Platform: Disruptors
Back-to-school season will look very different this year. Most Canadian youth will return to physical classrooms after more than a year of on-again, off-again remote learning that took its toll. The numbers show that students experienced increased anxiety and depression from the stress of social isolation and the challenges of virtual learning, among other factors.
Recent research from Ontario’s Hospital for Sick Children (SickKids) shows a large majority of children and youth experienced harm to their mental health during the first wave of the pandemic, with 70% of school-aged children and 66% of preschool-aged children reporting deterioration in at least one these key areas: depression, anxiety, irritability, attention span, hyperactivity, and obsessions/compulsions.
Mental illness is estimated to cost the Canadian economy $50 billion annually. If we’re to address the cascading issues surrounding it, we need to intervene sooner. We need to develop the tools, technologies and approaches that will ensure that the youth of today become the healthy and prosperous leaders of tomorrow.
In this Disruptors episode from Oct. 2020, host John Stackhouse interviews two leaders in the youth mental health field, Dr. Yuri Quintana, Chief of the Division of Clinical Informatics at the Beth Israel Deaconess Medical Center and an Assistant Professor of Medicine at Harvard Medical School, and Dr. Joanna Henderson, clinical psychologist and director at the Centre for Addiction and Mental Health. Together, they explore how technology can and should play a role in helping young Canadians with their mental health struggles.
Listen to hear how when properly applied, technology can provide more access to services, knowledge and support.
And for those interested, try the Resiliency Quiz to learn more about how resilient you are today and the strategies you can adopt that will enhance your life-long resiliency. This quiz has been developed by Strong Minds Strong Kids, Psychology Canada with support from RBC Future Launch.
You can also check out these three articles from RBC’s 9-part Resilience 101 series that profile youth mental health leaders and organizations from across the country: How Going Virtual Helps You Access Services and Support, Creating New Life Lines for Youth in Rural Communities, and Taking a Small Town Approach to Youth Mental Health in B.C.
Listen on Apple Podcasts, Spotify or Simplecast
How Tech Can Reshape Mental Health Care – for the Better
The unprecedented disruption brought on by the COVID-19 pandemic has made this an extraordinarily challenging period for us all.
In-person interactions have been replaced with digital. We can no longer gather and socialize in lunch rooms, hallways or classrooms. Activities that bring our youth joy can’t be experienced the way they used to be. Coupled with new feelings of loneliness and fear of the virus, our country’s longstanding mental health crisis has worsened. Even before the pandemic, an estimated 75% of youth with mental health disorders did not access the specialized care they need. Wait times for counselling and therapy were often six months to one year in Ontario, for example. That backlog has only worsened these past months.
Another culprit? Our devices. The Canadian Pediatric Society says high school students now spend more than 7.5 hours per day on various screens, with 20% of high school-aged children logging five hours per day on social media alone.
There are clear links between screen time and mental health – and anxiety rates among youth are through the roof. Dr. Murali Doraiswamy, a physician and brain scientist at Duke University who joined us on a previous RBC Disruptors episode, says our brains are continuously adapting to the new things we’re doing in our lives – such as interacting with technology – and rewiring themselves. New research from the University of Calgary shows that 96% of those aged 25 and under report feeling moderate or high levels of stress as a result of the pandemic.
So how can we harness our increasing reliance on screens in a positive way, to deliver meaningful mental health support? With COVID forcing so many aspects of our lives to go digital – fast – the time to create lasting change is now – but there’s lots to consider.
“What we should be doing is co-designing,” said Dr. Joanna Henderson, a clinical psychologist and a director at the Centre for Addiction and Mental Health in Toronto. Henderson was one of our guests on the most recent episode of RBC Disruptors, which delves into the potential risks and rewards of our growing dependence on technology during the pandemic.
Simply moving counselling sessions over to Zoom won’t cut it, she says
“Using technology to deliver services isn’t just about taking what we do in person and then offering it through the technological interface,” Henderson said. It is instead about leveraging the technologies that young people already use to develop new kinds of services for youth that deliver the kinds of support they need.
But users should be careful – there are thousands of problematic “health and wellness” apps, none of which should not be viewed as a one-stop solution. There are “probably 50,000″ healthcare-related apps out there, Said Dr. Yuri Quintana, chief of the Division of Clinical Informatics at the Beth Israel Deaconess Medical Center and an assistant professor of medicine at Harvard Medical School. Many of them don’t get used and part of it is that the style, the content and the way in which people connect to them haven’t been designed in proper ways or evaluated in proper ways,
Quintana believes a blended approach works best, noting that people have different needs, and may require a combination of approaches (apps, telehealth, in-person services) tailored to different individuals. He says it’s about creating new and different models by understanding how virtual services can be leveraged as part of an overall approach
“I think one of the challenges that providers will need to face is how to develop the right blend of services, both technology-based and in-person based for different individuals at different stages in their life. Part of what we need to do now is develop the research to understand what types of technology are appropriate for what types of individuals and what kinds of situations,” said Quintana.
“This COVID pandemic really has woken up people to the need to make services more accessible to everyone,” he said.
RBC’s committment to supporting youth mental health
RBC Future Launch is a 10-year, $500-million commitment (now in its fourth year) to help Canadian youth prepare for the jobs of tomorrow. The program provides funding to community partners across Canada which help youth access through: work experience, skills development opportunities, networking solutions, and/or mental well-being supports and services. Future Launch has released a report that examines how mobile apps can help address youth mental health issues.
RBC Foundation annually invests over $9MM CAD into the youth mental health sector across Canada and specifically as it relates to the innovative integrated youth services model: in the last 5 years, we have invested over $4.5MM across Canada in individual sites as well as provincial and national initiatives.
Speaker 1 [00:00:01] Hey, it’s Theresa. I think it’s fair to say that this past year has been unlike any other, we are all looking forward to a return to something that looks just a bit like normal this fall. For some, it might mean those tentative first steps back into the office. For others, it could involve seeing a live show somewhere, anywhere with other people sitting next to us. But perhaps no group is more excited or anxious, or probably both about the return to this new normal than Canada’s youth. After a year of on again, off again in person learning, students are coming back en masse to the classroom in September in many cases. Unfortunately, they’ll also be bringing with them a year’s worth of mental health baggage. Covid presented a singular challenge to the mental well-being of all Canadians. But youth who are so reliant on social interactions for their development were particularly hard hit. This past May, the Children’s Hospital of Eastern Ontario in Ottawa reported that 50 percent of all patients visiting its emergency department since the start of the year sought treatment for some form of mental health issue. Mental health is a growing concern for our educational system, our health care system and ultimately our economy, according to the Mental Health Commission of Canada. Mental illness is estimated to cost the Canadian economy 50 billion dollars annually. If we’re to address the cascading issues surrounding mental health, we need to intervene sooner. We need to develop the tools, technologies and approaches that will ensure that the youth of today become the healthy and prosperous leaders of tomorrow. This is Disruptors and RBC podcast, I’m trying to raise a. On today’s episode, we revisit an in-depth conversation between my co-host, John Stackhouse, and two of Canada’s top experts in the field of mental health. This is a cause close to our hearts here at RBC. Since 2008, we’ve invested more than 40 million dollars to help support the mental health of children and young people in Canada in 2020 alone. We raised eight million dollars through the reimagined virtual RBC race for the kids. We also partner with a wide variety of national organizations that are similarly committed to the cause. The need for action on mental health is growing. And as John explains in this conversation, which first aired last fall, so too is the need to do something different.
Speaker 2 [00:02:54] Consider just a few alarming statistics,
Speaker 3 [00:02:56] three quarters of mental illnesses emerge between the ages of 16 and 25
Speaker 2 [00:03:01] when most people are just joining the workforce. One in five Canadian post-secondary students is depressed or battling other mental health issues. And Canada’s youth suicide rate is the third highest in the industrialized world. Mental health is a journey that no one should take alone. And in that spirit, I’m joined today by two remarkable leaders in this field. Dr. Joanna Henderson is a clinical psychologist and director of the Center for Addiction and Mental Health here in Toronto. She’s passionate about models of care for young people. Dr. Yuri Quintana cut his teeth here in Canada and is now the chief of the Division of Clinical Informatics
Speaker 3 [00:03:39] at the Beth Israel Deaconess Medical Center.
Speaker 2 [00:03:42] He’s also an assistant professor of medicine at Harvard Medical School. Joanna, Yuri,
Speaker 3 [00:03:50] thank you for being here and welcome to RBC Disruptors. Thank you. Thank you very much. What do you specifically focus on young people with your work?
Speaker 4 [00:03:58] Young people have, as you were pointing out, some of the highest rates of mental health needs. And they’re also our opportunity to change the future. Young people are on developmental trajectories that take them through their childhood, their adolescence, into young adulthood and into the next stage of life where they start to function autonomously and they need the skills and support to be able to do that successfully. If we don’t intervene early, we miss a tremendous opportunity to support young people in their development,
Speaker 3 [00:04:33] as we mentioned earlier. Young people are at a much higher risk of mental illness, yet they also have access and an affinity to technology that previous generations didn’t have is not an advantage or disadvantage.
Speaker 4 [00:04:46] From my perspective, it’s an advantage. It’s unavoidable that young people are connected to technology. It brings with it some risks. It brings with it some challenges to young people. And it also brings opportunity for us to leverage their connection to technology to in my view, what we should be doing is co designing with young people the kinds of technologies and interfaces with technology that help them in their lives.
Speaker 3 [00:05:15] When you think about technology and mental health, a friend or foe, I think when it’s properly applied, it can be very beneficial to many people, not just patients, but also people who are friends of the person that’s needing help. And for health care providers, unfortunately, sometimes technology is poorly implemented or people use it for purposes that weren’t approved. And so there are some potential dangers. But when properly applied, it can certainly provide more access to services, to knowledge and support services. And we’re trying to help individuals as well as organizations use that technology in the best way possible. It’s still early days, early months in this pandemic and in terms of some of the social change it’s led to. But the increase in screen time is phenomenal for all ages, but particularly for young people. Do we know yet if that is causing significant risks to mental health, Yuri? Well, I think the evidence with technology and apps is still in its early stages compared to other fields. Certainly, I think not having connection with other people face to face is something that people are looking at very strongly in terms of the detrimental effects of that. But the reality is that because of the infectious nature of this disease, we do have to keep physical distance and maybe social distance isn’t the right word, you know, because I think we do need to remain connected with each other. So I think technology can enable us to remain connected with our friends, with our health care providers. But it’s also true that spending too much time connected to technology doesn’t allow you sort of individual time to disconnect and decompress. And so there are some innovative technologies that, for example, monitor your screen time and alert you when maybe you do need to sort of disconnect and spend some time on nature. So I think we need to find novel ways to use this technology such that it complements our lifestyle rather than gets us even more addicted to the technology and isn’t helping us.
Speaker 4 [00:07:18] I think one of the challenges with technology and the interfaces that we’re currently using to connect, they lead to a sense of monotony, a lack of engagement, a lack of productivity. And we haven’t really been able to leverage the capacity of technology, I think, in ways that can really create opportunities. Given that we have to use technology so much, we need to be able to use it intentionally to support young people and continuing to feel productive. And I think there’s a risk in talking to a computer screen or staring at a computer screen for many hours, for example, of not feeling productive. And so it’s figuring out how do we support young people in doing what they need to do, like school or other things through technology, and pair that with actual activities that engage them with the real world and allow them to have that feeling of belonging and productivity that’s so essential at this developmental stage
Speaker 3 [00:08:24] and enjoying what you’re doing some of that through. Can you give us a better sense of what you’ve been working on and how that’s playing out?
Speaker 4 [00:08:31] Sure. So with Youth Wellness Hubs Ontario, where a network of mental health services across the province that up until the pandemic had a strong focus on being placed based so espace in the community where young people had co created the space. And could go to that space when they needed support and were able to access services with the pandemic, we needed to transform the way we offered service to young people in the context of our doors being closed, physically closed in some cases, or our physical services, our in-person services being greatly reduced. Initially, what happened was because we were in the context of the pandemic, people retreated to a position of, well, this isn’t a space for youth engagement. This isn’t a space where we can connect with youth to figure out the solutions to this big problem of how are we going to offer services. And instead, it is one that serves Ontario. We really pushed and we invested in continuing to have youth at the table to design our response. And we were able to really understand from young people that using technology to deliver services isn’t just about taking what we do in person and then offering it through the technological interface, but is instead thinking about how do we take the robustness of technology to offer new kinds of services and to use the kinds of things that young people already using technology to also deliver the supports that we need to deliver in the pandemic.
Speaker 1 [00:10:15] During the show, we also heard from Shanna McCracken, Shanna is the executive director of Frame, an Ottawa based network that connects mental health, health and social services framework’s with youth and young adults to accelerate the integration and implementation of youth care in Canada. Here’s what she had to say about gaps in our system that were revealed by covid.
Speaker 5 [00:10:38] What we’ve heard resoundingly over and over again from young people and their families is that, no, we do not have enough access. We are not seeing impact in their lives in the way that we would hope to as a system. And so I think what covid has done is that covid has really laid back there any sort of barrier or any gap that existed previously has been further highlighted through covid and the rapid pivot that our system has had to do to virtual service. Not all young people in their families have access. Not all young people in their families, and now even fewer than before, have the ability to navigate a very complex and often siloed and fragmented mental health and substance use system.
Speaker 3 [00:11:26] Joyner, what goes through your mind when you hear that
Speaker 4 [00:11:29] Shawna’s right on the mark, we hear that over and over again from youth and families, that their experience of the system is that it is fragmented, that there are multiple barriers, that it’s very difficult to access the services they need and want to be able to achieve optimal outcomes. The pandemic has definitely created even further gaps for young people who are particularly disadvantaged. We had young people who didn’t have enough food to eat. It’s really hard to address mental health concerns if you don’t have enough food to eat. And so we really need to think holistically about the needs of young people. We no longer can think of a system that’s divided up, you know, takes one young person and divides them into their physical health needs, their mental health needs, their educational needs. These are not separate things. Young people need to be thought of holistically. And the services we provide need to cut across all of those different areas. And we as a system have an obligation to work holistically and to integrate our services in ways that make sense.
Speaker 3 [00:12:34] So if I could pick up on that, I think the two key points that both China and China have mentioned is access is very important. And the types of wellness hubs that China has been meeting really creates a very welcoming, non-threatening environment where you can sort of access a whole range of support services. But we also need to sort of create virtual environments where people can access information services. One understudied area is social determinants of health. These are sort of different challenges that people have, economic circumstances or educational circumstances or where they live geographical. And so we need to start learning how to scale. And here’s where technology could help. But it needs to be done in a way that’s sensitive to the diversity of circumstances that people have. And so this Covid pandemic, as horrible as it is, really has sort of woken up people to the need to make services more accessible to everyone. Right now, we’re physically challenged because of the infectious disease nature. But how do we make this available to rural areas? How do we help those people who have other factors? And so I think a comprehensive evaluation of this needs to look at social determinants of health and how do we personalize services both on site and online that meet the individual’s needs. You both touched on the question of safety. I wonder if I can draw you deeper into that, because it’s hard for anyone of any age to discuss mental health and certainly to open up about it to and to seek help, given the massive disruption we’ve had to the way we live, the way we study, the way we commute. I wonder what you’re learning about the way that young people seek help. They’re no longer necessarily around the social safety of a school, for instance, or of a place of worship or of a community center where they may feel more comfortable. How is that being addressed? The challenge of safety in a more virtual world, even when it’s in a new physical environment like the kind you’ve been creating?
Speaker 4 [00:14:46] I think it’s a critically important issue to address. We’ve heard from young people in part their reluctance to engage in virtual counseling, where it’s a conventional in-person counseling, but now delivered virtually stems from concerns about being able to engage with mental health professionals safely and structurally as a system. We also make that worse by sometimes putting in place policies and procedures that are intended to protect the service provider, perhaps from liability or other things, like requiring people to be in a fixed place while they engage in virtual therapy so that if there was an emergency, we’d be able to locate them. But what that means is young people who might, when they want to have a confidential conversation, go for a walk or sit in a car so that they can feel comfortable. They have confidentiality. Those options aren’t open to them. So systemically, we’re creating barriers to young people being able to safely engage. And I think we you know, the pandemic has really shone a light on our failure. I think we really can look back now and see that we didn’t take those into consideration. And going forward, I would strongly advocate that youth need to be at the table in thinking about pandemic planning. They have great ideas, but we need to engage them and we need to engage them in the planning stages.
Speaker 3 [00:16:10] What should we have done differently in pandemic planning?
Speaker 4 [00:16:13] I think if we look at the education system and the transitions that needed to take place, what we can see is that there was tremendous immediate focus on how do we ensure that the curriculum. Continues to be delivered. How do we ensure that young people continue their learning of academic skills and what people were slower to respond to, where the broader needs that school needs for young people? If we had engaged young people in a planning process? I expect that they would have flagged for us very early on that many young people get meals at school. Many young people have adult allies at school that help them stay safe, then help them identify when things are unsafe at home or unsafe in their personal lives, and that the social supports and their mental health needs are often being met in the school system. And when we pivoted in the education system, those pieces were not the immediate focus when in fact young people will tell you all of these other needs are also met in that system. So how are we doing that as well? And there has been important work to meet the mental health needs through the school system. Some important investments for sure, but it wasn’t there at the outset. So that might be one difference that would have been in place if we had planned together.
Speaker 3 [00:17:35] That’s a great way of describing some of the challenges that have been bubbling up over the last many months. It makes me think of the metaphorical but also real hallway conversations that exist, whether it’s in offices or schools, hallways and the like, are where we often have the most honest conversations, where we share our feelings, where we come to grips with our problems in ways that we might not want to do in the more formal setting. And I don’t think we’ve figured out yet how to use technology for the hallway conversation that we need.
Speaker 1 [00:18:11] Hey, it’s Teresa again. I hope you’re enjoying this encore presentation of disruptors. And our look back at the pressing issue of youth mental health. If you like what you’re hearing, I’d encourage you to check out some of the many conversations John and I have had with Canada’s top leaders over the past year, such as our recent look at the burgeoning world of virtual medicine, where I talked with three of Canada’s health care innovators. You can find past episodes of disrupters at RBC, dotcom disruptors or wherever you get your podcasts. Now back to John Stackhouse.
Speaker 2 [00:18:46] My guests today are Dr. Joanna Henderson of CAMH and Dr. Yuri Quintana of Harvard Medical School. I want to bring in another clip from Shawna MacEachern, of Frayme
Speaker 3 [00:18:56] we asked her about whether the shift to online mental health treatment during the pandemic is the right direction.
Speaker 5 [00:19:05] I think it depends what we do with it. I think it depends on if we will invest in understanding what works and what doesn’t. We can’t just keep adding things on to our system. We also need to make space to remove parts that are not meeting the needs. Covid could be a catalyst for us to take an opportunity and build something together that can be different. But I think it could also be something that creates a lot of damage. And I think we will see that for young people in their families and mental wellness overall in our country in the long run.
Speaker 3 [00:19:41] I sometimes think that this pandemic is like a white board for society and we have a chance to erase stuff that we want to leave behind and start drawing a new year. I’m wondering how we integrate online and virtual elements in mental health treatment while still staying in touch with the human aspect of keeping some of the traditions that we built up over the years. I think that’s a great question. And I think one of the challenges that providers will need to face is how to develop the right blend of services, both technology based and in person based for different individuals at different stages in their life. And so, for example, apps and in online systems could create new ways of communication, some which might be actually more beneficial and convenient. For example, text based chatting with a health care professional might actually be more beneficial for some people in certain circumstances. For example, if you don’t want to be overheard as to what you’re saying, but not everybody wants to have, for example, a text based chat or an online experience, and it depends on the particular circumstances. So part of what we need to do now is develop the research to understand what types of technology are appropriate for what types of individual and what kinds of situations.
Speaker 4 [00:21:01] I think another important point that Shonna made is just how do we also unemployment things that aren’t working because that challenges our system as well. And I think with technology, just like with in-person services, apps, other pieces of technological interventions as well as in-person interventions can become established without any evidence that they are actually helpful, then it becomes really difficult to implement them, to get people to stop using them or to stop practicing in a particular way. And that’s going to be as important as we shift to new ways of working. And we really think about transforming how we offer services. How do we get rid of old ways of working that may no longer be helpful or no longer contribute sufficiently to the well-being of young people? So that’s going to be important as well.
Speaker 3 [00:21:58] I think one of the quiet stresses of this crisis is the I’d call it the too much syndrome. There’s just too much of everything. It’s overwhelming. How are you thinking, both of you, about this incredible explosion of mental health apps that we’ve seen as not just during the pandemic, it was happening before. What does that tell you about the world around us? Joanna, maybe start with you.
Speaker 4 [00:22:23] I mean, I think it tells me a few things. I think, you know, the market reflects and influences, you know, young people. And so young people want apps. They want helpful things on their phone that can guide their behavior to help them feel strong and resilient when they’re faced with challenges, you know, at the same time. For me, it’s very concerning because I think what we’ve seen we’ve seen good apps be developed using evidence based approaches, co creation commitments to concretion. Working in that way takes time and commercial sort of opportunities are simultaneously arising. They arise more quickly. You know, many, many apps are being made available that we don’t know. Not only do we not know if they’re helpful, but we don’t know if they could be harmful as well. And so it really, you know, although young people are really keen to have apps as part of what they can use to support themselves and to support their peers, they also want to be sure that those apps can be helpful and useful. And we as a system, I think, need to ensure that we have appropriate policies in place to to regulate some of that.
Speaker 3 [00:23:42] And that’s kind of scary that many of these apps could be harmful. How do you assess what makes a good app and what makes an app perhaps harmful? So in the work that I’ve done with Johanna and a whole range of experts both in Canada and the United States, we took both a pragmatic approach of evaluating the methodology of how it was designed, but also a scientific approach for evaluating the outcomes. And I think that’s very key because a lot of these apps, we don’t have any long term studies and some of them don’t have any studies. Many of them don’t have any studies evaluating that. And so we need to invest in doing these evaluations and then being able to transfer that knowledge to health care providers to guide them towards what is known to work or what isn’t working. I think because of the need, there’s a rush for people to commercialize this and nothing wrong with sort of developing a business. But in that. People may not be actually properly designing these, and some of the apps may not have the best intent in mind, and so one of the things that we call out is to actually know who is developing it and whether there’s any scientific or health care professionals involved in the creation of that. One of the dangers is that some of these apps may be collecting all kinds of information without consent and without the best interest of the patient who needs to be providing oversight. Is this something the government needs to regulate health bodies need to take more ownership of? Or is it up to the technology platforms or each of us as consumers and patients, if you will? So I think there’s a role for all of those groups. But definitely I believe that science and health professionals need to play a leading role in this. And those could be scientists within the government or the government working with universities and other institutes. You know, when you think of what kinds of medications you take, you wouldn’t take something that hasn’t been evaluated or a medical equipment that’s been used. You expect experts who are properly qualified without commercial bias to have evaluated the safety of those devices. And so that’s part of what we’re discussing through these roundtables is who should be involved and how do we organize this? It has been done in other areas. So, for example, cancer treatments are very well funded organizations and it is happening in mental health. But we need larger organizations, larger efforts, and we need to look particularly at the aspects of technology because there are ways of collecting massive amounts of data from your phone and sharing it. And that needs to be certainly regulated. Do there need to be warning labels or some sort of tagging on apps to say that someone like you, Yuri or Joanna have studied it? Canada has looked at this and acknowledges that efficacy? Probably likely. I mean, I think when you look at Cigarette’s, they have warning labels and there was a lot of pushback on those labels. I think when you look at medications that are dispensed, you know, there are government agencies that do that. Certainly, I think something that hasn’t been evaluated for therapeutic use needs to have some sort of label. And we need to have that discussion as to what should those labels be and how should they be informed and how should we be thinking about the data challenge, because everything we touch digitally systems, algorithms, learn more about us every time we use a device. But there’s dangers, particular dangers when it comes to mental health and mental health, perhaps. How should we be thinking about that frontier? Because I can also imagine maybe in some ways it could be helpful, but something we would want to approach with caution.
Speaker 4 [00:27:31] Absolutely. You have it exactly right. There’s potential. There’s opportunity there. The ways that people interact with their phones, the things that they may post on social media, may ultimately be able to provide us with early warning systems for young people who are really starting to struggle. However, having control over one’s data, being able to consent in a way that’s informed, having information shared with you that is digestible and understandable to the person reading the information is critically important. And ultimately, I would argue we need to have young people engaged in these conversations so that the policies we do develop keep their needs and their interests at the heart of the discussion because those easily get lost. When we start to, you know, talk about commercial interests and government regulation, we can lose sight of the views of young people who are profoundly impacted by some of these things.
Speaker 3 [00:28:33] This is such an important conversation and I’m so glad we’re having it. A lot of challenges here, a lot of unresolved problems. And as we move towards close, I want to get a sense of what keeps you optimistic, what motivates you. You both work with young people who are often more creative, strong and resilient in all sorts of ways during what’s keeping you motivated and hopeful about the state of mental health care for young people right now in the midst of this extraordinary pandemic. I think what’s keeping me optimistic is that I see a growing collaboration from all kinds of disciplines health care, basic science, engineering, social sciences, government, private sector nonprofits, a growing number of people who recognize that no one group can solve this problem alone. And I think that collaboration will be key to move forward. And so even though there is a lot of challenges, I think we just need to continue to build on these collaborations. And I’m very grateful to the collaboration that I have with many Canadians who I’ve been able to stay in touch with. Even though I’ve moved to different cities around the world and I think Canadians are generally much more collaborative and engaging and have a sense of values of society, and I think that will position Canada to be a great innovator in the mental health, space and technology space. Joint of these can be dark days, dark weeks, especially as we move towards winter. What’s keeping you optimistic about the future?
Speaker 4 [00:30:04] Definitely the young people I work with. We have many young people who have had terrible experiences at the hands of the system, and yet they still stand up and put their hands up and say, I want to be involved in making it better. We have community members. We have corporations who are coming together and across the country. We have so many people who understand that system transformation means that we need to work differently. We can’t just keep doing the same thing and expect different outcomes. So that’s what keeps me going and keeping a focus on really thinking about how we want the lives of young people to be different in the future.
Speaker 3 [00:30:42] This is a universal challenge, mental health. And I think we were moving towards accepting that before the pandemic hit. There’s not a family, not a community in this country that doesn’t have mental health challenges. And we’ve become more comfortable speaking about that with each other. Nowhere near enough, but we’re moving in the right direction. And this conversation has been really helpful. And the work we’re hearing about is critical to helping us as a society move towards a more critical approach to recognizing the quality and efficacy and value of those assets. We need them. We need technology, but as they say, handle with care. I’ve also learned from this conversation that while we need more science in all areas of our life and we need more science in mental health, we also need to think harder about patient centricity and finding ways for patients to actually lead what we’re doing in mental health. That may be harder in this remote existence that we’re all getting used to also may maybe easier. It’ll be easier if we make it so, and that, in a way, comes back to all of us. So while this is a universal challenge, it’s also a universal opportunity for us each to play a positive, constructive role in our journey towards a better state of mental health.
Speaker 2 [00:32:11] My guests today have been Dr. Joanna Henderson, director at the Center of Addiction and Mental Health in Toronto, and Dr. Yuri Quintana an assistant professor of medicine at Harvard Medical School. My thanks to both of you for this important and really timely conversation. Thank you. Thank you. I’m John Stackhouse
Speaker 3 [00:32:28] and this is RBC Disruptors.
Speaker 1 [00:32:31] And I’m Teresa Do. Thanks for joining us on this special look back on youth mental health. Here’s hoping for a better school year for all students. Join us next time for a brand new episode of Disruptors as we launch our third season in September. Talk to you soon.
Speaker 6 [00:32:53] Disruptors, an RBC podcast is created by the RBC Thought Leadership Group and does not constitute a recommendation for any organization, product or service. It’s produced and recorded by JAR audio. For more Disruptors content, like or subscribe, whereever you get your podcasts and visit rbc.com/disruptors.
Over the last year and a half, stories of resiliency have emerged all around us. Entire industries were transformed overnight…for better or for worse. Absence of in-person interactions, supply chain disruptions, and changing consumer behaviour were just a few “make or break” challenges faced by many in this country and beyond. But when we think about the organizations most affected by the pandemic, resilience describes not only the way many “bounced back,” but the ability to push forward and see what’s next.
We profiled three resilient Canadian business leaders from very different industries on a special compilation episode of the Disruptors podcast.
Listen on Apple Podcasts, Spotify or Simplecast
Here are three learnings from their pandemic experiences:
1. Reshaping: Digital offerings in the arts can reach new audiences outside of Canada
Strict lockdown measures and the cancellation of in-person events hit the performing arts industry particularly hard. When the pandemic hit, Ontario’s annual Stratford Festival had rehearsals for its 15 plays well underway, and had been planning to officially open a new $100 million theatre. Instead, it had to pivot from traditional in-person theatre offerings to focus on an online content library. As of this past June, over two million people from more than 80 countries have accessed this content and digital has remained a large part of its strategy.
“The future is not only what it’s been in the past since five centuries B.C.—which is live performance and people coming together—the future will be enhanced with a different perspective, a new perspective that is also digital and can be spread right around the world,” said Antoni Cimolino, the Stratford Festival’s artistic director.
2. Rebounding: Ecommerce is only going to become more imperative into the recovery
Covid shone a bright spotlight on the ability to buy and sell nearly everything online, and converted many in-person shoppers to online shoppers overnight. In the rush, small businesses with no online presence were simply left behind. These small enterprises are crucial to the Canadian economy – representing 42% of GDP and 48% of new jobs, as outlined in our report, “Small Business, Big Pivot“.
According to a Canadian Federation of Independent Business survey, only 20% of small businesses were selling online pre-pandemic and 8% started selling online since. One of these business owners is Andrew Feenstra, owner of Halifax bike shop Cyclesmith. Feenstra digitally transformed his store during Covid—and reimagined what it meant to be a retailer. He cites preparation with a pre-existing ecommerce presence as a key factor to managing during the pandemic and encourages other small business owners to do the same. “I’m a bike shop guy, not an Amazon guy. So understanding how people buy online and how the purchasing is done is so different than in an in-store situation,” Feenstra said. “Ultimately, it’s all about preparation.”
3. Resolute: Stay true to your company mission and purpose in times of crisis
Kelly Schmitt, the CEO of charitable technology company Benevity is trying to “infuse a culture of goodness into the world”—a core value that helped steer the company, and the charities it connects, through the pandemic. With all of the current societal and economic issues around the world, people are looking more to their companies to help solve these issues, and that’s where Benevity comes in.
“When we think of a culture of goodness, it’s just the desire of people to really integrate their goodness or their purpose with their work lives. They’re not two separate things anymore,” Schmitt said.
“What we do and how we help companies and their people do good has just become even more relevant.”
Speaker 1 [00:00:02] Hey, it’s Theresa. So what is resilience anyway? I think many of us had to redefine that word in the past year, we realized that it wasn’t so much about getting through a rough patch, but instead navigating a never ending series of peaks and valleys, twists and turns, but mostly valleys in physics. Resilience describes the ability of an elastic material such as rubber or animal tissue to absorb energy, particularly from a blow and release that energy as the material springs back to its original shape. But when we think about the people and organizations that suffered body blows during covid resilience describes the way many figured out not only how to bounce back, but what new shapes to take. These resilient ones figured out a new way of doing business, of reaching new customers, of keeping the organizations afloat. And more importantly, they’ve prepared themselves for a post pandemic future. This is Disruptors, an RBC podcast, I’m Trinh Theresa Do. On today’s episode, we revisit a few of our favourite stories of resilience from the past year. Among them, a bicycle shop owner in Halifax who learn how to sell online and find a better way of packing boxes, and also a Calgary based startup that’s helping companies engage in charitable giving and, quote, infuse a culture of goodness into the world, something that was sorely needed during these trying times. But first, the inspiring story of the Stratford Festival. North America is the largest classical repertory theater company now in its seventh decade of operations. For the second summer in a row, Stratford has had to dramatically curtail its programing. It’s directing most of its performances online, although by the end of August, twenty twenty one, some limited in-person shows are expected on the shores of the Avon River. When we spoke with Stratford’s dynamic artistic director, Anthony Cimolini, last December, the future was less certain. There was trademark confidence and vision for success remained just as clear.
Speaker 2 [00:02:27] 2020 was incredibly challenging. We were beginning rehearsals and and well underway actually for many of the programs or doing 15 plays, introducing a new hundred million dollar theater. And we were stopped in their tracks. Our mission is to connect with people, to bring people together over great works of art and share them with a live audience. And suddenly, the one thing that we were built to do we couldn’t do the economic impact was huge. It was a 20 million dollar hit and staying connected with audiences was vital. And so we had fortunately been recording the plays. On our stages are Shakespeare productions, especially because we wanted to create a Canadian library of these great plays with this wonderful company. And so we have been doing that for many years. And for a while we question whether we should I mean, it was a million dollars for every one of these recordings, but I felt it was important to conquer geography. It was important to conquer time, to preserve these performances and to spread them around the world. So we created a film festival which unrolled over 12 weeks, and it was sent around the world. We showed 12 different films and we clustered them around the ideas that we were examining during this time of isolation. And it was seen by one point two million people around the world and about forty four percent of that one point two million people were from non English speaking countries. So India was our biggest market. And after that, Germany. And it spread the word of the Stratford Festival right around the world.
Speaker 1 [00:04:01] Stratford also launched its own online platform in twenty twenty Stratford at home, charging ten dollars a month for access to a wide variety of films and events. By June, twenty twenty one, more than two million people from more than 80 countries have used Stratford’s online work or attended one of its watch parties. Some people initially worried that going digital might dilute the Stratford brand. But Anthony told us that having a multi-platform strategy is something that will ensure the festival’s ongoing success.
Speaker 2 [00:04:33] We realized that producing work online digital production will be vital to the future. I think we’re all realizing that that, of course, the secret to theater is being there in person with others. And that’s what really makes it magical, that sense of immediacy where anything could happen. But I think in the future that’s going to have to be enhanced with access to all sorts of additional performers, understandings, ways of working through the digital medium. And we’re doing more and more work commissioning artists to explore what that means and new and exciting ways. So the future is not only what it’s been in the past since five centuries, B.C., which is live performance and people coming together, the future will be enhanced with a different perspective, a new perspective that is also digital and can be spread right around the world. One could have been worried that for a live performance venue to suddenly be spreading things digitally around the world would undermine your core business or wouldn’t appeal to your audience. And instead, we found new audiences. We come many people who’d never been to the festival before from around the world. I mean, we’ve always had an international audience. About thirty four per cent of our audience comes from outside of Canada. But now the pickup in South America and across Asia was extraordinary. And I think that it has introduced people around the world to this Canadian treasure. The response has been fantastic. I don’t think it’s everybody’s cup of tea. But from so many people during this lockdown, this time of isolation, it was a way of staying connected with these incredible plays and these words. And our first broadcast was King Lear with Colin Feuer. And who would have thought that in a time of Penda? Something like King Lear would give people solace, would give them comfort, but the communications we receive from people make this devastating play reconnected them to humanity, to the fact that things can get worse. I know that doesn’t sound comforting, but this great place says, hang on, guys, you are something worth something valuable to the world. And things could get worse before they get better. But ultimately, we will in some fashion come through this, maybe not all of us individually, but the contributions that we have made to our families through our work through are the the creations that we made in art, especially. We’ll survive. It will be a future. Shakespeare, of course, lived through the plague. There was a period of time from sixty five to sixty nine when the theaters were only open for about four months. And he understood and that’s actually when he wrote King Lear, he understood that there are times when we’ve got to just hang on to each other and and get through. And this is one of those times
Speaker 1 [00:07:30] strategist’s at home has been showcased in the festival’s Shakespearean films and original content. But now it’s also featuring content from other arts organizations across Canada, organizations that are looking for new platforms on which to share their original content. For Anthony, all decisions made in the past, both by the festival itself and the town that bears its name, give them hope for what the future holds.
Speaker 2 [00:07:55] It’s funny to look back and to look at the decision points that were made, the decisions that were made that actually bore fruit and a lot of it in the years ahead. And it’s hard to know those. I mean, our expansion into creating like three hundred different special events where we get to understand what the what the work in our stages means to the world we live in today. The recording of these films and other related material was all about trying to better connect in new ways with those around us, with audiences. And we knew that instinct was right. We had no idea it would become so critically important in the time ahead. Sometimes the decisions we make about value segments, about who we are, how we’re going to express ourselves has a payoff in the years ahead we can never anticipate. You sometimes wonder why theater flourished in Stratford, Ontario, this railway town that made some really important decisions years ago. They decided to create a park system in the middle of town. And even when other railways want to move in and destroy that park system, they refused and that park system grew. And then when the railways were going to close here in Stratford in nineteen fifty three and the crazy idea of starting a theater festival for economic development came up. It flourished because of the beauty of the surroundings. No one would have known back in 1911 when there was a plebiscite in this town and they turned down jobs to keep their parkland, that they were actually making the decision about the quality of life they wanted in the future. They were making a decision that would be a lifeline for for them 50 years later, because if they had ruined that parklands, there’s no way we could have had a theater festival here. So sometimes those critical decisions that we make, those decisions about who we are, what we believe in, what we want for our children, have payoffs in the years ahead that aren’t just a nice to have, but actually critical to survival.
Speaker 1 [00:09:53] Next, we hop on a bike and ride our way down to the other side of the country for an update from Andrew Feenstra. Andrew is the owner of Halifax Bike Shops. Michael Smith, which sells everything from Bells to Baskets, extends to cargo bikes. Few things captured the imagination of Canadians, more in twenty twenty than the idea of escaping for wild isolation and exploring the outside world on two wheels. Problem was how to get those hot wheels when everyone else is trying to do the same thing. And at the same time as retail stores were closing their doors in many parts of the country for sale. Smith in business since nineteen eighty six, the first few months of covid meant big changes and how they went to market and new definitions of what it meant to be a bike shop. Here’s part of our conversation with Andrew from last December.
Speaker 2 [00:10:46] Twenty 20 was a very interesting year, very challenging. The big thing that we had to do was pivot and pivot changed the entire business or a bicycle shop in Halifax, brick and mortar. We went to almost 50 percent of our sales were done online for a few weeks. And that changed everything how we did our business. We never had a shipping area in our store. We now have three staff that are picking and packing orders and shipping them all across Canada. That is completely new roles and we have taken some of our existing sales staff that would normally help customers that are in the store to helping customers online. I’m a bike shop guy, not a Amazon guy. And understanding how people buy online, understanding how the purchasing is done is so different than in an in-store situation. So, you know, there’s a lot of training, a lot of adjustments on on running the business and investment. We had to invest a lot into our our website, our online platform and get everything all sorted. And a lot of this was done multiple years ago, but the top was just trickling before March and then it fell off wide open come March 15th, when everything was kind of a lock down and open for online basically, and curbside pickup that we that we had done and and to learn how to do it, we we copied other companies. Some of our staff had gone to other businesses and said, wow, they did an amazing job on their curbside pickup. How did they do that? Let’s copy it and learn from from some of the best in class.
Speaker 1 [00:12:17] The quick pivot online allowed Michael Smith to realize record revenues last year, but the success was not without its hiccups. The biggest challenge, it turns out, was learning how to ship boxes en masse.
Speaker 2 [00:12:30] Last November, we did nine boxes. This November, we did three hundred boxes shipping out and so doing it by hand does not work anymore. If we can save 30 seconds on every box that all of a sudden adds up to four hours of someone’s day, that is not spending time on that type of thing. So it’s really making it now. Now that we’ve seen where it can be and where it’s going, we now have a bit of a vision on that and then we can start to make those efficiencies. We’re actually changing the lay up of our basement. So it’s much easier for when the items come in and where the items go out working with Canada Post on their pickup schedules and things to make it quicker. And so we don’t have so many boxes sitting around waiting for pickup in our basement. So those things are going to get picked up faster and everything just becomes more efficient.
Speaker 1 [00:13:21] When we caught up with Andrew this June, he reported that online sales had settled at twenty percent of the total after a pandemic high of 50 percent in early twenty twenty before covid online sales amounted to just three to four percent. The shift led Andrew to invest in new software to ensure his website is better integrated with both the in-store point of sale system as well as Canada Post Cycle. Smith’s main shipping partner. Looking back, Andrew said that covid-19 pushed his business strategy ahead by four years in just fourteen short months. And we talked in December. And you highlighted one key lesson from his pandemic experience.
Speaker 2 [00:14:01] Ultimately, it’s all about preparation. You know, there’s there’s a few things that you learn as a kid and Boy Scouts is be prepared and that’s everything that is. Our success for this year is being prepared for it. Not that we could have known what Colvard was going to do, but we were certainly prepared for it in multiple years. So companies that all said, oh, get online, get your you can’t go and all that kind of stuff. We did that a few years ago, but it was such a small part of our business. But we were ready for it. That was probably the biggest thing that we’ve learned and going into each year, we always prepare for the next year. And that’s really where most other companies can learn, is literally be prepared and be prepared for the unknown, and then you’re going to be much, much better off for your own success.
Speaker 1 [00:14:45] Coming up after the break, we revisit a conversation that my co-host, John Stackhouse, had with Kelly Schmidt, the CEO of Calgary based software company Boniadi. They chatted about how the charitable sector learned to reach new donors in different and surprising ways during covid. So stay right there. You’re listening to Disruptors and RBC podcast. I’m Teresa Do. I hope you’re enjoying this encore presentation. If you like what you’re hearing, I’d encourage you to check out some of the conversations John and I have had with Canada’s top business leaders and innovators over the past year. One standout is John’s provocative chat on intellectual property and the future of Canadian innovation with Jim Balsillie, the former CEO of Research in Motion and the chair of the Council of Canadian Innovators. You can find past episodes of disruptors at RBC, dotcom disruptors or wherever you get your podcasts. Now, here’s John Stackhouse.
Speaker 3 [00:15:55] Canada’s philanthropic sector is the second largest on the planet. When you measure it on a per capita basis, we’re behind only the Netherlands and it contributes an estimated 151 billion dollars to our economy every year, or at least it did in 2018. Of course, last year was different from coast to coast to coast. Most charity walks, runs and rides had to go virtual or be canceled altogether. Even the bells associated with those iconic red kettles jingled a little less loudly this past holiday season. But against that bleak backdrop, we’ve seen some surprising, perhaps even prophetic, successes take the case of Brevetti. It’s a fast growing company based out of Calgary that’s trying to reinvent philanthropy. And it just reached unicorn status, giving it a value of more than a billion dollars. It’s my pleasure now to introduce Benevity’s newly announced incoming CEO, Kelly Schmidt. Kelly, congratulations and welcome to Disruptors.
Speaker 4 [00:16:58] Thank you, John, and thank you for having me join today.
Speaker 3 [00:17:00] Maybe I can start with some background on Benevity. Many of our listeners probably don’t know it or maybe have only heard about it in passing. Tell us a bit about the company.
Speaker 4 [00:17:10] Sure. But is the category creator and market leader in a space that we call corporate purpose technology. So over six hundred and fifty companies, including RBC, use our platform to power their corporate goodness programs and engage with nonprofits. So whether that’s employee giving and company matching, community investment or grant making, volunteering, prosocial actions, you know, in our history we’ve facilitated over six billion dollars of donations and thirty four million hours of volunteering to over 300000 nonprofits around the world.
Speaker 3 [00:17:45] So a lot of numbers there to digest, Kelly. But before we get deeper into those numbers, I want to ask you about that so-called culture of goodness, which I think was a phrase coined by your founder, Brian Townville, who just handed over the CEO mantle to you. What does that mean?
Speaker 4 [00:18:01] Yeah, so culture of goodness, with all of the societal and economic issues around the world, people are looking more to their companies to help solve these issues. And so when we think of a culture of goodness, it’s just the desire of people to really integrate their goodness or their purpose with their work lives. They’re not two separate things anymore. And companies that promote these purposes and culture of goodness actually are more successful in attracting and retaining talent as well.
Speaker 3 [00:18:27] It’s interesting how much charity has changed in a short time. There used to be an expression I gave at the office, which was a way of deflecting from someone knocking at your door, asking, asking for money. But now, I guess with work from home, the office is everywhere. But our connection with charity is also everywhere. We want to give, but we also want to connect. How has been every kind of rethinking, reimagining charity in light of all that technology is changing?
Speaker 4 [00:18:53] Yeah, I mean, really, our platform was designed to democratize, if you will, giving and volunteering, and it allows employees to support the causes that they’re passionate about in the way that they want to. So it’s not just once a year arm twisting exercise for the charities that the company says are important, but it’s also your time. It’s opening it up to the causes that you think are important. It’s tracking prosocial actions such as getting groceries for a neighbor. Those are all of the things that the platform is enabling. And it’s interesting what you said earlier about giving in Canada, declining in twenty twenty, because we actually saw on our platform that in Canada, companies and their people stepped up and donations increased over 70 percent year over year in twenty, twenty two.
Speaker 3 [00:19:39] What’s going on there? Because that’s a that’s a fascinating divergence that overall there are some indications of philanthropic giving going down and yet you’re seeing that’s a massive increase. Why the difference?
Speaker 4 [00:19:50] Yeah, we tend to not use the word philanthropy too often at benefits because it is often associated with high net worth giving anybody is really a micro donation platform and it was designed as such. And so without considering the company match that might be provided, the average donation size on our platform is in the neighborhood of fifty dollars, yet over two point three billion was donated through the platform in twenty twenty. And so we’re seeing that close to 75 percent of companies have some form of program that supports their people, are doing good and rewards them for it. We saw many companies step up with matching campaigns all the way from one to one to five to one to deal with covid and racial equality movement and other issues in twenty twenty. And that drove a lot of giving momentum.
Speaker 3 [00:20:39] And how how is the Colvard crisis changing? I’m tempted to use the word philanthropy, but you’ve just suggested that may be an inappropriate word. How has Colvard changed opportunities around social good?
Speaker 4 [00:20:50] From my lens, I would say covid accelerated a lot of the trends that were already there. And so food security, precarious employment and housing, mental health. You know, many people were right on the edge with these issues before and just barely holding it together. And covid was the final straw or maybe the third strike and the impact of it was disproportionate on the charitable sector. So there was a time in twenty twenty, if you were a hospital or a food bank, you were getting more donations than you maybe knew what to do with. Yet if you ran a youth center or a science center or a place that was a hub of activity, that where you had to close your doors completely due to covid, your donations probably dried up and you were figuring out how to keep the lights on without selling off the furniture. And so a lot of the trends were already there. But I think the thing that’s going to persist is that many of these organizations to survive, they had to become online overnight. And so, as you said, there’s been no charity galas, no golf tournaments, the fundraising activity that they used to do just completely. Dried up, and I think this hybrid model of in-person plus online is probably going to be really powerful going forward, not just for how we all work, could do our jobs, but also for the charitable sector. If I think about the science center in Calgary here I’m on the board of, you know, now we can bring in experts from around the world online versus our online presence, just maybe being a Facebook page. And so it’s a good opportunity, I think, for the sector to experiment and find new ways of doing things and new ways to attract new donors and to grow.
Speaker 3 [00:22:17] I’m glad you use the word hybrid, because that’s a word that’s come up on a number of episodes through the crisis. We’ve come to call it the the hybrid hustle, which is what a lot of businesses need to to think about as they think towards the recovery. Whether you’re in retail or entertainment or finance, you’ve got to be online everywhere all the time, but also in person building and deepening the relevance. Kelly, I’d love to get your thoughts on one charity that’s been digital from the start and what we can learn from its experience during the pandemic.
Speaker 2 [00:22:52] I’m Todd Minocin. I’m the country director for Movember, Canada. It pays to invest in your in your digital infrastructure. We’ve been an online charity since two thousand and ten, basically. And having that platform ready and available for people to participate was a huge part of how we got there this year. We were in a position to kind of look at how to make incremental improvements to some of our technology that resulted in massive returns on on how it worked for people. The other thing that I think we really learned this year was that Canadians were ready to move to mobile for philanthropy. Our sense is when you’ve been sitting at home for eight or nine months, working on your laptop and ordering your life supplies on your phone beside you, making that switch to philanthropy on their phone with something we really noticed this year and felt like it was a significant difference in giving.
Speaker 3 [00:23:46] It’s interesting to hear Todd explain it that way, because we’ve become so comfortable with medical appointments, grocery delivery, conference calls, all on our phone, often on the same device, sometimes at the same time. But as Todd said, you’ve got to invest in the digital infrastructure and in the technology. I sense a lot of charities think they can just put up a webpage or have a site. And that’s their effort for
Speaker 4 [00:24:10] digital destination sites, as you describe them, typically aren’t overly successful because the challenge is how do you get people to your site? Right. You know, in a platform like ours, you can have access to 10 million users instantly. But the mobile piece is interesting. That was actually a part of our offering that we rolled out about a year ago. And so you can do all of your good on your phone. And when we think about the future and where it’s going, certainly we started by using corporations as the aggregator of people. But we want people to think of pulling out the inevitable app on their phone when they think of doing good in all aspects of their lives. And so their family circles, their friends circles, their sports teams, their kids schools, their churches. It’s not much of a stretch to think that you just pull out your mobile phone and track your good as as it happens. And as you move through those circles.
Speaker 3 [00:25:01] Another charity that turn to tech during the pandemic is one actually that I have deep personal connection with. I met our next guest more than a decade ago when he just lost his son and was exploring ideas around what to do about youth mental health. We spoke for a couple of hours and it was it was profound. It was a moving conversation that is with me still. He did far more than I thought possible, showing the incredible power of purpose and passion. He saw no choice but to do it. And now he’s been forced to reinvent fundraising again.
Speaker 5 [00:25:35] My name is Eric Wendler. I’m the founder and executive director of Jaga National Youth Mental Health Charity. We’re fortunate that our staff of forty eight happened to be mostly young people, so they’re pretty savvy, adapted quite well to the challenges of pivoting to digital. The beauty of it was we had already anticipated shifting a lot more of our work to digital, and we see it now as a real compliment to when things return to normal. And we have our are in person.
Speaker 3 [00:26:03] As many of our listeners will know, one of Juggs biggest annual fundraisers is the Jocke ride. But instead of a massive one day in-person event, Rodders took part virtually last year using apps like Swift and Strava. And Eric was thrilled to report they actually raised more money than they had anticipated.
Speaker 5 [00:26:22] So the target for twenty twenty was twelve hundred and fifty riders to raise a million dollars for Jack. Doug, on top of that we receive about two hundred thousand in sponsorships for sponsorships. Never left us. And we were shocked that we actually ended up with over twelve hundred and fifty riders, about 7500 donations, and instead of a million raised, we raised a million, three tenth. So we exceeded our target by
Speaker 2 [00:26:48] about 30 percent.
Speaker 3 [00:26:49] That’s really impressive. And when I hear the stories of the Jack Ride or the earlier example of of Movember, Canada, I think of digital relevance. And Kelly, I wonder how other charities can build digital relevance, which has increasingly become essential to success.
Speaker 4 [00:27:06] Yeah, I mean, many charities became online video first organizations basically overnight, even if they didn’t have a head start as some of these examples. And frankly, they can’t really fulfill their mandates unless they do that. And so now is certainly the time to experiment. The resistance to change is really low and and the cost to experiment has gone down. And so, as you said before, you know, when there’s a will, there’s a way we didn’t think visiting our doctors on zoomer by phone was was ever going to happen. And then overnight that changed. And so it’s probably going to be in person and online going forward. And, you know, depending on the organization and what they’re trying to do, there’s different ways to engage with their donors and to also find new donors through platforms such as anybody.
Speaker 3 [00:27:52] Kelly, how how do you see over the next while technology continuing to remove constraints for for charities and for those of us who want to both give and connect with social good?
Speaker 4 [00:28:04] Yeah, I mean, you’re not just restricted by borders anymore, that’s for sure. Well, that’s probably one of the biggest benefits there, John. We actually see a lot of cross-border donations facilitated through our platform, whether it’s to support Australian wildfires or the racial equality movement in the US. You know what a platform allows this for these causes to feature their content and for us to publish specific campaigns to support them. And we’ve got the benefit, I guess, of having aggregated about ten million users in our platform, that it would take probably a lot of money and a lot of time for causes to reach that many people all at once. When an event like this happens or when help is needed, it’s always.
Speaker 3 [00:28:45] A challenging time in the social good space, but it sounds like an incredibly exciting time to Kelly, where does he go from here, especially as we move out of crisis, into recovery?
Speaker 1 [00:28:57] You know,
Speaker 4 [00:28:57] I think, unfortunately, twenty, twenty one is going to be a pretty tough year as well. We’re certainly not out of the woods yet. There’s some positive signs on the vaccine front. But a lot of what we’ve seen and what we’ve learned in twenty twenty, you know, including around sort of this hybrid online in person model, it’s just unlikely to change. We’re unlikely to go back to a world where all of us sit in offices from eight a.m. to five p.m. every day as well. It’s just the world has changed. So we just think that what we do and how we help companies and their people do good has just become even more relevant. And so we’re just we’re going to be doing more of the same. Plus, we’re going to be focusing on engaging more internationally headquartered companies. We’ve been mainly focused on North America and as I said earlier, trying to engage people in different aspects of their lives. So not just their corporate life, but in their personal circles as well.
Speaker 1 [00:29:49] That was John Stackhouse in conversation with Benevides CEO Kelly Schmidt this past January, by mid-June, benefits reported having processed more than 800 million dollars in donations so far this year, with covid-19 relief in India brevity’s top cause, making up more than 10 percent of all donations. I’m Theresa Do. Thanks for joining us for this look back at some of our favorite stories of resilience from the past year. I hope you’ll join us next time for another special summer episode when we revisit the pressing issue of youth mental health. Talk to you soon.
Speaker 6 [00:30:31] Disruptors, an RBC podcast is created by the RBC Thought Leadership Group and does not constitute a recommendation for any organization, product or service. It’s produced and recorded by JAR audio. For more disruptors content, like or subscribe wherever you get your podcasts or visit rbc dot com slash disruptors.
Over the last year and a half, the pandemic has made us more dependent on technology than ever before. Our digital connections are paramount, and as consumers embrace more Internet of Things (IOT) and smart devices, the pressure is on: our wireless infrastructure needs to keep up with increasing demand.
In June, the Canadian government launched its latest wireless spectrum auction—which raised a record $8.91-billion. The 3,500 megahertz spectrum is crucial in building out 5G services and securing Canada’s competitiveness in the global economy.
As Canada’s Big 3 providers roll out these fifth generation networks, how can we start thinking about the vastly different digital future that awaits many industries just over the horizon? In this Disruptors conversation from Oct. 2020, host John Stackhouse chats with Bell Mobility President Claire Gillies. Together, they explore what lies ahead for Canada’s wireless sector— and consumers in a 5G world.
Read on / listen to learn how Canada’s technological future can be shaped now—and why Gillies thinks 5G should be viewed as, “exploring the art of the possible”.
Listen on Apple Podcasts, Spotify or Simplecast
How Canada Can Win the 5G Race
5G has been touted as the most transformative technology since wireless services were introduced in 1985. The fifth generation of mobile technology, it’s expected to be 100 times faster than existing 4G networks in Canada, and much more responsive when sending and receiving data in real-time. Imagine downloading a three-hour HD movie in under a second on your smartphone. That’s 5G.
It’s not just about speed – picture firefighters wearing AR augmented helmets that allow them to see blueprints and thermal images in real time, or a doctor in Halifax performing a real-time surgery on a patient in Regina.
5G is a “game-changer for humanity,” according to The Financial Times – and it’s being rolled out in Canada as you read this.
There’s clearly a lot of hype, but what does it mean for Canada? We’re still in the early phases of capability, but by summer 2021, there will be an even greater evolution of 5G, when the CRTC auctions off the extremely high-frequency spectrum (3,500 MHz). And the time to plan for it is now. From agriculture to healthcare, Canada has some distinct advantages that we can capitalize on to help make us more competitive.
Claire Gillies, president of Bell Mobility, and a recent guest on the Disruptors podcast says 5G presents an opportunity to re-think businesses and organizations in entirely new ways, and explore “the art of the possible.”
“How do we use AR and VR in training circumstances? How do we use it to enable remote medicine and surgeries? Anything is possible but we all have to put our minds and our investments around making these things happen in the Canadian market.”
Canada is challenged by its limited scale and population density and will need to build robust infrastructure capabilities to get in the game. But we come to the table with a long record of innovation and a solid foundation to build upon.
“The promise of 5G is not so much about deploying infrastructure” said Keith Ponton a Senior Systems Consultant at IBI Group, a global architecture, engineering and technology firm. “The 5G race is around developing innovative technologies and approaches to leverage that.”
He points to Canada’s long history of leadership in agricultural innovation. “There are a number of 5G technologies that support the smart farms of the future that would allow us to be leaders in that space in a domain that we already understand.”
“It’s important for us to have a posture of a running start in this race. We don’t want to wait for the infrastructure to be fully deployed before we start thinking about the innovative applications that will be the platforms for business and innovation for the next 10 years,” he said.
The future we envision now will determine the future we build. 5G can facilitate the kind of real time, always-on connection that will be critical to the smart cities that lay ahead (think: autonomous vehicles, connected, sensor-enabled light posts and real-time transit capacity alerts).
5G will also translate into cost savings for municipalities across the country. The Canadian Wireless Telecommunications Association predicts that Vancouver could reduce congestion to the equivalent of taking 12,500 cars off the road thanks to smart traffic systems, Calgary could save up to $87M for households with 5G-enabled smart grid technologies and the small town of Kingston, ON could save $930K annually with smart street lighting.
It’s still early days in the infrastructure rollout but the time to innovate is now. Other nations are already capitalizing on 5G’s game-changing capabilities. Let’s not let the opportunity slip our grasp – or risk losing our competitive edge as a country of innovators.
Speaker 3 [00:02:20] Very happy to be here at such an exciting time in the wireless industry.
Speaker 2 [00:02:24] So we’re going to get into some of those opportunities and hear about some exciting examples of what can be done and what is being done with 5G. But first, I just want to set the table with a bit of an explanation about 5G. I’ve heard it referred to as transformational. The Financial Times, I think, called it a game changer for humanity. That’s a pretty tall order. What is it?
Speaker 3 [00:02:47] Well 5G, and what it stands for is it’s the fifth generation of wireless networks and it really is not an evolution, as you’ve described. It’s really a revolution in the wireless industry that will change the way we work and live and play, because what it offers is so many more new capabilities than the past generation of networks.
Speaker 2 [00:03:09] To give us a sense, especially for the non techies listening, of what the key differences are between 5G and 4G or even 3G for that matter.
Speaker 3 [00:03:20] There’s three primary elements that come into 5G that really advanced. Number one is speed and capability of the network. So we’ll see a dramatic improvement in the speed of networks as we move forward. Number two is the latency or the quickness, the responsiveness of the network. And the last piece, of course, is some of the services. And, you know, I refer to it as the ability to do slicing and different capabilities within our network that will afford us new options for things that we can build.
Speaker 2 [00:03:53] And what does slicing is an interesting term. What does slicing look like for most of us as users?
Speaker 3 [00:03:58] So you can think of it as instead of every service or application getting equal access to the network, it’s the ability for us to take a portion of the network and allow individuals or applications to use a dedicated quote unquote lane, if you want to think of it in the highway example that we’re all so familiar with and with that, you can explore different services to accommodate that need. It could be someone who needs very high speed, dedicated access in emergency circumstances. And oftentimes I talk about that in the form of public safety. If in case of an emergency you would take a slice of the network and you would dedicate it to those individuals responding to the crisis so they could in an uninterrupted way deal with the state of emergency. That’s just one of the examples of slicing. And now there’s multitudes of things that go along with that.
Speaker 2 [00:04:56] I suspect most people feel like they’ve been hearing about 5G for at least a few years now in other parts of the world. They’re moving ahead fairly quickly, especially in Asia. Where are we at now, Claire, in terms of 5G in Canada? And what does the timeline look like in terms of these opportunities coming to be so?
Speaker 3 [00:05:15] The Canadian market is still very much and what we would describe as an early 5G phase based on the current network spectrum and combinations that we have available to us. And what happened in Asia is they saw the different frequencies of their network become available sooner. So in South Korea, as an example, they had access to three point five gigahertz. If we look south of the border in the US, they’ve done some millimeter wave auctions for Canadian market. We’ll see the three point five megahertz spectrum auction happen next summer, the summer of twenty one, at which case then you’ll see another evolution of 5G that will, of course, add more and more benefit to the end users
Speaker 2 [00:06:00] in Korea is such an interesting example because just in 12 or 18 months, they’ve moved rapidly ahead with 5G. What sort of things should we be learning from Korea and get prepared for going into deeper into the twenty twenties?
Speaker 3 [00:06:14] There’s definitely a few things. So the first thing was, of course, how the government supported them. They really rapidly deployed and made the critical spectrum combinations available for 5G early. And then the second thing that really happened is the major operators in that country really focused on urban areas. And so what it did is it gave the end users immediate benefit where they could feel that density change. And the third thing, of course, was the providers really. To deliver services, they took full advantage of the 5G capabilities.
Speaker 2 [00:06:51] I fear one of the things we’re missing as Canadians is the transformational opportunity not just across the economy and not just for consumers, but for organizations of any size, shape or form if this technology is as powerful as it’s it’s laid out to be. And we’re clearly seeing in Asia that it is clear what should we be thinking about in terms of using this technology to make Canada more competitive?
Speaker 3 [00:07:19] It really is for businesses, I think, at this point, and exploring the art of the possible, thinking about how we should change our businesses in ways that we’ve never dreamed of before. How do we use air in VR in training circumstances? How do we use it to enable remote medicine and surgeries? And the list goes on and on. But it’s sort of this idea of, you know, anything is possible, but we all have to put our minds and our and our investments behind making these innovations happen in the Canadian market.
Speaker 2 [00:07:53] So it’s not just about thinking faster and it will be faster, but it’s rethinking your business or your organization in entirely new ways. And to understand that better, we reached out to someone who has a quarter century of experience in the telecom industry, who’s helped build smart city infrastructure in the US and India. Keith Ponton is a senior systems consultant at IBI Group, and he told disruptors these are early days, but there’s so much possibility for Canada right now.
Speaker 4 [00:08:23] A lot of the measuring sticks we have for five ground carrier deployments, how many carriers have deployed, how many cell sites, how many handsets are deployed? And that’s a very early indicator of who’s leading the pack. But I think the promise of 5G is not so much about deploying infrastructure, but it’s about the applications that will develop typically in a three to five year window after the base infrastructure is available. So well, Canada, because of our population density, tends tends to not lead in those discussions compared to a country like South Korea. It’s important for us to to have a posture of a running start in this race. We don’t want to wait for the infrastructure to be fully deployed before we start thinking about the innovative applications that will be the platforms of business and innovation for the next five to 10 years.
Speaker 2 [00:09:20] Such an interesting point about density and scale. Canada does not have certainly Asia’s density or scale. Claire, without those two factors, how do we accelerate?
Speaker 3 [00:09:32] I think, first of all, as Keith pointed out, it’s important that we get the network coverage and availability in place. And so that’s what the carriers are working very quickly on now. And then there’s a series of different partnerships that we have to encourage this innovation and thought leadership. And we’re really investing not only in businesses, but also in the education infrastructure within the country to explore new ideas. How can we use augmented reality? How will smart cities evolve? When we look at things such as cell research and machine learning and mobile computing, how will all of these factors play a role in how we leverage the fulsomness of the 5G investment that we’re making? And so how does Canada play a role? We get behind it. We get behind it as government. We get behind it as business leaders to make change happen and continue the reputation, quite frankly, that this country has had in terms of being a technological leader.
Speaker 2 [00:10:39] We also ask Keith how Canada can maintain or build on that reputation.
Speaker 4 [00:10:44] You know, my answer is to focus on what we as Canada have as advantages. What we don’t have is a huge population density and large cities on the scale of some US markets or South Korea or even European cities. But what we do have and bring to the table is a lot of innovation and experience. So going beyond the ability to deploy infrastructure, I think the 5G race really is around developing innovative technologies and approaches to leverage that. For example, certainly Canada has a long history in terms of agricultural innovation and leadership in that market. And there’s a number of 5G technologies that support the smart form of the future that would allow us to be leaders in that space in a domain that we already understand.
Speaker 2 [00:11:33] I’m glad Keith mentioned the Smart farm because that echoes the report we put out a couple of years ago called Farmer 4.0, which looked at the digital transformation of agriculture and the skills as well as technology. That Canada needs to be a food producing power in the twenty twenties and thirties, a couple of summers ago I visited a farm outside Saskatoon where the farmer was testing a self-driving harvester. Picture this, a machine going across the prairies with no driver turning up and down the field on its own. And actually, there were a couple of guys chasing it from time to time with laptops, trying to correct the coding. And as I talk to the farmer about how this would transform his operation, he said a few things that really stuck in my mind. One obviously was the ability for him to spend his time doing other things. He didn’t need to sit on a vehicle going up and down the field. He could spend his time studying the data, for instance, that was coming off the vehicle that really excited him. But he wasn’t sure how that was going to happen because networks are not consistent. And until we get there, it’s going to be a little harder for farmers to take advantage of these new technologies, the way that other farmers, especially in Asia, are starting to seize on the technology. Is there the desire and capability of Canadian farmers? Is there all the pieces are there? So how is the country? Do we help pull them together?
Speaker 3 [00:13:10] No, you’re absolutely right. And, you know, the term smart farm is really very on point. And you think about all of the different things that technology will now allow us to measure at scale with 5G, because obviously the cost to deploy a wireless network in some of these more rural and remote markets is very efficient. But I want you to think about agriculture. And there’s an example of something we did with a winery able to measure wind speed, temperature and humidity levels for people who are thinking, in that instance, managing their crops, that you can expand that to many other smart agricultural aspects of the Canadian market.
Speaker 2 [00:13:54] I’m so glad you raised the winery example. We profiled another winery on disruptors a few years ago and spoke to a winemaker who was able to control the vineyard with her phone. She was kind of sitting on stage as well as direct the drones that were working with weather sensors. All kinds of fantastic stuff to see. But I think we take for granted the network that makes that possible. And if you don’t have that speed, the low latency, you’re not able to control all those devices. And all of this really kind of opens up the door to the Internet of Things, which is another bit of a cliche these days, but is a really important way of thinking about the economy of the future, that we have all sorts of devices, drones, appliances, but factories and vehicles connected. And of course, they’re connected by networks. And it’s not just business leaders, any organization, we hospitals, schools, local community associations, how should they be thinking about these opportunities clearer as we look into the future?
Speaker 3 [00:14:59] Well, first of all, I think this has been a moment in time where everybody is really reflecting on what the future needs and what their business needs are and their personal needs are as they as they look to advance. And so in that moment of reflection, I think a lot of organizations are looking at transformative technologies. So, you know, the first thing, of course, for anyone is you can have the service application, but you need a couple of different things. The first one, as you said, is we need the network coverage. Right, without an incredible network partner, really, the application is not relevant. It’s not valid. It can’t work to its optimum capability. And so choosing the right network partner and making sure that we have a robust connectivity infrastructure in Canada is key. And we, of course, drive that mandate each and every day at Bell, then I think it really is about conversation and exploration. There are many, many experts and this is where I know our technical teams that love to have these conversations with, you know, to use your term disruptors, people who really want to be change agents. And what you find is those individuals who are looking at transforming their business. They get the first start. You know, they make that progress and then others will rapidly follow. And, you know, we have some terrific examples. There’s one specific tank company and they completely change their business. They change the way their fleet went out into the field. They changed the way they monitored. And as a result, they were able to improve their operational efficiency dramatically. You can imagine what happened, people followed, but they had the advantage of being there first. But to your point, you know what’s critical? Have a conversation. I can tell you that we have a team of people who have experience and they want to explore options and develop new solutions for you and can steer you in the right direction. So businesses don’t need to try and figure these things out on their own.
Speaker 1 [00:17:11] Hey, it’s Theresa again. I hope you’re enjoying this encore presentation of disrupters in the second half of the program. John continues his conversation with Clare Gillis and also speaks to the chief digital officer of one of Canada’s most innovative cities. If you’re liking what you’re hearing, I’d encourage you to check out some of the many conversations John and I have had with Canada’s top business leaders and innovators over the past year, such as our special Earth Day episode, where I talk with two environmental pioneers who are using block chain to help fight climate change. You can find past episodes of Disrupters at RBC dot com slash disruptors or wherever you get your podcasts. Now back to John Stackhouse.
Speaker 2 [00:17:58] Today, I’m chatting with Clare Gillis, the president of Bell Mobility, about the 5G revolution and the truly connected economy is going to usher in. One city that’s on the cutting edge of 5G is Hamilton, Ontario, which was once known as the steel capital of Canada and is now home of the Innovation Factory at McMaster Innovation Park. Hamilton has also been named as one of the leading seven intelligent communities of 20 20 by the Intelligent Community Forum. That’s why we reached out to the city’s chief digital officer, Cyrus Tehrani, to get his take on the possibilities 5G presents for both consumers and business.
Speaker 5 [00:18:37] The analogy I give it, I think of it for myself as I look at my smartphone and I really can’t live without it. I know that’s a big statement to make. I can live without it. But the functionality that it provides me in my life on a day to day basis, I can’t imagine being lost that now, whether it’s something even like Google or Waze or whatever, that’s all because of the speeds that 4G enabled. And I think we’ve all had that experience where you go to an area where it’s 3G or 2G or something else, you’re like, oh, I can’t even use Google Maps. It’s not updating. So think about the opportunities that potentially exist. How much more new use cases can be evolved that we haven’t even imagined, but it won’t be until it’s fully probably adopted and deployed. And we definitely don’t want to be behind and looking at, I think, other regions and saying, oh, I wish we could do that, but we don’t think about how to make that investment or make it a priority.
Speaker 2 [00:19:28] Clear what communities we’ve just heard from Hamilton be thinking about to position themselves for perhaps a very different future with 5G.
Speaker 3 [00:19:38] As cities are constantly building and renewing their infrastructure, there are opportunities to integrate 5G and IOT technologies along with that that will revolutionize the way they do business and allow them to actually proactively monitor and manage potential risks. So as we are continuing to move forward and progress as we come out of this very challenging covid period, I think building better is absolutely the right way to think about it. And building better means building with connectivity, building with insights with our end users in mind, whether those are consumers or whether those are business owners.
Speaker 2 [00:20:22] I think of the example of smart parking, which would be fantastic. I’d love not to have to drive around the block multiple times waiting for a spot to come open. I’d rather get notified or have my vehicle notified and take me to the spot as it’s becoming available. More broadly, how do cities make a compelling case for the investments that will be needed?
Speaker 3 [00:20:45] For me, it’s always around. What’s the return on the investment, whether it’s the citizen experience or whether it’s a reduction in the costs that a city is operating at and how they can reinvest those dollars in new things to make their community better and stronger for the citizens who live there.
Speaker 2 [00:21:03] I suspect coming out of this crisis, another area of opportunity will be health care as we look for more home care, for less centralization, perhaps, of a lot of health care services. That’s going to depend on technology. That depends on networks. Again, what should we be thinking about in terms of the health care revolution that may be upon us and what 5G can do to accelerate that?
Speaker 3 [00:21:27] You can imagine in the future that we could have a one of the best surgeons in the country and Toronto operating on someone in northern Alberta remotely at a distance through the connectivity that we provide with 5G. So it just in terms of making availability of the very best in health care accessible in a democratized way to everyone, this is going to be a game changer, I think, for all of us and not just here in Canada, but also the role that we’re going to play in the global economy.
Speaker 2 [00:22:00] And it’s not just some of those kind of sci-fi examples that involve robotics. Stuff that’s happening today can be accelerated and even transformed with this technology. We published a report a while back called Paging Dr. Data, and it looked at how data is is transforming health care, but really needs to transform it far more in different international studies. So that I’ve looked at it seems most of the focus right now is on manufacturing and the industrial sectors. Perhaps that’s because that’s where the money and efficiency gains are. Should we also be thinking in those directions? It’s not just cities and health care systems, but how do we transform our industrial base in this country as we continue to face more and more competition?
Speaker 3 [00:22:49] I mean, you talk about manufacturing and retail. You think about improving automation, providing visibility into things such as the. Supply chain, where parts are moving, all of these elements are thinking about how do I how do I use data, you know, whether that’s heat sensors, whether it’s movement control and again, many, many other applications and saying, how do I make this better, faster, more efficient for my organization? And as a result, many of those things will also pop out benefits to the business, as well as end user benefits. That will, of course, further create an attitude towards that business from a consumer.
Speaker 2 [00:23:35] As we look at Asia, the adoption rates there are accelerating and the enthusiasm for 5G, you see this in business surveys is really significant in not just in places like China and Korea, but in South Asia and India. And there seems to be a bit less enthusiasm in North America. And I wonder, Claire, how we can balance those sometimes competing forces in our minds.
Speaker 3 [00:24:04] Earlier in the conversation, we talked about how the third generation and the fourth generation of networked technology have changed the way businesses have participated in the economy. And I just as you fast forward into 5G, you cannot imagine that it won’t have that same sort of revolutionary change on the way that we do business. And there will be this notion of first mover advantage. There’s also more so than I think there’s ever been, John, that we live in this global economy. And so it’s important that as Canadian business leaders, we think about, you know, what are the changes and how do we embrace them and how do we use them to our advantage, not only here in our own market, to deliver better business results, better consumer experiences, but also how we use this as a catalyst for our future in the global economy.
Speaker 2 [00:24:59] I wonder, Claire, as we move towards close, how we can ensure that we have those productive gains? One of the challenges always with technology is that there is an enormous consumer appeal, and that’s terrific. But it’s also important to ensure that frontier technologies also go to the productive side of the economy. How do we ensure that 5G does indeed do that and leads to great and broad benefits for society?
Speaker 3 [00:25:26] One of the things I think of that is really critical is just how far reaching this networked technology will be. So we’ll talk about things like leveraging 5G to provide high speed Internet access in more rural communities who haven’t historically had access to that level of service. And we spoke previously about access to health care and applications of that sort. So I really do think that, you know, when we look at businesses, we look at consumer access. It’s about how we’re changing the game, how we’re reducing expense in some areas to explore and invest in other areas. And this is just this is going to be one of those examples. So whether it’s rural broadband access, virtualize health care or cost savings benefits that can be reinvested to explore new areas for businesses. This really is the moment in time that that’s critical for us to look at the future and to make investments and change for the future.
Speaker 2 [00:26:30] It’s interesting to think of this as a moment in time. And as I sit here looking at my phone, which may be the most important inanimate part of my life, and that’s probably true for many, if not most listeners as well. It’s hard to imagine future moments where the phone and devices will be even more powerful and more significant parts of our lives. But they will be because of the power of what we know they’ll be able to do in the years ahead. There can be downsides to that that we’re all familiar with. But the opportunity for society, for organizations, for business and communities is far greater than the risks. My guest today has been Clare Gillis, the president of Dell Mobility. Thanks for sharing your time and your thoughts.
Speaker 3 [00:27:18] Absolutely. My pleasure. Thanks for having me.
Speaker 2 [00:27:21] But I also like to thank Keith Ponton from IBI Group and Cyrus Tehrani, the chief digital officer for the city of Hamilton, for their perspectives on the potential of 5G. I’m John Stackhouse and this is Disruptors and RBK podcast.
Speaker 1 [00:27:36] And I’m Theresa Do. Thanks for joining us for this special look at the 5G revolution. It’s a fast moving world and we’ll keep you updated on the latest developments in the next season of Disruptors, which launches after Labour Day. Join us next time for another special summer episode where we check in on some of our favorite stories of entrepreneurial resilience from the past year. Talk to you soon.
Speaker 3 [00:28:05] Disruptors, an RBC podcast is created by the RBC Thought Leadership Group and does not constitute a recommendation for any organization, product or service. It’s produced and recorded by JAR audio. For more Disruptors content, like or subscribe wherever you get your podcasts or visit rbc dot com slash disruptors.
Listen on Apple Podcasts, Spotify or Simplecast
Canada’s technology sector is having a year unlike any other. In the first half of 2021, Canadian tech companies raised nearly as much venture capital as they did in all of 2019. Twenty-two companies have had financing rounds of $100-million or more during this stretch—while 10 achieved “unicorn” status, now valued at over US$1-billion each.
One of those unicorns is Toronto-based Clearco—founded in 2015 to help entrepreneurs raise money through revenue-sharing agreements. This past June, Clearco raised $215 million in a round led by Japan’s SoftBank; this followed a round in April that quintupled Clearco’s valuation to $2 billion.
In this season finale for Disruptors, an RBC podcast, host John Stackhouse speaks with Clearco co-founder and Dragons’ Den superstar Michele Romanow about the crazy pandemic year for Clearco, her entrepreneurial journey—she’s also founded a coffee shop, caviar fishery and mobile couponing app—and what she thinks it will take for Canada’s booming tech sector to continue to “kick butt and take names.”
Notes:
To learn about Clearco and its financing model for entrepreneurs, follow this link.
If you want to understand more about the record VC year for Canadian tech startups—and how that looks in the global context—check out CB Insights’ State of Venture Q2’21 Report via this link (registration required).
In this episode, John also mentions a new report from the RBC Economics and Thought Leadership Team called The Coming Creativity Boom: How human ingenuity will power the 2020s. To read it, go to RBC.com/creativity.
Speaker 1 [00:00:02] Hi, it’s John here. We’ve just been through the most extraordinary in some ways the most unbelievable economic disruption of our lifetime. But, you know, there’s one sector that has thrived through the pandemic and of course, that’s technology. The tech sector is booming in Canada. The boom actually started several years ago. It was driven, of course, by lower interest rates, new tax laws, a lot more venture capital and the rapid shift toward digitization. But it was also fueled by a new generation of tech entrepreneurs who not only wanted to take risks but were committed to building global companies in Canada in twenty twenty one, a lot of those startups started to take off. Just look at the first six months of this year. Canadian tech companies raised nearly as much venture capital as they did in all of twenty nineteen, and that was a pretty good year. Twenty two companies have had financing rounds of one hundred million dollars or more and we’re not even through summer and ten of them have achieved unicorn status. You’re probably familiar with the term unicorn. It refers to companies that are valued at at least a billion US dollars. A few years ago, you could count Canadian unicorns on one hand. Today, it’s in the double digits. Canada is now the third most productive tech ecosystem in the world after Silicon Valley and China. That’s in terms of invested capital. But as we look beyond the pandemic, what will it take to sustain this boom? What will it take to keep this talent here in Canada with their companies? And how can Canada continue to nurture homegrown talent and build a new generation of global tech champions? This is Disruptors, an RBC podcast, I’m your host, John Stackhouse. On today’s program, we’re taking a closer look at Canada’s tech boom, a scene through one of this year’s biggest success stories. Toronto-based Clearco, formerly Clearbanc, was founded in twenty fifteen as a way for startups to raise money through revenue sharing agreements. Since then, Clearco has been able to lend more than two and a half billion dollars to more than fifty five hundred companies. This past June, Clearco raised two hundred and fifteen million dollars in a round, led by Japan’s Softbank. This followed a round in April. The quintupled Clearco’s valuation to two billion dollars, delivering the six year old startup into Canada’s exclusive Unicorn Club. My guest today is the co-founder of Clearco and one of Canada’s best known tech entrepreneurs, Michele Romanow. Over the past 15 years, Michele has launched a coffee shop, a fishery, a mobile couponing app, and now with Clearco, a pretty revolutionary moneylender. She’s also one of the stars of CBC’s Dragons Den. Michele, welcome to Disruptors.
Speaker 2 [00:03:10] It’s great to be here.
Speaker 3 [00:03:12] So it’s hard to believe we’ve been in this crisis for roughly 18 months. Sometimes it feels like 18 years.
Speaker 2 [00:03:19] It does definitely closer to 18 years than 18 months.
Speaker 3 [00:03:25] So what have you learned?
Speaker 2 [00:03:26] Oh, my gosh. I have reconfirmed myself that I am an extrovert. And this was a totally new level of resilience for me. I never thought in a million years that Clearco would be a remote company. We had a rule about everyone was in the office. Everyone had to move to Toronto and we just continued on, I wouldn’t say without a beat. There was lots of things that happened during that period that we had to learn from. But I think that is going to be so liberating. And it was actually really interesting. So there was a lot of work, a lot of actually a lot of the early work RBC produced on this, saying that the pandemic was a huge setback for women because effectively they had become both workers in their home and kindergarten teachers and everything. And I think I am very hopeful that that’s actually quite temporary, because what we did in this pandemic is we proved that working from home was not I am at home doing my laundry, checking an email once an hour. I am actually working from home. And when you think about the long term effects that that is going to have on women and families, I think that is going to be absolutely game changing. And so that was a huge part of learning through the pandemic. And then the last thing that was probably very relevant is, I mean, we raised more than three hundred million dollars from a zoom screen. And this was an industry that everyone said you had to meet in person. You had to get to know other people. And I think that there was a contraction in deals with probably the very beginning. And then people just said, well, look, the world has to go on. And and so we’ve kind of found ourselves in in a new paradigm.
Speaker 3 [00:05:13] Can we jump, Michele, to the state of entrepreneurship? Because this this this crisis has been devastating for a lot of entrepreneurs, been liberating depending on the sector for entrepreneurs. You are a serial entrepreneur, how do you think entrepreneurship has changed because of this crisis?
Speaker 2 [00:05:34] I think everyone now has to think digital first, and I think we probably would have been in another twenty, twenty five years of, you know, in person first, no matter what that means, whether that was retail or restaurant or whatever. And I think you’re right, there was lots of businesses that saw devastation. There was an equal number. I remember this season and last season actually on Dragons Den, just seeing these extraordinary businesses. I remember there is one that’s like you know, it’s an app that shows you where you can bring your dog. The whole revenue model was based on in-person events. And like all of these businesses pivoted. And they if you were a restaurant, you were figuring out how to do corporate events where you had sushi come in. And that innovation is actually extremely important that we have that because entrepreneurs are always throwing these curveballs along the way. And I think we got we got to see this. We were like we were on the front of the airplane on this. We saw this incredible rise in e-commerce and digital commerce. We saw double the amount of new businesses created in the US that in the US last year than any other year in the last 10 years. And I think that’s incredibly important because we can look at a small, narrow section of some brick and mortar businesses that were incredibly hurt. And effectively, what we did is we just put an enormous amount of government debt. And I think that’s going to have a lot of long term effects on those businesses. But there was a lot of people that basically said, screw it, this is my life with the virus. I am either not doing my job and I’m actually going to build my dreams. And I think that that is going to be such a win and we’re going to see this enormous growth of businesses. I mean, double the amount of new businesses were created. And so we look at this the same way that I started my career in the 2008 recession. I was there at the beginning of this group on an e-commerce phase where we had just started with kind of the early consumer tech and obviously the Airbnb and the Uber is just completely took off. But a lot of these were recession based businesses. And although we are not in a recession at all, we went through this kind of crazy economic cycle that I think net is going to produce some extraordinary businesses to watch because we’ve actually seen the creation of all of them this year,
Speaker 3 [00:07:56] these disruptive moments. And we call this disruptors for a reason or real pivot points for society and economies, whether it’s a recession or not. And we saw that in the in the financial crisis, as you said, that’s when Facebook and so many other companies took off because social norms change really, really quickly when this crisis hit. Did you having lived through a previous crisis? No. At the beginning that this was going to be a kind of reset in which opportunities pop out of left field.
Speaker 2 [00:08:29] I now consider myself very blessed that I finished engineering and two thousand seven I finished my MBA in two thousand and eight, I moved out to New Brunswick to build a fishery from scratch, which was producing sturgeon caviar. I was producing one of the most luxurious products, not the definition of things you do not need in a recession is caviar, right? And so I built this business of selling it and I still remember what September 8th of twenty felt like when it was like, oh my gosh, most families were saying they had lost, like, I don’t know, a third to half of their net worth. I was like, this is going to be so painful. And I think there’s nothing like I mean, entrepreneurs lived through crisis’s every day. I mean, I literally wake up. I always say there’s like two things. It’s like slap me across the side and had every week. I just don’t know what they’re going to be. But even in this situation, it was pretty difficult to stay calm. I think I what we did is we just kept hunkering down on saying, here’s what we need to know. We divided the company into one of six initiatives that we were all working on. We continue to put money into the market. This is when literally everyone else that was providing capital, whether it was square or everyone else, pulled back, we said, no, we think these businesses are going to do OK. We’re looking at data every single day to see how things are going in. Some of these trends we’re so interesting was like at the beginning of the pandemic, it was like no children’s toys and the children’s toys went through the roof because everyone was like, oh my God, I’m home with my kids. And there was all these weird friends that we’re watching were like, beauty is going to take a nosedive. It’s like no one’s going out anymore. And then three weeks into the pandemic, everyone’s watching themselves on Zuman beauty is not taking a nosedive anymore. So what’s the benefit of having all this data is that we were seeing it. And then I think the last part of it, managing through a crisis is just constant, transparent communication. I think for a company of our size, we did an all hands. I mean, we were two hundred people at the time. We did an all hands every single day at five o’clock. And I’d say 90 percent of all hands. I felt like I would say. I don’t know more than you we’re not going back to the office tomorrow. And here’s what’s happened. But it was it is not easy to manage through a crisis.
Speaker 3 [00:10:38] It takes a certain humility. And entrepreneurs get humbled every day, as you know, but also have to be super confident because no one’s going to have more confidence in your business than you. So you’ve got to be 100 percent confidence how when you’re going through this kind of turmoil, do you manage that need to be confident to be the leader, to know where you’re taking the place with that kind of daily or hourly humbling that a crisis looks on all of us?
Speaker 2 [00:11:08] You have a very close circle that you are incredibly honest with because you cannot you cannot at the end of the day, be fooling yourself. And you can be I think optimism and living in reality are very different things that many people conflate all the time. Right. They think that if I just ignore what’s happening and the fact patterns, I am ruthless around getting to the bottom of the story and why things aren’t working and why that’s not happening. That does not mean I can’t take what could look like a very negative spreadsheet and say, oh, God, so we’re doing this. And that is really it is separating optimism and separating reality, because I think those are two different things. Andrew and I were incredibly honest with each other throughout this crisis. Every day we were like, OK, this happening where are our assets going, how do we protect this? How do we keep going? Are we taking too much risk? And, you know, it’s a funny thing as you look back now. And one of the things that we did is we pulled out of international markets and now we wish we would have gone so much further. I mean, we we had launched the U.K. by October already. So it’s not like we had a we had a long pause, but I think we had that moment where we could have gone even stronger, even faster into doing things. So even when you think you’ve done an OK job of managing it, you still look back being like, oh, if I’d only known we were going to bounce back so quickly, I would have taken a couple more risks during this process.
Speaker 3 [00:12:33] But what gave you pause and what didn’t you see?
Speaker 2 [00:12:36] Oh, my gosh, we just had no idea what was going to happen. Like, we were we were all reading the same things, which is like the crisis is worse than. I was so worried that consumer spending was going to drop. I mean, we backed we put two point four billion dollars and fifty five hundred commerce companies. I am not a fool. If we see all of consumer spending drop, it’s going to be pretty difficult for us. So there was this whole there was real fear in what could potentially happen there. And then you just you don’t know what you don’t know. And we’ve we made it through.
Speaker 3 [00:13:13] Maybe we can pause and ask you to explain to our listeners what formally Clearbanc does.
Speaker 2 [00:13:19] So I’ll tell you the story. I had been a serial entrepreneur my whole life, built an e-commerce company myself. No one would find me because they just didn’t understand the business and didn’t think e-commerce businesses could do that. Well, sold an app to Groupon and then ended up getting cast on the on Dragons Den when I was twenty eight years old. And what’s important is everyone’s like, oh, that was so great. I mean when you’re me you just feel like the runt of the litter. You are the poorest one on the show and you are the youngest one on the show. So you feel like you have no idea what you’re doing. And so I took a totally different approach to looking at these businesses. And we see something like two hundred and fifty pitches back to back in seventeen days. A lot of things start to distill. This is my first time really being an investor and everyone’s kind of like, look, I want I want one hundred grand and I’m willing to give 10 percent of my company at the early stage. And yes, what they need the money for. And it’s always the same two things. I need it for inventory and I need it for customer acquisition, which is really Facebook and Google ads today. And so I remember thinking, like, why are founders using the most expensive capital in the world, which is always going to be equity to do something that really has a fixed term. I mean, you buy inventory, you can only market up three or four times. You buy Facebook and you’re hoping for a three or four times return stranger. And I put our heads together and I came back to the show the next day. This is in twenty, twenty, fifteen, twenty sixteen. And I was like a different deal type. I’m going to give you the hundred thousand dollars you’re looking for instead of taking ten percent of your company that alone forever. I just want ten percent of your revenue just to pay me back my capital plus six percent. So I was like oh that sounds like a load. And I’m like, no, it’s not alone. There’s no personal guarantee. There’s no fixed payment time. There’s no company interest. But most importantly, this isn’t debt. If you don’t pay me back, I’m not going to bankrupt your business. Totally different risk profile. And so the founder that day was like, yeah, I’ll do that. And that’s effectively the category we created is revenue share deals for founders. The only two options that existed before we did were really bank debt, which always has personal guarantees associated with it and is really in small business as a form of personal loan. And then on the other end there was venture capital and there’s absolutely nothing wrong with any of those. Venture capital is designed for people who are in the venture capital ecosystem. And so it is. And there’s been. So much published on this, it is extremely unfair the way that is distributed, because if you went to Harvard and Stanford and if you know the VCs, it’s not hard for you to raise an extra dollars. But to think about how large our market is, I mean, there was just a in commerce. Again, we find gas companies and mobile apps, just any commerce. There was twenty five million commerce businesses last year, five thousand of them VC funding. So not only does their product work well, if you’re raising venture capital because you have to take as much solution, you can use our capital for your ads and inventory. But we have a big a big, big, big market out there. And so know it’s hard to believe that off that little jewel off the show, we’ve been able to fund two and a half billion dollars into five thousand five hundred different founders. I mean, our mission is to find a million founders. We think that that’s big and bold and requires us to operate in most countries around the world. But we think we can do that. And the category was created out of Canada, which I think is just the coolest thing. I mean, I think Andrew and I probably thought we could start a company. I don’t ever think that we could start a category. And so that gives us a lot of pride.
Speaker 1 [00:16:33] OK, we’re going to take a quick break. But coming up, more of our conversation with Michele Romanow on the challenges of scaling up and the opportunities ahead for Canada’s thriving tech sector. You’re listening to Disruptors, an RBC podcast, I’m your host, John Stackhouse. You may have heard our recent two part series called The Creativity Economy. We’ve also recently launched a new thought leadership report on the skill for the twenty twenties. It’s called The Coming Creativity Boom. In it, Canada’s most creative thinkers share their insights on the country’s creative potential, discover how different creative types deliver value and how we can translate that into our country’s creative future. You can find it at RBC dot com slash creativity.
Welcome back. I’m speaking with Michele Romanow, one of the dragons on Dragons Den and co-founder of Clearco.
Speaker 3 [00:17:41] What would change is you, Michele, as you as the company grows, you know, to a two hundred and fifty employees.
Speaker 2 [00:17:48] we’re now four hundred.
Speaker 3 [00:17:51] OK, so youre four hundred, I’ll blink again.
Speaker 2 [00:17:54] And five zero people started on Monday. This week. I am just like blown away by the growth that I’m witnessing.
Speaker 3 [00:18:01] And you now have employees, I’m guessing, who you don’t know and you never know. How do you have to change as an entrepreneur? Because until now a lot of your businesses have been things you could wrap your arms around.
Speaker 2 [00:18:14] Yeah. So this is the hardest part of being a founder. Is that what gets you to stage one and stage two does not get you to stage two and stage? And it would be easy if the things that got you to stage one and stage two, everyone was laughing at you along the way. You get down to it and you get said no to so many times in this business. And I always think it’s important to share. Right. So we had this idea that we could give our founders money. We would just use the data sources from their business. We would have no personal guarantee as a backup plan. And I went around Wall Street in my high heels pitching all of these credit guys. And two hundred people said to us, I think the rudest ones said, you guys don’t even understand credit. This will never work. You’re going to lose your shirts. And we’re like, no, we’re pretty sure that these are the data sources that will be more indicative. Pretty sure that because we have access to this information every day, it will it will be a stronger source of data and signal. And so many people see so many people think this is like a cute business. So many thought people thought we would deploy twenty or thirty or forty million dollars and it would be like this cute little thing. And we’re like, no, no, no, we’re going to go we’re going to build an asset class. We’re going to build an asset class that’s bigger than venture capital because I have a I have a TAM that’s much larger than the town of companies that could possibly 10x a year. And so you callous yourself in a really good way where you’re like I am used to people saying no to me. I’m used to people saying I’m wrong. And I had to hear so much of that to get here. But what that does is it gets really scary because now I have to be a very different leader than I was at the early stage. And so my leadership style is always get my hands dirty, always get into the spreadsheet myself, call the customer myself. If something doesn’t make sense to my team’s telling me, it was like there is no task to lower too high for me. I will do it. And that’s an important I think part of leadership is to just lead from the front. But that is a completely unscalable form of leadership when you’re trying to enter ten countries in a year. So you have to work with coaches and people that can take you to that next level. And I have had to stop doing and in many ways things that actually hurt me because they were some of the things that that that made me so successful. And I get that this is going to be the hardest part of my journey, too, is changing the way that I lead. I used to have people could call me at midnight and I took their phone calls and I can’t have a one on one relationship with everyone anymore. And in many ways that completely breaks my heart. But I have to figure out now how to communicate on all hands. I have to figure out how to how to do different things. I think I would give you one last example, and I actually think this is a good example because it’s a little bit controversial. So we’ve got a couple of people thinking about it. But I I had a really interesting experience watching Uber scale. And one of the things that most people don’t know about the Uber story is they know the part of the story where Travis gets aggressive and then he’s kicked out. But they missed the part of the story where to build Uber meant fighting every single taxi union basically in the world. And most people are like, oh, yeah, it was a fight and it was a fight with the government. In many cases, it was a fight with the mob. And I knew actually many friends that had started competitors to Uber. That stopped because they had literally people show up at their door saying they would kill their family. This was not this was this is the definition of what you call a dirty business. Right. And the balls that it took to continue operating when you basically had a person in every city that didn’t want your business to fail, but they actually wanted you killed was very different. And I don’t think anyone ever gave him the respect for having to to build this in every city. And I think now all of us appreciate that this is an incredible public utility, that we now have drivers on demand. But imagine just going to the expression, having the empathy of what that must have felt like to do that in two hundred and eighty four hundred cities around the world. And then you build a little bit of cockiness. You understand that you always feel like people are going to take you down and then you. Lose the empathy for who he needed, the empathy for, which is at the end of the day, his own employees, his own teams and the drivers that funded his business. And this is this is I just it hit me so hard reading his story that the same thing that brought him to where he was was the exact same trait that brought him down. And that is why it is so bloody difficult to do this job as you scale, because he would have never made it there without that trade. And then that trade has to change and get more nuanced and get different. And I think it’s just an important part of the story because people I don’t think he gets credit for what that took at the early days. They just see how that became the fatal character flaw in the later days. And so I think there’s a lot to learn. And I try and be very humble. And that’s going to be have to be a part of my journey as well.
Speaker 3 [00:23:24] You’ve mentioned Andrew a couple of times, that’s Andrew de Souza, your business partner and life partner, and it’s always amazing to watch how you manage that. And I’m curious how your dynamics as the company grows and how you keep hold each other to account of each other, humble, but also balance that those growth challenges. Is it easier as a couple or easier as individuals?
Speaker 2 [00:23:52] I think there is there’s a lot of emphasis placed on the fact that we’re a couple when you’re when you have a cofounder, you just do everything together and you spend much time together and you have to learn how to work very well. And one of the things that makes Anthony such unique cofounding is we are actually very different business people. And Andrew is an incredible product visionary, has extraordinary ideas and the ability to implement those things. And I am a much maybe harder seasoned operator. So we actually what we’ve done today is we divide the company into what we call horizon one in horizon two. We think we have the luxury today of thinking about Horizon two, which is how do we create long term innovation, long term retention of our customers and incredible products that the world couldn’t even dream about. And what gives us the right to do that is my part of the business, which is Horizon two, which is making our numbers this year, which is, you know, it’s the vast majority of the org and making sure we’re operating and we’re launching these 10 countries and everything happens. And we have changed rules over the years. We have found different balances over the years. And then we’ve had to figure out how to balance our own lives as well, which is most couples plan date night because they want to see each other and they want to have uninterrupted time. By definition. I see Andrew every single day. So we have to plan on date nights where we do things better. And you just figure out these rhythms that are incredibly important to you as a couple and to you to your bringing often. I mean, look, I think it was it was great that we got to build something together. I still think he’s one of the best founders I’ve ever known in my life. And so it just comes from an area of respect. Last thing I would say with your partner is and I think Covid actually taught so many couples this is most couples had no idea what they did when they went to work every day. So you love someone, but when you get to see someone when at work and be really good at doing something in their career, they’re kind of like a whole new level of love that gets unlocked with that, which I think is always really cool.
Speaker 3 [00:26:00] That’s a beautiful thought. So your horizon one and his horizon two, is that. That’s correct. Yeah, that’s great. It could be a new and a new playbook
Speaker 2 [00:26:12] because every company has the same concept. It’s short term and long term. And we have to do both and we have to do both really well. If we want to be one hundred year old company, it’s got to be a horizon too. And if we don’t meet this year and what we need to do well, today, we don’t get the right to have a horizon.
Speaker 3 [00:26:30] Well, all of this is unfolding and unfolding very well for Clearco. We are in the midst of the most extraordinary a tech boom. But in some ways, it’s one of the most extraordinary business booms just in the last 12 months in terms of all sorts of asset valuations, but particularly in the VC space. What do you make of what’s happened in such a short period?
Speaker 2 [00:27:00] I actually think you’re probably better to tell me. I don’t think we have ever seen this level of whatever we want to call quantitative easing, printing money that we have ever witnessed the world see. And I think we saw a little bit of what that looked like in 2008 and how that that was still very slow. We were seeing asset prices increase very slow. I, I have no idea what that’s going to mean. And I think they’re far smarter people to talk to me about that. But what I can say is that tech is not is not having a different bubble compared to other asset classes, the same way that real estate is up, the same way that equities have tech is up really on that same cadence at this stage. I can tell you we’re not being valued today on potential in the future in a bubble. There’s an extraordinary amount of diligence at this stage, especially when you get a partner like Softbank that wants to understand how big this business and how big the TAM is and how well you guys are performing. And so I don’t I don’t think I would I would say that this is a bubble. I would say that we should be so proud of, like this new series of what should be close to it. I don’t know a handful of Canadian unicorns. And it’s exciting to celebrate now, but it’s important to remember that all the seeds were planted five, six, seven years ago as people were coming out, as there was more venture capital in the ecosystem as there. More support, and my number one thing is I would just beg Canadians that we cannot have tall poppy syndrome here, we have to root and we have to cheer for these companies to win, because the reality of tech companies is they are largely winner take all markets. The network effects you get on data are so powerful that you get to end up owning the market. And so when we talk about the things, I always think that there should have been a B in there and it should have been BlackBerry. And we have to think about how to not create great companies for Canada, but how to create great companies for the world because they will provide enormous dividends to Canada while doing that. And I think we have a tendency to just not celebrate successes the same way, or they we want to take people down when they’re getting successful. And that’s not how we’re going to win as a country. We don’t win if we’re all like, oh, let’s create a bunch of little Canadian oligopolies. That’s not a win. We’re two percent of the global economy and we need companies that are intrinsically global. And then by God, we get to share all of the Canadian values we like with the rest of the world. By building a company here,
Speaker 3 [00:29:37] what do we need to do to create more of those global winners and global champions?
Speaker 2 [00:29:44] Capital was a big part of the early equation, we’ve largely solved a lot of that risk taking is the other one. I would be lying to you if there wasn’t a lot of days I lied in bed being like, oh, my God, please, someone buy this company so I can I can, like, take a vacation with longer than 48 hours. And I’m so happy today. We kept we kept going. But we also had investors that were really supportive and we had customers that were very supportive for us to keep going. And we need that that global ambition. Right. If we continue to chop down people for God, anything from like traveling to operating in another country, which is not exactly like ours to do, we do this. We get very myopic as Canadians sometimes. And it’s just not how we’re going to win. We’re going to win because we think about we want to create something that’s dominant and we want to create a category. And it’s based in Canada. But it’s for the whole world.
Speaker 3 [00:30:41] And in many ways, you know, in a new echelon, you mentioned Softbank, one of the world’s biggest investors. You’ve got Maya Son now involved in your company. How does that change things?
Speaker 2 [00:30:56] It’s first of all, I couldn’t believe it. It wasn’t until we were doing the press where we were like, we’re the first Canadian company Softbank invested in. And then we went back to Softbank and they’re like, yeah, you guys are. And we literally didn’t realize that until like a week ago. Look, it’s a it’s an extraordinary vote of confidence. It’s a reason to have a glass of champagne and to take a moment to pause and be like, that’s really cool. But it means that we are just at the beginning of our journey. I mean, Andrew and I have literally sneakers that same day one on them. And day one means we haven’t earned anything yet. There’s no laurels. Anyone can come and build something. And we need to have this attitude every single day. We have to keep building. And so I think this is like a great vote of confidence for Canada that companies like this can be built there. But I think it’s so bizarre to celebrate fundraising in a way, because at the end of the day, it’s external validation and someone believes in your company, but you’re also celebrating that you just sold a little piece of your company. It’s actually a bizarre thing. It’s like today Michelle and Andrew gave up another X percent. And at the end of the day, I think foundational in their business because they do all the work and investors are or can be hugely helpful. But thinking about the balance of dilution, which is effectively what our company was built on, is incredibly important.
Speaker 3 [00:32:20] As you become more and more of a global company, how do you stay Canadian and how do you avoid being swallowed up by other global players?
Speaker 2 [00:32:31] I think this is where founders have to really think long and hard about how they’re financed. They partner with because there’s certainly situations where you can have things that look like hostile takeovers or things like the public level where companies are given less of a choice to choose. But if you create the discipline around a good business model where you have you have capital and you have options, that gives you the right to continue to remain independent, to continue to show your values and to continue to build that way. And so I think we’re not explicit when we talk. We celebrate fundraising’s but we don’t talk about the more complicated part of fundraising’s, which is do founders still control their board if they still control their destiny? Are they in a position where and this is also founders jobs as well? I mean, if you are burning more money and if you put yourself on the treadmill where if you don’t raise every 12 months you don’t have a company, you’re allowing yourself to be controlled by another partner. And so having that discipline is exceptionally important. And that’s what allows you to really be the sailor of your own ship at the end of the day.
Speaker 3 [00:33:35] If we can have you back on the podcast in a year’s time, what do you hope we’ll be able to talk to about?
Speaker 2 [00:33:42] Oh, I think we’ll be able to talk about all the mistakes we made in a global expansion of what worked and what didn’t work and the advice I can give to other Canadians I’m trying to figure out how to do that. I think it’s going to be a really, really interesting time. The other thing that. So this is a funny one, John, I’ll tell you, because I always like talking about when I’m wrong. So you can always people with too much time can find interviews saying the reverse of I remember when I was first starting off as an entrepreneur, everyone talks about, oh, well, there’s just not enough talent in Canada and you’re going to have to go to other places to get talent. And that’s impossible. There’s thirty three million people in a country like there’s no way I out of talent. Like, that’s just that just seemed like such a bizarre concept. And today I understand what people say when they mean we are out of talent, because when you have a company that’s going through this growth stage, you need enough people on your executive team that have actually seen this before. And in the early stage, you can almost always bet exclusively on young folks that. Work their ass off that will just like figure it out, but the landmines are too big and the time is too fast. So I didn’t know things like how to hire an employee in ten different countries because they’re all different. And some of those people I couldn’t fire and some of those people like you can use these employment for like one tiny thing that that when people have seen this growth curve or this growth spectrum, they’ve gone through. And so that’s kind of and your CFO office and your chief people officer and a bunch of different things where you want someone that says, well, yeah, actually we had to do this. And when Salesforce was going to say it had to happen and we just haven’t built enough of these. I think half of our team is in the United States now. I mean, or how the product is and is in Seattle because she came from Amazon or our CFO was in San Francisco because he ran technology investment at JP Morgan. And we’ve all worked as a remote team. So it totally worked. But it’s one of the things that I was wrong about is that we are going to continue to need to figure out how to get great talent into Canadian companies because of the speed and the scale. If you’re asking founders that haven’t done this before to do it as trial by fire, the mistakes are just too big at this level. And so I finally got it and I was very, very wrong with this forth.
Speaker 3 [00:35:56] What an extraordinary conversation. Thank you so much for your time. Our guest today has been Michele Romanow from Clearco. Michelle, thank you.
Speaker 2 [00:36:05] Thank you for having me. It was wonderful to be here. And a great conversation.
Speaker 1 [00:36:08] I’m John Stackhouse and this is Disruptors, an RBC podcast. Stay tuned in the weeks ahead as we bring you some of our favourite episodes from the past year and update some of the amazing stories of Canadian resilience. Talk to you soon.
Speaker 4 [00:36:30] Disruptors, an RBC podcast is created by the RBC Thought Leadership Group and does not constitute a recommendation for any organization, product or service. It’s produced and recorded by JAR audio. For more Disruptors content like or subscribe, where you get your podcasts and visit rbc dot com slash disruptors.
Listen on Apple Podcasts, Spotify or Simplecast
Across the country and in almost every economic sector, Canadian companies face a skills shortage. One of the greatest opportunities to meet those impending needs can be found in Canada’s fast-growing Indigenous population. Over the next decade, 750,000 Indigenous youth will enter the Canadian workforce—a cohort that’s growing four times faster than the non-Indigenous population. But to ensure that these youth can assume the leadership roles of tomorrow, investments need to be made to develop their digital skills—and provide them access to the necessary tools and infrastructure.
In this episode of Disruptors, an RBC podcast, guest host Trinh Theresa Do speaks with two community leaders who are helping to make this happen: Jarret Leaman, founder of the Toronto-based Centre for Indigenous Innovation and Technology; and Benjamin Scott, project director for Yellowknife-based EntrepreNorth. While the specific challenges faced by these two organizations vary, Jarret and Benjamin are united by one common vision: to bridge the digital divide within their communities—and position Indigenous youth for future success.
Notes:
To learn more about the Centre for Indigenous Innovation and Technology, click here. And to find out more about EntrepreNorth, follow this link. (The work of EntrepreNorth is supported, in part, by the RBC Foundation.)
In his segment, Jarret referenced a photo series he was a part of titled “Concrete Indians”; to see the photos, check out his website. Benjamin, in his segment, mentioned a new podcast that EntrepreNorth has launched called Venture Out. You can listen to it here or wherever you get your podcasts.
The report referenced from the RBC Economics and Thought Leadership Team— Building Bandwidth: Preparing Indigenous youth for a digital future—is available at thoughtleadership.rbc.com
Theresa [00:00:01] Hey, it’s Theresa.
[00:00:03] Today I’m coming to you from downtown Toronto, which is the traditional territory of many nations, including the Mississaugas of the Credit, the Anishnabeg, the Chippewa, the Haudenosaunee and the Huron Wendat peoples.
[00:00:15] Indigenous peoples in Canada — from the Mi’kmaq in the east to the Tla-o-qui-aht in the west to the Inuit in the north — have played a vital role in the development of this country. As we exit the pandemic and look toward the skills and talents we’ll need to come out stronger, tne first peoples, who are no strangers to pandemics, will help lead the way.
[00:00:36] The recovery faces tremendous challenges, including how to balance the demands of a greying population with the needs of an economy run by young workers. And that’s where a real opportunity lies for Canada. Over the next decade, 750,000 Indigenous youth are expected to enter the Canadian workforce — a cohort that’s growing four times faster than the non-Indigenous population. By boosting digital literacy levels and providing universal access to high speed Internet, Canada can ensure that Indigenous youth have the skills and tools they need to succeed, and that businesses all across this country will have the skilled workers they need to thrive in a post-COVID world.
[00:01:27] This is Disruptors, an RBC podcast. I’m Trinh Theresa Do, sitting in for John Stackhouse.
[00:01:40] Our Economics and Thought Leadership team has just released a new report based on a series of roundtables with Indigenous youth, educators, employers, and community leaders to understand the new realities of a high-speed economy.
[00:01:52] In the first half of this episode, I’ll be talking with a Toronto-based tech entrepreneur and community activist who’s working to address the underrepresentation of Indigenous peoples in Canada’s technology and innovation sectors. And in the second half, I’ll speak with the leader of a Yellowknife-based organization about some of the unique challenges and opportunities in creating an entrepreneurial ecosystem in Canada’s north.
[00:02:19] The numbers are astounding. Today, Canada’s Indigenous GDP is thirty three billion dollars, but that total could reach 100 billion dollars if it were to match Canada’s per capita level. Indigenous Canadians create new businesses at nine times the national average, and that momentum is key to unlocking new possibilities in our economy.
[00:02:41] The Toronto-based Center for Indigenous Innovation and Technology is one organization that hopes to do some of that unlocking. It provides technology training as well as research and advocacy, with the aim of boosting Indigenous representation in the tech industry and promoting problem solving using an Indigenous lens. Joining me now is the founder of the C.I.I.T., Jarret Leaman.
[00:03:01] Jarret, welcome to Disruptors!
Jarret Leaman [00:03:03] Bonjour amis! [Greeting in Ojibwe]
Jarret Leaman [00:03:08] My name is Jarret Leaman and I am a member of Magnetawan First Nation, which is located in southern Ontario outside of Parry Sound. We are an Anishnabeg community and I don’t live within my community. I live within the city of Toronto.
Theresa [00:03:23] The C.I.I.T. was founded in 2017. Can you explain why you decided this organization was needed and what the gap in the market was that you’re hoping to fill?
Jarret Leaman [00:03:33] The idea actually came for this nonprofit from my time on the Governor General’s tour, actually, the Governor General’s Leadership Program. And I was placed in Northwest Territories and I got to travel up north and into some of the fly-in communities right up into the Arctic, right up into Tuktoyaktuk. And one of the things that I noticed in all of the communities was that they did have Internet or they had cell service that was pretty fast. But I didn’t see a lot of software or use of technology in their government, for example, or in some of their businesses that we were touring. And so that’s really where the idea came from in 2017, actually. And I came back from that tour and that really awesome learning experience, and I was like, what am I going to do? What did I learn and how can I make an impact? And that’s really when I entered into the technology and innovation space.
Theresa [00:04:27] I love that — carrying that momentum forward. So how have things changed or evolved in the last four years?
Jarret Leaman [00:04:33] Quite a lot, actually. I had a really great opportunity to work at the Canadian Council for Aboriginal Business in my past, and I really got to get an opportunity to see Indigenous businesses across the country. And one of the gaps that I noticed was in technology. And I know that it’s growing space and we do have a lot of growing Indigenous tech companies. But I really wanted to just sort of look at what is being done in this space. And how is this being coordinated? And what is the different levels of government doing? And I quickly realized that there wasn’t a focal or central point where this was was being undertaken. I was attending a lot of Indigenous innovation conferences around the country and globally. And I was noticing that I was the only Indigenous person in those rooms sometimes. And I was like, so what are we going to do about this? And how do we start to really put an Indigenous lens on this burgeoning sector that our community is really starting to embrace?
Theresa [00:05:37] I want to carry on that point of the Indigenous lens. I know that that is part of the organization’s mission. Can you share more about what that lens is?
Jarret Leaman [00:05:46] When you think about innovation and we think about the technology sector, and I find that sometimes people think of my community as maybe relegated to the past a little bit and really wanted to highlight through C.I.I.T. the amount of innovation that we’ve had in our community and how do we bring those elements forward into forward thinking, into future thinking? And an example of that would be thinking about our Indigenous traditional governance models and how they were consensus-based. And we know that that’s a key piece in cybersecurity in regards to blockchain moving forward and really tying those connections. Because what I found was sometimes when I was touring, doing speaking engagements around Canada, I was finding that it wasn’t really an option or career thought for a lot of Indigenous youth, potentially, in the tech space. And I really wanted to develop an organization that really showed the innovation that we’ve had historically, but how the innovation that we historically did is being used to build future solutions. And I think that is the key to getting our numbers increased of Indigenous people in the tech and innovation sectors. How do we identify that and what does that look like and what does Indigenous innovation look like? And I, I struggled with that for a while, actually. And I came up with a really great example when I was, you know, engaging with an Indigenous learning institute. They really came up with an idea, at one of the institutions I was working with, around an example of what is a living plantwall look like with hydroponics — an app that’s connected with identifying the traditional medicine — and what does that mean to the people in our community, members learning about the traditional medicines? And maybe that that app can be in their own language as well? So we’re working on language revitalization, culture revitalization and integrating technology into that. And that was just an example that I like to use to really sort of see what is Indigenous innovation look like.
Theresa [00:07:42] I think we’re in such a key moment for that, too, because you hear of big organizations, investment firms, rethinking our model for capitalism and exploring what these different approaches could be. And so I’m curious, what’s been the response from the business and tech community at large into embracing more of these Indigenous approaches?
Jarret Leaman [00:08:04] When I started in 2017, I think we were a little bit ahead of the game. You know, it was sort of a burgeoning and it still is a burgeoning sort of area within Canada that we’re really entering into. And it’s becoming more apparent in regards to employment, for example, we are looking to launch a program within the next year that will focus on increasing Indigenous representation in the technology sector. But really, with that tech skills accelerator, it will be focused on cultural components and leadership as well as we want to develop the leaders in the tech space. It’s so critical for our communities to become connected, bridge the digital divide, participate in the digital economy, and we need a lot of work in our community to get there.
Theresa [00:08:50] Can you share more about the tech skills accelerator program that you just mentioned? What are the specific skills or pillars that need to be developed?
Jarret Leaman [00:08:59] The Skills Accelerator has a couple of different audiences. So, there is the private sector, but I also wanted to make sure that we had a clear opportunity for Indigenous governments to participate in the program as well, so that if they’re looking to build digital aspects, the First Nation governments, then they would have a training ground for that. And so one of the things that was really important to me in post-secondary — I went to a university in Ontario that had a really strong Indigenous culture focus. And I went to university right after I graduated from high school. And I remember thinking, as an Indigenous youth, I’m going to be in business and I’m going to work in business and that’s what I’m going to do. And I didn’t really want to learn about my traditional culture or learn about my history, which had been taken from my family. My father was in a Scoop generation, my grandparents were in the residential school era, and it wasn’t something that I was interested in. And so I show up to business school my first day ready to learn business. And I wasn’t really interested in Indigenous studies focus. And as I started to learn that more, it really did become apparent that it was needed. And I remember thinking I had to go do seminars in Indigenous studies classes that I was taking and it was in a teepee. And I live in Toronto now. I’m a city boy. And I remember just thinking like, oh, man, like like traipsing through the snow, I’m in business school – what is going on? And at the time, I didn’t really appreciate that. And when I look back and I think about the growth that I’ve had as a leader, that was the critical time, really understanding yourself and being happy with yourself and bringing that forward. And I think that it was through my elders and through the learning of my traditional language that that really began to blossom. And it really gets into this idea that we have now, you know, in corporate Canada, and in the diversity and inclusion space, around bringing your whole self to work. That is what creates, in my opinion, leaders and helps move initiative or innovation forward. And so for us, having that as part of our programing is critical.
Theresa [00:11:11] I want to follow up on the point you’ve made about you being a city boy – you live in downtown Toronto. And I want to take our listeners to a 2010 photo series called Concrete Indians, in which you were a part, exploring the duality of your culture and the urban lifestyle. And it’s a powerful play in contrasts because you’re set in the Financial District around Union Station wearing a traditional cultural attire underneath your blazer, holding what I think looks like a part of a headdress (but please correct me) as suited men and taxis and the hustle and bustle of the city swirls around you. Why was it important for you to be involved in that project? And what kind of message were you hoping to communicate with it?
Jarret Leaman [00:11:50] I was so lucky that I got to participate in that photo series with an amazing Indigenous artist, Nadya Kwandibens. And when she came to me and we met to talk about the concept I was — actually, in that picture, I lived right on Bay Street at the time, it’s taken right on Bay Street and my condo is actually right in the background. I really wanted to show that there was a new wave of Indigenous people coming in with business degrees and coming in and entering into the Bay Street era. There always was Indigenous people as part of it, and those individuals that always lay the path before me and they did a lot, actually some really great leaders in Toronto, for example. And I wanted to show that from a youth perspective coming into the city, I am the first generation in my family to have a university degree and the first one in my community to have a graduate degree, I think, as well. And so I wanted to show that sort of coming into the urban setting to really learn the ropes and figure out what the what the space was like. But keeping in mind the impact that was needed for our community itself. And I think I did that.
Theresa [00:13:01] If you fast forward to now and reflecting on everything you’ve experienced and worked on, have you noticed corporate Canada embracing more Indigenous talent?
Jarret Leaman [00:13:11] When I first started in the space in the business space in Toronto, I noticed that there was a lot of Indigenous diversity and inclusion approaches that I was seeing were focused on just attraction. And so if we think about the business model, we think about attracting Indigenous talent. What measures is the organization taking to retain that talent? And then also, is there a transition map in play for that employee? And we’ve seen a lot of reports come out that talk about the lack of Indigenous leadership at the senior level, at the board level. And what we’re seeing is an approach where a lot of Indigenous people entered into the corporate world but are still stuck at a certain level.
Theresa [00:13:53] Many of Canada’s Indigenous communities are pretty remote. But in your view, what is the opportunity for youth hoping to make their mark in this decentralized, digitized future, especially in roles that aren’t the ones that are stagnant or ones that are getting cut?
Jarret Leaman [00:14:08] When we think about the Indigenous community, I always think about it in three different ways. We always want think about First Nation people, but also the Metis community, as well as the Inuit community. And each of those communities has a very different perspective and need in regards to technology and what I’m calling bridging the digital divide. And the opportunity for us is around, how do we enhance our Indigenous governments and organizations and institutions that really move the dial forward in different areas in regards to health, economic outcome? And how are they embracing technology in order to have positions for our youth to come through and work with them if they so choose to work within the Indigenous business space or the Indigenous communities themselves?
Theresa [00:14:53] Jarret, I have learned so much in this conversation. Thank you for sharing your insights and for joining us on Disruptors today.
Jarret Leaman [00:15:00] Wow, awesome. Thank you for having me. [Goodbye in Ojibwe] And thank you.
Theresa [00:15:05] My guest today has been Jarret Leaman, founder of the Center for Indigenous Innovation and Technology.
[00:15:11] Coming up, we’ll talk with a leader from Canada’s north about how his organization hopes to capitalize on the move to a digital, decentralized economy.
Tracee Smith [00:15:25] You’re listening to Disruptors, an RBC podcast. My name is Tracee Smith, one of the contributors to the new report Theresa mentioned at the beginning of this episode. It’s called Preparing Indigenous Youth for a Digital Future. And in it, the RBC Economics and Thought Leadership Team explores the rapid digitization of our economy and details the skills and infrastructure required for Indigenous youth to take advantage of economic opportunities in the 2020s. To learn more, check out the link in the show notes of this episode and be sure to like and follow Disruptors wherever you get your podcasts.
Theresa [00:16:03] Welcome back. Indigenous youth represent a key pillar in Canada’s post-pandemic recovery, and yet obstacles remain for business leaders hoping to employ those talents. One of the obstacles is geography. Much of rural and northern Canada still doesn’t have high-speed Internet, for example. Another obstacle is access to the education, mentorship and coaching skilled workers and entrepreneurs need to thrive. Our next guest is working hard to address those challenges. Benjamin Scott is the project director for EntrepreNorth, based in Yellowknife, which works to empower Indigenous entrepreneurs so that they can build sustainable businesses and livelihoods across northern Canada.
[00:16:44] Benjamin, welcome to Disruptors.
Benjamin Scott [00:16:46] Thank you for having me. It’s a pleasure to be here to chat about EntrepreNorth and all that we do. I’m a member of the [00:16:51]Tlicho [0.0s] First Nation. I grew up in the north and have a big family based out of Northwest Territories, but I currently reside on unceded Coast Salish territory in North Vancouver. I have the privilege of leading the EntrepreNorth Project and much of our work is really focused on working where the socioeconomic gaps are widest and trying to have an impact there across the north.
Theresa [00:17:16] Can you share more about those gaps that you mentioned? Where are those the biggest?
Benjamin Scott [00:17:21] In the north, there’s education gaps, there’s income gaps, there’s access to education challenges, there is employment gaps. So a lot of what we’re focused on in supporting entrepreneurs and businesses and particularly we try to extend our reach into smaller, more remote communities where those gaps are typically widest, so outside the regional or even city centers of Whitehorse, Yellowknife, and Iqaluit. And we primarily work with Indigenous entrepreneurs. And so those are typically where we see a lot of the socioeconomic gaps and where a lot of our focus, when we designed EntrepreNorth, we knew there is access to capital issues. But what we sort of honed in on was as a first priority was focusing in on supporting capacity building and designing our entire project around that concept.
Theresa [00:18:15] When we were exploring organization and doing some of our own research, we came across the multidirectional business compass. Can you share with our listeners a little bit more about that?
Benjamin Scott [00:18:24] Yeah, absolutely. So EntrepreNorth, we’ve brought together a consortium of stakeholders from across the north and some Indigenous entrepreneurs, and the advice they gave us was to redefine entrepreneurship from an Indigenous world view. So it takes a very circular, holistic, interrelated approach and multi-dimensional approach to business. And so we piloted it in our second cohort rave reviews and we’ve just been continually iterating and using it as our tool for teaching business from an Indigenous-centered lens. So there’s different layers to it, but it’s looking at different directions of a business, different areas of the business. So leadership, marketing, operations, finance. And then how does that impact upon governance, community, land, economy?
Theresa [00:19:13] Speaking of multi-dimensional, you spent several years working for the government of the Northwest Territories before launching EntrepreNorth in 2018. What did that experience teach you?
Benjamin Scott [00:19:24] How to write a good briefing note. And you know, it gave me a really good in-depth insight into the challenges across the north. And I actually grew a passion for business because I was working within the education side of things and a lot of our focus was on labor market measures to close gaps in employment. But then when you look at the employment opportunities within communities, they just didn’t exist. And so in my mind, I was like, well, you know, I think there’s a gap here in supporting entrepreneurship and business and sort of where my passion for entrepreneurship and business grew and it’s kind of come full circle. So education, capacity building is super important, but also supporting people to grow and develop their own opportunities within their own communities that align with their values and their culture and identity is just powerful.
Theresa [00:20:17] Can you share with us some of the most exciting projects that EntrepreNorth is working on right now?
Benjamin Scott [00:20:22] Yeah, absolutely. I’d love to. EntrepreNorth has been having some exciting growth over the last three years and over just this past year, we started offering some community based ideation workshops for youth across the north, which is really exciting. We’ve had some really strong uptake, so that’s really exciting. We also just recently launched a new podcast series called Venture Out that focuses on telling the powerful stories of northern Indigenous entrepreneurs. And then we’re also working on an exciting partnership with Raven Indigenous Capital Partners to design and develop an impact-first fund to hopefully offer greater access to capital to lot of the entrepreneurs that we’re working with and others across the north that need access to capital.
Theresa [00:21:12] You mentioned off the top that you’re currently in North Vancouver and the work that EntrepreNorth, your organization, does extends across various communities and territories. How would you compare the entrepreneurial environment in the big cities and different regions compared to perhaps more remote cities and more remote communities?
Benjamin Scott [00:21:31] In bigger centers there’s obviously greater access to a lot of different supports, a lot of different resources, educational institutions compared to in the north. There’s limited access to these education opportunities, limited access to connections and networks. So I think the ecosystem is obviously a little bit stronger in some of the city centers in the south. And I think that’s a lot of what we’re trying to do also at EntrepreNorth is help strengthen those ecosystems of support through the programming that we do and then also bridging those North-South connections and building partnerships — and partnerships are just really key aspect of what we do — and bringing in relevant talent into our circle to support the entrepreneurs in their visions and their dreams of starting and growing a business.
Theresa [00:22:20] A few of my team members are working on a research report looking deeper into the digital divide between Indigenous and non-Indigenous youth. And you’ve mentioned this too: access to things like Internet infrastructure that enables entrepreneurs, but also differences in digital literacy. How has that played out for organizations and businesses in the north? And what are your thoughts on what needs to be done in the short term to be able to overcome that divide?
Benjamin Scott [00:22:46] Well, it’s a really important topic and it’s at the forefront of what we’re challenged with and delivering some of our programing. So I honestly, high-speed Internet, improved connectivity across the north cannot come fast enough. And I think it really leaves a lot of youth and younger entrepreneurs at a disadvantage for being able to access those educational opportunities and put their business online and gain greater access to markets that might not exist specifically in their smaller, more remote communities. So in EntrepreNorth, we’ve had to be really innovative and creative on how to troubleshoot, especially for anyone in Nunavut. I really feel for people in Nunavut who would have to struggle with the connectivity issues. We’ve ended up having to find ways to go around some of these challenges. So we’ve been able to offer some access to data and we’re using cellular data because the Wi-Fi connections are not strong enough to host, for example, Zoom sessions or online classroom environments. And I think the pandemic sort of amplified the urgency of going online to make sure that you still had access to customers and were able to sell your products still. So we’ve had a lot of conversations just around business pivots. And fortunately, we’ve developed some really strong partnerships with organizations such as Shopify, where we’ve been able to offer that type of platform to the entrepreneurs that we’ve worked with. And I think it’s it’s transformative to provide that opportunity and provide also the training to know how to use those platforms and get the most out of them. In our most recent cohort delivery, we’ve seen a number of new stores launch online, which is super, super exciting, and it’s just growing the marketplace of Indigenous made products and opening the doors for people to access those products from around the world and beyond.
Theresa [00:24:44] I’m hoping I could tie in the earlier point about the Indigenous worldview in business. And I’m curious if you’re seeing more of the organizations that you work with present this Indigenous worldview as they are also trying to reach beyond Canada, beyond the north, into the south, perhaps. Have you noticed that play out?
Benjamin Scott [00:25:04] Yeah, first in our program and we try to create spaces that uphold the cultural integrity of Indigenous communities that we serve first and foremost. And for the Indigenous entrepreneurs that we work with, it’s so integral to their entrepreneurial story and their business story. To infuse their culture and identity into their business model, into their products. And I think it positions them more strongly in the marketplace and allows them to really reach customers that have a passion for what they’re able to offer them and can really identify and have an appreciation for those types of products that tell a really powerful story.
Theresa [00:25:41] Mm hmm. As we come out of the pandemic, we hear the word resilience get used so much. And I know that resilience is an important part of the vocabulary of EntrepreNorth as well. What has the past year and a half taught you about resilience?
Benjamin Scott [00:25:57] You know, resilience is, it’s a big word. It’s a, it’s a process. And for a lot of Indigenous communities, a lot of Indigenous entrepreneurs, it starts with healing. A lot of history in Canada that wasn’t so great for Indigenous communities and so a lot of what I’ve been learning is through our work at EntrepreNorth is where you really have to take a trauma-informed approach to business education. And we try to support entrepreneurs on both sort of a dual personal and business growth journey, and they really go hand in hand. And we truly believe that in order for a business to thrive, an entrepreneur has to thrive. So we try to center the health and wellbeing of the entrepreneurs and all our business education that we do. And that becomes first and foremost. And I think that if we’re sort of relating it back to the situation that the world is in right now, I think that becomes super important because it’s also now at the forefront. The health and well-being of everyone is sort of at the forefront for the entrepreneurs, for the businesses, for the communities that we live within. And then for the customers that we serve.
Theresa [00:27:06] Yeah, a company is its people. And you’re right, for a company to thrive, its people need to thrive. Benjamín, this is such a powerful conversation. And thank you for sharing your thoughts with us.
Benjamin Scott [00:27:16] Thank you so much. Really appreciate the opportunity.
Theresa [00:27:19] My guest today has been Benjamin Scott, project director for EntrepreNorth. I’d also like to thank Jarret Leaman, founder of the Center for Indigenous Innovation and Technology.
[00:27:29] I’m Theresa Do and this is Disruptors, an RBC podcast. Don’t forget to check out our new report, Preparing Indigenous Youth for a Digital Future. You can find the link in the show notes.
[00:27:39] And join us next time when…
[00:27:47] Talk to you soon.
Tracee Smith [00:27:53] Disruptors RBC podcast is created by the RBC Thought Leadership Group and does not constitute a recommendation for any organization, product or service. It’s produced and recorded by our audio for more distractors content like resubscribe wherever you get your podcasts and visit Ask.com slash disrupters.
Trinh Theresa Do (she goes by Theresa) is responsible for strategy development on the Thought Leadership & Economics team, with occasional forays into podcasting, research, and writing. Previously, she was a strategy advisor to senior management and executives at RBC’s Personal & Commercial Banking business. Prior to joining RBC, Theresa was a national political journalist at CBC News and co-founded a nonprofit that promoted civic engagement through technology innovation.
When Derrick Rossi co-founded biotech company Moderna Inc., a pandemic was hardly top of mind. A decade later, his work on messenger ribonucleic acid (mRNA) molecules—which carry instructions to human cells—has been recognized as critical to the development of the vaccines now fighting COVID-19. Boston-based Moderna (the name is a play on “modified” and “RNA”) is a household name. And Toronto-born Rossi, a stem-cell biologist who retired from Harvard University and Moderna in his early 50s to found a string of biotech firms, has been thrust into the spotlight.
He spoke to John Stackhouse and Naomi Powell from his cabin in Squam Lake, New Hampshire about vaccine hesitancy, entrepreneurship and how Canada can become a biotech leader.
Are you double-dosed now?
Oh, yeah. I have been since February.
Did you get the same vaccine or have you mixed?
I got Pfizer, both shots. Not Moderna, oddly. I have an affiliation with Boston Children’s Hospital. I was actually ignoring their emails for about a month and a half. Then finally—I don’t even know what inspired me to open one of these things—but it said, ‘Make your vaccination appointment.’ I said, ‘Ok I’ll do that’. And they happened to be giving out Pfizer that day.
That must surprise people.
I’m really pleased about getting Pfizer because I do a lot of advocacy for taking vaccines. I think it’s really good for me, the founder of Moderna, to say I got the one that was offered. I wasn’t vaccine shopping. All of them that are approved should be taken.
I wasn't vaccine shopping. All of them that are approved should be taken.
What can we learn from the last year about our relationship with vaccines?
We get our first vaccines when we’re infants and we’re barely sentient. And then by the time we’re adults, it’s ‘well, you know, they don’t seem to cause any harm.’ But nobody actually knows what a vaccine is. Part of vaccine hesitancy comes from this not knowing. And wherever there’s a vacuum of information, it’s filled very quickly in this day and age by misinformation.
How do you explain vaccines to people then?
Our immune systems are surveilling what comes into our body and asking: ‘Is this foreign or is this self?’ If it’s non-self, they react to it. That’s what our immune systems do. That’s the second half of vaccination and it’s always the same.
What’s the first half?
The first half of vaccination is about how you deliver that foreign thing into the body. That has many different methodologies: mRNA, protein, adenovirus, inactivated virus, attenuated virus.
Is there any age group you’d hesitate to vaccinate?
There should be no hesitation whatsoever. This is another vaccine against a really deadly disease. And this will be the most studied medical intervention in all of human history. Hundreds of millions of people have now been vaccinated. The safety study is off the charts.
Are you surprised at how quickly vaccines became available?
No. Throughout 2020, you would see pundits saying there’s not a snowball’s chance in hell we’re going to have a vaccine within two or three years. Well, that’s using old technology. Newer technologies can turn on a dime. So the whole time I was thinking, it’s going to be done because I know what this technology can do. And I know the people working on it are really seizing on this as an opportunity to advance the platform.
What role did government and Operation Warp Speed play in the vaccine development process?
It was a really smart idea, because science, like any other industry, moves at the pace with which it can access resources. Not all companies took Warp Speed money. Pfizer didn’t because it’s a giant company and didn’t want to be beholden. Moderna, on the other hand, took Warp Speed money. So now you’re not risking your own money. And in biotech you have to think about risk mitigation.
So, specifically how did that funding speed things up?
Typically when you run clinical trials, you run a phase one, then you analyze all your data before you decide what phase two is going to look like. So it’s a linear progression. This time, they did overlapping clinical trials, which is highly unusual. And basically it’s a risk because at the end of phase one, if it turns out you’ve got the wrong dose, say, you’re not going to initiate phase two because you’re dumping money away. If you’re spending the government’s money, you might feel a little bit more comfortable doing that.
Could you have done the work you did in Boston in Canada?
It certainly doesn’t hurt that I did it in Boston/Cambridge because the ecosystem was in place. It starts with top-tier academic institutions. We made our discoveries in my lab at Harvard, but University of Toronto is comparable. Then there’s venture capital, which is making a lot of money in Boston/Cambridge because a lot of biotech companies come out of Harvard and MIT. The IP experts are all there and there’s been many big successful companies created. So there’s this pool of people that have seen the movie before that you could hire in. Then Big Pharma has come in with major campuses and they’re scooping up biotech companies. All of these things were in place when I did Moderna.
And that ecosystem is foundational for a major discovery like yours?
It was a very transformational technology, no question. Things like that, they come around once every 10 years or so, where there’s something that can be applied to so many different things. Small interfering RNA (siRNA) came before it. CRISPR came after it. It’s about a 10-year interval that you get these big things. And lo and behold, so far, all three of them have happened in Boston/Cambridge.
You’re involved in a lot of discussions about creating a Canadian biotech hub. What have you advised?
Well, I’ve said you need to do it near a top-tier academic institution. I keep pushing Toronto because it’s my hometown. Then you need land—a lot of it. You need a real estate developer to build a bunch of biotech incubators. Then leave a big patch [of land]. So when Pharma wants to come, it can expand out from this hub.
This interview was edited and condensed for clarity.
For more on Canada’s burgeoning biotech industry, listen to our Disruptors podcast episode, Rethinking Biotech: How big, long-term bets are paying off.
Listen on Apple Podcasts, Google Podcasts, Spotify or Simplecast
As Canada emerges from the COVID-19 pandemic, thanks in large part to the lightning-fast development of new vaccines, medical innovation has never been more fascinating—or more critical.
Biotech has quickly become one of the most important emerging sectors in the Canadian economy. Today, Canada’s 10 largest biotech companies have a combined market cap of $28 billion. Topping the list is Vancouver-based AbCellera Biologics, which debuted on the NASDAQ Stock Exchange with a record-breaking IPO late last year—making it Canada’s most valuable biotech company in history.
The company has developed what is now the leading antibody treatment for COVID-19, called bamlanivimab. It’s approved in 15 countries (including the U.S. and Canada), and has been administered to over 400,000 COVID-19 patients.
But AbCellera is more than just that one treatment. The company has formed more than 100 partnerships with 27 different partners to find antibody treatments for a range of ailments.
We spoke with founder and CEO Dr. Carl Hansen on the latest Disruptors podcast. In our exclusive interview, host John Stackhouse and Hansen explore everything from the origins of AbCellera, to how their antibody treatment works, and their big plans for global success.
Listen on Apple Podcasts, Spotify or Simplecast
Here are our three top takeaways from our conversation with Carl Hansen:
1. “We’re only at the beginning of this.”
The pandemic has accelerated the biotech industry as a whole
The biotech industry is experiencing a watershed moment, with a big influx of capital as investors wake up to the sector’s potential.
“If you’re outside of this space, you may not appreciate what a tremendous trajectory the industry is on right now,” Hansen said. He cited the 2003 announcement of the successful completion of the Human Genome Project, which mapped out human DNA to identify disease genes, leading to novel approaches to therapy and more effective medicines.
“Since that time, a project that took about $3 billion and 10 years to do, technology has moved so fast that we could do that hundreds of times in a week in a single lab,” he said.
These bursts of innovation quickly translate into real-world implications: patients are being treated with new and effective therapies.
2. “Biotech is a sector that’s difficult to succeed in.”
It’s an industry that requires large amounts of patient capital
Drug development has come a long way, with advancements in artificial intelligence (AI), modern molecular biology and genetic engineering enabling a greater understanding of how to leverage human genetics for personalized medicines. But, as Hansen pointed out, it’s still a very lengthy, costly and complicated process.
“Developing a drug all the way through from an idea to approval is something that requires investments in the hundreds of millions of dollars,” Hansen said. The typical timeline to initiate a program is somewhere north of a decade.
The global biotechnology market size is expected to reach US$2.44 trillion by 2028, according to a new report.
“If you made the analogy to the semiconductor industry, this would be like the 1950s—no one is yet understanding that we’re going to have supercomputers in our pockets—and biotechnology is on that trajectory.”
3. “Our goal is be the undisputed leader in antibody development in the world.”
AbCellera has big ambitions for global success – while remaining in Vancouver
AbCellera’s technology uses AI to identify potential therapeutics in human antibodies. Instead of trying to bring their own therapeutic products to approval, they assemble modern technologies to identify the molecule from our natural antibody response that can be moved forward into a potential drug.
With the success of bamlanivimab, Hansen told us that he wants to maintain and extend the company’s global lead for developing leading antibody technology for decades to come.
“What you’re going to see from us is R&D—you’re going to see technology, licensing and acquisition and probably most importantly, building out the capacity, the people, the systems, the infrastructure that allow us to have as big an impact as possible on the entire industry,” he said.
As a Canadian, it’s important to Hansen to do that important work right here at home.
In April of this year, AbCellera announced plans for a new 380,000 square-foot headquarters in Vancouver. They’ll also double their current headcount by the end of 2021, with a focus on software, engineering, and bioscience talent.
“The biggest ambition is to show the world that when you take a long view on technology and you get the right people in place, you can build an organization that people are proud to be a part of and one that has a real positive impact in the space and in particular in making it easier and faster to get therapies to patients,” said Hansen.
“And I do believe that that that starts with getting the people right and the technology and the mission of the company. And I feel like we’re on we’re on a great path.”
Speaker 1 [00:00:01] Hi, it’s John here. I’ve been studying and writing about Canadian business for a few decades now, and if there are half a dozen expressions that would capture that span of time, I got to think hollowing out would be one of them. Sure. We’ve seen the rise of some great Canadian companies. I’m thinking of Lululemon, Shopify, Cirque du Soleil. Over the decades. But we’ve also seen some other great names, Alcan and Nortel slide away because they didn’t have global scale. We’ve seen this in fairly blunt terms in the pandemic, too. When you think of the shortages of the last year, whether it’s PPE or foodstuffs or even toilet paper, it was often a function of global supply chains built for scale, built for efficiency, but not built for the kind of resilience that we need in more disruptive times like we’ve seen in a pandemic. We don’t have enough global champions rooted here in Canada. And as we move past this pandemic, we’re going to need to rethink our approaches to what used to be called industrial strategy for a post-industrial age when we’re going to need a lot more Canadian champions in a lot more of these emerging sectors that are going to shape our lives in the decades to come.
This is Disruptors, an RBC podcast, I’m your host, John Stackhouse. For all our supply chain challenges, one of the sectors set to emerge as a post pandemic winner is Canada’s talent rich biotech industry. Canada has had a world leading reputation in biotech for almost a century. It goes back to that famous discovery that we all studied in school of insulin at the University of Toronto lab in nineteen twenty two. And just last year, a Vancouver startup AbCellera Biologics developed what is now the leading antibody treatment for covid-19. COVID crystallized the vital importance of Canadian biotech, an industry that has the potential to develop the tools, treatments and vaccines to make the next time more manageable and less deadly. By early twenty twenty one, Canada’s 10 largest biotech companies and of Celera is tops among them, had a combined market cap approaching 30 billion dollars. The origin of AbCellera, just like Banting and Best’s treatment for diabetes, can be traced to a university lab. In AbCellera’s case, at the University of British Columbia. Back then, in twenty twelve, there were only six employees, one of whom is my guest today – AbCellera’s founder and CEO Dr. Carl Hansen. Carl, welcome to Disruptors.
Speaker 2 [00:02:57] Thanks, John. Good to be here.
Speaker 1 [00:02:59] Carl, you’ve been researching and working in the biotech sector for almost two decades, but I wonder if you could step back and describe with that benefit of hindsight, the state of the industry right now.
Speaker 2 [00:03:11] It’s something I think about a lot, in fact. And if you’re outside of this space, you may not appreciate what a tremendous trajectory the industry is on right now. You know, one of the things that comes to mind is I started in this field originally in engineering and then as a grad student, Caltech, and it was my second year at Caltech that to big fanfare, they announced the first draft of the human genome. So that was in two thousand, about 20 years ago. That’s a blink of the eye in the course of technology development. And since that time project that took about three billion dollars in 10 years to do, technology has moved so that we could do that hundreds of times in a week in a single lab. So the underlying foundational technologies for searching, for understanding biological systems have only just come of age. And what we’re seeing is a watershed moment across the entire industry. You’re seeing that in a big influx of capital and innovation that is now finally reaching patients with new therapies. I believe that we are only at the very beginning of this. You ask yourself, how much do we understand about biological systems? It is very, very little. And I really think over the next 30, 40 years, you’re going to see tremendous advances in our ability to understand and ultimately to treat patients.
Speaker 1 [00:04:27] It’s remarkable the way you frame it, that it took us the span of human history until 2002 to map the human genome. And then in just 20 years, we figured out how to do that in almost the snap of a finger. And what are we going to be able to do in the next 20 years?
Speaker 2 [00:04:44] Absolutely. If you made the analogy to the semiconductor industry, this would be like the nineteen fifties. Like we have the first transistors and people are getting excited about removing vacuum tubes. No one is yet understanding that we’re going to have supercomputers in our pockets. And biotechnology I think is on that trajectory. I’m not aware of any field or any discipline where the rate of data acquisition has gone up nearly as quickly as it has in biotechnology over the last 10 years, merely a factor of a million in the course of a decade, which is unprecedented.
Speaker 1 [00:05:14] What if the last 16 months taught you many things?
Speaker 2 [00:05:17] I mean, the last 16 months, obviously, the whole world got taught a few lessons about the importance of having a robust sector and what investments in technology can do when things hang in the balance for us. We had spent the last nearly decade in developing technologies to better search and analyze and explore natural immune systems to find antibodies, which are these naturally occurring molecules that our immune systems make, and then use those either to treat or prevent disease. So we’ve been doing that with a heavy emphasis on technology, trying to solve the hardest problems in drug development. And during the pandemic, we had the opportunity to step into the breach and apply that technology to in record time and find a therapeutic antibody to help treat patients. For me, what that really underscored was that what we had been pursuing for 10 years, this concept of heavy investments in technology, this concept of collaboration with other groups, was the winning formula in what was probably the most competitive antibody discovery effort that’s ever happened and an opportunity to prove the technology, to prove the team and really make it Celera, a household name across biotech. I mean,
Speaker 1 [00:06:25] it’s remarkable what you but so many other biotech companies have done in these these 16 months, and we’re still in the midst of it. What surprised you most about your own abilities to innovate over those? Over those?
Speaker 2 [00:06:38] Months, I’m not sure that we were surprised, I mean, we had been working on this problem for a long time, in fact, two years before the pandemic occurred, we had even had a program that was funded with an agency in the US, the Department of Defense, that was specifically trying to solve this problem of rapid pandemic response. So we had done the work. We knew we were ready. We believe that we would be able to come up with solutions faster than anyone else in the world. Maybe what surprised me was the massive impact that that could have in such a short time. It normally takes you 10 years. We work in an industry where it takes a decade to go from an idea through to an approved drug. In the course of the pandemic, we were able to solve the front end of that very quickly and then collaborate with Eli Lilly in the United States and also collaborate with government agencies, including the NIH and, of course, working closely with the regulatory agencies. And we’re able to shrink that timeline. Usually a decade before an approval, down to less than a year before this antibody had been through clinical trials, had been granted emergency use authorization, and as of today has been used in nearly half a million people in the US alone. We believe it saved tens of thousands of lives and tens of thousands of operations. So as a company, when you’re pursuing that mission all the time of finding drugs for patients and you expect it to be out in the future, to have that that whole experience compressed into 12 months is a tremendously satisfying and rewarding experience and one that really brought the team together and I think made everyone really, truly believe in what we’re doing in the long run, which is trying to do this again for other therapies.
Speaker 1 [00:08:17] And maybe I should stop you there and ask you to explain for our listeners who might not be biotech experts, what AbCellera does and how that differentiates from many other products, including vaccines that they may be familiar with.
Speaker 2 [00:08:34] So first off, AbCellera is a technology company. I often make a point of saying that we’re a technology company and not a biotech company. I make that distinction because most biotechnology companies are focused on bringing their own therapeutic products through the clinic and ultimately to approval. We set up a company very differently. We set up the company to assemble the best in class technologies, modern technologies from genomics, from competition, from cell biology, from engineering to make it much easier and faster at the front end of discovery to going from that scientific insight or that concept of what a therapeutic should be to the actual molecule that can be moved forward. Now, the way we do that is that we look through natural antibody responses, either in humans as in the case of covid-19 or in animals, and we sift through millions of different antibodies to find those that have those perfect qualities that make them able to neutralize the virus and also easy to manufacture and distribute as a drug out in the world. So that’s what we’ve been focused on. And the product that we were able to help develop during the pandemic is an antibody therapy that essentially can be given to patients and acts like synthetic immunity to stop the virus in its tracks, to keep people from getting sick, to keep them out of hospital and to keep them from dying.
Speaker 1 [00:09:56] You talked a bit about the pace of innovation through the pandemic, referencing largely US institutions and partners. But I wonder if you can give us a sense of Canada’s preparedness. We’ve seen a lot of restructuring of sectors, including biotech, over the decades, in some ways made us more competitive in other ways, made us perhaps less resilient. What’s your take on Canada’s position in terms of especially the biotech sector and our global positioning right now?
Speaker 2 [00:10:27] I don’t think that anyone would try to make the case that Canada was well-prepared for the covid-19 pandemic. And perhaps that’s not a terrible indictment because that was true broadly across the world. One of the things I would say is that if you look at the solutions that have been brought forward, the vaccine development, the therapeutics, the contact tracing, these have come from countries that have a very well-developed technology and biotechnology sector. And in many cases, those solutions, particularly things like the Moderna vaccine, the Pfizer vaccine, you can map their origins back to investments that were made in the US by the government, focused on finding new therapeutic modalities to treat cancer or even to treat vaccines. So Canada, unfortunately, over the past several years, I think I’d characterize as a nascent biotech sector what has happened over the past few months or year, I think has shown everyone the importance, not just for the economy, not just for creating jobs, not just for helping to do your part as a country in innovation, but also for national security and having your own supply chain and your own capabilities take care of your citizens. We could improve substantially some of the policies that. We have to make Canada more competitive for attracting investment for four growing businesses, also to make it more business friendly for sectors, particularly biotech, which are heavily regulated. And in many cases, Canada is actually a harder place to do business than in the US. And so with the stroke of a pen, with some good policy decisions, I think we can make a very big impact that would help to get more investment, bring more people into Canada doing biotech and probably most importantly, to make sure that companies that we have like AbCellera, can scale quickly and are incentivized to make sure that Canada remains their home base.
Speaker 1 [00:12:17] Carl, I want to go back to a point you just made about Canada being a harder country to do business in, one of the challenges for companies like yours is getting on the so-called lists of treatments. Not that that’s easy in the US, but what are some of the obstacles you face in terms of getting that kind of access in your home country versus the country next door?
Speaker 2 [00:12:40] There’s been a lot said about that, and I probably don’t want to go too far into all of the nuances of getting drugs approved and sold in Canada, in large part because that’s normally not an area that our company plays in and not one that we have a lot of attention to until recently. So if AbCellera typically would work on the front end of discovery and then we would work with partners like Eli Lilly to go through clinical development and ultimately through the commercial, one of the things that that I would highlight is that Canada has very little activity in terms of clinical trials. There are some differences between the requirements for starting clinical trials in Canada and the US. And those differences, at least in the covid-19 situation, have made it difficult to launch clinical trials in Canada. So there is, I think, a very strong case to be made to harmonize our way of evaluating drugs and launching clinical development with the US, since they are a much bigger player in this space and the proximity to Canada would make it a natural extension for those efforts. It’s worth highlighting what an opportunity that might be for Canada. So first of all, developing a drug all the way through from an idea to approval is something that requires investments in the hundreds of millions of dollars. So those investments go to the hospitals, the doctors, the data collection. And by making ourselves an attractive place to do clinical development, we would create a new industry that is new dollars coming into Canada and building up that research capability, which is so critical for the biotech sector. The other thing to point out is that there are diseases out there, unfortunately, for which we don’t have good drugs. And if you’re in Canada, it’s unlikely you’re going to be able to access those trials to get the early access to treatments that could really make a difference. To the extent we can make Canada a destination for clinical development, it would unlock value or drive investment to the country. It would bolster the environments and the expertize for clinical development of biotech. And it would be a win for patients who would be able to access those therapies more quickly.
Speaker 1 [00:14:44] I wonder, Carl, if you can shed a bit more light on your own strategic thinking for AbCellera, you’ve made a strategic decision to partner with leading drug makers. You’ve mentioned Eli Lilly and not be the drug maker itself. Maybe shed a bit of light on your thinking there and how you see things going forward.
Speaker 2 [00:15:01] We started the company back in 2012 and started it based on investments in technology development that I had been working on for about a decade at UBC and almost 20 years in my career. When we launched the company, it was really on on two main insights into the industry. And the first was that because the industry had been so focused on developing therapeutics, very little attention had been spent on refreshing and updating and improving the technologies that are the foundation for those early discoveries that lead to therapeutics. And when we really start to dig into that, we realized that most of drug development is still being done on technologies that were invented in the 70s and the 80s. And since that time, the entire world has changed. We have artificial intelligence. We have modern molecular biology, we have genetic engineering, and that is laid the opportunity or created the opportunity to reinvent that process.
Speaker 1 [00:15:58] Can I just stop you there for a second? That’s extraordinary that you’re working on tech platforms essentially from the 1970s, given the billions or over the span of time, trillions of dollars that go into the industry. Why was it so slow to evolve?
Speaker 2 [00:16:13] Of course, why? Questions are always difficult to compete in. The way I believe it has happened is in the early days, there were these technologies that were sufficient to solve the problems of the day and antibodies 30 years ago. This was not even a therapeutic type. And so people were skeptical that it would work. The early pioneers in that space had to solve a lot of problems and they worked with the technologies of the day. Once they did and it worked, they started to build infrastructure. They started to build processes and teams and ways of working that push that technology ever further. And that represented an ingrained way of doing the process and also a big sunk cost. Now, those companies, their business is to create drugs and bring them to the clinic. Their business is not to do technology development. And so at any point in time, if you looked at the current state of the technology, you would say, well, yes, maybe we could do it better, but we don’t have the teams and expertize and it would take a really long time to replace everything that we’ve done. And so there’s never a strong incentive to do it. Whereas a new company, a startup company, always has this advantage. In any industry, you do not have any such cost. You have a white page. And if you’re looking ahead, creating that vision for what a modern version of this would look like, you have the opportunity to build that right at the frontier of what’s possible. So that is the advantage of new companies all the time. It’s probably the reason that you often see small companies in the tax base, in the biotech space that reinvent processes that for many reasons should be done by the big companies. They have the people, they have the expertise, they have the capital. We set out to do that and build the company and the entire business strategy on this philosophy that long term investments in technology will fundamentally move the needle in how we develop drugs. They’ll open up new opportunities. They’ll make it faster, they’ll make it cheaper. And when we decided to do that, we made another decision that was quite orthogonal to what everyone thought was good business practice. We decided not to become a drug company, and instead we were going to build the platform or as we like to call it, the operating system and allow the entire industry to access that through partnerships. So we’ve worked now on well over one hundred programs or therapeutic development programs. We’ve worked with some of the biggest, most enabling companies in the industry right down to small startups. And the way in which we operate is they have a problem. They come to us, we work collaboratively. We bring their problem in-house. We apply our technology and we send them back the data and the sequence or the instructions for making the molecules that can then become drugs. And when those actually become drugs, we participate in the success by having a royalty on the final sales.
Speaker 1 [00:18:58] As you speak that way, Carl, we don’t always hear that kind of entrepreneurial hutzpah from scientists. You did a PhD in applied physics and biotech, as you mentioned from Caltech before, accepting a teaching position at UBC in two thousand and five. I think you’re still an adjunct professor at UBC. And I’m curious how you marry those two skills of science and entrepreneurship and whether they’re complementary or competing.
Speaker 2 [00:19:26] That’s a good question. I’ve been a scientist for many years, but I think I would more characterize what I have done as technology development. So I started my life in physics and engineering, realized after undergrad that I wanted to get myself into biotech and then began working back in two thousand. On developing technologies for biomedical research, one of the things that I learned very early on that path was that it is extremely powerful to have a healthy irreverence or credentialed expertize. So you must be willing to step outside of your comfort zone to attack problems wherever they may take you and be willing to be the novice and understand that you’re going to learn quickly. That’s an idea that I took back to UBC and we had grad students that had trained, let’s say in biology, we’re doing programing. We had programmers that were doing biology experiments. So when it got time to launch the company, the idea that we could then step into something we hadn’t done before, business or business development or H.R. or all these other things, that was not intimidating. If you’ve been a physicist that transitioned into genomics, making the transition into finance or something else, that’s just another thing that you need to learn. So I actually think in many ways that was good training for entrepreneurship. The other thing I’ll say about entrepreneurship is what it really is about is about being able to see the world with fresh eyes and to try to find the opportunities that everyone has missed for some reason. There’s a lot of work at the universities and locally in trying to somehow make a formula for creating companies and even to define what entrepreneurship is. In my view, no such thing exists. It’s really just about independent thinking and then being willing to commit to the path even when it’s hard, because the hard things are the ones that are ultimately going to be of value. That is something that I’ve been trying to communicate back to, would be entrepreneurs at UBC that you can’t create a company by consensus. You’ve got to actually have an idea. It starts with individual thought and then bring the right people around the table to make that a reality.
Speaker 1 [00:21:29] You can’t create a company by consensus. Those are words we can come back to. We’re going to take a quick break. But coming up, more of our conversation with Dr Carl Hansen of AbCellera on the future of biotech in Canada.
You’re listening to Disruptors, an RBC podcast. I’m your host, John Stackhouse. Key to the success of any entrepreneur is a keen sense of creativity. And in case you missed it, Disruptors recently dropped a special two part series on the subject with guests from iconic Canadian brands like Lululemon and Shopify, plus Richard Florida, the urban studies guru behind the book “The Rise of the Creative Class.” Find it wherever you get your podcasts.
Welcome back. My guest today is Dr. Carl Hansen, the founder and CEO of AbCellera Biologics. I’m still intrigued with the idea of the new comer advantage and what newer firms can do that incumbents may not be positioned to. And often we see recapitalizations of sectors that that enable that. And in some ways, I wonder if we’re seeing that in biotech, if not a recapitalizations, certainly in a lot of new capital coming in, that should be allowing a lot of amplification as well as disruption. What do you think all that is going to lead to in terms of what the biotech sector can do, especially from the Canadian perspective in the 2020?
Speaker 2 [00:23:04] Well, obviously, the influx of capital, which is happening south of the border and also in Canada, is a huge tailwind for biotech. This is a sector that is very difficult to succeed in, and I mentioned it before, but the typical timeline from initiating a program, having a drug approved is somewhere north of a decade. If you factor in a failure, probably a couple of billion dollars on average per approved drug and certainly hundreds of millions for a program that is successful. So it’s an industry that requires investment. It requires long term investment in patient capital to ultimately create value, which only happens when we finally get therapeutics to patients. So all of that is very positive. Canada in particular, what I think we’re seeing is a renaissance of new companies that have been built in a different way from what we had maybe a decade ago. So a decade ago, we had some high flying companies, many of which were really focused on one or two drugs that they were moving forward. And when that works, it’s of course, it’s wonderful, but it’s always fragile. There can always be something that comes in and replaces it based on what was, I think, a real decline in our sector here in Canada. The new companies that came up really got built at a time when there wasn’t much capital and they found ways to bootstrap up and to take a more diversified and platform approach to building their business. So the new companies that we’re seeing are companies that are really focused on building the capabilities from which you can take multiple shots at doing drug development and then having those capabilities, being able to make deals with large pharma companies, with small pharma companies, to find revenue, to find validation until they get to that critical mass where they can start to develop their own drugs.
Speaker 1 [00:24:48] Curious what advice you might have for other Canadian companies, entrepreneurs especially wanting to get noticed by global investors and attract that kind of especially smart capital to whatever it is they’re doing.
Speaker 2 [00:25:01] It’s probably several things that I could say about that. Maybe the first would be that this is not something that you just flip a switch and you’re connected to these investors and you close these deals. These are relationships that need to be built over time. And so spending time in the big centers, taking the calls, networking, that’s a critical part of it. The other advice that perhaps is targeted really towards Canadians is to be wary of being too conservative in your plans, not bold enough in the vision that you’re you’re projecting. I’ve certainly noticed that if you’re north of the forty-ninth parallel, people are often criticizing you for being unrealistic and what you’re trying to achieve. And the same plan, if you pitch in in San Francisco, people would ask you why you’re wasting their time, because it’s not big enough. So if you are not setting the bar high enough, if you’re not going after that really big market, something that could be a global company, you are not going to attract the interest of the really best investors because they’re not looking for incremental. They’re looking for game changing ideas.
Speaker 1 [00:26:00] That’s great advice. I’ve heard from investors in Silicon Valley that whenever we hear a number from a Canadian entrepreneur, we usually add 20 percent because they’re always low balling it. That’s just the Canadian way. I wonder if you might share some reflections on the state of universities in this country. You’ve spoken very highly about UBC, which you’ve got a strong and long attachment to. And I’m wondering what we need to think about for the decades ahead in terms of the continued advancement of Canadian universities to be at the center of a thriving, globally relevant biotech sector or sectors.
Speaker 2 [00:26:37] I’ve actually thought a lot about that in my last two years as a professor at UBC, I had the unique perspective of being both an educator and an employer that was growing the company and had the opportunity to interview many, many employees. One of the things I would say, first of all, is that I don’t think there’s any requirement to revise the technical curriculum. If anything, we could take material out of the curriculum because most of what people need to know is the basis of science. Then they will learn what they need on the job. If anything, I think we need to better expose students to information about what is happening in the sector to make them first and what are the new technologies and what does it take to succeed in this space. So they get excited about it so they can better understand the relevance of what they’re doing. And perhaps third is spend more. Time emphasizing, if not developing those professional skills that are going to make the difference between being hired or not and that once you’re in an organization, ultimately determine how impactful you’re going to be and how high you can rise up in the organization. And so perhaps it’s not the most conventional view, but I think within the STEM fields, we’re probably have an overemphasis on the technical and not enough of an injection of the big picture and maybe even some of the liberal arts types of courses that help to round out a character and make someone a better a better employee and a better citizen.
Speaker 1 [00:27:59] And one of the common critiques is, you know, also is that we don’t commercialize enough, especially IP, whether it’s coming out of universities or other sources. What should we be thinking about as a country, especially coming out of the pandemic and with all the IP that we’re likely to see in fields like yours to ensure that more of it stays in Canada and becomes a stronger base for economic growth?
Speaker 2 [00:28:22] Well, intellectual property is critical. I think the very best way to get these technologies into the world is through the formation of companies getting more people interested in that space and providing the resources to help launch these companies, that it’s a hard thing to solve, but it’s one that gets better and better as you have local successes, perhaps a very practical thing that I think would make a huge difference, at least at UBC, and I suspect it’s true across the country, is that the technology transfer offices that manage this intellectual property and need to make those decisions on protection early on are woefully underfunded. If you look at the total budgets for discretionary funding, it’s a small fraction of what would be appropriate for a research organization of that size. I’m talking about low single digit percent, if even that high. So because of that, I’m sure we’re losing a lot of value that even when it gets picked up later by a company, perhaps it wasn’t filed as broadly as it could have been. That is something that’s easily corrected and that if we do it, I believe it’s going to keep more value here in Canada, both in terms of the IP and also the companies that are launched on it.
Speaker 1 [00:29:30] Tell us a bit about your own ambition for AbCellera. You started off with just six employees not so long ago and earlier this year it was just over two hundred. I think you’re planning to double that by year’s end. That’s pretty aggressive. You’re building a new campus in Vancouver. I’m wondering what gives you so much confidence about where things are heading to bet on this growth today?
Speaker 2 [00:29:50] I think we’re approaching three hundred employees and we’ll be well north of 450 by the end of the year. And the campus that’s getting built is three hundred and eighty thousand square feet, I believe, ballpark with additional plans to expand into manufacturing facilities. These are absolutely big plans, unprecedented, an unprecedented footprint here in Vancouver and of course, the creation of hundreds of well-paid, highly skilled, cutting edge technology jobs. One of the things that I am most excited about in the company is that emphasis on technology, our long term vision, is to become the undisputed leader in technology for therapeutic antibody development in the world. I actually think we are knocking on the door of that right now if we’re not already there, and to not just maintain, but to extend that advantage for decades to come. If AbCellera is a bold strategy on long term investments, on technology that could help to open up new therapeutic areas, make things run faster, and what you’re going to see from us is R&D. You’re going to see technology and licensing and acquisition and probably most importantly, building out the capacity, the people, the systems, the infrastructure that allow us to have as big an impact as possible on the entire industry. So I see that as a technologically advanced factory, the input of which is the problems of drug discovery and the output is innovation and the intellectual property that can lead to new therapies to treat patients. The biggest ambition is to show the world that when you take a long view on technology and you get the right people in place, you can build an organization that people are proud to be a part of and one that does one that has a real positive impact in the space and in particular in making it easier and faster to get therapies to patients and to do that in a way that reaches more people and is more cost effective. And I do believe that that that starts with getting the people right and the technology and the mission of the company. And I feel like we’re on we’re on a great path.
Speaker 1 [00:31:58] What an incredible vision. Incredible conversation. Carl, thanks so much for being part of Disruptors.
Speaker 2 [00:32:03] Thanks so much, John.
Speaker 1 [00:32:04] My guest today has been Dr. Carl Hansen, the founder and CEO of AbCellera Biologics. I’m John Stackhouse and this is Disruptors, an RBC podcast. Stay tuned in the weeks ahead as we bring you some of our favourite episodes from the past year and update some of the amazing stories of Canadian resilience. Talk to you soon.
Speaker 3 [00:32:32] Disruptors, an RBC podcast is created by the RBC Thought Leadership Group and does not constitute a recommendation for any organization, product or service. It’s produced and recorded by JAR Audio. For more Disruptors content like or subscribe wherever you get your podcasts and visit rbc.com slash disruptors.
How many times did you visit a doctor’s office in the past year? If the answer is zero, you’re not alone. According to a recent study done by the Canadian Medical Association Journal, Ontario saw an almost 80% decrease in primary in-person health-care office visits during the early months of the pandemic. Meanwhile, virtual consultations with doctors skyrocketed across Canada.
The pandemic has accelerated digital adoption across the economy and society. Healthcare is no exception. Telemedicine holds the promise of enabling more Canadians to get the medical help they need, at a time when that need has arguably never been greater. As many as 40% of working Canadians experienced a decline to their physical health throughout the pandemic, according to a recent RBC Insurance poll.
To better understand the challenges, we spoke to three executives from telemedicine firms Maple (of which RBC is an investor), Well Health Technologies and Dialogue on our latest Disruptors podcast. All three firms experienced exponential growth during the past year and are cautiously optimistic for a more digital, patient-centric future for all Canadians.
Listen on Apple Podcasts, Spotify or Simplecast
Here’s some of what we heard:
Technology democratizes access to care, and helps make the system more efficient
Maple CEO Dr. Brett Belchetz is an emergency-room physician whose own experience of giving quick medical advice to friends and family over FaceTime inspired the vision for his company. Maple’s platform enables patients to connect directly with doctors in minutes via a smartphone or computer. Belchetz says telehealth provides a more convenient option for less-urgent medical needs and care, and frees up capacity for those who require in-person care.
“Every time I went to work in the hospital, I would see patients waiting eight hours to see me for three minutes of my time for really simple needs, like a prescription renewal, treatment of a urinary tract infection, or to have a rash looked at,” he said.
Changing the system is very complex and difficult, but telehealth has proven its worth
As CEO of the fourth-largest operator of health clinics in Canada, Well Health Technologies’ Hamed Shahbazi understands the challenges in driving change or pushing for the adoption of new technologies in an already overwhelmed health care system.
“I think a big reason for the lag in digitization and modernization is just how busy and burdened this group is and how little time they have for change management — and that’s where COVID was both treacherous and valuable,” he said.
According to Statistics Canada, most Canadians (91%) use the Internet and 75% also use social networking websites and apps, making telehealth a great option for care with fewer logistical efforts. A 2015 Harvard Medical School study estimated that, on average, a typical visit to a doctor takes over two hours — of which only 20 minutes are spent face-to-face with the physician. Virtual care offers a convenient and accessible solution for both patients and physicians in the comforts of home.
Digital health enables better communication and proactive insights
A 2018 study showed that around 40% of Canadians track one or more aspect of their health using connected care technologies, with 68% saying smart digital devices have allowed them to maintain or improve their health condition. Proponents of digital health believe that if they can measure an aspect of their life on a regular basis, they can improve it.
Digital tools may also be particularly valuable when it comes to treating mental health care. Montreal-based Dialogue launched a “high touch” mental health program before the pandemic, where every patient is assigned a doctor and therapist, along with a dedicated case manager for maintaining regular contact.
“This multidisciplinary team works with that patient to bring them to remission as quickly as possible, and then we maintain ongoing follow-up to make sure that these people don’t dip or don’t go back to some of those mental health issues that we know can be recurring,” said Anna Chif, the company’s co-founder and chief strategy and product officer.
“I think medicine overall is moving from, ‘I’m sick, I’m getting care’, to, ‘here are some behaviours you can change and here are some tools to do that’ in order to ensure that you don’t go down a path that leads you to sickness,” she said.
This is Disruptors an RBC podcast, I’m Trinh Theresa Do, sitting in for John Stackhouse. In the first half of this episode, we’ll welcome an expert panel to discuss the state of digital health in Canada and get them to crystal ball what the future might hold for this fast changing sector. And in the second half, we’ll talk to the co-founder of a Montreal based telemedicine company that promises to put a human face on digital health care. While the digitization of health was well underway prior to 2020, the pandemic changed the rules of engagement almost immediately. Experts were projecting that 30 percent of all the ambulatory encounters in North America would be virtual by next year 2022. Compare that to just two percent at the start of 2020. Of course, those numbers are actually even higher in the middle of last year because so many of us were afraid of going to the doctor’s office or you know, even leaving the house. So where will those numbers land once a new normal or new comfortable reality is established? To explore this question and many others. I’d like to introduce two of the leading players in the Canadian digital health industry, Dr. Brett Belchetz is co-founder and CEO of Maple, a national virtual care provider connecting patients and health care practitioners for online medical visits. He’s also a practicing physician in Toronto and former management consultant with McKinsey and Co. Welcome to Disruptors, Brett.
Speaker 2 – Dr. Brett Belchetz [00:02:50] My pleasure. Thanks for having me.
Speaker 1 [00:02:52] And also here with us today is Hamed Shahbazi, the founder and CEO of Well Health Technologies. A serial entrepreneur, Hamad also founded payment solutions provider Tío Networks, which was sold to PayPal in 2017. Hamed, welcome to Disruptors.
Speaker 3 – Hamed Shahbazi [00:03:06] It’s great to be here. Thanks for having me, Theresa.
Speaker 1 [00:03:08] Before we get into the state of this fast moving and complex industry, I’d like to understand how you both got into it in the first place. Brett, you’re an E.R. doctor. That’s probably a very busy and demanding job. So why did you decide to launch Maple back in 2015? And how do you balance that while still doing some shifts at the hospital?
Speaker 2 [00:03:28] I would say my experiences in the hospital are actually one of the primary drivers for what led me to start this company. Every time I went to work in the hospital, I would see patients waiting eight hours to see me for three minutes of my time for really simple needs, like a prescription renewal, treatment of a urinary tract infection, to have a rash looked at. And at the same time, what I was noting is that my friends and family members, they didn’t have to have that unpleasant eight hour wait in the emergency room. So my friends and family members, they got to text me and they got to FaceTime me and I was able to solve most of their issues in a matter of a few minutes while I was at home and while they were at home by text message or by FaceTime. And that made me realize there was an opportunity to bring that kind of convenience of health care to everybody in the country. And that was really the moment that led us to say, let’s build that platform. We didn’t see anybody else that was doing that. We didn’t see anything like that in Canada. Let’s build that ourselves and let’s bring that kind of convenience to all Canadians. When we started Maple, I was working a full time set of emergency room shifts at the same time as running Maple. And typically I would run Maple from 8:00 a.m. until six p.m. and then go to the hospital in the evenings. And that was not an enjoyable life and not very good for friends and family relationships either. That’s definitely been dialed back over the years. And so typically I’ll do a couple shifts a month, typically on weekends, just to keep my skills up. But by and large, my Monday to Friday schedule is all about the business.
Speaker 1 [00:04:46] Hamed, when you founded well, in 2010, it was a network of yoga studios, I believe, licensing, the Deepak Chopra brand. And you’re a long time tech entrepreneur. So what was the appeal of health and wellness and why did you ultimately pivot away from yoga?
Speaker 3 [00:05:00] I had a relationship with Dr. Deepak Chopra and thought that it was really a phenomenal opportunity to bring his practices and teachings, especially the consciousness-based meditation and yoga practices that he was teaching in his Lucosta centre down in California. And Tio was sold in 2017, and I was pretty busy operating that business. I’ve always been interested in, I’ll just call them wellness technologies. I think yoga is a wellness technology. So is meditation. So exercise. And I’ve always been kind of a bio hacker and an entrepreneur at heart. And I think the journey as an entrepreneur often leads you to a place of wanting to aspire to greater and greater impact. And there’s no more juicy opportunity for impact, if I could use that word, than health care, because I think it’s sort of the original impact investment sector and the opportunity to tech enable businesses with something that really gave me confidence to understand that I didn’t need to necessarily be a doctor like Brett to make a difference, I could make a difference by bringing whatever gifts and talents that I had, but also bringing together talented people like Brett. My experiences in medical clinics in British Columbia definitely were instructive and helpful to understanding that there was a lag in health care digitization and modernization — and a tremendous opportunity to get involved with that and really push that along. And a recognition that no sector evades digitization, so this is going to happen at some point in time. And what a great opportunity to be a part of. And so while, Well, does have telehealth services like Maple, we also do a bunch of other things. We own health care clinics and allied health and primary care. We have secondary care practitioners. We have electronic medical records, services. We have billing and back office, just a whole suite of, I’ll just say, practitioner empowerment and enablement technologies and tools.
Speaker 1 [00:07:01] And that’s a good lead in actually, I’m curious if you can give our listeners a quick description about where Well and your respective offerings, where do they fit into the broader health care landscape in Canada?
Speaker 3 [00:07:11] So much of health care is driven by those workers, those frontline workers, the physicians. And I think a big reason for the lag in digitization and modernization is just how busy and burdened this group is and how little time they have for change management. And I think that’s where covid was both treacherous and valuable. Stepping back, that’s what, Well, really set out to empower the two most important subjects in the health care equation, the patient and the doctor. And we started our focus on the doctor and other health care practitioners. So, again, the vast majority of all the different products and services that we have, even though they’re organized in different business unit, that’s really sort of the unifying principle that they’re assisting physicians in and supporting their business.
Speaker 1 [00:07:58] Brett, I’d like to turn to you with the same question. Can you give us a quick overview of Maple and how it fits into the landscape in Canada as well?
Speaker 2 [00:08:06] If you go back to the premise as to why we started the business, the number one thing we were solving for was that it was very, very difficult to get access to primary care, specialty care, etc. And so our entire system looked at this problem set, which was contrary to what is the common misconception in Canada, that we have a lack of access to care because we don’t have enough doctors. In fact, the problem is that we don’t use our existing physician workforce well. If you actually look at the statistics of physician workforce utilization in Canada, what you’ll find is that 50 percent of primary care doctors and 50 percent of specialists actually do not work full year full time. So there’s tons of hours up for grab. And there’s many, many reasons why we’re not using all of those physician hours that are available. I would say that probably the number one driver of that is the way the physical health care system is designed, is that it makes it very hard for a physician to want to work or to be able to work full time. If we go back to what we do, we built a platform that really allows us to tap into all that excess capacity to make it available in the virtual world to patients that are across the country. So we’re able to blow away wait times that you would see and shift based systems that you see in the physical health care system. So our average wait time in that system is about two minutes, so from the time a patient clicks to say, I need to see a doctor, they’re typically speaking to a doctor in about two minutes time.
Speaker 1 [00:09:22] Hamed, your company has bet big on bricks and mortar. Well is the single largest operator of primary health care clinics in B.C. and the fourth largest operator in Canada, I’m sure your background in payments was very helpful in handling medical claims processes for physicians and other practice management needs. My question is, why was it important for, Well to be in the practice management clinic operations business?
Speaker 3 [00:09:45] Well, again, had a bit of a different mission and objective than Maple. And for us, we were really wanted to invest and grow in areas that we felt would also be benefited greatly by digitization and modernization. So in our view, there was a really valuable opportunity to help progress the plain vanilla medical clinic and to make it the clinic of tomorrow. And what does that really mean? That means elevating the software and workflow and tools and capabilities of clinicians and practitioners. It also means elevating the cybersecurity. It means improving the payment technology – it means so many of these clinics were operating in the Stone Age. And and so it just seemed like a really valuable endeavour, both from a value creation perspective, but also from a purpose perspective. Given how many of these clinics are out there and the need for them to continue to be there.
Speaker 1 [00:10:42] I want to quickly turn to the use of technology in your work, in providing access to services and improving health care outcomes, but also lean into the physical question, the bricks and mortar question, which will always be a mainstay in health care. And Brett, I understand you’re driving towards an omnichannel health experience. Can you tell us more about that?
Speaker 2 [00:11:01] I think from clinical experience, I can tell you that about 50 percent of problems are pretty transactional and don’t require me to touch a patient, but 50 percent of problems require me to do something that is physical. And so speaking about omni channel, then the question is how do we then enact an omni channel strategy for a company such as ourselves that exists only in the virtual world? And I think for us it’s not about building out our own chain of clinics. I think there are many people that have excellent powerful chains of clinics and we don’t need to replicate that. There are companies like Hamed’s company that they have a fantastic presence in the physical world, our partnership with Loblaw and Shoppers Drug Mart, who made a very large investment in our company in the fall of 2020, they have one of the largest physical presences in the country in terms of a physical footprint of health care clinics. And many of those clinics are able to be increased in terms of the level of care they’re providing. So I think in terms of omni channel, where we go is we’re awesome I think in the virtual world, I think we’ve created a great experience there. But those who have really done a great job perfecting the in-person experience, what we want to have is a system of very well orchestrated handoffs between the physical and virtual world. I don’t want to go and build a chain of physical clinics. I want to work with those who’ve done it and I want to coordinate that very well.
Speaker 1 [00:12:11] Concerns over data and privacy have been very big topics recently, especially so. I’m curious, how do you allay the concerns and objections from some patients, doctors and others in the sector about how privacy is handled? Brett, I’ll turn to you.
Speaker 2 [00:12:26] End to end, it starts with, we have a very basic set of requirements in Canada around what our privacy law requires. There’s some very well accepted standards around what you have to do in terms of data security. And we have to make sure that we very transparently communicate how we adhere to all of those requirements under Canadian privacy legislation. And certainly, I think in the early days of digital health care in Canada, there were a number of players that were not properly adhering to that. And even during the early days of the pandemic, we saw the use of platforms for virtual care that did not adhere to Canadian privacy legislation requirements. We saw many health care providers thinking that they could use FaceTime for a health care visit, which you cannot for a number of reasons. I think the other side of it is, when you look in the digital health space and especially in the United States, what you’ll see is there are many, many businesses whose entire economic model is based on the monetization of patient data. And that is quite problematic. I think while there is a certain segment of the population that is probably OK with that, I think many patients would feel very, very concerned about the fact that they are viewed as an asset to be monetized and especially with their health care information. We as a company, for instance, have taken a philosophy from the beginning that we will never monetize your patient data, we will never sell your data to others. We will never let others profit off of your data.
Speaker 3 [00:13:42] Yeah, so I would echo what Brett said. I think he laid it out really nicely. And we have precisely the same philosophy. We do not monetize patient data under any circumstances. We also have, you know, a ton of data. I think that’s a really important statement for a player like us to make. We have the third largest EMR in the country on a portfolio of telehealth assets, which is something I haven’t really talked much about, which is a sizable portfolio, depending on what metric you use. I’m sure we’re somewhere in the top three, but we probably have well over 20 million consumers in our combined EMR databases, and that’s not even considering some of the other assets that we have. So we have a tremendous amount of data. And to us, it’s incredibly important to draw a hard line, a very clear line about that.
Speaker 1 [00:14:32] Where do you see things going post pandemic? What opportunities are there for entrepreneurs and leaders like yourselves who want to improve the way health care is delivered in Canada? Brett, we’ll start with you.
Speaker 2 [00:14:44] So I think we’re really at a crossroads as we come out of the pandemic. I think we’re in a place where we’re either going to achieve remarkable gains in terms of where we go or we’re going to see things back track. Unfortunately, a lot of where we go will depend on what our governments decide to do next. We’ve had an attitude for a little while with government is that we want to sort of have our cake and eat it too, which is we’re going to be able to reduce our capital spending on hospitals because we’re going to move a lot of care to be virtual, but we’re not going to fund the virtual infrastructure. So now we can just take a lot of money and save it. And I think that’s where the attitude was. And I think you’re starting to see a growing realization on the part of government here in Canada. And you’ve seen a lot of announcements of investments in virtual care where they’ve started to say, in fact, we should fund virtual infrastructure the same way we fund physical. We want patients and doctors and allied health care providers to have very strong and good experiences in virtual. We want it all interconnected. So we are actually going to realize that we need to dedicate similar to what Kaiser did, very large amounts of funding that we’re going to save in the hospital system to virtual care. At some point in time, every entrepreneurial company, no matter where you’re born, has to say what’s the most receptive market for us? And I want it to be Canada because I’m very proud Canadian. I want our government to create awesome digital infrastructure. But in the end, we as a company are going to go where there’s opportunity and I hope it’s here, but if it’s not here, we’ll go to where the opportunity is.
Speaker 1 [00:15:59] It sounds like some cautious optimism, but still big questions ahead. How about how about you, from your perch, what does the future look like?
Speaker 3 [00:16:05] When I ask people, what do you think is the most important factor in maintaining good health? You’d be surprised. The answer, access to quality health care rarely comes up. It turns out your behaviours, your lifestyle is what really drives the greatest influence in terms of where you go from a health and wellness perspective. The problem is a lot of people just don’t know how to act. They don’t know how to eat. They don’t know that there are gently eroding their good health over time. Patient empowerment platforms that bring your data together demonstrate how you’re doing against those benchmarks and nudge you gently and maybe sometimes not so gently are incredibly important.
Speaker 1 [00:16:49] As we’ve said, this sector is very complex and there are a lot of challenges facing us. But from our conversations today, both of you have expressed a lot of optimism and enthusiasm for the challenge. So thank you both for being here today on our show. Hamed and Brett, I really appreciate your time.
Speaker 3 [00:17:07] Thanks, Theresa. I really appreciate it. And thanks to Brett as well.
Speaker 2 [00:17:10] And thank you so much for having me. It was a real pleasure and also a pleasure chatting with you again Hamed.
Speaker 1 [00:17:15] My guests today have been Brett Belchetz, CEO of Maple, and Hamed Shahbazi the CEO of Well Health Technologies. Coming up, we’ll talk to another leader in the telemedicine space about how they aim to humanize the delivery of telehealth services.
Midpoint – Speaker 1: You’re listening to Disruptors, an RBC podcast. I’m Teresa Do, filling in for John Stackhouse. Key to success of any entrepreneur is a keen sense of creativity. And in case you missed it, Disruptors recently dropped a special two-part series on the subject with guests from iconic Canadian brands like Lululemon and Shopify, plus Richard Florida, the urban studies guru behind the book, The Rise of the Creative Class. Find it wherever you get your podcasts.
PART 2
Welcome back. As our previous panel laid out, digital health is a vibrant sector full of opportunities, but some Canadians are still hesitant to log on, preferring the in-person intimate experience that they get with their primary care provider. The question is, can digital health care providers offer the same sort of intimate care that your local doctor or clinic can? Can virtual care show love? To answer that question, I’d like to introduce Anna Chif, the co-founder and chief strategy and product officer for Dialogue, a Montreal based telemedicine company. Dialogue promises to, quote, humanize health care and offer a more personalized approach to digital health care delivery. Anna, welcome to Disruptors.
Speaker 4 – Anna Chif [00:18:56] Thank you. Thank you so much, Theresa.
Speaker 1 [00:18:58] So the story of health care is ultimately the story of human beings. And everyone’s journey through the health care system is a very personal one. Anna, can you tell our listeners the story about your grandmother and how it is you came to found Dialogue back in 2016.
Speaker 4 [00:19:15] So, you know, I always speak about the founding of Dialogue as an alignment of stars. We came, we’re three co-founders. We were part of Diagram and we all came to working on Dialogue from a very personal experience and mine that still inspires me today and gets me out of bed is, in early 2016 I was taking care of my grandmother who was in palliative care. She was struggling from from a cancer that took over her body and was exchanging with my mother quite a bit, kind of the shifts in staying with her. And every time we had a question, we, it was a struggle to get answers. And I vividly remember this one night where she was very sick and I tried to get a hold of her doctor. And the nurse of our oncologist basically said, look, like he can see her, but you need to bring her to the emergency room. And I was like, it doesn’t make sense, it’s 2016, and there’s got to be a different way. And that to me was like this deep motivation for building a service and a product that has empathy and care at the core of what we do. And today we serve thousands of individuals every day. And what I think about the fact that some of them come with these sorts of issues that couldn’t be answered five years ago, I think it’s just it’s something that today is still really, really motivating, at least, you know, to me personally.
Speaker 1 [00:20:40] My my grandmother, she passed away last year. And I remember before she passed, she was in and out of the hospital because of her diabetes, which gotten very severe. But I remember there was one acute point where she was so afraid of going back to the hospital because it felt very inhuman — you wait there for hours and then you see a doctor for a few minutes and they kind of look at you, they look away and they leave the room. And I remember that being so heartbreaking because you want to care for them. You want them to have the best possible health they can where they are. And and yet sometimes our system doesn’t allow for that.
Speaker 4 [00:21:16] And you know, what’s really kind of special, I would say, in Canada is that the providers that we have, the doctors, the nurses that work in our health care system, the reason they do it is because they care for people. So what to me is so special about technology and virtual care is just this ability to redirect a portion of the population being treated differently so that the people who really need this in-person care get it and get that attention, and that it’s not just a few minutes coming from a physician who probably has the best intentions, but it’s just not set up in a way yet to tackle every person.
Speaker 1 [00:21:51] You’re based in Montreal, which was ground zero for, unfortunately, casualties in the first wave of the pandemic, especially among seniors and long term care homes. How did those first few months affect you personally, especially as someone working in the health care sector?
Speaker 4 [00:22:06] One of the investments that we’ve done earlier on at Dialogue is investing in smart triage, so we have, we call her Chloë. It’s it’s an automated medical assistant. So what we did is within a few days, hackathon style, we made that Chloe available to all Canadians. And that was before every government had their own guidelines and regulations. And so everybody, especially when it hit and all of Canada went into confinement, people were looking for information. So what we did is we made Chloe accessible to everybody and we were redirecting based on symptoms and questions and province or location, we’re redirecting patients to the right next step in the right information. At some point, we’ve welcome a million users in a week. So we had to scale up our platform and make sure that all these people could gain access if they needed to the platform. And the other part of the story, and that’s something we hear in the news quite a bit related to the pandemic, but we see it in the numbers. It’s mental health issues doubled on our platform between 2020 and 2021. It’s massive, right? It is, thankfully, getting more and more destigmatized because I think more and more people are living it. But the number of people who come on the platform at the brink of burnout because either their employer is cutting employees and shutting down or putting everybody on temporary leave or some other sectors like the virtual care sector that are booming and that are expanding so fast that how can you keep up with that scale up and the remote work and kids at home and young kids at home. I had a covid baby. And so just personally learning to manage having a baby that didn’t see anybody, not being able to see my family, my family, not knowing him, you know, working throughout that. And I think it’s just it just brought these virtual medical services to be much more human and to use that approach in every single interaction.
Speaker 1 [00:24:08] You hear of people who are more comfortable speaking about their struggles in the comfort of their own homes. And yet there are also others who have trouble connecting with practitioners over the screen. So how are you approaching that?
Speaker 4 [00:24:21] So that’s a really great question. And we actually pre pandemic launched a mental health program that we called a very high touch mental health program. So what we did in that program specifically was, every member who would come in, who would have access to that specific mental health program with any health or wellness concern, we would surround that patient with, first, a case manager who acts as an accountability partner or somebody who follows up, but also a doctor and a therapist. And different people react to different things. So it’s not just therapists in person or in video or not. Some people are much better reacting to medication because of the way they are. And they trust more the kind of, the external solution or medication then working through painful realities that they’re going through, and so it depends. So we would have this multidisciplinary team that works with that patient to bring them to remission as quickly as possible. And then we maintain ongoing follow-up to make sure that these people don’t dip or don’t go back to some of those mental health issues that we know can be recurring. But you’re absolutely right. That approach is not for everybody. And one of the new programs that will be launching in 2021 is actually Internet based cognitive behavioral therapy. So something that is much more patient led and that also can address a wider scope of mental health issues. Often a lot of individuals don’t perceive themselves as suffering from mental health issues. They might say, you know what, I’m just having a really stressful time and so getting into that direction of having cognitive behavioral therapy that you kind of do on your own pace becomes really interesting and important.
Speaker 1 [00:26:06] I’d like to pivot towards the broader approach of the company. There was a strategic decision to target employers for your services rather than going directly to patients. Why was that decision made?
Speaker 4 [00:26:17] Our platform has always been this B2B. So what is B2B mean? It just means that when we make the platform available, we make it available to employers for their employees or through channels. It could be insurers such as Canada Life, Sunlife and others. It could be student associations. The reason we took that approach is that we always believed and that I think resonates quite well with just the Canadian health care system, is that a patient should be empowered to use a service whenever they need when it comes to their health and wellness. And so we don’t have this notion of the individual paying for consultation. And it also doesn’t create this obligation on the medical side to deliver something. So we have a team that we recruit, that we train, that we train the Dialogue kind of empathy way, but we always make sure that what the team does for any given member or patient is the best thing for that patient, despite somebody coming in and saying, well, I want antibiotics. So there isn’t that that expectation. So for us, having the employer pay made it more accessible and also remove that odd dynamic where because I paid you as an individual, I’m now expecting that you do what I paid you for. It also allowed us to train our staff in a certain way, very much around empathy and follow ups and follow ups are obviously free because it’s all included as part of what your employer offers to you. And it’s also a way to focus for us. I think every company picks an angle of focus and for us, making sure that we work with our clients to ensure that as many employees as possible in those organizations use the service is our focus.
Speaker 1 [00:28:07] You mentioned the Dialogue way a couple of times. And I’d love to ask you more about, that, how does that approach stand out and what goes into developing that empathy?
Speaker 4 [00:28:18] You asked me for stories, so I’ll start with a story. So we, when we were getting started, we had this nurse, Chloe, and by the way, our medical automated assistant is called Chloe after this wonderful human being. But she was she was a nurse that was working on Dialogue. She was our first nurse. She joined us before Dialogue even had a name. And for her, the reason she went into nursing is because she deeply cared about every individual. And at the very beginning, when we had two patients a day and then 20 patients a day, she was handling every single one of them. And she knew those patients and she was following up. And I remember we were sitting in a cafe with her and I said to her because we hired a second and a third nurse, and I said, Chloe, we need to we need to codify what you do. We need to like, write it down. And that list and that cafe became this initial training that we started giving every single member that was coming in. And so back then, there wasn’t a Dialogue way. It was just that’s how we wanted to treat every single person who came on the platform. And as we hired more people, we started screening for people who deeply care, who see medicine as a way to improve and make people’s lives better and happier. And over time, this bullet list on a piece of paper drawn in a cafe turned into a real training that every single professional who works on our platform today, whether it’s a care coordinator, a doctor or a nurse practitioner.
Speaker 1 [00:29:48] What challenges do you see over the next 14 months in scaling this platform and now that you’ve gone public, bringing more and more Canadians onto it?
Speaker 4 [00:29:58] So certainly one of the challenges and opportunities is to make sure we prioritize the right products and services for our members and make sure that people continue using it and continue coming back to Dialogue. From the early days, when, we said don’t Google it, Dialogue it, because when you Google something, it’s quite terrifying. And when you come to Dialogue, it’s quite reassuring. So I think it’s continuing to build that, to build that habit. I would say those will be the right challenges. How do we continue scaling that, offering the right products? And quite frankly, I certainly don’t want to take it as a given that our Dialogue way or that our culture is something that is nailed forever. I think as we continue scaling, as we’re bringing more and more individuals as part of the team, that is certainly top of mind.
Speaker 1 [00:30:44] So then my final question following on that, is where do you see virtual care going in Canada next year and beyond?
Speaker 4 [00:30:52] From a Dialogue standpoint I think it’s going more and more into this proactive and predictive type of medicine where patients come in, maybe share some information and over time, we’re able to give them something more relevant and capture issues at the very, very kind of nascent point of them, as opposed to treating issues that have been lingering for years. So that’s definitely somewhere I see both Dialogue going. But I think medicine overall is moving from I’m sick, I’m getting care, to: here are some behaviours you can change and here are some tools to do that in order to ensure that you don’t go down a path that leads you to sickness.
Speaker 1 [00:31:34] A much more proactive balanced, holistic way of living and approaching one’s health care. That is so fascinating, Anna, thank you so much for your time and for this conversation.
Speaker 4 Thank you. Thanks, Theresa.
Speaker 1 My guest today has been Anna Chif, the co-founder of Dialogue. I’d also like to thank Brett Belchetz, the CEO of Maple and Hamed Shahbazi, the CEO of Well Health Technologies. I’m Teresa Do and this is Disruptors, an RBC Podcast. Join us next time when we’ll talk to some of Canada’s leading indigenous entrepreneurs about the skill sets required to create the leaders of tomorrow. Talk to you soon.
Speaker 4 [00:32:16] Royal Bank of Canada is an investor of Maple (RBC holds Class A Common).
Disruptors, an RBC podcast is created by the RBC Thought Leadership Group and does not constitute a recommendation for any organization, product or service. It’s produced and recorded by Jar Audio. For more Disruptors content, like or subscribe wherever you get your podcasts and visit RBC Dotcom slash disruptors.