Garth Hiebert, Barbara Shipley, Dale Ginn, Hugh Wynne, Wayne Morrison, Katherine Devine and Art Elias; MBM Entrepreneur of the Year and Best In Business winners


Annica Fiege, Manager, Corporate Advertising and Bob Vandewater, Chairman


Ritchie Gage presenting Bob Vandewater with an award for his 10 years with MBM


Annica Fiege and Ritchie Gage; Greeting guest as they arrive for the Entrepreneur of the Year and Best In Business Awards Banquet


Myron Troniak and Bob Vandewater


Jim Rondeau and Bob Vandewater

Solid Gold at Bissett
Entrepreneurs follow the fever

By Ritchie Gage


Dale Ginn and Hugh Wynne, San Gold; MBM Entrepreneur of the Year winners

There are movies made about the hunt for gold. The thriving San Gold Corporations mine at Bissett, two and half hours northeast of Winnipeg is a candidate for another one. It has a remarkable history for a small mine.

It has a cast of turn of the century Hollywood characters like Duncan Two Hearts, an aboriginal man who found a surface gold vein on the shores of Rice Lake in the early 1900s, and Major Ephron Peltier, of the North West Mounted Police who staked the claim.

In the spring of 1912, Charlie Wynne and Angus MacDonald were hired by Peltier to mine the claim that was the start of the gold field. A small shaft was dug over the summer and winter and the two men lived off the land. Gold was not found and when the pair returned to Winnipeg to be paid for their work, Major Peltier had left for Brazil, or so they were told, and he was never seen again.

A mine, known as the San Antonio Gold Mine, was opened in 1932 through private interests and was operated until 1968. It was shut down because of the low price of gold on international markets. This is the case with many gold plays.

Other activity took place on the site over the years, which eventually led to the opening in July 2005, of SAN GOLD CORPORATION - 1,500 metres from the original claim. And, remarkable as it may seem, San Golds Executive Chairman, Hugh Wynne, is the son of Charlie Wynne - one of the original miners. San Gold has become a thriving gold mine with a capitalization of $180 million and has achieved excellent status for its gold at current prices.

The company is publicly-traded on the TSX Venture Exchange. It has a current combined gold ore reserve said to include at least 15 years of gold production, according to Hugh Wynne, not including other exploration sources in the area.

San Golds first gold sale, 1318 ounces, occurred on April 12, 2007 at $672.50 US, for a net settlement of $1,003,175 CDN. The sale, according to a company spokesman, is significant as it marks the transition of San Gold from a developer into a producer, a process that has taken place over the last two years.

San Gold has not hedged or forward sold any of its reserves or production and does not intend to do so. The company said it requires some flexibility to manage its gold production on a short-term basis, but will not withhold production with the intention of commodity price speculation. After shipping, final refining and settlement of the final ounces, the gold is deposited in a major Canadian bank, and is then sold at the companys direction. There is an option with this bank whereby San Gold may borrow up to 90% of the value of the deposited gold, however San Gold has not yet used this credit option.

Homestead

The mining business has always been the vocation of Hugh Wynne, now 75. He was born on his fathers homestead in the general area of the mining operation. Specifically, the home was located on the shore of the Manigatogan River where it flows into Lake Winnipegs east side. To make ends meet, Charlie Wynne had fished, trapped, cut pulpwood and along the way married his best friends sister, Martha Wood, who gave birth to eight children, including Hugh.

Hugh wanted to be a miner and, as a result, he attended the Haileybury School of Mining and spent his life in the business, starting as a hard rock underground miner. He married Madeleine, who lived in the Manigatogan area, and eventually, after he had been away working in mines across Canada, they set up in Bissett. Along the way they have added seven children, five boys and two girls, to their family.

Hugh says, Theres a few of us around. Four of the boys work for Wynne Drilling, an exploration company contracted to the mine, and one works underground at the mine. Hughs wife Madeleine, runs Wynnes Place, a restaurant and bar, with their daughter.

Hughs life had taken him from Labrador to Ontario and back to Winnipeg, where he was selling mining equipment, until 1980 when he went back to Bissett.

In 1980, the mine was bought and reopened by Brinco and operated until 1983 and was again shut down by gold prices. By 1971, Hugh and his father had staked much of the property in the Rice Lake area where Charlie had originally mined the Major Peltier claim.

Hugh had a drill rig and was looking for gold deposits. In 1997, they formed a small publicly-trade junior exploration company, San Gold Resources. In 1994, a publicly traded Canadian company, Rae Gold, bought San Antonio. They poured $80 million into it, but ran out of money in 1997 before it could get underway. At that point, Hugh tried to raise money to buy the bankrupt mine for $20 million and couldnt.

It was snapped up in 1998 by a powerful South African gold miner, Harmony Gold, for $14.3 million. Up to that time, a remarkable $180 million in infrastructure and equipment had been invested in the mine. Harmony ran the mine for three years, but with gold at $300 an ounce, they wanted to concentrate in their backyard, Africa.

Harmony put the mine up for bids and thats when Dale Ginn, now President & CEO of San Gold, came into the picture. Dale, a professional geologist had been running the mine for Harmony.

Hugh approached Dale to join him as a partner in San Gold Corporation and to make a bid for the mine.

Hugh says, We needed someone who had significant experience in the mine and Dale was already involved so he was a natural choice to bring in. We also would need a work force of trained miners and, contrary to what people may think, you just dont walk into the mine and become a miner. It takes at least two years to train someone to work underground.

Despite the challenge ahead, the two men set out to raise private capital. They offered Harmony $3.5 million for the mine plus $4 million in shares (nine million shares) at 25 cents per share which Harmony later sold for 40 cents.

On the books, the equipment used in the mining process was valued at about $18 million and the mill alone was valued at $50 million. Hugh is of the opinion, based on the value of the mine which is a different operation today that it ever has been in terms of the value in the ground, that the shares are undervalued, trading at about $1 to $1.05 and as high as $2 on the (SGR-TSX) TSX Venture Exchange.

We have two mines which are feeding the mill and there is enough gold there for at least 15 years, and we are raising funds for another mine and are continuing exploration, he states.

Hugh says he has a significant share position in the company and has never sold any of his shares.

Dale notes that the mine was purchased at the right time and for the right price.

With gold at $300 an ounce, we got a good deal on the asset, he says. If we bought now when gold is at the $600 range, we would have faced a significantly higher price tag and that would have made the deal difficult.

Besides the interesting story in how the mine came into their hands, there is now long term value in the mine based on the amount of ore in the area, and the confidence shown by private equity investors.

We have long term investors who recognize the value in the mine as a going concern. There were only six new gold producers in North America last year because of the high cost of investment involved in the infrastructure, and none in South Africa. There are a lot of hurdles to jump when starting a mine these days, including environmental and regulatory guidelines.

Weve covered all that end of it in the past, so the mine has grown in sections and now we have the finished product, at a much lower cost. In May, Dale was on a whirlwind presentation tour to raise money through syndication to dig another mine to access ore reserves for the mill. Within a two-week period he was in Toronto, Vancouver, Calgary, Winnipeg, Boston and New York.

We are a very different company than we were only a few years ago, and it feels like it, he says. We have $180 million in equity, which is a significantly different position than when we started.

Dale says the major smart move was that the company realized it would need trained miners and so it started immediately training everyone they could get their hands on in the area to ensure a solid workforce.

Today there is a high demand in the market for skilled miners and they are in short supply, he says. In hindsight, it was a significant and mature step we took to ensure that we would have a trainable supply of workers from the area and wouldnt have that kind of constraint.

In summing up, Dale says that a lot of little things and a lot of major initiatives are to be credited with the success of the operation, but the most significant thing was the will to do it.

That, in the end, is why the mine is here.

Bob Armstrong


Garth Hiebert, Dominion Divers and family

Working alone under water is about as high risk a profession as you can find. For Winnipegs Dominion Divers Ltd. safety comes first.

Co-owners, both divers, Garth Hiebert and Guy Dobson, are proud that in the companys history there has never been a serious injury.

Says Hiebert, We scored 100 per cent on our safety audit. Its a very rigorous and specific program. You need required elements all to be carried out precisely.

The 2006 audit, by Hamilton Safety Associates, notes that: The last independent audit was done in December 2003 and at that time the firm scored a remarkable 99 per cent, a score that was the highest achieved to date. This left a very narrow window to indicate improvement, however Dominion Divers has accomplished this by scoring a perfect 253 of a possible 253 points. This is a remarkable accomplishment and one that everyone can be justifiably proud of.

Considering some of the jobs the Winnipeg-based company does, from the Red River to the Arctic Ocean, the emphasis on safety is understandable.

Diving in the Red River to find stolen cars for client MPIC involves searching in complete blackness. A recent underwater construction job near Yellowknife, NWT, involved doing structural steel work to repair the debris grate at the inlet of a hydro electric dam.

Depending on the kind of job, divers may be operating rock drills or welding torches largely by feel.

Youre by yourself, its black down there, and you cant take a break, says Dobson. Warmth is also a big issue.

Sometimes safety means not just ensuring that water doesnt get into a divers lungs, but that it doesnt even touch the divers skin. One of the companys most high-profile jobs required diving into a room flooded by sewage at Winnipegs North End sewage treatment plant. The companys diver had to search in complete darkness for a missing plate to cover the inspection hole over a broken sewage pump, so that the room could be drained and the pump could be repaired.

Though the media were fascinated by the story of diving into sewage, Dobson and Hiebert say its nothing unusual to dive in a contaminated environment.

The companys divers also go underwater in pools of acidic pulp mill effluent to inspect or repair pipes. For contaminated-water dives,special suits are worn that keep all liquid away from the divers flesh.

Commercial divers do a wide variety of tasks. They work on bridges, dams, pipelines, industrial plants, wharfs, offshore oil rigs and other kinds of infrastructure. Divers work on initial construction and on inspections, examining everything from dams to the bottoms of ships.

Theres a huge amount of underwater infrastructure, says Hiebert.

They also do salvage work, searching for stolen cars dumped in rivers and lakes and for equipment that has fallen through the ice on winter roads.

As a result, the company needs people with a very specific skill set.

They need lots of good cutting, welding and construction know-how, says Hiebert. We have 12 people in the company with construction backgrounds, especially Guy. Hes a draftsman as well.

Being able to read blueprints and translate them into rebar and steel is just as important as knowing the intricacies of Boyles Law (the natural laws governing the behavior of gases under pressure.)

In addition to knowing construction, the companys divers are all certified to a high level of underwater knowledge.

Our policy is to hire only trained divers to the unrestricted surface supplied level, says Hiebert. To meet the unrestricted surface supplied standard takes approximately 1,000 hours of training, with training dives to 165 feet below the surface.

Hiebert and Dobson started with Dominion Divers as underwater workers for founder Gil LaMothe, awho started the firm in 1965. The partners, who took over in 2003, have been with the company since 1985 (Hiebert) and 1994 (Dob son).

Theyre building on the companys long history by focusing on quality work, keeping mobilization costs for out-of-town jobs reasonable, careful investment in gear and an expansion to better serve the Ontario market.

As the only commercial diving firm between Alberta and southern Ontario, Dominion Divers covers a wide territory. Last year, the company opened an office in Thunder Bay. From Sault St Marie to Kenora, dams, pulp and paper mills, and Great Lakes ships provide plenty of work for commercial divers. The company also looks to Northern Manitoba, where it does inspection and maintenance work on Manitoba Hydros dam system. And high oil prices are likely to create opportunities to work on offshore rigs in the Canadian Arctic.

A basic working crew for Dominion Divers consists of four people. Two divers will take turns, with one working underwater and the other on the surface prepared to go in for a rescue. One worker helps the diver dress for the water and tends the divers air supply and another is the supervisor.

For deep dives, the company has a decompression chamber, which can be used to help a diver safely adjust to the air at the surface. It can also be used to treat a diver injured with the bends a potentially deadly condition that results when a diver comes to the surface too quickly from deep under water.

A decompression chamber may sound like something youd find on an ocean dive site but, in fact, the first time Dominion Divers used theirs was at the Gardner Dam in southwestern Saskatchewan. Which goes to show that if youre good at what you do, youre ready to do it anywhere.

Bob Armstrong


Jim Rondeau, Wayne Morrison, Granny's Poultry and Bob Vandewater; MBM Best In Business Award

The name Grannys Poultry, conjures up images of a kindly grey-haired lady in her kitchen. But Grannys is a food co-operative thats very large and very up-to-date.

Shes a Granny whos committed to modern management principles, who works with national and provincial scientists to anticipate future dangers, who jumps into action when threatened and whos busy growing, according to Chief Operating Officer, Wayne Morrison, a 40-year veteran of the food industry who has led Grannys for 10 years.

Were a strategically focused company, says Morrison.

As a co-operative owned by about 180 producers of chickens, turkeys and hatching eggs, Grannys has a mandate to provide a market for its members, and to return profits to them through effective and innovative management.

The companys strategic focus has earned it eight placements on MANITOBA BUSINESS Magazines 50 Fastest-Growing Companies directories as well as occupying a perennial spot on the magazines Top 100 Manitoba Companies list. In 1997, Grannys posted total sales of $65 million, compared to the $115 million budgeted for sales in 2007.

Grannys growth will lead the company to a new 34,000-square-foot corporate office and hatchery on Pandora Avenue in Transcona, leaving its current 14,000-square-foot building on Scurfield Blvd in southwest Winnipeg. The new facility will have much more room for the hatchery as well as space for the marketing office, which currently is in a separate building on Pembina Highway.

That move follows a substantial addition in 1999 to Grannys processing plant in Blumenort, north of Steinbach.

The first processing plant was built in Blumenort in 1956 after the first turkey co-operative formed in the 1940s. For years, poultry and dairy producers had a co-op together until the producer owners of Grannys established their own co-operative in 1979.

Today, those producers raise a lot of birds. The minimum for members is 210,000 kilograms of chicken or turkey per year, though larger producers produce as much as 700,000 kilograms per year.

Profits, after taking a share for company reserves for future needs, go into equity accounts of the member producers, in proportion to the amount they sell to the co-op, says Morrison.

Members who turn 65 and sell their production quotas get the money in the equity account in effect a sort of RRSP for retiring chicken and turkey producers.

Hundreds of jobs in Winnipeg, Blumenort and throughout agricultural Manitoba depend on Grannys. The companys workforce ranges from about 325 to 400, depending on the season, with many workers at the Blumenort plant being new immigrants from Germany, Paraguay, Mexico and elsewhere. As well, many of the larger producer members have two or three employees overseeing chicken or turkey barns.

Grannys has grown despite the government supply management of the industry, which keeps Manitobas share of the national poultry about equal to the provinces four per cent share of the population. For turkeys, Manitoba actually accounts for about seven percent of national production.

Morrison notes that Grannys has a disproportionately large share of the national market for table birds the whole turkeys served on occasions like Thanksgiving, Christmas and Easter. Grannys sells about 12 per cent of national table birds.

Part of the long-term growth of the company is based on dietary changes and health concerns, such as the move to reduce cholesterol and fat. As well, new ideas in the food and restaurant industry create more demand for chicken and turkey.

Diet has a fair amount to do with it, notes Morrison. But also, people get more creative all the time in how they serve it.

One of Grannys new uses for turkey is producing turkey kolbassa, smokies and sausage snacks, marketed under the name Grannys Olde Style.

Because of the quota system, for Grannys to make a big move into a new or growing market segment such as producing turkey cold cuts or bacon it would need to redirect product from another market.

Grannys also exports to markets as diverse as South Africa, the Caribbean and Macedonia, adding up to less than 5 per cent of sales.

If corporate growth and product innovation run counter to the stereotype of a sedate country grandmother, so too does the companys forward vision.

Weve established a strategic map, we have a corporate scorecard and departmental scorecards, says Morrison. Weve been practising continuous improvement since I got here, following Demings principles.

The philosophy of empowering workers to come up with ideas and continually improving processes and practices developed by the American management guru W. Edwards Deming is incorporated into Grannys management, its shop floor and everything in between.

That was particularly evident in December 2006, when pins were discovered in a Grannys fresh turkey in Kanata, Ontario.

The company immediately jumped into action, contacting the Canadian Food Inspection Agency and launching a crisis communication operation that took control of a potential public relations disaster.

We took all the birds we had in warehouses in storage here, in Montreal and in Saskatoon and we ran them through metal detectors and didnt find anything. We did a lot of media interviews, we tried to be as forthright as possible.

Although the incident occurred at peak turkey-buying season, consumers were comforted by the immediate response to what was an isolated case of tampering.

It turns out that we dont believe that it had an impact on sales, says Morrison.

Avian flu is also something to fear. Fortunately, Manitobas climate and open spaces provide this province with some protection from bird flu, compared with the damp weather and extremely dense population in the Lower Mainland.

Still, since avian flu can be brought across Canadian borders by wild birds, Manitoba producers need to be vigilant.

We encourage producers to keep flocks indoors to prevent infection from migratory birds, says Morrison.

That means the old-fashioned idea of chickens pecking away in a farm yard is becoming a thing of the past.

The poultry business is not a bed of roses and only the smart survive. Grannys has shown the way and deserves the accolades.

Jan Wehner


Jim Rondeau, Art Elias, HED and Bob Vandewater; MBM Best In Business Award

Growing steadily for 25 years, HED Insurance and Risk Services of Winnipeg, has seen a stellar sales growth spurt in the past five years, according to company President Art Elias.

Five years ago sales were about $50,000,000 and current gross sales have hit $100,000,000. That translates to an overall annual compound rate of growth of just over 15% (pet insurance 24%, commercial and group benefits 13%).

And job creation has risen from 127 to 212.

Elias says, We have achieved these markers by providing independent Canadian businesses and Associations with non-traditional methods of purchasing insurance.

These include programs with substantial self-insurance components for efficiency and value. A strong focus on risk management and loss prevention, and the ability to provide both Commercial Insurance and Employee Benefits have contributed to the success, as has owning a federally registered insurer.

HED is differentiated from other insurance brokers by having a national sales force located in Winnipeg, plus an office in Laval, Quebec for French-speaking clients who together deliver a consistent sales message.

HED has received awards in many categories in recent years including Best Company to Work For, and was on MANITOBA BUSINESS MAGAZINEs annual list of Fifty Fastest-Growing Companies. These awards reflect both employee satisfaction and business success with one definitely contributing to the other.

On the employee satisfaction side of the equation, there are a number of significant factors.

Clear job descriptions with the expectations outlined and effective annual performance evaluations contribute to the confidence of employees in their places within the overall company.

Classifying and posting of all jobs on the Internet makes the information accessible to all employees, and promoting from within, when appropriate, is emphasized. Extensive in-house training programs help to build employees skills. Another focus is on a continual and substantial investment in technology.

HEDs human resource department is dedicated to employee retention. HR policies and employee incentives include reimbursement for continued education, a home computer purchase allowance and a employee referral program that pays up to $1,000. There is an excellent employee benefits package, which includes an employee profit sharing plan in addition to a profit sharing pension plan, and free financial counseling from the pension plan administrator. Managers also participate in a share ownership program.

In order to attract qualified and motivated sales employees, Elias relates that HED has developed a relationship with the Asper School of Business. Through their sponsorship of various events, they help graduating students understand that a career in insurance can be very rewarding and fulfilling.

The Human Resource Management Association of Manitoba recently recognized HED with an Excellence in Leadership Award.

On the business side of the equation, there are equally compelling factors for HEDs success.

They insure some 48,000 pet dogs and cats across Canada, and earn $20,000,000 in annual premiums.

Regional sales and service offices were consolidated in Winnipeg and Laval, and sales and service functions were then separated to allow for specialization.

Since the end of 1998, sixteen senior HED employees have owned the company, except for a minority ownership stake held by Western Financial Group. Another of HEDs strengths comes from the willingness of these shareholders to re-invest in their own business.

HED Insurance and Risk Services remains a young company with an average age of 34. This dynamic energy ensures that the company will remain responsive to changes in its environment and will, in fact, be on the leading edge of change within its industry. HED can expect continued recognition for excellence in the future.

Jan Wehner


Katherine Devine; kisquared

Katherine Devines market research firm, Winnipeg-based kisquared, has come a long way since its start in a spare bedroom of her apartment.

That was in 1998. Fast-forward to 2007 and she and her management team now run a million-dollar company employing about 50 people.

Says Devine, Everyone has to start small and I did that. Her home office lasted about six months. Then, she borrowed $30,000 from a friend who had money and bought the additional computers and software badly needed by her company (then named acumen research).

Devine paid back the money in six months and the company has never faltered since.

Devine knew the market research business from the bottom up, starting out as a call centre employee during her student days. Over nine years she worked her way up to senior management responsibilities.

Eventually, I knew I wanted to run the show, my own show, and in order to do that, I quit my job, she says.

As soon as acumen research opened its doors Devine had a contract from a former long-time client who admired her work enough to search her out. She began with two part-time employees and two phone lines. Six years, four office expansions, 7 added full-time staff, and scores of contracts later, she realized a stronger brand name was needed to reflect the breadth of her companys services. By then thoroughly versed in custom-tailored primary and secondary market research, from initial project design through data collection (in English, French and Spanish), to final analysis and reporting, her company confidently offered strategic advice and impeccable findings to organizations ranging from small non-profits to Fortune 500 companies.

Thats when acumen research became kisquared. kisquared is a play on words for researchers a technique known as chi-square analysis is often used to test the significance of quantitative data to ensure that results are valid and not due to chance.

kisquareds re-branding came at a time when similar companies were bracing themselves for survival and loss rather than growth, according to Devine.

But at her company, business was booming and still is.

In one week, Katherine, a multi-tasking whirlwind, was working with Steinbach manufacturer Loewen Windows on a customer satisfaction study, editing a report on the gaming market for Manitoba Lotteries Corporation, and putting together presentation materials for a gathering of nation-wide wind energy industry stakeholders in Winnipeg.

In founding her company, Devine (who grew up on a farm near Lemberg, Saskatchewan, where her mother still lives) decided to create a work culture she would like as an employee. The approach might seem egocentric; however, she feels its proven to be anything but. A multi-disciplinary team of ten full-time brainiacs Devines word runs the company under her leadership. She says the team approach and flat hierarchy creates a synergy more powerful than individual strengths.

I wanted a workplace that would attract people with complementary skills, she says. Thats what we have.

She proudly describes her colleagues as smart, ethical people, and her companys work culture as mutual respect, with opportunities for humour.

Through daily 15-minute operations meetings, everyone knows what is working well or not. The whole staff gets credit for successes and takes responsibility for errors.

Devines management philosophy is transparency, so staff are fully apprised of company financials too.

A key initiative was becoming one of the first Manitoba research suppliers registered to the ISO 9001:2000 standard. kisquareds entire operation was certified to this global quality assurance standard in September 2001, after two years of implementing, reviewing and documenting processes to make sure that research was consistently done to the highest calibre.

After the quality system and manuals were finished, kisquareds registrar examined everything on paper, then inspected the offices, interviewed everyone, and looked over their workflow to see if they really were doing what they said.

The system is based on continuous improvement, with a mindset of continuously looking for ways to make both the environment and the next project better.

Debriefings after each project spur modifications to the system and methods, leading to increased work efficiency, productivity, quality, or ease in future. Standards are high; staff consistently meet, and then raise, the bar.

Staff education is premised on company advances (rather than the more usual retreats). Assertiveness Training; Mediation; Business Etiquette; Document and Data Control.

These advances allow team members to share their interests, experience and values with each other in a relaxed learning environment.

This philosophy is encapsulated in the company Mission Statement: We are committed to providing a challenging workplace one that respects difference, empowers the individual, encourages professional and personal growth, and recognizes and rewards outstanding performance.

While it might seem hopelessly idealistic, dreaming big brings concrete rewards.

Devine says, Pursuing growth as a strategy creates constant tension, perpetual challenge, and a drive to do everything, whatever it is, just a bit better...a little faster, a little more efficiently, with a touch of grace, while keeping our focus on profitability.

Devine says her team strives to satisfy an internal demand for integrity. For instance, teams of editors do first and second edits on every printed output, following a 58-item checklist covering everything from page layout, spelling and grammar, to adding up percentage columns and double-checking chart colours.

She is also involved with QNET (Manitoba Quality Network), a network of individuals and organizations focused on the pursuit of organizational effectiveness and continuous improvement. Despite a two-year stint as a newspaper editor (at the Uniter, during her student days at the University of Winnipeg), Devine is a self-described information junkie rather than a media person. As such, Devine loves being involved in market research because it gives her an inside look at a different industry every day from manufacturing to healthcare, to cultural organizations with each project exercising different skills and expertise. She says she and her colleagues thrive on the variety and challenge of making every clients business work better.

Devines conviction that a great work environment leads to great results has paid off handsomely.

kisquared was ranked No. 12 on MANITOBA BUSINESS Magazines 50 Fastest-Growing Companies list this year, with gross revenues more than doubling from $453,417 in 2003 to $1,051,588 in 2006.

And 2007 is shaping up to be another very strong year. As a result of her down-to-earth approach while reaching for the stars, Devine and her staff have been granted a Best in Business Practices Award from MANITOBA BUSINESS Magazine.


Natasha Roberts, Ritchie Gage, Vanessa Ratsma and Annica Fiege; Manitoba Business Magazine