them in time to present a report at board meetings.

“I think they purposely swamped us with paper,” he laughs. “We became the critics of municipal politics, and that’s not to say we also didn’t criticize provincial and federal politics as well.”

Chamber has always advocated for businesses

Deb says at the time, there was not much trust, especially in regional government, following Cambridge’s amalgamation.

“With the amalgamation, I think people were on edge because they thought they were losing their identity,” she says, noting the businesses in the Chamber were a very cohesive group following the amalgamation. “Trust was built over time.”

Art agrees. 

“The Chamber was considered advocates for business in a big way and that was the role we played, but it became more harmonized as time went on and we realized we didn’t need to be such big critics when municipalities did something,” he says. “We could find areas of common ground where we could convey our side of the story without blasting opinions out in news articles.”

Deb left the Chamber in the late 1990s to work with Art at BGM, where they soon married. Art and Deb sold BGM in 2006 but stayed on an additional three years to manage the transfer of ownership.

“You can only carry on in business for so long,” he says, adding being part of the Chamber was, and remains, a great way to be part of the community. “You really get to know what’s going on in the city and its relationship to other communities.”

Sometimes, yes only sometimes, do I feel sorry for elected officials at all levels. Now is one of those times, however, I also firmly believe it is their own doing. Some of the problems the Chamber and our colleagues provincewide and nationwide are dealing with right now is ensuring that all the issues related to businesses can get highlighted and dealt with.

The reason I say much of this is of their own doing is because, in fact, it is either the action government officials have taken, or it’s their inaction. This is, without question, a result of simply not paying attention to what is happening in the world of business. 

Earlier this year, our former Past Board Chair Kristen Danson and I converged on Queen’s Park in Toronto for the Ontario Chamber network’s annual ‘Advocacy Day’ event. This was a time for us to meet with senior government officials and lay out the issues and solutions they can implement to assist businesses.

While this is extremely valuable and important, this is often just the beginning of the process. The wheels of government turn very, very slowly; Ontario Premier Doug has said this to me personally and that he is as frustrated as many of us are as well. 

At some point, however, we need to get our provincial and federal governments to act, and act as quickly as we need them to act. 

Connecting people is our job

Local governments are not any different, which is what I hear nearly daily from a business owner, contractor, or developer who is in the process to get some of the simplest answers out of City Hall. These answers can often take far too long and require correction. In some ways, I think politicians need to stay out of the way because they often slow the process down, but at the same time should be involved to insist on immediate action.

Another vital job we have as a Chamber is connecting people. You see, no one has ever purchased a major product or service from a company. You don’t buy a car from the manufacturer; you buy it from the salesperson at the dealership.

People are the endearing element in the equation of sustainable economic prosperity. So, we embark down the path routinely by creating programs and events that centre on connecting one another.

Among these is our new Chamber Circles mentoring program which enlightens participants on connecting and benefiting from each other's experiences and knowledge. As well, our staff regularly facilitates meetings with buyers and sellers to ensure that everyone understands we all do business with people we know, like and trust. 

And finally, bringing our community together in these ways, working hard on behalf of our business community and the broader community to find solutions to our problems is at the core of our existence in this community.

It is why we’ve had 100 successful years of building, fostering, influencing, and leading our community in many different directions. We connect, we influence, we drive, we solve, and we are committed to you and this community today. We expect to be here for at least another 100 years, ringing a bell which tolls for you, too.

- Cambridge Chamber of Commerce President and CEO Greg Durocher

Debating policies to create evidence-based solutions that will benefit the business community and province’s economic growth played an important role at the Ontario Chamber of Commerce’s recent 2024 Annual General Meeting and Convention in Timmins.

Approximately 100 delegates representing Chambers provincewide made the trek north, including Cambridge Chamber of Commerce President and CEO Greg Durocher and incoming Board Chair Murray Smith.

“Ensuring businesses have the legislative backing and supports they need to succeed and prosper is at the core of what Chambers and Boards of Trade do and the policies approved at this event assists our network in creating a roadmap to make that happen,” says Greg. “The conference also provides a great opportunity to connect with other Chamber leaders and share ideas and best practices.”

This year, 28 policies were approved by the delegates covering a wide variety of issues that can directly affect businesses including labour, education, healthcare, transportation, infrastructure, manufacturing, and housing.  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 AGM, held April 25-27 and referred to as A Northern Experience, featured sessions related to the creation of a more prosperous business climate for success in Ontario’s north surrounding labour and supply chain issues touching on the needs of the growing EV market in the southern part of the province. Guest speakers included Minister of Mines the Hon. George Pirie, plus representatives from the mining and renewable energy sectors.

Another session focused on the OCC’s Economic Reconciliation Initiative, created in partnership with the Canadian Council for Aboriginal Business, and provided delegates the opportunity to share challenges and opportunities with OCC representatives that they have regarding building relationships with Indigenous Peoples and businesses in their communities.

The OCC will now review their findings and report back to the Ontario Chamber Network with feedback and potential solutions.

Economic growth imperative

The need to create economic growth was at the heart of a video message shared with delegates from Canadian Chamber of Commerce President & CEO Perrin Beatty, who urged the government to modernize its regulatory framework.

“Requiring federal regulators to apply an economic and competitive lens would encourage manageable regulations and reduce the interprovincial trade barriers affecting over 1/3 of Canadian businesses,” he said, adding doing this would ‘fortify’ Canada’s economic foundation. “Modernizing our regulatory framework would cost the government little or nothing at a time when Canadians and businesses from coast to coast are struggling with affordability. The government should be looking to relieve financial burdens wherever possible.”

Beatty also stressed the need for strategic and long-term investment in infrastructure to create a “resilient network” of gateways and corridors. 

“As the world increasingly needs what Canada can provide, it’s critical that Canadian businesses are able to get their goods and services to market reliably,” he said. “If we have learned anything from 2023 is that supply chains are only as strong as their weakest link.”

As well, Beatty also called on the need for the government to provide financial supports, like the CEBA (Canada Emergency Business Account) program during the pandemic, that require more tailored, strategic, and innovative solutions.

“The issue isn’t about how to bail out small businesses but how to build them out,” he said, adding collaboration between the Canadian and Ontario Chambers of Commerce, as well as local Chambers, is needed to make change happen. “The work of the Canadian and Ontario Chambers, and the rest of the Chamber network has never been more important than it is today. Canada has never more greatly needed what we as a network of Chambers can offer.”

Click here to see the OCC Policy Compendium.

Cambridge Chamber policies approved by Ontario delegates

The AGM provides an opportunity for Chamber leaders to come together to discuss and debate key policies that shape the Ontario Chamber of Commerce’s (OCC) advocacy agenda for the coming year. The Cambridge Chamber presented three policies which received overwhelming support from delegates:

• The first policy calls for the Province, in consultation with municipalities, police boards, and businesses communities, to use economic analysis principles when it comes to current and potential crime diversion programs that could reduce crime and in turn make it safer for businesses to operate. As well, the policy recommends that underperforming programs that don’t adequately serve communities of all types be identified and that funding be prioritized accordingly, and that the efficacy of these programs be evaluated in the context of other wrap-around services available in each community. Also, the policy calls for the implementation of a system to measure the long-term impacts of these program investments and insists municipalities continue to use Special Constables in urban areas instead of fully sworn officers to reduce tax burdens.
• The second policy, which the Cambridge Chamber co-sponsored,calls for the establishment of timelines for the Province’s new Building Ontario Fund (formerly the Ontario Infrastructure Bank) to commence investments into projects. It also calls for a strategy put in place to ensure these investments in major projects are in municipalities and regions across Ontario.
• The third policy, which the Cambridge Chamber co-sponsored, recommends the Province initiate a major review of provincial-municipal fiscal arrangements to ensure cost-effective program delivery and maintenance/expansion of infrastructure.