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Labour Relations Board finds Kingston dental clinic owes former employee

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Labour Relations Board finds Kingston dental clinic owes former employee

Labour Relations Board finds Kingston dental clinic owes former employee
Cataraqui Woods Dentistry, located on Midland Avenue in Kingston, is owned and operated by Dr. Waji Khan. Photo by Cris Vilela/Kingstonist.

Editorial note: This article has been updated since it was originally published on Tuesday, Aug. 1, 2023, at 3:30 p.m. Please see bottom of article for latest updates.


Content warning: The following article contains some sexually graphic comments, which readers may find disturbing or offensive.

A battle that has seen at least a dozen filings with the Ontario Labour Relations Board since it began in March of 2021 has concluded with a decision of the vice-chair of that Board directing a Kingston-based dental clinic to pay out monies owed to a former employee.

The matter at hand, which was overseen by Brian Smeenk, Vice-Chair of the Ontario Labour Relations Board (OLRB), was the application from a former employee to review — and perhaps overturn — an Employment Standards Officer (ESO)’s refusal to issue Cataraqui Woods Dentistry an Order to Pay. The applicant, who will be referred to in this article as Ms. X to protect her privacy, worked as a dental hygienist at Cataraqui Woods Dentistry from 2013 to 2021, and the application was brought pursuant to section 116 of the Employment Standards Act, 2000, S.O. 2000, c. 41, as amended (the ‘Act’).

Cataraqui Woods Dentistry (which is referred to as CWD throughout Smeenk’s decision and this article), located on Midland Avenue in Kingston’s west end, is owned and operated by Dr. Waji Khan, a dental surgeon and the clinic’s Chief Executive Officer. Khan’s name may sound familiar to Kingstonians: a former member of the Canadian Armed Forces (CAF), he ran to represent Kingston and the Islands for the Green Party in the 2021 federal election. This was the same year by which, Ms. X alleges, Khan and CWD’s Chief Operating Officer Alla Allan had made the dental clinic such a “toxic workplace” that Ms. X was forced to resign. Whether that constituted “constructive dismissal” was also for Smeenk to decide.

The last hearing of the Board took place on Monday, Jun 19, 2023, and the detailed overview and decisions of Smeenk are a whopping 83 pages, out of necessity: the number of issues on the table, stemming from a long list of allegations, required thorough and detailed consideration and reason. Approximately 40 examples of case law are cited throughout the decisions.

The application before Smeenk was also against the Director of Employment Standards (due to the aforementioned refusal to issue an Order to Pay), as well as Dr. S. Vaid, who according to the CWD website is the wife of Dr. Khan.

The background

Ms. X worked for CWD for about seven years, the Board’s documents noted.

“She asserts that she was an employee of CWD. She further asserts that she was constructively dismissed by CWD.  She says the workplace had become toxic and unbearable,” Smeenk wrote.

“This was because, she alleges, she had been subjected to bullying and verbally abusive behaviour by CWD’s co-owner and Chief Executive Officer, Dr. Walid [sic] Khan, and to controlling and domineering micromanagement by him and his Chief Operating Officer, Ms. Alla Allan.”

The legal battle began when Ms. X registered a claim with the Director of Employment Standards on March 18, 2021. That application claimed:

  • termination pay in lieu of notice required under the Employment Standards Act, 2000
  • that she was not paid vacation or holiday pay as required
  • that she had been the subject of reprisals
  • all of these things, she alleges, violate the Act.

“It became clear that this case was being hotly contested, to say the least,” Smeenk remarked of the lengthy battle, which saw both CWD and Ms. X appeal the decisions made by the Board at one point or another.

CWD asserted that Ms. X was an independent contractor, not an employee, and therefore had no rights under the Act. CWD also disputed allegations made “in support of the constructive dismissal claim.”

“After investigating, the ESO denied [Ms. X’s] claim. In her Reasons for Decision dated May 28, 2021, the ESO found that there was no employer/employee relationship and the Act therefore does not apply. The ESO thus did not rule on the other substantive issues.”

CWD maintained its position throughout the review hearing.

According to notes in Smeenk’s decision, the primary issues before him were:

  1. Was Ms. X an employee of CWD or an independent contractor?
  2. If she was an employee, was she constructively dismissed?

“Should [Ms. X] be successful on both of these issues, the parties have agreed that the Board should reserve its decision regarding the remedies that flow from the Board’s decision,” Smeenk wrote.

The case

One of the undisputed facts of the case was that Ms. X began working at CWD around December 2013 and was promoted to Head Dental Hygienist in 2017. She started working at the clinic under terms and conditions that were agreed upon orally, and she later signed a written contract. The date and circumstances under which she signed that contract remain in dispute and were therefore part of the hearing.

Before addressing the first question — was Ms. X an employee or an independent contractor — Smeenk went over both the procedural history and witnesses that had come before the Board, and the question of credibility — of both Ms. X and Khan — in the assertions to the Board.

“While these basic facts are not in dispute, much of the evidence is. While it is not surprising that there would be factual disputes about allegations of bullying or other kinds of mistreatment, there is a surprising degree of dispute here even about the working arrangements and how CWD was managed. The evidence of [Ms. X] and Dr. Khan are in direct conflict, to a greater or lesser degree, on most issues. This necessitates assessments of their credibility,” Smeenk wrote in his decision.

“Unfortunately, I found both of the main protagonists, [Ms. X] and Dr. Khan, lacking in credibility… Suffice it to say here that I have concluded that Dr. Khan said several things that were clearly untrue about certain events and certain communications with his staff,” the vice chair continued.

“In other respects, he had a very selective memory or exaggerated immensely. In his previous career in as a Captain in the Canadian Armed Forces, he was the subject of a decision of a Court Martial in 2004 regarding an act of dishonesty. He had falsified a signature in a declaration, in order to provide dentures to an acquaintance who was not entitled to them. He pleaded guilty and was sentenced. [Ms. X] also had a strong tendency to exaggerate and embellish the facts. She did so throughout her testimony and not just about the alleged bullying.”

Fortunately, Smeenk noted, the witnesses brought in by both sides of the case were deemed credible and were helpful in corroborating some of both parties’ assertions and allegations.

It should be noted that there have been at least 12 applications, requests for consideration, review requests, etc. filed with the OLRB on this dispute since it was first brought before the Board.

It should also be noted that, at the time Ms. X and CWD ceased their working agreement, Ms. X’s husband worked at CWD as a dentist and was a good friend of Khan’s.

Taking into consideration the case law brought forward by both sides, Smeenk pointed to the decision of the Ontario Labour Relations Board in In Comstock Canada Ltd., 2004, in which the Board summarized its “approach for assessing the credibility of witnesses” as follows:

“In assessing the credibility of the witnesses, the Board has considered the usual testimonial factors: the clarity of the testimony; the consistency of the testimony; the demeanour of the witness; and the ability of the witness to testify truthfully and avoid the tug of self-interest.  The Board has also heeded the judicial injunction in Faryna v. Chorny, [citation omitted] to examine the testimony to determine whether it is in ‘harmony with the preponderance of the probabilities which a practical and informed person would readily recognize as reasonable in that place and in those conditions.’” (Bold lettering added by Smeenk for emphasis.)

Throughout the previous hearings, the Board heard from several witnesses on both sides, including current and former CWD employees and dental hygienists, information technology contractors, and the dental practice’s coordinator/receptionist. Smeenk noted for the record there were some people he did not hear from as witnesses, which “will have some bearing on my evaluation of the evidence.” Those people included:

  • Dr. X (dentist at CWD and Ms. X’s husband)
  • Ms. Alla Allan (Chief Operating Officer at CWD and one of two superiors that were subjects of Ms. X’s complaints, the other being Khan)
  • No dental hygienists on behalf of CWD (though dental hygienists spoke on Ms. X’s behalf)

Further complicating the case — and of note for the record, in Smeenk’s opinion — was the fact that, over the course of the hearing previously, the Board “was compelled to issue interim decisions dated September 16 and 23, 2022.  These dealt with Dr. Khan’s communications with two of [Ms. X]’s witnesses.”

Khan had admitted to contacting one of the dental hygienists who testified on Ms. X’s behalf by phone/text messages while she was giving evidence during the September 9 hearing and afterwards. “[That dental hygienist] was very upset and in tears after having looked at the first messages during a break in the hearing,” Smeenk noted.

“Dr. Khan also admitted to sending a text message to [the other dental hygienist who testified on Ms. X’s behalf] on May 13, 2022.”

The resulting decision of the Board, issued on September 23, 2022, stated that since Khan had admitted to communicating with the hygienists and had agreed to cease such communication, “it is not necessary to hear evidence or further arguments on that issue… Dr. Khan implicitly acknowledges through counsel that the communications were improper. An order prohibiting any further communication with witnesses or potential witnesses will be issued as set forth below.” That order remains in place, Smeenk noted.

Status of employment

In weighing his decision concerning Ms. X’s employment status (under the Act) at CWD, Smeenk noted a number of key terms in the contract Ms. X signed. That contract specifically stated, “At no time shall the Associate be construed or deemed to be an employee of the Principal, the relationship between the Principal and the Associate being that of principal and associate with the Associate as a self-employed independent contractor.” (Bold lettering added by Smeenk for emphasis.)

Ms. X did not deny this; however, she raised the question of the circumstances under which the contract was signed.

Both sides proposed multiple case law examples to support their assertions regarding the employment status of Ms. X under the Act — in total, over 15 cases. In his decision, Smeenk referred to seven of those cases, with an emphasis on McCormick v. Fasken Martineau DuMoulin LLP, 2004, quoting that decision:

“There is no universal test to determine whether a person is an employee or an independent contractor… The central question is whether the person… is performing [services] as a person in business on his own account. In making this determination, the level of control the employer has over the worker’s activities will always be a factor. However, other factors to consider include whether the worker provides his or her own equipment, whether the worker hires his or her own helpers, the degree of financial risk taken by the worker, the degree of responsibility for investment and management held by the worker, and the worker’s opportunity for profit in the performance of his or her tasks… The above factors constitute a non-exhaustive list, and there is no set formula as to their application[; it] will depend on the particular facts and circumstances of the case.”

“I will accordingly consider the various factors typically used to consider the employee vs. independent contractor status issue to determine the extent to which they illuminate the essential character of [Ms. X]’s relationship with CWD and the extent of underlying control and dependency. The key is the degree of control… the extent to which [Ms. X] was subject and subordinate to someone else’s decision-making over her working conditions and remuneration,” Smeenk began in making his decision on this question.

Documents from the hearing detail the contract Ms. X signed. “CWD deployed a varying number of Dental Hygienists from time to time.  At some point, CWD began demanding that they all sign the same form of contract as had [Ms. X],” the documents read, noting that, after 2017, all the hygienists had signed said contract apart from one, who was one of the dental hygienists Ms. X brought to the hearing as a witness regarding the conditions under which the contract was signed.

Noting that both parties could not agree on when the contract was signed, as well as the fact that “one clause [of the contract] expressly states the mutual intention that [Ms. X] would be an independent contractor. There are, however, several other clauses that point in the opposite direction,” Smeenk pointed to the fact that a number of those who refused to sign the contract were no longer employed though CWD.

“[Ms. X] further testified that the presentation of these contracts to all of the Dental Hygienists at CWD was ‘a major event,’ which was discussed among the Hygienists. It led to several of them leaving CWD… She also gave evidence that the introduction of this contract changed her pay structure from strictly hourly to percentage-based, a change which she notes from her records took place starting in 2017,” Smeenk stated, noting that one witness, another dental hygienist, had corroborated much of Ms. X’s evidence and had been terminated “within weeks” after she herself refused to sign the contract in question.

On that matter of the contract the Ms. X signed, Smeenk stated that, “the evidence… leads me to conclude that Ms. [X] signed the contract in late 2016, not on July 1, 2014 as testified by Dr. Khan. It also leads me to conclude that it was not entered into freely and voluntarily. Contrary to what is stated in paragraph 30 of the contract, it was not entered into after Ms. [X] received independent legal advice.  Nor did she have an opportunity to read and fully understand it before executing it.”

With regard to Ms. X’s employment status, Smeenk also considered:

  • Income tax treatment and returns
  • The tools, equipment, and premises related to Ms. X’s work at CWD
  • The level of direction and control exercised over Ms. X
  • The CWD Staff Manual and customer service rules
  • Outside referrals (contract work outside CWD)
  • Staff meetings (and the mandatory/non-mandatory nature of them)
  • The scheduling of work hours and patients
  • CWD uniforms and name tags
  • Method of compensation
  • The opportunity for Ms. X to profit

Decision on status of employment

“After weighing all of the evidence based on the relevant factors, I have concluded that the balance of the scale tips heavily in favour of Ms. [X] being considered an employee who is covered by the Act, and not an independent contractor,” Smeenk began in his conclusion on the status of Ms. X’s employment with CWD.

“As submitted by CWD, the onus is on the applicant in a case brought under section 116 of the Act. The applicant has the onus of proving that the ESO’s order should be amended or rescinded,” he concluded.

“I am satisfied that Ms. [X] has met that onus, regarding her status as an employee for purposes of the Act.

Constructive dismissal

“Ms. [X] alleges that she was constructively dismissed by CWD because the workplace had become toxic and unbearable. This was because, she alleges (to describe the allegations broadly), she and the other Dental Hygienists had been ‘micromanaged’ for years by Dr. Khan and Ms. Allan; and she had been subjected to bullying, disrespectful and verbally abusive behaviour by Dr. Khan,” Smeenk wrote.

“This built up until it became intolerable and included reprisals for having voluntarily been tested for COVID-19. When she submitted her letter of resignation and tried to explain her reasons for quitting, she alleges that his response was so vile and angry that it traumatized her and she had to leave.”

The legal framework for the decision on this matter, Smeenk noted, is laid out in the Act: Sect. 56(1)(b) is the “controlling provision.” It states:

“An employer terminates the employment of an employee for purposes of section 54 if… the employer constructively dismisses the employee and the employee resigns from his or her employment in response to that within a reasonable period.”

Again, Ms. X and CWD cited multiple items of case law and Labour Board decisions in fighting their side of the case. After weighing those, Smeenk went over the “evidence and findings of fact” in relation to a number of items. Those included:

  • The toxic work environment and micromanagement allegations
  • Alleged comments about former employees and patients
  • Inappropriate jokes and sexual comments
  • Incidents related to COVID-19
  • The resignation meeting

Toxic work environment and micromanagement

With regard to toxic work environment and micromanagement allegations, Smeenk noted that Ms. X alleged that the work environment was toxic due to Khan and Allan’s bullying management style. Ms. X characterized Allan as “controlling and domineering.” She testified that she “felt smothered by Dr. Khan’s rules, policies and repetitive directions,” and that he micromanaged the dental hygienists. Ms. X also stated that, when she requested more time off for vacations, Khan responded that he could find other hygienists to fill her chair.

“Weighing all of the evidence, I find that Dr. Khan managed the Dental Hygienists in a controlling and domineering fashion. He sometimes embarrassed them at Staff Meetings when criticizing their work or their billing or charting practices. He was a harsh critic. But prior to [Ms. X]’s resignation, he did not yell at her, use profanities or ridicule her work in the presence of others,” Smeenk wrote in his findings, also noting that he found Ms. X was “monitored” by Allan, but not bullied by her.

Comments about former employees and patients

With regard to the alleged comments about former employees and patients, Smeenk noted that Ms. X gave evidence that Khan had made critical or derisive comments about former employees and their families. He detailed that Ms. X stated she felt comments Khan had made in her presence made her feel that he would speak negatively and abusively about anyone who left the dental clinic. She testified that some of Khan’s comments made her feel “uncomfortable and disgusted.” Witness who spoke on behalf of Ms. X — both dental hygienists — corroborated Ms. X’s evidence, Smeenk found, with one witness recalling Khan repeatedly referring to a former employee as “a bitch” and “lazy.” Khan denied these allegations; however, Smeenk found credibility in the corroborated evidence presented.

“I therefore find that Dr. Khan from time to time made insulting and derisive comments about a number of departed employees… I note, however, that Ms. [X] did not complain about such alleged remarks. And she kept working at CWD for several years thereafter.”

Smeenk rejected Ms. X’s allegations about Khan making inappropriate remarks concerning patients, and he noted that Ms. X did not suggest the alleged remarks were aimed at her or intended to make her uncomfortable.

Inappropriate jokes and sexual comments

With regard to the allegations of inappropriate jokes and sexual comments, Smeenk summarized the allegations made by Ms. X, which Kingstonist has condensed as the following:

  • From December 2013 to October 2020, Khan frequently made inappropriate jokes and comments of a sexual nature, usually in the lunchroom.
  • In 2018, Khan showed Ms. X a photo of himself with a zucchini in from of his clothed groin area and asked her what she thought of it.
  • Khan sometimes showed Ms. X pictures from a “People of Walmart” page online, some of which included sexually explicit images of “wardrobe malfunctions.”
  • In September 2020, Khan recited a sexually suggestive “nursery rhyme.”
  • “Dr. Khan frequently commented about news stories regarding women coming forward with claims of sexual abuse, saying very negative things about the women. He made these comments in relation to news stories about Bill Cosby, Jeffrey Epstein, Jian Ghomeshi and Harvey Weinstein, among others.”
  • “Dr. Khan made comments about claims of sexual abuse in the military that were reported in the media, deriding the female complainants.”
  • Khan made comments to male patients that were sexual in nature, “such as telling stories about a friend’s sex life” in the operatory.
  • At a meeting with an entirely female staff group, Khan commented about proper clothing regarding jeans and black pants being “not too tight” and commented, “How to tell if your pants are too tight… Your male patient will let you know by expressing his instant desire to go camping.”

“Although she found these kinds of sexual comments inappropriate and disgusting, [Ms. X] did not speak up about it because she was afraid of the backlash she would face,” Smeenk noted Ms. X had asserted.

In his findings, Smeenk noted that Khan “denied ever engaging in inappropriate discussions in the workplace of a sexual nature. He stated that he always keeps his comments respectful and professional.” Smeenk also noted that the accusations regarding inappropriate comments in the lunchroom were not corroborated; however, a witness did state that Khan “discussed the Ghomeshi trial repeatedly” and remarked how Ghomeshi could not be found guilty. He continued making these comments even though the witness hygienist became upset, until she said she did not want to discuss the trial any more and left the room.

Smeenk found that, since another hygienist gave evidence similar to that of Ms. X, Khan had such discussions with several hygienists. However, he gave much weight to the fact that Ms. X did not complain about these incidents, despite being friends with some of the staff, and that she did not make official complaints through CWD’s Anti-Harassment Policy.

Smeenk then moved on to what he referred to as “the most disturbing of Ms. [X]’s allegations,” those being inappropriate sexual comments related to Ms. X’s children.

In her statements to the Board, Ms. X gave the following evidence:

“Dr. Khan also made inappropriate comments about my children. In July 2020, I was having a conversation with Dr. Khan in the lunchroom and he asked me where my children went to school. I told him that my children were attending a Catholic school. Dr. Khan responded by saying ‘you do know that your son is taking it up the ass at school from his teacher?’ and went on to state that he would never permit his children to attend a Catholic school because he ‘didn’t want his daughter on her knees, practicing blowjobs on the teacher.’ I was shocked and I left the lunchroom immediately.”

And:

“In August 2020, I was in the lunchroom talking with Dr. Khan and the topic of schools came up again. Dr. Khan began talking about Catholic school teachers ‘fucking students up the ass.’ I do not remember exactly what could have prompted this comment, but I remember that it was said because it was shocking and disgusting. I asked Dr. Khan to stop and left the room.”

Ms. X told the board these comments made her “especially disturbed” and “physically sick to my stomach.”

“Despite that and even though these comments were related to her children,” Smeenk noted, “there is no evidence that she reported them to her husband, Dr. X, even though he worked at CWD as well.”

Pointing out that Dr. X had not testified and that there was no evidence Ms. X had told her husband about these comments, “The lack of any evidence about any such conversation between Ms. [X] and her husband adds to my doubts about her evidence,” Smeenk wrote in his findings.

For his part, Khan stated in his Will Say Statement that he “never engaged in “inappropriate discussions in the workplace of a sexual nature. This includes any comments regarding Ms. [X] and her family.” On cross-examination he testified he never discussed with Ms. X where her children went to school and that he never engaged in any sexual banter with any of the hygienists.

However, one of the witness dental hygienists testified that “on several occasions Dr. Khan would discuss his feelings about Catholics, including that there are a lot of pedophiles in the Catholic church. He expressed distrust about Catholic schools and would say words to the effect of Catholic school teachers being ‘a bunch of perverts.’”

Finding that the witness hygienist had no personal interest in the case and therefore no reason to fabricate such evidence, Smeenk accepted her evidence.

“I find that Dr. Khan repeatedly made comments about people in the Catholic Church, Catholic schools and Catholic teachers in the manner described by [the witness hygienist]. It is reasonable to infer from the combined evidence of [the witness hygienist] and [Ms. X], that he repeatedly made such comments to various Hygienists, including [Ms. X]. Further, having regard for Dr. Khan’s friendship with [Ms. X]’s husband and long working relationship with both Dr. [X] and Ms. [X], I accept her evidence that Dr. Khan knew that her children attended a Catholic school,” Smeenk decided.

COVID-19 incidents

With regard to the incidents related to COVID-19, Smeenk outlined that this set of allegations related to Khan’s treatment of Ms. X and other staff in relation to how the dental clinic needed to handle the pandemic. Ms. X stated that Khan “ranted” that it was a “government conspiracy,” and that he objected to the restrictions put in place by the College of Dental Hygienists of Ontario (CDHO). When hygienists were permitted to return to work by the CDHO, Ms. X testified, she told Khan some of the hygienists at CWD were reluctant — to which Khan responded, “Anyone who does not want to come back to work immediately will be replaced.” As a result, Ms. X testified, she returned to work on the first possible day, fearing she would otherwise lose her employment.

Further, Ms. X asserted that, after another employee at CWD tested positive for COVID-19, she was told by Khan not to get tested because he was concerned about CWD’s reputation being harmed “if it got out.” Ms. X testified she got tested anyway and tested negative. When she was next at work, Khan approached her in the lunchroom and asked another employee to leave. According to Ms. X, Khan sat across from her and asked twice, “What is your definition of loyalty?” Ms. X stated that Khan stared at her for at least 10 seconds, then asked, “What is your definition of trust?” before staring at her more. When she asked what the questioning was about, Khan didn’t answer, Ms. X said.

Ms. X testified that this made her extremely uncomfortable, that Khan was angry and intimidating, and that this was the turning point in her relationship with Khan and Allan. Allan, Ms. X alleged, became cold and removed patients from Ms. X’s schedule, and Khan began ignoring her.

This evidence, Smeenk found, was corroborated by witness testimony, which referenced Khan being upset that Ms. X and others were being voluntarily tested for COVID-19, as well as two messages Khan sent to an online group chat of CWD staff. The witness hygienist said she had no doubt the messages were related to employees getting tested, and produced copies of the two messages, which read:

“I hope that people understand why we need such drastic measures. We need to maintain an ability to stay open so that we can provide care for our patients. We work as a team, there is no ‘I’ in team. Everyone’s job is dependent upon others in Camelot to play the game. Ask yourself what LOYALTY and TRUST mean to you. I’m hoping that the English language means something to everyone reading this.”

And:

“Disloyalty, Dishonesty and Defiance will no longer be tolerated! I think I’ve made myself crystal clear!”

On this matter, Khan agreed that he discussed his perspectives on the pandemic with the CWD staff, that it put immense pressure on his industry, and that he was eager to have the hygienists return to work. Smeenk noted that Khan had stated, however, “I always made it abundantly clear at all times that independent contractors had the freedom to decide not to return if they had concerns about their safety. At no point did I encourage [them] to take any risks with respect to COVID-19 that made them uncomfortable.”

While Khan agreed he sent the first of the two messages in the group chat, he claimed the second message was sent to the group accidentally and had actually been intended for a fellow member of the military reserve about military matters; it had nothing to do with CWD work, he said.

“I reject Dr. Khan’s denial and explanation of the second message,” Smeenk wrote in his decision. “Nothing in it indicates it is about military matters. It is very consistent with the other message he admits sending to the CWD group. I conclude that both messages were intended for the CWD professionals, to pressure them to attend work as much as possible and to avoid voluntary testing.”

“I also find as a fact that, from the time that Ms. [X] underwent voluntary COVID testing in early June, 2020, it soured her relationship with both Dr. Khan and Ms. Allan,” Smeenk wrote, noting that he accepted Ms. X’s evidence that Allan became cold to her and removed patients from Ms. X’s schedule in reprisal for her voluntary COVID-19 testing.

Smeenk wrote, “As noted, [Ms. X] was not cross-examined on this evidence. Ms. Allan did not testify to rebut it. I am prepared to draw an adverse inference from that. I therefore find that Ms. [X]’s insistence on being voluntarily tested for COVID after a colleague had tested positive resulted in her being ostracized by both Dr. Khan and Ms. Allan. She was also penalized by way of the re-assignment of some of her patients to others starting in June 2020. The extent and duration of such re-assignments is unclear.”

Resignation meeting

Finally, with regard to Ms. X’s resignation meeting, Smeenk outlined that Ms. X gave evidence that she’d gone into Khan’s office and handed him a letter, which read, “I am unable to continue working in my current environment, and feel it is time to move on to other opportunities better suited for me.”

Ms. X stated that Khan then read the letter, ripped it down the middle, and threw it on the floor. According to Ms. X, he told her she was not leaving and was obligated to her patients; she further alleged that Khan said he would charge her with “reckless abandonment.” When she tried to explain why she was no longer capable of working at CWD, Khan said that, in that case, she would not work anywhere and he would report her to the CDHO, Ms. X stated.

Ms. X also stated that Khan yelled at her with profanities and told her to get out within five minutes.

“When she tried to explain that she could no longer bear Dr. Khan’s sexual comments because she had herself been a victim of abuse as a child, she testified that Dr. Khan said, ‘Everyone’s been molested. Get over it,’ and then started to recount his own story of being molested by a priest. She begged him to stop and ran out of the office. She then spoke with her husband, who was in the process of treating a patient, who told her to go home. She says she left while crying in front of her co-workers,” Smeenk detailed.

The vice chair noted that no witnesses gave evidence to corroborate Ms. X’s version of the events that day. Khan denied making the comments Ms. X asserted he said, as well as tearing up her resignation letter. He testified, Smeenk wrote, that no one complained about yelling or a disturbance at the time of his meeting with Ms. X, and that he was surprised and disappointed by Ms. X’s resignation, but remained in control of himself. He also said he did not threaten to report Ms. X to the CDHO. However, Smeenk pointed out, Khan’s pleadings filed with the Board stated, “… upon Ms. [X] advising of a health crisis as the reason for her early breach of contract it was noted by Dr. Khan that a file might be required to be sent to The College of Dental Hygienists of Ontario as it is required to list any issues of concern of a regulated health care professional governed by this body.”

In cross examination, Khan stepped back those comments, saying he did not intend to file anything with the CDHO in writing. He admitted to discussing Ms. X’s mental state during the resignation meeting and discussing how, if her mental state was affecting her work, she should not be working.

Noting Ms. X’s “penchant for exaggeration,” Smeenk said he was unable to wholly accept her evidence regarding the meeting.

“But I also cannot wholly accept that of Dr. Khan, especially given the contradictions in his evidence and pleadings. Having regard for Dr. Khan’s admission that he was surprised and disappointed, and his generally domineering approach towards CWD’s Hygienists, it is reasonable to conclude that he responded in an emotional and angry manner after he read the resignation letter. He likely raised his voice. He certainly discussed Ms. [X]’s state of mental health. I accept that he discussed that if her mental health did not permit her to work at CWD, it would also not permit her to work elsewhere as a hygienist,” Smeenk wrote of his findings.

“This would have been consistent with his prior attitude towards departures of Hygienists. There is, however, no credible evidence to support the allegations of using profanities, tearing up the letter or telling Ms. [X] to get out within five minutes. Nor is there credible evidence to support the allegations about them both discussing their childhood sexual abuses. That said, I find that Ms. [X] did leave quickly and was distraught when she left.”

After analyzing his findings against case law regarding constructive dismissal, Smeenk concluded that, while much of Ms. X’s evidence did not help in determining a decision of whether she was constructively dismissed, some of her evidence — as well as the corroborating information from witnesses and information obtained on and through Khan — made the decision clear to him.

Decision on constructive dismissal

“Regarding the second issue, while rejecting a number of her claims as unproven, there is sufficient, credible evidence to conclude that Ms. [X] was constructively dismissed,” Smeenk said in his decision.

“In summary, I am satisfied that the combination of Dr. Khan’s repeated comments about Catholic schools and their teachers, knowing that Ms. [X]’s children attended such a school, together with his highly charged accusation that Ms. [X] had been disloyal by getting tested for COVID after her co-worker had tested positive, and then ostracizing and penalizing her, made it untenable on an objective basis for Ms. [X] to remain an employee of CWD,” Smeenk continued.

“She was, in effect, being told to choose between her own and her family’s health and safety and her job…I have concluded that CWD’s conduct passed so far beyond the bounds of reasonableness that Ms. [X] reasonably found continued employment to be intolerable.”

Final decision

Therefore, Smeenk ruled, Ms. X’s application was allowed, and CWD was directed to pay to the Director of Employment Standards in trust on behalf of Ms. X all of her entitlements under the Employment Standards Act. No monetary value for this was indicated in the Board’s documents.


Update (Friday, Aug. 4, 2023 at 2:55 p.m.):
Since this article was published on August 1, 2023, further documents from the Ontario Labour Relations Board (OLRB) have become available, and indicate that this matter is far from over.

In his decision on June 19, 2023, OLRB Vice Chair Brian Smeenk allowed the application of a former employee at Cataraqui Woods Dentistry (Ms. X) to review — and perhaps overturn — an Employment Standards Officer (ESO)’s refusal to issue Cataraqui Woods Dentistry (CWD) an Order to Pay. This matter related to Ms. X no longer working at CWD, and asserting she was, infact, an employee of the clinic — not an independent contractor — and, further, that she was “constructively dismissed” in that she felt forced to leave her employment with CDW due to the “toxic environment” of the workplace. Smeenk found that Ms. X was, indeed, an employee at CDW, and that she was constructively dismissed due to a litany of issues (as outlined above).

The new OLRB documents show that CDW is appealing Smeenk’s findings.

Following Smeenk’s decision, the Board retained jurisdiction to deal with any disputes regarding Ms. X’s entitlements, or any other issue relating the remedies stemming fomr the decision.

“In the event the parties are unable to reach agreement in this regard, they were directed to make written submissions within 30 days of the date of the Decision,” the decision stated.

And that’s precisely what happened when, on July 10, 2023, counsel for CDW informed the Board of Khan and CWD’s intention to request the Board reconsider the decision. That request was filed on July 18, according to Board documents.

“Counsel further advised that the parties mutually request that the timeline for written submissions on damages be suspended, pending the outcome of the request for reconsideration,” Smeenk wrote in the most recent filing with the Board regarding Khan and CWD’s request for reconsideration, dated July 18, 2023.

“The parties mutually request that, in the event the request for reconsideration is unsuccessful, a fresh 15 days from the date of the reconsideration decision be provided for the parties to reach agreement or make submissions.”

Given the mutual nature of the request, Smeenk ordered, on behalf of the Board, that “the 30 day time limit for making submissions regarding remedies, as set forth in the final paragraph of the Decision is hereby suspended pending the determination of CWD’s request for reconsideration.”

“Should damages be owing following the determination of the request for reconsideration,” Smeenk concluded, “the parties shall have 15 days from the date of that decision to reach agreement or, failing agreement, make submissions to the Board regarding Ms. [X]’s entitlements or any other issue related to the remedies that flow from the Decision.”

This is now a developing story once again. Kingstonist will continue to monitor this matter and provide updated coverage as more information becomes available.

Promoting Health and Literacy: UTHSC’s Pediatric Dental Clinics Provide Free Books for Patients

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Promoting Health and Literacy: UTHSC’s Pediatric Dental Clinics Provide Free Books for Patients

Dr. Clarice Law Eyre (left) and Kathryn Foster (right), administrative secretary and liaison for the A Book Just for Me program, honor Ella Fitzgerald in front of the books given away through the Ella Fitzgerald Charitable Foundation’s program.

When children attend their appointments at the pediatric dental clinics associated with the University of Tennessee Health Science Center’s College of Dentistry, they can receive not only care for their teeth, but also enrichment for their minds.

Through a program by the Ella Fitzgerald Charitable Foundation called A Book Just for Me, the clinic is providing free books along with toothbrushes and toothpaste for each child at the end of a dental visit. Clarice Law Eyre, DMD, chair of the Department of Pediatric Dentistry and Community Oral Health, knew of the program from her previous role in California and wanted to bring it here to UTHSC.

“The thing that resonated with me was that the foundation promoted health and literacy together,” she said. “When I came here a year ago, I noticed that the population that we serve fits in very much with the population that Ella Fitzgerald wanted to support.”

The College of Dentistry treats all ages of children at the Dunn Dental Building on the UTHSC campus in Memphis and at Le Bonheur Children’s Hospital. Most of its patients are on TennCare, which provides coverage primarily to low-income families in Tennessee.

The foundation was started to fulfill Fitzgerald’s desire to promote love of music, literacy and reading, and health, particularly for people who are at risk or from disadvantaged backgrounds. In addition to operating the book program and other educational opportunities, the foundation supports students of music; assists organizations that provide free or low-cost health care, dental care, shelter, and food to those in need; and funds medical research in the areas of diabetes, heart disease, vision problems, and childhood illness.

According to the foundation’s executive director, Fran Morris Rosman, Fitzgerald had a passion for reading and a desire to help every child. Her foundation now donates approximately 200,000 new books, as well as pencils, crayons, and other supplies, each year. Rosman said teaching children to aspire to an education is an effective way to break the cycle of poverty and give them a better life.

“If you’re working with kids below the poverty line, wherever they’re living you might find some kind of electronic devices, maybe electronic games, but you often won’t find anything to read. There might not be a pencil for the kids to do their homework, there won’t be crayons, there won’t be anything to help the kids learn to use their minds and open their worlds,” she said. “The easiest way to do it is to get some books. If there are five kids in the family, and you give each child a book, all of a sudden, there’s a bookshelf in the house.”

The College of Dentistry’s pediatric department gives free books to patients at its clinics on the UTHSC campus and at Le Bonheur Children’s Hospital.

Two-thousand books for children of all ages arrived in the UTHSC clinic’s first book order, filling shelves from floor to ceiling. “Basically, we tell the kids that they’re welcome to choose whatever books they want. We usually tell them to pick one, but sometimes our residents and students will get generous and give more than one,” Dr. Law Eyre said. “The picture books seem to have been going really, really quickly.”

Not only does providing books promote reading and education, Rosman said it can also help uneasy children get through their dental treatments. “If you have a child going to the dentist, he or she may be nervous or scared, but that kid is going to be there for a couple of hours. You’ve got them captive in your clinic – that’s the time to give them the tools they need to learn that education is really a ton of fun,” she said.

Dr. Law Eyre said, while parents are not always open to taking family advice from a dentist, she hopes to emphasize the importance of reading as a family. Her goal is in line with UTHSC’s vision to create healthy Tennesseans and thriving communities. “We are just trying to promote healthy choices and healthy families.”

Win a pop-up shop in Edinburgh this festive period

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Win a pop-up shop in Edinburgh this festive period

Small Business has teamed up with Sage to offer your business the chance to open its own pop-up shop in Edinburgh in its glittering St James Quarter.  

Three winning small businesses will share the Edinburgh pop-up shop in the St James Quarter retail destination, where you will be selling alongside John Lewis and luxury brands including Space NK, Hotel Chocolat and L’Occitane.  

It couldn’t be a better showcase for your business in the run-up to Christmas – and it’s completely free to enter.  

Three lucky businesses will share our Small Business x Sage pop-up shop from Wednesday, 29th November to Saturday, 2nd December.  

It’s an ideal way to test your product, find new customers or get feedback on your service.  

4 reasons to enter 

Grow your brand 

Winners will get high-profile awareness via footfall through the busy St James Quarter during the run-up to Christmas, plus you’ll secure helpful press coverage. 

Showcase your business 

Invite investors, peers or prospects to showcase your business. The shop also has an events space where we’ll run events during the pop-up. 

Roadtest your product or service 

A unique opportunity to sell or demo your product or service to potential customers at scale and garner invaluable face-to-face feedback from consumers. 

Create leads for your business 

Get a pipeline of high-intent leads for your business that you can follow up with beyond the shop. 

What you could win 

Four days takeover of a pop-up shop in St James Quarter, Edinburgh 

  • Support with set up 
  • Video interview and editorial coverage post-event 
  • £250 budget to spend on stock, marketing and promotion 
  • Sage Accounting 6 months free trial 
  • Promotion across Small Business including email newsletters and social media posts 

What previous winners say 

Last June, Small Business and Sage teamed up to give three winning businesses the chance to run their own pop-up shop in central London’s busy Oxford Street.  

Vegan brownie company Cake Or Die, online bookstore LoveReading and baby equipment rental service Baboodle were chosen out of dozens/hundreds of entries to share the pop-up.  

The reaction from winners was hugely positive, especially about the platform it gave their brands.  

Deborah Maclaren of LoveReading said: “The support we’ve had from Sage and Small Business has been brilliant. It’s just been a seamless, brilliant experience.” 

Katie Hanton-Parr of Baboodle added: “All the support around it has been brilliant as well – all the workshops, it’s a bit of a gamechanger. You won’t even realise for a bit how important it’s been … it’s a trickle-down effect.” 

How to enter our Sage pop-up shop competition 

Just fill in the online competition entry form here.  

Entries close at midnight on 8th October 2023.  

The winner will be announced on Monday 23rd October. 

The winning businesses will take over the space from Tuesday 28th November to Saturday 2nd December (with the shop open for trading Wednesday to Saturday).  

The competition is open to all UK businesses who have been trading for less than five years (up to and including 28th November 2023) and is completely free to enter. 

Who are our Sage pop-up shop judges?

Oliver Clark

Global VP of integrated campaigns for Sage

Oliver Clarke joined Sage in January 2022 as the global VP of integrated campaigns. He’s responsible for driving the strategy and creative for all Sage’s campaigns globally, with the ambition to make Sage an iconic brand in its category. Olly has a wealth of experience in marketing and advertising, creating transformation and award-winning campaigns for some of the world’s biggest brands, working with companies such as Unilever, ABInBev and Mars. 

Katie Cross

Founder and director of Cake or Death

Katie Cross had a career in fundraising and development for a range of charities before quitting in January 2019 to pursue her dream of being a business owner. Cake or Death started as a wholesale vegan cake company in early 2019. After the incredible response to Cake or Death’s brownies at a vegan market in London, Katie focused her energy on the secret recipe and developed several new flavours. Once the pandemic hit, Katie pivoted the business from wholesale to Cake or Death’s ingenious consumer letterbox brownie boxes. The bakery moved from East London to Exeter in Summer 2021, where it now houses a shop front and continues to send bakes across the country.

Deborah Maclaren

Managing director of LoveReading

Deborah Maclaren is the managing director of LoveReading and LoveReading4Kids and she has been steering the ship since 2018. Her involvement in the LoveReading portfolio brings together her media background, passion for books, her love of literacy, marketing knowledge and her commercial acumen and has led the LoveReading brand into a new world, filled with brilliantly bookish content and the launch of an online bookstore with social purpose. LoveReading was one of the winners of the Sage x Small Business inaugual competition in June, which enabled them to have their very first physical presence as a bookstore.

Kirsty Waller 

Vice president of UKI performance marketing for Sage 

Kirsty Waller is responsible for gaining insight and understanding of the ever-changing business environment for SMEs and supporting over one million Sage UK customers to scale and grow their businesses. 

Take this quiz to better understand your business

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Take this quiz to better understand your business

All of us could be running our businesses better. Whether it’s mishandling customer orders or not keeping track of invoices or simply paying too much for taking payments. That’s why we’ve created this easy quiz to help you better understand your business.

Run your business better scorecard

Whether you are just starting your business, or already established and looking to grow, this scorecard has been designed to show entrepreneurs, startups and small businesses their blind spots and provide instant, actionable steps on how to improve.

Answer 14 questions and discover your score.

What’s in it for you?

It’s easier to improve your business growth strategies when you know where your pain points lie. By identifying your current areas of success and areas for improvement, you can put your efforts into the right places and see the results.

Just by answering a few quick questions, you can gain better insight into your business and which areas you need to tackle to boost your success:

  • Get more customers
  • Propel your revenue
  • Protect your business
  • Improve your work life balance

‘This quiz was quick to take but helped highlight some blindspots in my business I hadn’t thought about previously. More importantly, I know what I need to do next’

Alison Evans, co-owner Good Evans

Why have we created this quiz?

We’re launching a brand-new purpose-built membership Small Business Pro [hyperlink] for all small businesses, including sole traders, start-ups and side hustles, designed to help business owners unlock the full potential of their business. 

And we want to make sure our tools really address the biggest pain points business owners like you are facing right now.

This scorecard will help you discover your blind spots – and help us make sure we’ve got the right solution to help you.

Streamline your business and supercharge your success today. 

Further reading

Win a pop-up shop in Edinburgh this festive period – Take your brand to Edinburgh into the run-up to this Hogmanay. Three lucky businesses could share a pop-up shop in the glittering St James Quarter in our new Small Business x Sage competition

Chat GPT for marketing Debrief

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Chat GPT for marketing Debrief

Chat GPT for marketing Debrief

 

I ran my ChatGPT for marketing & lead nurture workshop this morning.

Here are 2 takeaways in case you missed it.

ChatGPT is only as good an the inputs you give it. With your prompts, I suggest assigning ChatGPT a role and an also outcome you desire. Then provide as much detail and context as you can. Don’t be shy – it can handle a lot of detail!

Then make revisions to the draft that ChatGPT gives you. This should get you to an output that is 70% of the way there. The final 30% is up to you to put the finishing touches on.

The 2 tools I love are:
AIPRM  for ChatGPT – gives you access to libraries of pre-written prompts you can deploy.
ChatGPT Organizer – provides folders for you to organise your all your prompts.

I also did a deep dive hot seat with a coaching client and we got ChatGPT to write a sales page and a ‘shake the tree’ message. We compared a ‘basic prompt’ to an ‘advanced prompt’ so attendees could see the difference.

If you’d like the recording of today’s workshop, send me a DM on LinkedIn.

PS. When you”re ready, here are 6 ways we help consultants & advisors grow:

1. Web Strategy Planning Template (PDF). Our flagship 1-page tool we co-created with David Meerman Scott. It’s been downloaded over 1 million times and featured on Forbes.

2. Read a free chapter from our book. Web Marketing That Works — an Amazon #1 best seller.

3. Join the private group on Facebook. Access free training resources, and hang out with 2,300+ peers.

4. Discover your marketing score. Take the 40 point Marketing Scorecard (in < 6mins) and get a customised report.

5. DIY with the 50+ Script Library. It’s for connecting with new people and nurturing them into high-value clients.

6. Let’s brainstorm how to fill your marketing funnel. DM the word “INTERESTED” via Messenger or book a 20 min slot to talk on Zoom.

Content Marketing Sales Funnel 3D Icon

Content Marketing Sales Funnel

Your content marketing sales funnel is all about getting people to know, like and trust you by nurturing them with the right information at the right time.

Download it now

5 Hong Kong Business Culture Practices For Success (2023)

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5 Hong Kong Business Culture Practices For Success (2023)

Hong Kong’s business culture is unique. It is defined by principles rooted in Confucianism, collectivism, pluralism, materialism, and entrepreneurialism.

To succeed in this dynamic market, businesses must build strong relationships, master traditional greetings, communicate effectively, prioritize professional appearance, and embrace cultural sensitivity. Understanding these principles is crucial for those looking to thrive in Hong Kong’s bustling business landscape, where East meets West, and ancient philosophies guide modern aspirations.

Hong Kong Business Culture Practices for Unlocking Success

Hong Kong, a dynamic metropolis at the crossroads of East and West, beckons businesses from around the globe. Its allure lies not just in its breathtaking skyline and bustling harbor, but also in the unique principles that shape its business culture.

Whether you are expanding your company into this vibrant market or simply looking to navigate the intricacies of Hong Kong business interactions, we invite you on a journey to uncover the five guiding principles that define this exciting business landscape.

1. Confucianism: The Art of Hierarchy and Respect

In the heart of Hong Kong’s business ethos lies the ancient philosophy of Confucianism, also known as ‘Ruism.’ This venerable system of thought still wields tremendous influence in the daily lives of Hong Kong’s people.

At its core, Confucianism emphasizes the importance of structured relationships, hierarchies, and, yes, inequalities, that demand respect.

Picture this: You are about to enter a pivotal business meeting in Hong Kong. As the doors swing open, the senior leaders of the company take the lead. It is customary to greet them first and accord them the highest degree of respect. In the crucible of tough negotiations, even seniority is not to be challenged.

But how do you identify the most senior figure? Watch for subtle visual cues. See who opens doors, who is offered the first seat, or who commands the attention of the room. More often than not, the senior leader is also the eldest.

Confucian thinking places great emphasis on age, further underscoring the value of seniority.

2. Collectivism: The Power of Unity

Hong Kong’s society thrives on collectivism, a communitarian spirit where individuals willingly relinquish some autonomy to belong to a broader group. In this environment, groups cultivate loyalty and prioritize the interests of the collective over individual desires, even those of the leader.

Imagine a room filled with colleagues from the same company, or individuals of similar hierarchy or shared business interests. You’ll witness an unwavering support system in action, even if it initially appears counterproductive to the negotiation at hand. The group’s needs and goals trump individual aspirations.

This collectivist mindset may seem out of sync with Western individualism, but to Hong Kong’s inhabitants, it offers a sense of belonging and protection. Be prepared to consider the group’s position and needs above those of individual members.

3. Pluralism: Harmony Amidst Diversity

Despite a predominantly ethnically Chinese population, Hong Kong embraces pluralism—an ideology where people of diverse backgrounds, traditions, languages, religions, ethnicities, and defining characteristics coexist harmoniously.

The promotion of group values is a cornerstone of this approach, promoting inclusivity and understanding.

In the realm of business, this translates into a welcoming and respectful commercial environment, regardless of your background or beliefs. Hong Kong’s highly educated and internationally-minded population means you are unlikely to encounter discrimination.

Remember to acknowledge compliments and appreciate the cultural diversity that thrives in this cosmopolitan hub.

4. Materialism: The Class Act

Class is a significant aspect of Hong Kong society, heavily influenced by social status and wealth. The belief that education and business success can elevate one’s class is deeply ingrained. Consequently, material possessions play a role in almost every interaction.

In the business arena, judgments are swiftly made about you, your company, and your abilities based on appearances. From the clothes you wear to the car you arrive in, every detail contributes to the impression you make.

Even if you personally downplay materialism, it is essential to respect its importance in Hong Kong’s culture.

5. Entrepreneurialism: Where Busy is Beautiful

Hong Kong’s bustling global economy marries perfectly with a reverence for entrepreneurialism.

New businesses sprout daily, and hard work is celebrated as a virtue. In this city, appearing busy and carrying a substantial workload are badges of honor. Some even embellish their workloads to impress senior business leaders and family members.

In the business context, the entrepreneurial spirit is familiar, but there is an unusual twist. Unlike Western cultures that value work-life balance as an end in itself, Hong Kong places a premium on staying busy.

Understanding this pressure and showing sensitivity to individuals who may exaggerate their busyness is crucial.

Success in Hong Kong

Nurturing Success in Hong Kong: Your Guide to Thriving

Now that you’ve delved into the intricacies of Hong Kong’s business culture, let’s explore how to nurture success in this dynamic market.

1. Building Relationships

In Hong Kong, relationships are pivotal. Take the time to cultivate personal connections and build trust with your business partners. Invite them to dinner or engage in casual conversations to strengthen your ties.

2. Mastering Greetings

Greetings are essential in Hong Kong. Show respect by bowing slightly when meeting someone new and offering your business card with both hands. When receiving a card, take a moment to examine it before carefully placing it in your cardholder or pocket.

3. Effective Communication

In negotiations, clarity and brevity are valued. Keep your statements concise and to the point. Be prepared to negotiate with patience, and always maintain a respectful tone.

4. Dress the Part

Appearance matters greatly in Hong Kong. Dress in professional attire, and pay attention to details such as grooming and accessories. Your outward presentation reflects your commitment to the business.

5. Cultural Sensitivity

While Hong Kong embraces diversity, it is vital to respect local customs and traditions. Learn about Chinese festivals and holidays, as this knowledge can deepen your relationships and demonstrate cultural sensitivity.

6. Embrace Change

Hong Kong’s business landscape is evolving rapidly. Stay agile and open to change, as adaptation is key to thriving in this ever-shifting environment.

Thriving in the Heart of Hong Kong

Conclusion: Thriving in the Heart of Hong Kong

In the bustling streets of Hong Kong, where East meets West, business thrives on ancient philosophies and modern aspirations.

Confucianism teaches respect and hierarchy, collectivism promotes unity, pluralism embraces diversity, materialism emphasizes status, and entrepreneurialism fuels ambition.

Now equipped with a deeper understanding of Hong Kong’s business culture, you are prepared to navigate this exciting market with confidence with the help of Company Incorporation specialists.

As you embark on your journey, remember that building strong relationships, mastering greetings, effective communication, dressing professionally, and embracing cultural sensitivity are the keys to thriving in the heart of Hong Kong.

So, step boldly into this dynamic world, and let the principles that shape it guide your path to success.

Atco Mining Engages HomeTree Digital for Digital Marketing Campaign

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Atco Mining Engages HomeTree Digital for Digital Marketing Campaign

Vancouver, British Columbia – TheNewswire – October 2, 2023 – Atco Mining Inc. (the “Company” or “Atco”) (CSE:ATCM) (OTC:ATMGF) (Frankfurt:QP9) is pleased to announce that it has retained HomeTree Digital, Inc. (“HomeTree”), a New-York based digital marketing agency, for a two-month digital marketing campaign. HomeTree will set up and manage the marketing campaign, create ads and distribute them through Google Ads as well as various social media platforms. In addition, HomeTree will be responsible for optimizing keyword options, co-ordinate on-line advertiser and marketers to on-line marketing targets, create landing pages for ad campaigns, and generally bringing attention to the business of the Company for a one-time payment of $20,000 (U.S.) to HomeTree. The Company will not issue any securities to HomeTree as compensation for its services. The marketing activity shall occur on the Investors Edge website and on Facebook, Instagram, X (Twitter) and Google. As of today, to the Company’s knowledge, HomeTree (including its directors and officers) does not own any securities of the Company and has an arm’s-length relationship with the Company.

“I am extremely excited to be working with HomeTree,” says Etienne Moshevich, CEO of Atco. “Atco is in an incredible position, and we just need to get our story out there. With billions of dollars ear-marked to be invested in building infrastructure projects in Southwestern Newfoundland, Atco is in a great position to take advantage of the opportunity and become a premier player in the hydrogen storage business. Our team and I felt it is important to make sure our Company is on everyone’s radar screen and given HomeTree’s experience and track record in the digital marketing space, we are looking forward to getting started on our campaign and expose our story to a much broader audience. 

About Atco Mining (CSE: ATCM)

Atco is a junior exploration mining company focused on exploring for green energy metals throughout Canada. Atco is exploring for salt and hydrogen storage opportunities in Western Newfoundland. Investors are encouraged to visit the company’s website here: www.atcomining.com

For further information contact:

Atco Mining Inc.

Email: This email address is being protected from spambots. You need JavaScript enabled to view it.

Telephone: (604) 681-0084

www.atcomining.com

Neither the Canadian Securities Exchange nor its Regulation Services Provider (as that term is defined in the policies of the Canadian Securities Exchange) accepts responsibility for the adequacy or accuracy of this news release. The Canadian Securities Exchange has not in any way approved nor disapproved the contents of this news release.

FORWARD LOOKING STATEMENTS

Certain information in this news release may contain forward-looking statements that involve substantial known and unknown risks and uncertainties. Forward-looking statements are often identified by terms such as “will”, “may”, “should”, “anticipate”, “expects” and similar expressions. All statements other than statements of historical fact included in this news release are forward-looking statements that involve risks and uncertainties. There can be no assurance that such statements will prove to be accurate and actual results and future events could differ materially from those anticipated in such statements. Important factors that could cause actual results to differ materially from the Company’s expectations are detailed from time to time in the filings made by the Company with securities regulations. The reader is cautioned that assumptions used in the preparation of any forward-looking information may prove to be incorrect. Events or circumstances may cause actual results to differ materially from those predicted, as a result of numerous known and unknown risks, uncertainties, and other factors, many of which are beyond the control of the Company. The reader is cautioned not to place undue reliance on any forward-looking information. Such information, although considered reasonable by management at the time of preparation, may prove to be incorrect and actual results may differ materially from those anticipated. Forward-looking statements contained in this news release are expressly qualified by this cautionary statement. The forward-looking statements contained in this news release are made as of the date of this news release and the Company disclaims any intention or obligation to update or revise such information, except as required by applicable law.

 

Atlantic Canada’s largest marketing conference invites you to attend this fall

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Atlantic Canada’s largest marketing conference invites you to attend this fall

On Thursday, Oct. 19 to Friday, Oct. 20, SocialEast, Atlantic Canada’s largest social media and digital marketing conferences, will be hosted at Parklane Cinemas in Halifax, N.S.

Now in its fourth year, SocialEast showcases the remarkable talent in Nova Scotia, catering up to 400 attendees yearly.

The company was founded by Mike Morrison in 2018 and was designed to keep Canadian digital marketers and communications professionals ahead of the trends and at the top of their game. Morrison also organizes the largest marketing-focused conference in Canada, SocialWest.

“When we decided to expand, Halifax was our natural choice for the first addition,” says Mike Morrison, SocialEast and SocialWest Founder. “Growing up, I knew how rare it was for events to make their way to the East Coast, so I was determined to change that trend, and the response has been nothing short of amazing.”

Caley Dimmock is an industry leader and will be presenting at SocialEast on Meta ads. Dimmock has been in the digital marketing realm for over a decade and offers her clients a wealth of experience, as well as providing education and mentorship. She offers online programs for businesses who want to learn how to run their own ads and keep them in-house, as outsourcing costs can add up.

If companies have the capacity in-house but don’t have the skills, they can sign up for one of her training programs to learn the necessary skills. Dimmock has clients all over the world.

As Dimmock recalls, digital marketing didn’t fully exist when she was growing up. She had a strong aptitude for math and strategy but was also artistic and creative. 

“During my early 20s, the world of digital marketing really started to blossom, and new opportunities appeared. I realized that there’s a need for people like me who have these aptitudes,” says Caley Dimmock, Founder of Dimik Creative Group. “With digital marketing, you benefit from having that combination of being analytical and creative.”

Dimmock grew up in Nova Scotia and moved to Vancouver in 2009, where she began her business. In 2019, she moved back to Halifax. The decision to move back was not made lightly, as her career and network was already established in Vancouver.

Caley Dimmock, founder of Dimik Creative Group is grateful for the opportunity to speak at the SocialEast conference this year. PHOTO CREDIT: Michelle Doucette
Caley Dimmock, founder of Dimik Creative Group is grateful for the opportunity to speak at the SocialEast conference this year. PHOTO CREDIT: Michelle Doucette

“My business has only grown here. The community welcomed me back with open arms. Everything has moved to be so location-independent, so I’m able to run a digital business here and watch it thrive. I don’t need to be somewhere else,” says Dimmock. “Originally, I actually left Nova Scotia because I didn’t feel like my dreams would be possible here. Since moving back, my business has actually tripled. It’s incredible! Nova Scotia is growing and it’s really a place of possibility now.”

Dimmock will be presenting at SocialEast 2023 on how to engineer a high converting Meta ad, using data to look at different types of media and strategies with calls to action, messaging and text copy.

“SocialEast is a really great conference! Mike and his team do an incredible job. He brings in speakers from the major social platforms,” says Dimmock. “Attending it is a no-brainer. You can’t get this kind of experience anywhere else in Atlantic Canada.”

Julie Ogilvie is another entrepreneur who will also be presenting at SocialEast 2023.

Ogilvie has been working in marketing since 2009. In 2017, she and a partner opened a digital marketing agency in Montreal. In 2020, she sold her shares and moved to the Annapolis Valley, where she worked at the local farmer’s market in marketing and communications. She saw the opportunity to share her expertise with the market vendors, but also beyond.

In 2021, Ogilvie launched her own business, helping small businesses with their marketing strategies. Business boomed during the pandemic as businesses realized the importance of digital marketing and having an online presence.

“The pandemic has dramatically impacted the way that we all do business,” says Ogilvie. “It was another reminder to everyone that we have to embrace this world of online e-commerce in order to make sure that we can sustain ourselves for the long haul.”

Ogilvie has moved 14 times and lived in five Canadian provinces. She loves living in Nova Scotia and running her business here.

“This is the first time that I felt really at home since I was a child,” says Ogilvie. “The most important thing to me was community and I really wanted to establish a place where I felt like I belonged.”

Ogilvie attended the SocialEast conference last year and found it to be vibrant and informative. This year, she’ll be talking about how to take customer testimonials and turn them into transformation stories that help put other people into the shoes of those experiences.

“I’m incredibly grateful to this province and its people,” says Ogilvie. “There are resources available to people that are looking to start their own business in Nova Scotia. It’s a wonderful place to open your own business and there are lots of opportunities available.”

Participants of SocialEast 2023 will be walking away from the event with new perspectives and strategies they can implement. They will be better able to refine their digital voice, tap into their audiences, analyze their data, and push beyond their comfort zones to enhance their strategies, tactics, and deliver results.

“There’s definitely something that you can pull from every talk,” says Dimmock. “Mike always says to me that he would rather people feel like they got too much information than not enough.”

If you are interested in learning more about SocialEast or to purchase tickets, please go to socialeast.ca.

How to Become a Fractional CMO

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How to Become a Fractional CMO

Ever heard of a fractional CMO? If you’re shaking your head, buckle up because it’s the future. Imagine wielding the power of a marketing wizard without having to afford their six-figure salary. That’s exactly what becoming a fractional CMO is all about.

You see, as marketers we often forget that less can be more; but not when it comes to knowledge and expertise! By choosing to become a fractional CMO, you bring expert-level skills into multiple businesses at fraction of the cost and time commitment required by full-time roles.

Does that pique your interest? Keep going! Discover how you can shift from being an ordinary marketer.

Table Of Contents:

Understanding the Role of a Fractional CMO

The role of a fractional CMO, or Chief Marketing Officer, is one that’s growing in popularity. But why? And what exactly does it entail?

Defining the Fractional CMO Role

A fractional CMO works part-time for a company instead of being employed full time. A fractional CMO can be a major asset for businesses needing expert guidance and execution but without enough tasks to employ someone full-time.

Fractional CMOs typically bring their wealth of experience to guide marketing efforts, helping companies refine their brand messaging, identify ideal clients, improve client retention and more. Their job involves aligning business objectives with current marketing strategies while also staying abreast with changes in the digital marketing landscape.

This kind of professional might also spend time working on improving your sales pipeline or expanding your customer base by targeting new markets – whatever is needed most to help reach business goals. As they are not tied down by set hours like full-timers, they can adapt quickly as needs change.

Companies find value in this flexibility because it allows them access to expert advice without bearing the cost associated with employing someone at such level permanently; hence saving on overall CMO costs which could otherwise be prohibitive especially for startup companies.

Fractional CMOs usually juggle multiple roles across different companies giving them a broader perspective about industry trends and best practices from various sectors, thereby enabling innovative problem-solving approaches within each organization they serve.

Interestingly, the fractional CMO model is gaining traction. The value they bring to businesses has led to a rise in their popularity with companies seeking top-tier marketing strategy and execution without the need for a full-time commitment.

Key Takeaway: 

 

A fractional CMO is a part-time marketing leader who brings their expertise to help businesses refine strategies and achieve goals. They offer flexibility, adaptability, and cost savings for companies not needing full-time executives. Juggling multiple roles across different sectors also lets them introduce innovative problem-solving approaches.

Transitioning into a Fractional CMO Role

Becoming a fractional CMO requires more than just a change in job title. It’s about adopting new strategies, adjusting to flexible work hours, and often dealing with multiple companies at once. The transition from full-time to fractional isn’t always smooth, but it can be made easier by understanding the demands of the role.

The shift starts with realigning your marketing strategies. As studies show, companies that align their business objectives and marketing plans are three times more likely to reach their goals. This means you’ll need to spend time learning each client’s unique target market, sales pipeline, and current marketing efforts.

Finding Your Niche as a Fractional CMO

In order for your consulting role to truly shine, find an industry or two where you already have solid experience and connections. For instance, if you’ve spent years working on startup companies’ digital marketing campaigns, then that might be your ideal client base.

Your niche will also dictate how much clients are willing to pay for your services, so consider this when determining your fractional CMO cost structure. Remember though: while potential clients may balk at higher rates initially, they’re typically willing to pay premium prices for proven expertise within specific industries.

Gaining Certifications & Expertise

You don’t necessarily need formal certifications, but becoming a certified fractional CMO can lend credibility when attracting potential clients – especially those unfamiliar with what exactly ‘fractional’ entails. Check out our Fractional CMO Certification and License, which offers training and tools specifically tailored towards budding marketers wanting to transition into the world of the Fractional CMO

Maintaining Flexibility in Your Schedule

Retaining flexibility in your schedule is a major benefit of fractional work, as it’s typically done on a retainer basis, allowing you to set hours that suit your lifestyle and work with multiple companies at once. This means you can set hours that suit your lifestyle and work with multiple companies at once.

The key to successfully managing this type of schedule? Having excellent project management skills and being able to prioritize tasks effectively across all your clients’ projects.

Key Takeaway: 

 

Transitioning to a fractional CMO role involves adjusting your strategies, embracing flexible hours, and handling multiple companies. It’s crucial to align business objectives with marketing plans for success. Finding your niche enhances the value of your services while gaining relevant certifications can boost credibility. Effective project management skills are key in managing a flexible schedule.

Benefits of Hiring a Fractional CMO

If you’re a business owner, the thought of hiring a full-time Chief Marketing Officer (CMO) may have crossed your mind. But have you considered going fractional? A fractional CMO can offer some compelling benefits.

Cost-Effectiveness of Hiring A Fractional CMO

The cost difference between hiring a full-time and fractional CMO is staggering. In fact, opting for a fractional route can be significantly less costly than its full-time counterpart. You only pay for what you need – this flexible model lets companies save on overheads while still benefiting from top-tier marketing expertise.

Apart from savings in salary expenses, businesses also reduce costs associated with benefits and other employee perks that are usually provided to permanent hires. This makes it an affordable option especially for startups or small to mid-sized firms that want expert guidance without burning through their budget.

This financial advantage extends beyond just cost-saving; it’s about value maximization too. With no long-term commitment required, businesses can tap into seasoned marketing professionals’ skills and knowledge base as needed – getting maximum bang for every buck spent.

Fractional CMOS bring years of experience across multiple industries which means they’re quick off the mark when designing effective strategies tailored to specific business objectives. They understand current marketing trends like digital media landscape shifts or customer preferences evolution because they work with various clients across sectors concurrently.

In essence, hiring one is like having access to several experienced marketers at once but at higher rate efficiency. These specialists provide comprehensive solutions rather than disjointed efforts typical within large organizations where departments often operate in silos – making them great additions particularly if your company lacks an established marketing department yet needs strategic direction.

And let’s not forget about the flexibility. Unlike a full-time CMO who works standard office hours, fractional CMOs operate on a retainer basis. They can adjust their schedule to meet your company’s unique needs – providing extra support during product launches or scaling back in slower periods for instance – ensuring resources are optimally utilized at all times.

So, if you’re looking for different methods…

Key Takeaway: 

 

Choosing a fractional CMO over a full-time one can be an affordable, value-packed move. You get top-tier marketing expertise without hefty overheads and flexible support that adjusts to your business needs. Plus, you tap into the wealth of experience from multiple industries for effective strategies tailored to your objectives.

Skills and Expertise of a Fractional CMO

A successful fractional CMO is more than just a marketing expert. They possess the capabilities to think strategically, resolve issues, construct teams and direct businesses. But what exactly sets them apart? Let’s dive into their unique skill set.

Tech Savvy

The digital landscape evolves rapidly; therefore it’s crucial for fractional CMOs to stay ahead of the curve. Knowledge in key resources such as digital tools for day-to-day tasks can significantly impact their success.

Versatility

Fractional CMOs typically juggle multiple companies at once, adapting strategies to various markets and customer bases with ease. This ability to switch gears swiftly while maintaining effectiveness is an invaluable trait that comes from extensive marketing experience.

Strategic Approach

An effective fractional CMO knows how to align current marketing strategies with overall business objectives – a task three times more likely to yield goal achievement according to studies. Strategic thinking combined with a deep understanding of the client’s target market drives great results in this role.

Salesmanship & Client Retention Skills

Beyond crafting stellar campaigns or setting up an efficient sales pipeline, these professionals also need excellent consulting skills – being able not only attract potential clients but keep them engaged over time too.

Pricing Strategy Development

An overlooked yet critical part of the job involves determining fair pricing structures based on value delivered rather than hours worked. This higher rate strategy allows businesses access top-level expertise without bearing full-time costs.

Leadership & Management Skills

Fractional CMOs are often tasked with leading the marketing team or department, requiring strong leadership skills. The ability to guide a group towards shared goals while fostering an environment of growth and learning is paramount.

In conclusion, stepping into the shoes of a fractional CMO isn’t just about mastering traditional marketing roles. It’s all about welcoming change and smartly using technology to drive business success.

Key Takeaway: 

 

A successful fractional CMO is a tech-savvy leader who can juggle multiple companies, adapt strategies swiftly, and align marketing with business objectives. Their skills go beyond crafting campaigns – they’re also excellent consultants who develop fair pricing based on value delivered. It’s not just about mastering traditional roles; it’s about embracing change and leveraging technology for success.

Scaling Your Fractional CMO Business

If you’re a fractional CMO, growth is always on your mind. But it’s not just about gaining more customers; it is also essential to provide superior services and make sure clients stay. Scaling requires optimizing every facet of your business from acquiring new clients to delivering top-notch service.

Adopting Value-Based Pricing Models

The pricing model you adopt can significantly impact the scalability of your business. One strategy that many successful fractional CMOs use is value-based pricing.

In contrast to hourly rates or fixed retainer fees, value-based pricing models focus on the tangible results you deliver for your clients rather than how much time you spend working for them. This approach lets businesses see exactly what they’re paying for and allows fractional CMOs to scale their revenue without necessarily increasing workload.

You might be wondering how this ties into scaling a marketing agency-like operation where multiple companies are being served simultaneously by one chief marketing officer? Well, let me tell you – with such an arrangement comes great job responsibility but also higher rate earning potential. With this strategic approach in place, potential clients often feel more secure knowing they’re getting bang for their buck while certified fractional CMO’s get paid commensurate with the outcomes they drive rather than simply trading hours for dollars.

This shift towards outcome-driven work isn’t just good news for us marketers – it benefits our customers too because we become more focused on driving real change within their organization instead of ticking off tasks on our daily list. It helps create stronger relationships built around mutual success which leads to increased customer loyalty and therefore long-term sustainable growth both parties benefit from.

Remember, becoming a fractional CMO doesn’t mean you have to sacrifice the quality of your work or client relationships. By adopting strategies like value-based pricing and focusing on results-driven services, you can effectively scale your business while continuing to deliver top-notch marketing leadership.

Key Takeaway: 

 

Growth Strategy: As a fractional CMO, scale your business not just by adding clients but delivering quality services and retaining them. Optimize all facets of your operations.

 

Value-Based Pricing: Making a shift from hourly rates to value-based pricing can be game-changing. This model gives you rewards based on tangible results, not just the hours worked. It’s an approach that allows your revenue to scale up.

Building Networks as a Fractional CMO

Networking is vital for any fractional CMO. It’s like the roots of a tree, spreading out to support growth and stability. Building professional relationships with other marketing leaders can open doors to new opportunities, help you stay updated on current marketing strategies, and provide key resources when needed.

Your network might include fellow fractional CMOs who understand your role intimately. They can offer advice based on their own experiences and even refer potential clients if they are unable to take them on themselves. Having a robust network of other fractional CMOs creates an ecosystem where everyone supports each other’s success.

The power of networking doesn’t stop at just connecting with peers though; it extends into the business world too. Your connections could be prospective clients or people who can introduce you to ideal clients within your target market.

Finding Networking Opportunities

To build these important connections, you need places that attract like-minded professionals in the field—marketing events (both online and offline), seminars, workshops are great starting points. But don’t forget about digital platforms. Social media sites such as LinkedIn make it easy for certified fractional CMOs typically involved in multiple companies simultaneously to connect across geographies.

An active presence here lets others see what kind of work you’re doing which adds credibility – because seeing is believing.

Nurturing Relationships

A well-built relationship requires more than just exchanging business cards or adding contacts on LinkedIn; nurturing those relationships through regular interactions is essential. This involves sharing insights from your consulting experience regularly or providing helpful feedback – remember that giving often receives.

The Payoff of Networking

Investing time in networking might seem like a daunting task with no immediate returns. By taking the time to build your network, you can create a strong support system for yourself when dealing with changing marketing trends and open doors to new clients or partnership opportunities.

Networking might just be the key to landing your next big client or unlocking a profitable partnership opportunity. It’s a must to concentrate on creating those ties.

Key Takeaway: 

 

As a fractional CMO, think of networking as the roots supporting your growth. It opens doors to new opportunities and keeps you in touch with current marketing strategies. Not only fellow CMOs but also potential clients are crucial parts of this network. Remember, places like marketing events or digital platforms such as LinkedIn can be excellent hubs for building connections.

Future Trends in Fractional CMO Practice

The practice of fractional CMOs is not static; it evolves with the ever-changing marketing landscape. It’s no secret that technology advancements and market growth are shaping this evolution, making for exciting future trends.

One major trend to note involves digital transformation. Today’s digital age necessitates tech-savvy leaders who can navigate the sea of data analytics, AI-powered tools, and automation platforms. This demand aligns perfectly with a key strength of fractional CMOs: their vast experience across multiple companies gives them an edge when implementing new technologies or refining current marketing strategies.

Fractional CMO services are also growing due to economic factors like budget constraints and fluctuating business needs. For startups seeking high-level marketing leadership without the full-time cost commitment, a certified fractional CMO fits right into their strategic approach.

Tech-Driven Marketing Strategies

A big part of future trends revolves around how we use technology to enhance our marketing efforts. The power vested in advanced analytics allows us marketers to pinpoint ideal clients better than ever before by evaluating customer behavior patterns down to minute details—giving rise towards more personalized messaging strategies.

Growth Potential Highlighted By Ad Spend

To understand just how much potential there is for growth within the field itself, consider this stat: Global ad spend is expected to exceed $1 trillion by 2024. That figure underscores the potential of the fractional CMO business. As ad spend grows, so too does the need for experienced marketers who can strategically allocate those funds.

Consulting Experience Pays Off

Many fractional CMOs have a consulting background, which provides them with a unique skill set to navigate changes in the marketing landscape. The ability to adapt and provide expert guidance is essential as new trends emerge—be it shifts in consumer behavior or advancements in MarTech tools.

So, if you’re eyeing career paths that can stand strong against economic ups and downs and tech advancements—consider a Fractional CMO role. It’s an option that offers stability in uncertain times.

Key Takeaway: 

 

With your consulting background, you’re well equipped to adapt and strategize fund allocation in this fast-paced market. Navigating data analytics, AI tools, and automation platforms becomes a breeze with your cross-industry experience. As we approach an era where ad spend is projected to skyrocket past $1 trillion by 2024, the demand for seasoned marketers like you who can tactfully navigate these waters has never been more vital.

FAQs in Relation to Become a Fractional Cmo

How do you become a fractional CMO?

To morph into a fractional CMO, amass experience in marketing leadership roles, master the latest strategies and tools, then offer your services on an as-needed basis to businesses.

How much do fractional CMOs make?

The cash pull for Fractional CMOs can range widely. Based on their skills and client base, they may bank anywhere from $60k to $200k yearly.

How much should you pay a fractional CMO?

Forking over between $1.5k-$10k monthly is typical when hiring a Fractional CMO; however this depends heavily on their expertise level and your business needs.

What does it mean to be a fractional CMO?

A fractionally-employed Chief Marketing Officer provides top-tier marketing strategy part-time or per project rather than full time – helping businesses cut costs while maintaining quality.

Conclusion

Cracking the code to become a fractional CMO isn’t as complex as it seems.

The role is all about flexibility, impact and mastery in marketing. You’re stepping into multiple businesses, helping them align their marketing strategies with business objectives without requiring full-time commitment or cost.

You’ve learned that transitioning from a full-time CMO to a fractional one requires certain skills – strategic thinking, experience in various industries, proficiency in digital tools – but brings significant rewards too. Cost-effectiveness for your clients and scalability for your practice being just two of them.

Beyond this though lies networking opportunities with other professionals who are walking similar paths; sharing insights can help you navigate future trends and market growth potential more effectively.

You can build all of this on your own or you can license our entire Fractional CMO system and start scaling your business today.

9 Reasons to Start a Business in 2022 » Succeed As Your Own Boss

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9 Reasons to Start a Business in 2022 » Succeed As Your Own Boss

If you’ve been sitting on a great business idea and hoping to ‘ride out’ the pandemic, then it’s time to stop stalling and go for it – start your business in 2022! 

It has been nearly two years since the pandemic began in the United States, and one thing is clear… COVID-19 is not going anywhere. Though that thought is scary, the pandemic has created a unique environment that is beneficial for new small business owners, so now just might be the best time to get started.

In the list below, I’m sharing 9 reasons to start a business in 2022. Use it as fuel for your decision, then get moving today!

9 Reasons to Start a Business in 2022 why 2022 is the best time

9 Reasons to Start a Business in 2022

If you are wondering if this is the right time to launch your business, check out all the reasons below why you should start a business in 2022!

1. You’ve Been Soul Searching

The last two years have been a time of reflection for all of us, so likely you have been doing some soul searching as well. Are you living the life you want? Are you happy? Do you have a purpose? If your unrealized dreams are keeping you up at night, and you can’t quiet the voice in the back of your head that keeps telling you to ‘go for it!’ then you have all the signs you need that it’s time to start a business in 2022.

2. E-commerce Is HOT

The pandemic has changed the way we do business. After months of not being able to shop in person, even the most reluctant have joined the online shopping bandwagon, with statistics showing a spike of nearly 40% growth in e-commerce since the start of the pandemic. Chances are there are tons of people online right now searching and shopping for what you want to sell. If you are contemplating an e-commerce business, 2022 is the ideal year to do it.

9 reasons to start a business ecommerce is hot image

3. Shop Local Trend Is Growing

In addition, research on post-COVID purchasing behavior shows that consumers are increasingly moving away from malls and big-box stores and shopping locally instead. “The pandemic touched us all at a very human level, and with that came a new appreciation for frontline workers and for our neighbors who were working in our local communities,” says Jill Standish, from Accenture. Accenture research shows that 56 percent of consumers are shopping at neighborhood stores or buying locally sourced products, and other research indicates that more consumers are planning to shop local over the next year.

4. The Market Is Ripe for Innovation

The pandemic has given way to brand new industries, and also entirely redesigned many traditional industries. In essence, there is an open invitation for disruptive ideas and novel products right now, especially as they relate to the changes in work and lifestyle caused by the pandemic. If you have a new idea or an innovative product you want to launch, now is the time to go for it!

5. You’ll Face Less Competition

The COVID-19 pandemic has taken a huge toll on businesses, small and large. Research suggests that there are now 37.5% fewer small businesses open compared to January 2020 (two months before the pandemic struck the US). Since official closure statistics have a lag, how many of these businesses have closed permanently and how many are facing temporary shutdowns is unclear. Regardless, the chances are good that you will have significantly less competition if you start a business in 2022. 

9 Reasons to Start a Business in 2022 neighborhood stores

6. Space Is Available (If You Need It)

Closed businesses mean more than just less competition. If you need to rent a storefront space for your small business, you’re in a great position to do so right now. Not only are there more options available, but you may even find discounts or be able to negotiate affordable rent. 

But maybe you don’t even need a commercial space. According to the Harvard Business Review, the number of digital nomad businesses (those that don’t have a specific location) has been increasing since the pandemic and is projected to grow even further. New technology like collaboration software, productivity apps, and communication platforms have made it possible to work remotely, so this might be an option for your business too. 

9 reasons to start a business commercial space image

7. You Have Funding Options

Whether it’s a grant, a loan, or another funding source, help is available to those who want to start a business in 2022. There are so many options, in fact, that the US Chamber of Commerce just posted a huge list of 49 Grants, Loans, and Programs to Benefit Your Small Business to help you sort through it all. The article has links and details for all the funding options from federal, state, and local government as well as the private sector.

8. You’ll Be Set Up for Long-Term Success

Recent news suggests that we are entering a recession, so if you start a business in 2022, you’ll be focused on creating a lean company from the start. This means prioritizing essentials, limiting your spending, and keeping a close watch on your numbers. In other words, you’ll be doing everything RIGHT from the start! The thoughtful way you start and run your business in 2022 will set you up for success as you develop good habits and create a robust long-term plan.

9 reasons to start a business long term success

9. You Can Enjoy the Perks NOW

While there are many specific reasons to start a business in 2022, some of the best reasons are evergreen in nature—they are perks to enjoy ANY time you become your own boss. For example: 

  • Make more money
  • Have increased flexibility
  • Pursue your passion
  • Find your purpose
  • Solve customer’s problems
  • Build a team/support your staff
  • Give back to your community

Why wait to enjoy these awesome privileges when you can start a business in 2022 and experience these perks right away? The market is ready. Your customers are ready. YOU are ready. Get started on your small business adventure today!

Are there any other good reasons to start a business in 2022 that I missed? Add your ideas to the comments below.

The Intel and Introduction Behind Referrals with Joanne Black » Succeed As Your Own Boss

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The Intel and Introduction Behind Referrals with Joanne Black » Succeed As Your Own Boss

Joanne Black is America’s leading authority on referral selling. She’s not bragging – her publisher gave her that moniker, and she’s taking it! Referrals work whether you’re looking for a job, want a promotion, need clients, or looking for a date. She’s written two books, No More Cold Calling: The Breakthrough System That Will Leave Your Competition in the Dust and Pick Up the Damn Phone: How People, Not Technology, Seal the Deal. Joanne founded her company in 1996. She works with business owners to drive revenue to propel growth through referrals.

 If you’re looking for how to grow your business with referrals, this is the episode for you. There’s a secret to it, and we’ll talk about it today with our guest, Joanne Black. She shares her secrets to asking for a referral, increasing your referral conversion rate, and standing out in a sea of cold calling and lukewarm introductions.

“You never, ever, ever, ever ask for an introduction on social media or through email because you miss that opportunity to get that intel. That’s the biggest differentiation ever.” – Joanne Black

Listen to the podcast below:

 

The Intel and Introduction Behind Referrals with Joanne Black Quote

This week on SmallBizChat Podcast:

  • The power of referrals.
  • The conversion rate on warm referrals. 
  • Referrals are always great but are most important in a down economy. 
  • Definition of referral. 
  • Needing the introduction and the intel. 
  • Connections versus relationships. 
  • Asking for referrals. 

Resources Mentioned:

Connect with Joanne Black:

Get More!

Want to hear more episodes of The SmallBiz Chat Podcast? Subscribe on your favorite platform so you never miss an episode!

 

 

25 Mompreneur Tips to Excel at Business and Family Life » Succeed As Your Own Boss

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25 Mompreneur Tips to Excel at Business and Family Life » Succeed As Your Own Boss

When you are a single mom, you often have three full-time jobs: mother, father, and full-time business owner. No, it’s not easy, but you are an amazing woman making it happen in your business and for your children. I was thinking back over the last 17 years of raising my son, and as I thought about what it took to become a great woman business leader, it inspired me to share what I learned. Here are my 25 mompreneur tips to help you excel in your business and family life.

1. Build a Mom Network 

Topping the list of mompreneur tips is this advice: your greatest resource as a single mom is a mom’s group. You can create a working mom’s group in your local area. Engage with moms at your kid’s school, church, yoga class, or sports clubs, or join a mom’s organization like MomsClub, Mother of Preschoolers (MOPS), Mocha Moms, or Jack and Jill of America, Inc.  

2. Get Help as Soon As You Can 

I live in a city where I have no family, and I needed to hire a personal assistant to help take care of us. You might need an assistant with a hybrid position managing your schedule and admin tasks and keeping track of personal tasks related to your children, such as drop-offs, school trips, tutoring scheduling, and sports.   

3. Line Up Mentors for Your Child 

Even though my son’s father is in his life, I found that I still needed other positive male mentors in his life. Three men stood in the gap for my son: my neighbor John, my son’s karate instructor Sensei Gerald, and another friend who taught him personal grooming man stuff. These men have been invaluable to my son and me.

4. Line Up a Team of Babysitters 

Mompreneur Tips babysitters

Many of my mompreneur tips focus on being prepared for anything that my happen in life and business. You need a nighttime babysitter, a summertime babysitter, and someone who can watch your children overnight when you travel for your business. If you are lucky, you can get a grandparent to step in and take your children for a portion of the summer to give you a break. Otherwise, make sure you have at least three babysitting options on standby.

5. Hire a Virtual Assistant 

Even if you are a new mompreneur, you can hire a part-time contractor or virtual assistant to provide social media, accounting, sales, or admin support based on your budget. Using platforms such as  Upwork, Fiverr, or Hiremymomyou can find an assistant that fits your needs.

6. Use Time Management Tools 

This is one of the mompreneur tips I offer to all entrepenreurs. Using a time management app will help you keep track of your deliverables to clients and your schedule. My favorite apps are Notion, Remember the Milk and Rescue Time. You should also ask other entrepreneurs what apps they use.

7. Limit Time in Email and Social Media 

Mompreneur Tips limit time in social media

Set aside a specific and limited time every day to check and respond to your emails and veg out on your favorite social media platform. (Yes, I’m talking to you TikTok folk out there). Focus on email for no longer than an hour a day and limit yourself to 30 minutes per social media site unless you are doing it for business development.

8. Avoid Multitasking 

Moms excel at multitasking, so you may be surprised that one of my mompreneur tips is to focus on completing one task at a time. Multitasking reduces efficiency and performance because your brain can only focus on one thing at a time. When you try to do two things at once, your brain cannot perform both tasks successfully. By focusing on one thing, you will achieve more in less time.

9. Build Your Agenda the Day Before 

At the end of each day, list the top 5 things you need to accomplish the next day. I find it’s best to tackle these things in the morning before 11am. Start with the hardest task first. I wouldn’t even set a meeting or conference call before 11am. Many urgencies can come up on any given day; if you focus on your agenda and not voicemail or email in the morning, you’ll get much more done. 

10. Use a Master Calendar 

Mompreneur Tips master calendarYou can use an electronic calendar such as Google Calendar, which you can see on your computer and cellphone, to keep track of all your personal and business appointments for you and your children. You can even use different colors for each member of your family. 

11. Buy Extra Gifts and Cards 

Another of my mompreneur tips focused on being prepared! Always keep a few teachers’ appreciation gifts, birthday, and condolence cards on hand. It’s always helpful to have gifts, cards, and bottles of wine around that you can grab as a last-minute gift for a friend or kid’s birthday party. 

12. Organize Your Workspace 

When working from home, you need a dedicated space, preferably a room with a door. Get a great ergonomic chair and desk. Make sure your background is suitable for online meetings, and invest in a great light to always look good on camera. Create a sign for your door that will indicate to your children when you need quiet and no one should enter. Having an office will also make you more productive.

13. Meal Prep 

Mompreneur Tips meal prep

Plan your meals by the week. Do your food shopping or order it via Instacart or Amazon Fresh. Do all your cooking on Sunday, and store everything in containers, so it’s as easy as grab, warm, and eat. Leverage an air fryer or a pressure cooker to help you cook faster without a lot of stirring the pot. You’ll eat much healthier and save a lot of money by not ordering fast food.

14. Buy in Bulk 

If you have a larger family, you may want to shop at wholesale clubs like BJs, Costco, or Sam’s Club to stock up on meat, snacks, household items, and office supplies. Not only will you save time but also hundreds of dollars a year. But be careful not to buy more than you can store.

15. Hire Someone to Clean Your House 

Here is one of my mompreneur tips I hope you never forget: your time is valuable, so always consider what your time is worth. Hire someone to clean your house. Schedule a visit to your home every two weeks, and don’t let the cleaner do anything in your children’s rooms—they don’t have a cleaning lady, you do. The clean smell will help you be more productive in your home office.

16. Set Out Clothes the Night Before 

Mompreneur Tips prepare clothes

Prepare clothes at night before you go to bed. If you have a meeting or event, pull your clothes out, iron anything that needs it, and then lay out your children’s clothes, uniforms, or any gear or clothes they use for extracurricular activities. Pack up the clothes and leave them by the coat closet or shoe basket, so they don’t forget them in the morning.

17. Invest in Professional Development 

I have invested in professional development courses almost every year since I started my business, so it’s one of the best mompreneur tips I can offer you too. You need to intentionally work on your leadership and business skills. Don’t be afraid to invest in books, courses, or coaching to move your business forward faster. Let’s say you’ve been struggling with building sales funnels; you could enroll in the Ultimate Guide to Email Marketing Course at www.smallbizladyuniversity.com.

18. Manage Your Business Finances 

Learn how to manage your business finances. First, hire an accountant to keep your books monthly. Focus on you tracking expenses and profits. One of my favorite resources to learn about money is TheMoneyCoach.net by Lynnette Khalfani-Cox. It’s also a good idea to monitor your credit score.

19. Focus on Quality Sleep 

Mompreneur Tips quality sleep

‘Team no sleep’ is not a team anyone needs to be on. Try to go to bed at the same time every night. A cluttered mind can never do good work. When you have a big deliverable, get up early and focus on it. You’ll get more done when your mind is rested.

20. Keep Yourself Healthy 

Make sure you eat healthily, drink water, go for walks, do line dancing, start golfing, do yoga, or practice meditation to reduce stress. This is one of my mompreneur tips that you should customize, but the general advice is to get yourself an exercise hobby. Also, be sure to get an annual physical to make sure everything is cool.

21. Plan the Laundry

I don’t believe in spending all day Saturday doing laundry. Do a little bit every few days. You can start the washing machine before you go to bed; then, you start the dryer early in the morning. You can even ask your family to help fold the laundry!

22. Celebrate All Your Achievements 

It’s important to celebrate big and small victories. Suppose you got a new client or closed a huge contract you’ve been chasing for some time. It’s worth celebrating! Treat yourself to a nice dinner, a deep tissue massage, or a pedicure.

23. Practice Saying No 

Mompreneur Tips say no

I once heard that a lady should have at least five ways to say no. It’s best to have a few ways to decline so you can whip out a quick response at any time. Try these: “No” (with a headshake) or “I’m so sorry, I can’t,” or “I couldn’t possibly do that,” or my favorite quip, “I have no budget for that; I’m a single mom.” The more you practice saying no, people will stop asking.

24. Make Time for Yourself 

Burnout is a real issue for mompreneurs. Too often, you feel like your day never ends. Find ways at least once a month to do something for yourself. Take a yoga class, meet your friends for dinner, enjoy a spa day by yourself, or go on a girl’s trip with buddies from college. Rest and laughter are good for the soul. Make time for yourself.  

25. Remember Your Family Is Your #1 Customer 

Mompreneur Tips family is your #1 customer

The last advice on my list of mompreneur tips is to do your best not to put your business ahead of your family. You work hard so that you can provide for them, so don’t neglect them. Children spell love T-I-M-E. Even if you need to keep working late into the night, have dinner and talk with your children about their day before you jump back on the computer after they are in bed.  

Is there anything I missed? Please let me know if you have any mompreneur tips to share.