Slideshow

A boat was docked in a tiny Newfoundland fishing village. A tourist from Toronto complimented the Newfie fisherman on the quality of his fish and asked how long it took him to catch them. ‘Not very long,’ answered the Newfie.

‘But then, why didn’t you stay out longer and catch more?’ asked the Torontonian.

The Newfie explained that his small catch was sufficient to meet his needs and those of his family.

The Torontonian asked, ‘But what do you do with the rest of your time?’

‘I sleep late, fish a little, play with my children, and take an afternoon nap with my wife. In the evenings, I go into the village to see my friends, have a few drinks, play the guitar, and sing a few songs… I have a full life.’

The Torontonian interrupted, ‘I have an MBA from Queen’s University and I can help you! You should start by fishing longer every day. You can then sell the extra fish you catch. With the extra revenue, you can buy a bigger boat.’

‘And after that?’ asked the Newfie.’With the extra money the larger boat will bring, you can buy a second one and a third one and so on until you have an entire fleet of trawlers. Instead of selling your fish to a middle man, you can then negotiate directly with the processing plants and maybe even open your own plant. You can then leave this little village and move to St John ‘s, Halifax , or even Toronto ! From there you can direct your huge new enterprise.’

‘How long would that take?’ asked the Newfie.

‘Twenty, perhaps twenty-five years,’ replied the Torontonian.

‘And after that?’

‘Afterwards? Well my Friend, That’s when it gets really interesting,’ answered the Torontonian, laughing. ‘When your business gets really big, you can start selling stocks and make millions!’

‘Millions? Really? And after that?’ said the Newfie.

‘After that you’ll be able to retire, live in a tiny village near the coast, sleep late, play with your children, catch a few fish, take an
afternoon nap with your wife and spend your evenings drinking and enjoying your friends.’ And the moral is: Know where you’re going in life… you may already be there.

The great team at First Stage Inc. who had the confidence in me to bid for the website I donated to the RNFOO as part of their Gala Silent Auction. They decided to use the time for Outlook 2003 training. “I hope the training helped you to impress your clients even more.”

My friend Sarah Evans, founder of Sarah Evans Writes
I’m helping Sarah build her e-zine called Living Beyond: “Living your best with a Diagnosis.”
Slide Show

I did this short film as part of a film course at Ryerson University in 2005.

Throughout the 80’s and early 90’s my family business suffered from what is called disintermediation, the elimination of middle men precipitated mainly by increased global trade and advanced information technology systems. As a distributor who bought from manufacturers and sold to retailers we were a much sought after link in the distribution chain in the 60’s, 70’s, and early 80′s. Manufacturers from Canada and around the world knocked on our doors hoping to convince us to stock and sell their product to the more than one thousand retailers our salesmen visited regularly.

The benefits to the manufacturers were considerable: only one client to deal with instead of hundreds, more leverage over the client, fewer and larger orders, and a client committed to their product’s success. However the retailers didn’t see it that way. They united to form buying groups, combining their purchases to increase their buying power. These buying groups viewed the distributor as a middle man who prevented them from having access directly to the manufacturer.

Then a dramatic shift occurred. Sometime in the early 1980’s the power shifted from the manufacturer to the consumer and thus to the retailer. Prior to this shift the manufacturer had determined and even dictated what the distribution channel would be, and they preferred selling through independent distributors where they enjoyed their greatest leverage and thus their greatest profits. After this shift it was the retailer who dictated what the distribution channel would be, and they wanted direct access to the manufacturer.

There were several causes for this power shift, among them the increased demand for consumer products, expanding global trade, and affordable information technology specifically in the area of inventory control. The result was the rapid expansion of the ‘big box’ retailers such as Home Depot, Costco, Toy R Us, Wal-Mart, Bureau en Gros, etc.

The result was exactly what our free market economy is designed to deliver, cheaper products and greater choice for customers. Today it is possible to purchase many products at lower prices than 20 years ago in constant dollars. The result however was the elimination of the wholesale distributor and the rise of the ‘warehouse’ retailer.

Read how it felt, emotionally, to close a family business after 75 years here.

L-R: Peter & Wanda Bedard and Alexia & Michael Galletti.
Slideshow

The Montreal chapter of CAFÉ (The Canadian Association of Family Enterprise) held its Family Business Day on October 21, 2003 at the Ritz Carleton Hotel. A hundred family business owners and people devoted to family business attended the event which was scheduled as part of Small Business Week across Canada.

CAFE undertook this opportunity to underline the importance of family business’ contribution to the economic strength of the country. The day began at 8:00 am with a buffet breakfast and continued until 4:00 pm around our theme: “Growing our business through family values.”

Keynote speaker: Robin Burns of I-Tech Sports: “Don’t call me – Daddy’’
Introducing the history of I-Tech Sports from its inception at the dinner table to the present day, Robin discussed his experience and philosophy on a number of issues: from starting with his wife to having as many as ten family members at one time in the business, firing his wife, his way of introducing the kids to the business and his philosophy of God, family and business.

Denise Paré-Julien – “The art of juggling family and business issues’’
Denise Paré-Julien facilitated this interactive session on the challenges related to business family dynamics: how to identify the competitive advantages of being part of a business family while dealing with its particular challenges. Denise discussed the key factors of success for a family business and the importance of all family members growing in an environment of support and trust. Her presentation was aimed at all members of the family even those who do not work directly in the family business.

Michael Galletti: “The Good, the Bad & the Ugly: How to Become Part of the 30% That Succeed at Succession”
Michael Galletti is Past President of CAFE Montréal and has been an active member in the Montreal chapter and the board since 1995. Michael is President of The Triangle Group, a commercial real estate investment company. The Triangle Group is a two family partnership that has lived through a succession in each of the families. Having gone through succession twice, Michael will give us some personal history of what they did well and what they would not repeat. He will share his experience and knowledge including recent research and studies to help you beat the odds and ‘Succeed at Succession’.

Stuart Iverson, Cairnmont Inc.
Stuart manages a multi-family office in Montreal and he spoke to us about family offices.

Dr. A. Bakr Ibrahim, CIBC Distinguished Professorship in Entrepreneurship and Family Business, Concordia University.
Dr. Ibrahim is the author of several books and papers about family business and has personal experience in his own family business. He spoke articulately about the challenges facing families in business. CAFE Montreal is very pleased with its relationship with Concordia University. We will be holding joint educational sessions next year.

Luncheon Keynote speaker: Marc DeSerres, “Re-inventer Omer DeSerres’’
From its beginning as a hardware store in Montréal to a thriving art supply retail chain in Quebec and Ontario today, Marc told us how this major change was accommodated and driven in a family business setting.

Panel discussion: “Giving well – thinking strategically’’
Hilary Pearson – Philanthropic Foundations Canada
Laurent Larose – UNICEF Canada
Bob Hest – Insight Philanthropy
Moderated by Michel Daigle – Bell Nordic inc.
This panel brought together three experienced individuals who deal regularly with the challenges of the non-profit sector from the viewpoint of the donor, the foundation and the charitable organization. They discussed how business families can leverage their can-do attitude and know-how along with their family’s values into an exciting experience in enriching our world.

Journal Lapresse, Montreal, November 25, 2002

LA VIE AU TRAVAIL – “Trois petits tours et puis s’en vont ”
par Jacinthe Tremblay (collaboration spéciale)

Assurer l’intérim lors du départ d’un dirigeant est souvent perçu comme une tâche ingrate. Pourtant, certains vétérans d’industrie en font maintenant, et avec plaisir, leur spécialité.

En septembre dernier, Ron Foreman, 57 ans, a été embauché pour une période de trois mois comme PDG -rien de moins- de M&H Graphique. Cette PME de la Cité du Multimédia offre des services de pré impression et d’infographie aux grandes agences de publicité de la région de Montréal. Elle emploie 35 personnes.

Son propriétaire, Peter Marsh, est mort en juillet dernier. Deux mois plus tôt, ses filles Tara et Jana lui avaient fait la promesse de s’occuper de la compagnie qu’il avait fondée il y a plus de 30 ans.

Avec lui, elles décident de doter l’entreprise d’un conseil d’administration. Elles y siègent en compagnie de trois amis et relations d’affaires de leur père.

Combler le vide sans bousculer

Ni les deux soeurs, âgées de 30 et 27 ans, ni Yves Langelier et Daniel Gendron, les deux autres piliers de l’entreprise et actionnaires minoritaires, ne veulent combler le vide laissé par son départ.

«Peter avait toujours vu seul à l’administration de la compagnie tout en nous laissant toute la latitude nécessaire dans nos propres activités. Nous ne nous sentions ni le goût ni la compétence pour gérer l’entreprise», confirme le second, responsable des ventes et employé chez M&H depuis 23 ans.

Dénicher un successeur à la direction devient donc pour le conseil d’administration le premier et le plus épineux problème à régler. «Nous devions faire vite pour trouver un remplaçant, mais nous n’étions pas prêtes à prendre une décision à long terme», raconte Jana.

Un membre du conseil d’administration les met sur la piste de Ron Foreman. Cet ancien propriétaire de PME offre maintenant ses services comme patron intérimaire. «Il est tout à fait ce qu’il nous fallait. Ron nous permet d’assurer une transition en douceur. Il connaît bien le contexte des entreprises familiales et, en plus, il est très gentil», dit Jana Marsh.

Ron Foreman fait partie de la quinzaine d’associés montréalais du Groupe Osborne, spécialisé dans l’impartition de cadres de haute direction par intérim. Le Groupe occupe seul ce créneau au Canada. Fondé en 1993, il regroupe 60 associés à Montréal, Toronto, Edmonton, Calgary et Vancouver. Tous comptent au moins 25 ans d’expérience en entreprise, dont au moins 15 dans des postes de haute direction. Le bureau montréalais a ouvert ses portes en 2000.

La main à la pâte

L’intervention du Groupe Osborne chez M&H Graphique est presque un cas type pour illustrer les avantages de l’intérim. «Les gens font généralement appel à nous en situation d’urgence, pour régler un problème ponctuel. Il peut s’agir d’un décès ou d’une maladie. Parfois, on nous soumet des dossiers de gestion de crise ou on nous demande de faire avancer un dossier très spécialisé», explique Jacques Caussignac, associé principal du Groupe à Montréal.

Cet ingénieur âgé de 57 ans a occupé plusieurs postes de vice-président chez Gaz Métropolitain.

L’intervention du cadre intérimaire diffère de celle du consultant externe. «Nous travaillons directement dans l’entreprise et nous orchestrons la mise en oeuvre des solutions», note-t-il. La durée des mandats varie généralement entre trois et 12 mois.

Le Groupe Osborne a fait sa première intervention montréalaise à la Bourse de Montréal, en 2000. L’enjeu était de gérer la formation du personnel, à la suite de la cessation (en décembre 1999) des transactions sur actions et le recentrage sur les produits dérivés. Un associé a été pendant 10 mois vice-président, ressources humaines.

Un autre a prêté main-forte sur une base ponctuelle à l’Université de Montréal, toujours en ressources humaines. Une autre intervention du Groupe a permis à une PME de satisfaire aux standards ISO 9001.

Une structure légère et des infrastructures minimales permettent au Groupe d’offrir des tarifs concurrentiels. À l’exception de rencontres bimensuelles, la plupart des associés travaillent à la maison lorsqu’ils ne sont pas en entreprise. Chaque associé détermine ses tarifs et négocie avec le client la nature et la durée de son mandat.

Un petit marché

Selon Jean-Marie Toulouse, directeur de l’École des Hautes études commerciales, le recours aux cadres de direction par intérim n’est pas très fréquent au Québec. «C’est un très petit marché. Ceux qui veulent s’y introduire doivent posséder des qualités très particulières. Pour réussir, l’expérience est aussi importante que la connaissance», dit-il.

Ils doivent être en mesure de comprendre rapidement l’entreprise, de dresser un plan d’action simple et de choisir judicieusement quelques priorités. «Ce type de travail devrait être accompli par des gens qui amorcent la deuxième partie de leur carrière et qui ont déjà fait leurs preuves», estime M. Toulouse.

C’est le cas des associés de Groupe Osborne, dont la moyenne d’âge est de 57 ans. L’aîné, John Dinsmore, a 70 ans. Il a été sous-ministre et président de Marine Industrie. «Quand ils arrivent dans un milieu de travail, nos associés ne veulent prendre la place de personne. Ils ont tous le goût de transmettre aux plus jeunes leur expérience et leur expertise. Ils se voient comme des mentors, des coachs», explique M. Caussignac, l’associé principal.

En Europe, particulièrement en Grande-Bretagne, en France et aux Pays-Bas, ainsi qu’aux États-Unis, il existe plusieurs firmes de cadres par intérim. Elles sont nées, pour la plupart, au milieu des années 1990.

Le phénomène coïncide, selon les observateurs, avec le début des départs à la retraite des baby-boomers. Plusieurs entreprises, en particulier les PME, n’ont pas vraiment préparé la relève et ont besoin de ressources expérimentés pour organiser la transition.

Les dirigeants partis sont remplacés temporairement par d’autres baby-boomers désireux de servir encore quelques années et de faire le pont avec la génération montante.

La formule semble satisfaire tout autant les cadres par intérim que leurs clients. «Les cadres supérieurs ont toujours travaillé en groupe. Ils aiment être entourés. En travaillant directement en entreprise, ils retrouvent un milieu d’appartenance», dit Jacques Caussignac.

Chez Osborne, ces vétérans en action sont tous des hommes. «Peu de femmes de notre génération ont accédé à des postes de direction. Nous essayons d’en recruter, mais ce n’est pas facile», note M. Caussignac.

Carole Sharpe, spécialiste des relations publiques, a été la seule exception depuis les débuts de la firme à Montréal. Elle est maintenant porte-parole de Bombardier.

Mandat renouvelé

Tout récemment, les soeurs Marsh ont pris la décision de vendre l’entreprise à Yves Langelier et Daniel Gendron. Les négociations vont bon train. Elles ont également, avec leur accord, renouvelé le mandat de Ron Foreman pour trois mois supplémentaires. «En devenant propriétaires, nous serons un peu dans la même situation que les soeurs Marsh en juillet dernier. Nous avons besoin d’un PDG, mais nous ne sommes pas prêts à nous engager à long terme», explique Yves Langelier, le vice-président de M&H.

Pour préparer son départ, Ron Foreman a commencé à déléguer à des cadres de l’entreprise des tâches autrefois accomplies par Peter Marsh. Mais il fait preuve de prudence. «Un PDG par intérim n’est pas là pour faire la révolution.

En période de transition, plusieurs décisions importantes doivent être mises en suspens. À partir de maintenant, c’est une question de respect pour les futurs propriétaires», dit avec calme et sagesse Ron Foreman.

The Gazette, Montreal, Monday, April 13, 1998

“Ronald Foreman teaches technology even though high tech led to the closing of his first business.”
By Sheila McGovern, The Gazette

It would be easy to forgive Ronald Foreman had he developed a distaste for technology. Technology, after all, played a significant role in the demise of his family’s business in 1993.

But Foreman obviously doesn’t hold a grudge. In January 1996 he relaunched himself as President of Productivity Point International – a company that specializes in training staff faced with new computer programs. The company is also the authorized centre for training Microsoft systems engineers. It’s a rapidly growing industry, bounding ahead by 35 per cent a year, Foreman said.

It’s also highly competitive. Marie-Félicité Gignac, Productivity Point’s account team manager and a partner in the company, said there are about five or six big players operating in Montreal. But if you take into account the small companies, independent consultants and educational institutions, the competition actually adds up to about a hundred.

Still, Productivity Point and Foreman are thriving. He anticipates sales will be up by 60% this year, reaching $2 million. So Foreman is shaping up to be a winner – someone who not only survived but prospered following the turbulent early 1990’s that saw so many people forced to make career changes as companies downsized or disappeared.

He has some advice for people still in transition: be determined and don’t try to recreate what you had in the past. You have to move on. Life is a continual learning process.

But as he sits in the company’s headquarters in the Sun Life Building, Foreman is neither pontificating nor lording it over anyone. The pain of mid life unemployment is still fresh in his memory.

In 1993, at the age of 48, he closed E. M. Ball Ltd. – the business his grandfather started. For generations it had fared well, supplying building supplies to retailers. But new information systems allow retailers to deal directly with manufacturers, and his business slowly faded away.

He spent the next 8 months searching for a new career.

“I don’t think there’s anything worse than being at home with nowhere to go and nothing to do” he said. “No matter how successful you were before, there’s still a lot of self doubt.”

He readily admits he had an advantage. He’d run his own business before, so he had experience and knowledge to draw on. “There’s no doubt about it, starting a business is a very difficult thing to do,” he said.

His friends were helpful, allowing him to bounce ideas off of them. Still he had to be persistent and accept defeat.

Foreman initially set out to enter the printing business. But after months of research and work, he had to conclude the venture was too big for him. That was a depressing time, he recalled, “but just when I was at that lowest point an idea came to me.”

He was reading a magazine article about franchises when he came across the names of some companies running computer-training centres. He began discussions with two of them, but wasn’t satisfied and decided to strike out on his own. However his business was still young when he encountered a representative of Productivity Point, an international franchise operation based in Chicago, with its Canadian head office in Ottawa.

Foreman said Productivity Point’s philosophy and culture appealed to him. It encourages entrepreneurship and allows the freedom and flexibility to respond to local market conditions.

Foreman said the increased popularity of training specialists is understandable.

In the rapidly changing world of information systems, companies have to retrain their staff to use new programs or networks, and the most expensive component of that training is time, the time workers are away from their regular jobs.

While many companies have systems technicians, they would first have to learn the new program and then have to teach it to their co-workers, probably in small groups. However a team of training specialists can come in and teach the whole workforce quite quickly, Gignac said. And, Foreman added, they will provide tailor made programs, ensuring workers are taught what they need to know but do not spend time learning something they won’t be required to do.

Beside workforce training, Productivity Point also operates a training program for Microsoft systems engineers.

People who take the program are usually making a career change, Foreman said. They pay $12,000 to take the course, but if they are successful, they shouldn’t want for a job. The company already has a list of companies waiting for graduates.