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Douglas Hawke

July 14, 2022

Doug Hawke is a Sherwood Park-based entrepreneur who is passionate about the distillation process and never settling for average. Beginning his career as a welder, he invented his own one-of-a-kind continuous distillation process to create a full range of premium alcohol spirits through his family owned distillery, Hawke Prohibition.

 

Tell us about your childhood and how you grew up.
To start, I was born on reservation and unfortunately, there is a lot of substance abuse on reservations. My mom and dad had a horrible fight so she took me to the neighbours to keep me safe. Then, the neighbours took me to their neighbours, who took me to their neighbours, which went on and on. At the end of all, they just had no idea who this kid was. So, I went into social services for the first few of my months known as “Baby X”, which is what our Vodka is named after. Until they were able to track down my actual biological parents and find out who this baby is, I was in the system. Once they tracked me down, they identified me as Douglas, and I was put up for adoption where I was adopted by my now parents who were good people.

 

What career did you leave to start Hawke Prohibition with your partner?
Originally, I was a pressure welder and did that for around 20 years. I taught at NAIT as a welding instructor for three years and at a private college, then got into safety. I honestly don’t know why, I was looking for something different. This brought me to Alana and I met her while taking a construction safety course. I sat down beside a cute girl and then she wouldn’t leave me alone. Who knew that this would all start with what brought me here!

 

 

Tell us about how you pivoted your business during the pandemic.
This business had $365 left in the bank account and the pandemic was in full crisis mode. People were taking a serious hit and it’s something that we had never seen before. We knew the community was in trouble because you couldn’t buy hand sanitizer. Things were so different. So, Alana and I talked one night and we made the decision. We asked ourselves “You know what this community needs? Hand sanitizer”. So we put a sign on the door that we weren’t accepting any walk-ins and we got to work. We started off doing it illegally, but we said “fuck it” this is what our community needs right now. The first few rounds were free, then we started thinking we could make it a business. But the ingredients were expensive, and we hated every hand sanitizer on the market. So Alana and I sat down and we developed the best hand sanitizer that can be used for kids and won’t crack your skin. We took on a contract and we ended up doing 100,000 bottles of 120 ml with 12-14 people working here. At our peak, we were doing 13,000 bottles a day and it saved our lives and our business.

 

What makes you different from other distilleries out there?
We’ve never really done the status quo. When we started things off, we immediately asked questions that seemed obvious to the industry. When it comes to bottles, you have to understand the psychology of a bottle. For example, height gets attention on a shelf. We also know that what your neighbours do doesn’t matter. You have to figure out how to do you, but better, more cost-effective and try to put your personality on display. We tell a story behind our products and hope that people will like it.

Distillation has been around for arguably 1,500 years – no one really knows. Yet they’ve been doing the same thing all the time. Why not create something more efficient? That’s why we don’t settle for average and we try to be as innovative as possible. 

 

We love that your business is indigenous-owned and women-owned. What example do you think this is setting for entrepreneurs and aspiring entrepreneurs?
We tell a lot of people that are looking to start to simply just start. A couple years later down the road your garner a reputation and you’re somebody that people look up to. It’s weird to think about, but it’s a fact only because we started making small steps and we never stopped. We believe in our goal and trajectory, so don’t let anything hold you back.

What is your favourite cocktail?
Rum sour. Why? Because it’s done with our rum, the best rum! Our rum has so much character. You can taste the essence of rum and ours has a smoke you can taste. It’s aesthetically the sexiest drink or cocktail on the market, and it’s rich with layers of flavour. I love sours!

What exciting projects are coming up for you?
We’re working on an Irish cream, and ours is called Thick & Dirty. We love the name and we already got the bottle design. It’s crafted from an old family recipe. We’re now working on the stability of all of it because we need a recipe that is shelf-stable. It’s like a dessert topping that is rich, decadent and just filthy dirty. It’s exciting for us because it’s one of the last things we have to make that we don’t have to buy ever again!

 

If you could be remembered for one thing, what would it be?
The truth is, I’m useless without my significant other. I am only 50% of the horsepower here and I am really good at what I do, but really suck at what I don’t know. So I want to be known for the teamwork behind the brand, and how we continue to grind and not give up. You get your shit beat out here, but we dust ourselves off and then get back to work. So I would say that I want to be known for the grind. Grind means the relentless study, curiosity and thirst to make it to the next day.

How do you relieve stress?
I love family time and golfing on Sundays to let the world disappear. It’s just us and we get to chill. Deliveries are good for us too because we get to talk when we deliver to Red Deer or Wainwright, or other far-off places. Holidays are great too because when we get away, we talk about ideas and changes. Whether it’s a new product or just brainstorming, we can design something better to help us get a little further ahead. A little downtime, relaxing, and trying new things.

 

 

What are other indigenous-owned businesses in and around Edmonton you’d like to give a shoutout to?
Well, I talked to my buddy who owns his own Integral Containments business. They do business with large companies like Suncor. It’s astronomical the complexity and how you have to commit to being on those sites. His dad started the company and it was more of a scaffolding company that has evolved since Shawn took over. He’s got swagger and hustle, and he’s charismatic. I have a hard time not being proud because he builds confidence within his team.

www.hawkeprohibition.com

 

 

Photography by: nicholasdyee.com

People

Emily Chu

May 25, 2022

Emily Chu is an award-winning, full-time freelance illustrator, passionate storyteller and compassionate mom. She gives us an inside look at her journey and connecting with others through art—a powerfully universal visual language.

Tell us about yourself!
I was born in Beijing, where I grew up with my aunt/grandparents, and moved to Calgary in 1994 to be united with my parents (who were here for an exchange program at the UofC). I grew up in Calgary, and in 2011, I moved to Edmonton. From then on, I started freelancing, tried a bunch of different jobs such as marketing, and built up my freelance clients. Over this time,  I also worked in graphic design, printing, and taught illustration at a local college.

Since 2018, I’ve been working full-time as a freelance illustrator. The industry constantly changes. I call it a journey because I’m continually learning and adapting.

 

Why did you move to Edmonton?
I graduated from ACAD in Calgary in 2011, and I wanted a change. I heard that Edmonton had a great art scene and was also a great supporter of local arts. At that time, I knew about Art Walk and other festivals. My partner was also studying here in Edmonton.

In 2014, I started vending at The Royal Bison and got more involved in community work and the art community. After a while, I didn’t see a reason why I would leave! It’s been a great community of people, local creatives, and small businesses. I love working with companies that I’ve met over the years and built a bunch of roots and connections here. Why exactly? I can’t say, but I feel comfortable and supported here, where I’ve made many great friends. 

I find the arts community here to be vibrant and sustainable.  I feel much like myself, at “home” and laid-back here because I’m surrounded by creatives who uplift and inspire one another. I feel that I have a safe space to experiment, create, mess up and learn within my creative community! Community is everything, and I’m very grateful to have found it here.  

I call it a journey because I’m continually learning and adapting.


Have you ever thought about moving back to Calgary or Beijing?
Maybe one day in the future, but I don’t feel like I’m there yet (to move). Much of my work is client-driven and in partnership with local organizations.  I have recently started working on a more personal approach to art, sharing my perspective, lived-experience, and centering myself on projects. More universal themes, less location-specific or client-driven.  The personal projects have been emotionally tough. As someone who has voluntarily erased their cultural identity growing up, and working as a behind-the-scenes trades artist, visibility can be traumatizing for someone who has found comfort in invisibility all their lives. I think over the next few years, as I work on more personal work and make those connections with my childhood, I’ll be able to give you more perspective on where I’m taking that, where I plan to grow more roots, etc.

 

How was your most recent artist residency?
A lot of being an artist is expressing our own identity. But for commercial illustrators, we don’t have much opportunity to take time off to pursue personal work. Art Residencies and workshops are essential to an artist’s path, development, and future planning. My residency at the Yorath House allowed me the time and space to just work on art, and reflect about my work without the pressure to make art to “pay the bills.” Which is refreshing! My residency was also a pairing with the very talented multi-disciplinary artist Chelsea Boos. We had a lovely time getting to know one another, learning from each other, and talking about our work. From the residency, we have developed a friendship and artistic allyship, which continues to this day.

I’m also trying to break away from categories/titles in the arts as well. Fine art is different from commercial arts, but it shouldn’t be! Fine artists should be able to do commercial art and vice versa, but there are a lot of barriers to entry between art fields. I’m very grateful to have been offered the Yorath House artist residency opportunity. These opportunities break barriers, and I hope to see more of these opportunities in the future.  

 

What was your first commercial / commissioned project?
I painted a large portrait for a drama club’s theatre production, “Harvey,” in high school.  It is an actor (wearing aging make-up) and an imaginary life-size rabbit standing side by side. It’s a bit of an odd painting, but the actor’s parents bought it afterward (a transaction made through my Art IB teacher)! It’s my first “paid” project.

 

 

Community is everything, and I’m very grateful to have found it here

What was the first project that made you feel like “you made it” as an illustrator?
My first actual project out of school was a magazine cover for  Stephen Magazine in Calgary.  That was exciting for me; it was a small community magazine. It was exciting because the issue overlapped with  Naheed Nenshi being elected, and we integrated his portrait into the Calgary skyline. It was a great first project right out of school.

 

Why do you love illustration?
I like illustration because it’s a form of visual problem-solving. Each project is a collaboration between myself and the client – which is interesting because there’s a lot of growth potential. Working with people to develop an identity, a mural, editorial, I find teamwork in visual problem solving very exciting. Here is no ordinary day.

I am relatively fluent in English, and I was raised between two languages, and I still feel I’m not 100% fluent in either. Art is this universal language – the only language I can authentically express myself fully. From feelings, perspectives, and experiences, art is a powerful visual language that allows me to connect with others. 

 

How do you continue to learn or challenge yourself in your business?
I’m slightly more extroverted than an introvert, and community connection helps me stay inspired and challenged. I find a lot of motivation from working with other people, especially emerging artists.

I try to be very transparent about the industry’s growth and pricing. I know freelance illustration is a tough industry, and I hope to share knowledge and eliminate gatekeeping in my process. Keeping connected with the community – whether that be the arts/markets/Chinatown community those relationships and conversations are helpful for me to get through creative roadblocks and find inspiration.

I’ve been a part of the Royal Bison as a vendor since 2014. I taught post-secondary illustration. I’ve met many new grads and younger creatives.  And now, building relationships with cultural workers in Chinatown also create opportunities to use art to fight against cultural erasure. It’s always been about working with people and being creative together. 

 

 

What’s your favorite project that our readers can visit/see in Edmonton?
I did a couple of murals recently. One is the The Beaumont Sports and Recreation Centre, where I did three murals for them in their lobby. I find public art very inspiring and essential. I’m honored to have been selected to create  Beaumont’s first public art project. I worked closely with the City of Beaumont and had a very trusting and creative partnership. I am also working on murals this summer, at the Spruce Avenue Community League, a grocer in downtown, and at the Edmonton Chinatown Multi-Cultural Centre.

If you can find any copies of one of the books I made On-LocationYEG? It was a limited edition of 150 copies of on-location drawings of sites around the city. This was a grant project made possible by the Edmonton Arts Council.  They’re sold out on my end, but there might be a couple of copies left at local bookshops.

I hope to do something similar and go back to Chinatown to do a few more illustrations. Whether it turns into a book or something else, we will see!

 

What is your biggest failure, and what did you learn from it?
My biggest failure happened during my first gig for Stephen Magazine. That summer, right out of school, my computer was acting up. It was four years of school with a lot of data on that computer. I was confident that I could finish it the week before that deadline, but my computer crashed, right after I finished the illustration, a day before the deadline!

My biggest lesson is to plan, back up your files, and finish things early where you can. So much of my success has to do with working with people and meeting their deadlines. It was an unfortunate yet excellent learning experience to learn right out of school. It’s better than developing more bad habits and having this happen later down the road. 

I had to re-create that piece, tell them what happened, and get an extension of 1-2 days. I even bought a new computer! It was stressful, but that feeling of loss was a lot. 

From these experiences, you also learn to grow thicker skin and not take things too personally. I distance myself from client work and don’t take the process too personally. 

Art is this universal language – the only language I can authentically express myself fully.

 

How do you feel the Edmonton art scene has evolved?
I’m proud to be a part of the art scene in Edmonton, and optimistic about its future! I love the range of diverse voices in the arts, and I hope that more diverse voices and histories find opportunities to be shared.

I want to do my part to keep it growing from my role on the equity board of the Edmonton Arts Council and co-organizer of the Royal Bison. I also want to continue to support other artists and anyone wanting to get into the arts and give them the space to tell their stories. I offer a yearly summer paid internship, and I also host free public sketch sessions during the warmer months around town. Through my side project, Chinatown Greetings, we also fund artists to create work centering on Chinatown’s heritage. 

I also believe we have one of the most inclusive arts councils and communities that recognize commercial/digital artists as artists. This is very rare and greatly appreciated, and it makes us digital artists feel valued as artists. 


Where are your favourite places to hang out in Edmonton?
Lately, I’ve been an enthusiastic, regular take-out customer of All Happy. Working hard and eating delicious comfort foods in my studio. When I do go out,  I love hanging out at the Stanley A. Milner library in the newly renovated space. I’m at the playground a lot because of my two-year-old (current favourites are the Bonnie Doon Community League and Hazeldean playground), and  I love spending time outdoors in the ravines/river valley. I also love going to  Glass Bookshop because they have some very wonderful people there, and I run into friends there every time!

 

 

It’s always been about working with people and being creative together.

If you could bring one thing to Edmonton, what would it be?
Do you know Chinese Crêpes (jianbing)? It’s street food in Northern China, a freshly-hot egg crepe with spicy/salty sauce, and a crispy surprise in the centre? I’ve been on the hunt for one most of my life in Canada. I recently found one that was pretty good, at  Bao, by the University of Alberta. I also found “Auntie’s Chinese Burger” in Calgary’s Chinatown. Also good! I feel like this is a secret mission I’ve been on for over 2 decades. But glad to see more popping up. It’s honestly my favourite thing.

It would also be great to get an Illustration conference here!

 

How do you manage work/life balance?
Honestly, it’s been interesting; it’s been a learning curve for me. The very first few years were all about juggling, multi-tasking, and hustling. There wasn’t much balance in the beginning. And just as things became steady, I had a baby shortly after becoming a full-time freelancer. In my first year of motherhood, I struggled with balancing work and parenting. But I did that to myself because I was afraid of taking time off after only 1 year of freelancing full time. So I learned to ask for help when needed. Everyone was very understanding, and somehow, it all worked out. Now, things are a bit more structured again. I try not to work outside of office hours and on weekends. And I take a personal day once a month. I also take a walk when I can.

I think that artists and creative business owners with young kids just find ways to do the best that they can. A lot of the typical parenting advice did not apply to my situation, so that’s why I don’t give many tips! Just be kind to yourself! Flexibility and freelancing can be a good combination.

If you are a creative person, putting aside your work can be hard on your brain, so finding easy to do projects helps so that you don’t neglect your creativity. 

 

What exciting projects are coming up for you? (A children’s book?)
Currently, I’m working on a children’s book for youth about voting, to be released in March 2023! It’s a non-fiction book with 30 illustrations throughout. These book projects have long 1-2 year timelines, and I’ve just wrapped up the last illustrations this week. I’m hoping to plan a book release in the New Year, so that will be exciting to hold it in person finally!.

I am taking this year to do more personal work. Some of it extends from the residency. I’m exploring some themes of grief, cultural erasure, identity, and displacement. I’m also exploring memories of my hair, and the traditions of my grandmother braiding/combing it.  

I am also hoping to do a graphic novel later in the year around Chinatown immigrants and family businesses. It’s in the early research stages, so that’s all I can share for now!

www.heyemilychu.com
Instagram:  @heyemilychu

 

Photography by: nicholasdyee.com

People

Naheed Shariff

April 19, 2022

Brought to you by Kimberley Homes

 

A story of adversity, trust, and courage.
Naheed Shariff shows the power of family and overcoming adversity through entrepreneurship and giving back to the community. 

Photography by Nicholas Yee

 

Growing up in Edmonton, Naheed Shariff saw firsthand the power of hard work and a sound support system through his immigrant parents and influence from his grandmother. Both Naheed’s parents worked multiple jobs before owning several franchise locations with Boston Pizza, providing him with the foundation of his values of humility, perseverance, and consistency. 

Naheed’s grandmother provided a different approach to his learning, one that was more spiritual yet grounding when it came to routine and how to start your day with abundance.

“My grandmother was a teacher, so everything she taught us would have a spiritual spin,” Naheed explains. “In early grade school I would go to the 6:00 AM morning prayer—Jamatkhana—with her. Having that routine everyday sets the tone for waking up, getting ready, and starting your day. While you don’t necessarily have to say a prayer, it sets this formation to better organize your day.”

From the lessons provided to him by his parents and grandmother, Naheed dreamed of opening his restaurant at an early age, establishing the groundwork of how we know him today: The Chief Executive Officer of Browns Socialhouse and Browns Crafthouse YEG and the Chief Executive Officer (Alberta) of California Pizza Kitchen. 

“From age sixteen to twenty-three, I worked part-time in my parent’s restaurant at Boston Pizza, and in the evenings, I worked in retail,” Naheed says. “I was trained to make pizza dough, wash dishes, and keep food costs low. My knowledge of cost control methodology came from understanding the preparations in the kitchen while being able to do the work physically. By going through this process, I understood the business and set my sights high on being the youngest franchise owner at Boston Pizza.”  

Naheed continues to explain his mother’s impact on his success in the business at such a young age. She taught him accounting, how to squeeze every last drop of pizza sauce, and ensure that no food was going to waste. His mom also introduced him to various negotiation business books, and Naheed found so much joy as a kid honing in on these skills.

“I would read books about business leaders when I was ten years old.” Naheed explains, “[My Mom] would bring them home to read, including Napoleon Hill’s books. I started bookkeeping for the business at thirteen years old for our Boston Pizza locations.”

 

 

He even recalls when he would ask his mom if he could accompany her to the bank to negotiate a loan.

“I used to tell my mom that I wanted to watch her negotiate the loan.” Naheed laughs.  “She’d say to me, ‘no, you need to be older for that.’ Still, I would sit and learn the art of negotiation:  how to get the best deal possible where both parties win.”

Naheed explains that his father was also equally important to his learnings. 

“My dad is very systematic and methodical.” Naheed says, “He is a planner, and he provided a mindset of military precision. He would say, ‘If you’re going to do something, you do it at a hundred and twenty percent.’ My dad did everything that way and planned things for ten, twenty, or thirty years in the future.”

While Naheed grew up learning the business and had much success in Western Canada with his parents, Naheed thought he made his big break when Jim Treliving, co-owner of Boston Pizza and Investor on Dragon’s Den, personally invited him to open his first franchise restaurant in Ontario. 

However, the journey and experience posed many unexpected challenges. 

“In December 1999, Farha and I opened our first restaurant, the third Boston Pizza in Ontario,” says Naheed. “I came in from Western Canada thinking we would do so well, but we had the lowest sales in Boston Pizza history.”

Naheed had many difficulties with the location, such as finding staff, educating customers on American-style pizza, and handling deliveries and janitorial duties. Farha also juggled three jobs while training staff in the restaurant, hosting, and tutoring – all while studying for grad school.

“The two of us couldn’t make our ends meet, and it was not what I initially imagined when opening my first restaurant,” Naheed says. “Looking back now, it was a humbling yet key learning experience.”

Opening a restaurant is never easy, especially when introducing American-style pizza in Vaughan, Ontario, (being a predominantly Italian area); however, Naheed took this as a learning experience that guided his next steps.

After a year of difficulties and having $350,000 in accumulated debt in the first year, Naheed met another franchise owner who opened a Boston Pizza in Georgetown. The owner was struggling and looked to Naheed for guidance, which allowed Naheed to mitigate his company’s losses through consulting. 

“He came to me asking if I could check over his books, and it was super evident that everyone was stealing from him.” Naheed says, “The things I asked him to fix, he just couldn’t do because it was an insurmountable task.”

 


While Naheed offered many solutions, the owner of the Boston Pizza in Georgetown eventually asked him to buy the company. He agreed and found a general manager to help grow the Georgetown location to be highly profitable. The establishment of a new general manager, accompanied by Naheed’s knowledge of the food industry, made the business extremely successful, offsetting the costs of their first location. 

In 2002, Naheed’s first daughter was born, which gave him the mindset shift to re-evaluate how he and his family would move the business forward. Naheed was in his second year of ownership, and the main office had started noticing his success in Ontario. 

“It was tough to balance being a new dad and managing the two businesses when my daughter was born,” Naheed explains. “On top of that, there was pressure from head office to open a third Boston Pizza because things seemed to be doing well by that time.”

Aside from managing the business, Naheed also considered Farha’s maternity leave, which would affect the family’s income. At this moment, Naheed and his family decided to speak to the head office regarding the next course of action. However, Naheed’s daughter was coming home on the meeting day, and head office could not reschedule the original meeting time. 

“I had to choose between being there to bring my daughter home or attending the meeting,” Naheed says. “I felt like I had to choose to be there for the meeting, and my biggest regret to this day was not being there to bring my daughter home from the hospital. Once I made that mistake, I knew the next step.”

After much reflection, he and his parents decided to sell the restaurant due to the debt accumulated in the business. Both restaurants were sold by the end of 2002, and the family decided to move back to Edmonton. Even after both companies were sold, losses were still significant, and Naheed describes that he felt like a failure to his parents, business partners, and family.  

For Naheed, the money was not merely about debt but the collective belief others had in him and how he felt like a fraud calling himself a business owner. 

“It took me a long time to feel comfortable again in Edmonton,” Naheed explains. “I had to regain my confidence, surpass imposter syndrome, and reflect on how I could improve.”

 

 

One major contributor to the transition was his wife, Farha, who supported him, the business, and their children through times of adversity. Her most extensive advice to Naheed was that life is about being a lifelong learner, which has impacted him.

“During that difficult time, I didn’t want to talk to anybody. My support system got me through it all,” Naheed says. “I’m so fortunate to have the unwavering support of someone so invested in our relationship and future growth. Someone who is my best friend, partner, and now the mother of our children. Being surrounded by my entire family re-energized me to see the opportunities for the future.”

Naheed went back to work with his parents and his brother on the business, and by 2007, they had built a new restaurant to start a new business venture. Despite his parent’s concern, his parents supported him, and Naheed knew that he could learn from his past mistakes while creating a flourishing and well-known business. 

After the new build, Naheed and the family went from having three restaurants to four Boston Pizzas in the city. While his mother already had a reputation as an Icon with BP, he too became well known across Canada for his success and joined Boston Pizza’s Franchise Advisory Council. 

“In June of 2007, we bought the Leduc Boston Pizza.” Naheed says, “By November of 2007, we built a new Boston Pizza on 137th and 97th and built the Shopping Plaza around it simultaneously. Suddenly, we went from two high sales volume restaurants to four and became property owners. It was probably one of the best things that happened for our company. We started to create this different system of being a Ma’n’Pa restaurant within the brand of Boston Pizza.”

By the year 2011, Naheed started thinking about other opportunities. Having expanded into property management with the Shariff Group, he wondered what else would be in store regarding the food scene in Edmonton.

“In late 2011, I started to see that the business was changing, which concerned me,” Naheed explains. “I started scoping out what other food companies were doing, such as California Pizza Kitchen. Every time we travelled to the United States, I would eat there. I felt like that was the evolution of what a pizza brand should become.”

“[California Pizza Kitchen] had these cool ideas; they had cool menu items.” Naheed says, “I thought – They innovate, they want to be different. So, I started watching them. Simultaneously during that time,  I heard about a company called Brown Socialhouse in 2011, and I read about  the owner’s history (Scotty Morrison), who was one of the original partners of Cactus Club.” 

Browns Socialhouse caught his eye in 2012, and he flew to Saskatchewan with another BP Franchisee Dan Arndt (whose father Barry Arndt had worked with his mom at the original BP corporate office in Edmonton) to try their food. 

“I loved that everything was made from scratch,” Naheed explains. “You’re bringing in fresh chicken breasts, hand-pressed burgers and fresh tuna. You’re cutting it yourself as opposed to everything coming in frozen.”

After trying their delicious food and being amazed by their service, Naheed flew back to Edmonton with a new game plan in mind. He tried to convince the decision-makers at Boston Pizza to change their mind, but was told innovating in a large company is “difficult” and they continued to believe that in order to maintain a healthy food cost it would be from frozen ingredients.

 

 

At that time, California Pizzas Kitchen was owned by Golden Gate, and one of the largest stakeholders was Warren Buffett. Warren Buffet! Naheed was very excited to get something going…It took Naheed two years to talk with someone from the company because they refused to speak to someone in Edmonton.

“I was relentless.” Naheed says, “I said, ‘Listen, this is what I envisioned for the brand.’ I love what they’ve done and provided examples of what I would do differently.”

By 2014, the family sold all the Boston Pizza locations they owned, Naheed, his brother and his mom faced a non-compete for two years, but this was not the only repercussion,  he also felt ostracized by his colleagues in the industry, as they now viewed him as a competitor rather than a friend that has supported them for so many years. 

“Our colleagues at Boston Pizza were not happy with my mom because they thought she was tied to the launch of Browns even though she was not involved with it.” Naheed says,  “It destroyed a lot of relationships that we had since the 1980s with a lot of these big players. They were agitated, and rumours were flying around, which affected my mom, despite saying she wasn’t involved. This led to a real demise in her health. She started having fainting spells and going into seizures, which created a lot of stress and anxiety for her.” 

Naheed continues to elaborate on the feedback and arrogance he received. The experience caused him a lot of stress, leading to macular degeneration in his right eye. 

“I lost colour in my right eye, all stress-induced from going through that.” Naheed explains, “I had a couple of surgeries, and I have colour, but only 60%.”

Despite the complications with the sale, and the pushback in the industry, Naheed’s dad had set his sights to open Brown’s Social House in 2015. 

“In 2015, my dad opened Browns.” Naheed says, “He’s such a cool cat. When I envisioned Browns, I envisioned a guy like my dad coming and sitting at the wood and talking to the regulars and chilling out, and it was a business for him.”

Fast forward to 2020 his mom became the owner of California Pizza Kitchen, while Naheed remains the CEO of both brands. In doing so, Naheed has the flexibility to operate within the parameters of both franchise agreements. 

Although, plans often change as Naheed lost an essential person in his life. During that time, his brother was battling cancer.

“My brother was diagnosed with cancer on his 30th birthday.” Naheed explains, “Here we were selling our business, which he had worked, battling cancer. At that time, California Pizza Kitchen told me they were ready to move forward. But when they contacted us, he was still in and out of chemotherapy. We were worried where it would flare up.”

 

 

In 2018, his brother’s health took a challenging turn. The family was in the midst of signing an agreement to build more Brown’s locations, and Naheed welcomed his brother’s new son into the world. However, his brother ended up passing away just one month later. 

Stifled with grief, Naheed had to call the head office at California Pizza Kitchen to ask to pause the business.

“The President Jim Hyatt [California Pizza Kitchen] told me to take my time and call them when I was ready.” Naheed says, “I was shocked that this big global brand said they would wait for me, realizing that this is what business is about. Making things mutually beneficial.”

While Naheed had set his eyes on launching the new restaurant by 2020, the world had shut down due to a Global Pandemic. However, this did not waiver Naheed’s confidence, as he took everything he learned so far during his challenges and stayed optimistic.

Naheed grew and succeeded with Brown’s Social House during his discussions with California Pizza Kitchen. This year, he is looking forward to launching California Pizza Kitchen in the City of Edmonton. 

Though the most significant success of it all? Being able to give back to the community while spending time with his family. 

“The Pandemic changed everything.” Naheed explains, “The Pandemic forced us to reflect on how we lived and where I spent my time. It made me realize that we need to prioritize family life and take time away from work.”

Naheed elaborates on how putting his phone away to be present has elevated his life. He now takes pride in going on walks with his wife and family frequently, where they can spend quality time together to enjoy each other’s company. 

Aside from family and work, Naheed spends time giving back to the community through collaborating with Kids With Cancer, the Cross Cancer Institute, and the Mazankowski Alberta Heart Institute. These organizations are close to Naheed’s heart, as they have impacted his family in a positive and fulfilling way.

Naheed shared a particular story regarding his brother, who was diagnosed with cancer and was very involved with Kids With Cancer due to past collaborations they’ve had with Boston Pizza. There, Naheed’s brother was told the story of a girl’s prosthetic that looked identical to his, which is a story that will be tied to the Shariff family forever. The impact of this story guided Naheed to strive to give back to Kids With Cancer and the Cross Cancer Institute. 

“We have this picture, and it’s my brother with a cancer survivor, and she had Ewing’s Sarcoma.” Naheed explains, “She told my brother her story, and that’s the same cancer he was diagnosed, and he had a prosthetic exactly like hers, so it will be tied to us forever that we were meant to be a part of that organization. When [California Pizza Kitchen] comes on board, we will start doing more work with Kids with Cancer.”

Further along his journey, Naheed’s mother had a heart transplant, which expanded the family’s work to give back to the Mazankowski Alberta Heart Institute. Naheed explains the impact of this fantastic organization with hopes of continuing to give back to the community. 

“On the Browns side, we’ve done a lot of stuff with the Cross Cancer Institute because my brother spent a lot of time there.” Naheed sags,  “We are also doing work with the Mazankowski Alberta Heart Institute because my mom had a heart transplant last year.”

Giving back to the community is a crucial value for the Shariff family. They have shown that business is not always about money but making the community a better place.

Aside from these non-profit organizations, The Shariff Family has done some work with the University of Alberta Botanic Garden as a tribute to his brother, Faisel. It’s another way that the Shariff family honours the memory of a young individual and a reminder that life is short – so to live it to the fullest every day. 

There is more to Naheed than non-profit organizations and his love for food. We get to know Naheed more through his fun and exciting activities. 

Naheed highlights his collaboration with Audi Edmonton North. Both himself and his wife Farha are ambassadors for the brand. Another way that the Naheed family connects to the community. 

“The safeguards are why we drive Audis,” Naheed explains. “Farha was hit with a head-on collision in a Q7, saving her life. We will continue to drive Audi’s for years to come.” 

More importantly, Naheed gives us the true meaning of success and the impact of slowing down to appreciate life. He gives us some of his favourite things to do in his spare time, including eating dishes at Browns, trying out new places in the City of Edmonton, and supporting local businesses such as Brio Bakery and Iconoclast.

“For anyone wondering about my favourite dishes at Browns, I have two to recommend,” Naheed says. “The first one during the week would be the Tuna Poke bowl. Then, without fail, is the Hollywood Burger.”

Through the trials and tribulations of owning a business, the grief of losing his brother, the growth from being a father and a husband, and the challenges of a global pandemic, Naheed shows us the power of resilience and overcoming obstacles with the ones he loves.  

 

 

“One of the things that the kids taught me is that not everything needs to be done right now. It can be done later, and there will always be a time and place” Naheed says, “I was a creature of urgency. Once that was taken away, I found peace. So, my definition of success is Happiness.”

 

Instagram:  @nns0075
LinkedIn: Naheed Shariff

Photography by: nicholasdyee.com

 

Brought to you by Kimberley Homes

Kimberley Homes

People

Puneeta McBryan

March 21, 2022


There is so much about you that we want to know, Puneeta. Where did you grow up? When did you move to Edmonton and what was the move like?
I was born in Dawson Creek, BC which is way northern BC, and then I grew up in Grande Prairie, AB. So, I moved to Edmonton in 2007 for university, moved downtown, and that was a bit of a shock to the system. Coming from small towns my whole life to all of a sudden moving downtown to a major city. It was a different place back in 2007, so I definitely had to get used to sirens and everything!

I think it took me about two years of my degree to fully fall in love with Edmonton. I didn’t know that when I first moved here, I planned to stay, but by the time I was about halfway through my degree, it was pretty clear that I was going to stay.

 

I’m curious, you said it took you two years to fall in love with Edmonton, what was it that made you fall in love with it after a while?
That’s a good question, I don’t know that I have ‘a’ single answer to that; you just build community over time. Especially with the way I am, relationships with the people around me are really important. I recognized pretty early that opportunity is hard to come by when you’re a small fish in a really big pond. I saw how many opportunities there were in Edmonton, I volunteered and met incredible people and when I reflect back it usually comes back to the people I’m surrounded by and the opportunity.

 

 

That brings up a good point though, you built quite an awesome career in Edmonton. Can you tell us a little bit about how you got into your current role with the Edmonton Downtown Business Association?
I feel like you can never know where your career is going to land you or what doors are going to open up along the way—I didn’t even know this job or this organization existed when I was in school or in the early stages of my career! I come from the marketing world, starting at Incite Strategy for almost four years, and Amplomedia before that, and then I was at Alberta’s—actually I think Western Canada’s—largest independently owned marketing agency after that, ZGM Marketing. Marketing was my whole career. I really thought my future was in the advertising industry. I even considered moving to Vancouver to work for an agency there, but that didn’t feel right.

It wasn’t until I was on mat leave in 2020, this EDBA job opportunity came out of nowhere. I found out they were in need of a new leader, and a couple of my friends texted me saying, ‘you should go get that job!’ I had known Ian, my predecessor, and I kind of knew what he did but I didn’t really know anything about the organization or what the job actually was. I quickly realized this might be exactly what I should be doing—it was the intersection of marketing and city building, government relations, etc.

So I applied for the job in the Fall of 2020 and went through a pretty intense process, and here I am!

 

When you were interviewing, was there something about your passion or ideas or process that you brought to the table that they really loved?
The interview process up to a certain point was pretty straightforward. At the end for the final shortlist, we had to give a presentation of like, our first year in the job, what is our vision was, what to tackle and what is our plan to get Downtown Edmonton back on track… so that was a lot of pressure, that was pretty intense. After I was hired, the recruiter said it was tight as there were really, really incredible candidates and she said that towards the end of their deliberation she asked them the question, ‘Think about what type of leader or type of person this organization needs right now”. She told me that was the question that made them think I was the right one.

 

So 2020, you said you were on maternity leave but for most of us, 2020 screams the Pandemic. Please tell us how you navigated your new role.
The presentation [for the application] was in the midst of Covid, it was the end of 2020 when I had to give that and I walked in with a lot of optimism which I think has been absolutely essential. When I got there the team had been through so much and I got to walk in bright-eyed and bushy-tailed coming off mat leave and I wasn’t beaten down by Covid the same way everyone else had been. The team was able to absorb a little bit of my optimism; you need a lot of optimism and resilience and to try not to focus on the things that are out of our control, but focus on what you can control. Every day you have to give yourself that reminder because it’s easy to throw up your hands if you let yourself do that. And you REALLY have to care, again, it’s easy to throw up your hands. One of our core values here now is to ‘show up and give a shit’, which I love.

show up and give a shit

 

But that brings up a good point, roadblocks. There are so many in life, can you tell us about one of the biggest roadblocks you’ve had and how you overcame it?
Obviously, the ups & downs of Covid have been a roadblock for everyone of course, but personally, when I think of my life and career as a whole, my roadblocks have been other health-related things. I had Thyroid cancer in 2015 then after that we struggled with unexplained infertility for years which took a massive toll mentally. The health issues turned everything upside down but they also put everything in perspective which is the key to overcoming; focus on what you can control, focus on what you’re grateful for, and give yourself the time and space you need to heal.

I think that’s a bit of a silver lining through Covid—I’ve noticed that leaders and workplaces are so much more empathetic and open and recognizing the life behind the scenes that people have—that there’s family and kids and illness happens. It’s a more passionate community. I hope that’s one thing that stays with us.

 

 

That brings up another good point. Earlier, we chatted about being a female in the marketing world and how it’s hard to find that work-life balance. What three tips would you give to young females to help them succeed in their careers and in everyday life?
This is a tough one. One tip that I always give is to not prioritize goal setting. I feel like more than ever having big goals, vision boards, etc. it’s good to do and to revisit goals once or twice a year, but what’s more important than that is finding your opportunities and to shine in whatever it is you’re doing; master whatever it is you’re working on right now because when you shine at what you’re doing that is when the world sees you as being a superstar; then you can see what the next move/goal is.

I worry that when people visualize big goals they miss the mark on mastering whatever it is they are good at in their current role.

Spending time on self-awareness and what you’re good at and paying attention to those things. Cultivating your skills and talents and looking for more opportunities, volunteer maybe to stretch some of those skills and then maybe improve on some of the things you’re not so great at – that work is more important when you’re young than having bigger goals, I think.

There’s a great book, it’s called Atomic Habits by James Clear and there’s one line in there that I love, ‘we don’t rise to the level of our goals, we fall to the level of our systems.’ Just because you have that goal, doesn’t mean you’re going to end up there; it’s the daily, the weekly, the yearly habits and practices and work that you’re putting in that’s going to get you where you need to go. 

Just because you have that goal, doesn’t mean you’re going to end up there; it’s the daily, the weekly, the yearly habits and practices and work that you’re putting in that’s going to get you where you need to go. 

Another tip would be to focus on the relationships you form, both professional & personal. Those are the single greatest assets to your future success. Personal relationships are massive – you never know where a client or coworker may end up and who they’ll know, or where you may cross paths again. Wherever you go, whatever you’re doing, avoid burning bridges. Take a few extra minutes during a conversation to build a deep relationship and know them better – it’s huge, especially in Edmonton.

A third tip: I wish I had known how important balance and boundaries are when it comes to working life – especially if you’re ambitious and love what you do. It’s really easy to let work blend into evenings and weekends and consume your thoughts. Burnout creeps up really fast and out of nowhere. I wish someone had told me to say no, to be a lot more selective for what to volunteer for, and to put clear boundaries in place between work and home life. For example, if you have to work after hours, pre-schedule emails to send the next day during work hours to set that boundary in a leadership role.

We as leaders have to set an example, so if we’re telling people to have boundaries in place then we can’t be sending emails at 8 pm at night!

 

So how do you find balance?
I do wonder where I would be if I hadn’t had a baby because one thing that was a huge blessing if you have a forced boundary, it doesn’t matter what is on your to-do list or if someone wants to meet with me- I can’t. I have to be home at 5:15 every day (for the most part) and work around my family’s schedule.

Not having those forced boundaries can make it really hard. I have gotten better. I block off time in my calendar, and just make it clear to colleagues that you’re blocking off time. Communicating those boundaries upfront is so important.

I use Calendly for scheduling to make it clear when I am available.

Focus on the relationships you form, both professional & personal. Those are the single greatest assets to your future success.

 

What hobbies or activities do you like to do outside of your work? / How do you wind down and blow off steam?
I used to have so many! Once I became a mom all of it kind of fell away, but I love to snowboard and golf. I used to do yoga religiously, now I just squeeze those things in where I can in my busy schedule with work and being a mom.

 

You have a very strong background in marketing but if you had to choose another profession what would you have done?
When I was younger the dream job was to be a music supervisor- I love music, love great film and television, and was just obsessed with the idea of curating and managing the music for movies and TV.

 

I feel like we kind of already answered this question about the challenges of being a female Executive Director in your early 30s, was there anything you wanted to add?
If I was doing it in non-covid times it would be more challenging with going for drinks,  networking events in the evening or off-hours and weekend events. The expectations for this job would have been tough as a young mom.

The silver lining of doing it now is that none of that really happens due to the pandemic and I can focus on a regular workday. It’s a huge reminder of how much work still needs to be done for true equity in the workforce for mothers. As my son gets older though, now that the evening things are coming back, I do have a bit more flexibility to do those things once or twice a week, so that’s nice too.

I also don’t often look and sound like the demographic of my peers and predecessors in this role, and sometimes I feel like I’m viewed with a bit of skepticism. But I look at it as an opportunity to set an example of what business and community leadership can look like for the next generation.

 

What excites you about Edmonton’s downtown? What’s your vision? You came into the role with a different outlook, a lot more balanced and everything associated with that. So tell us what excites you?
Oh, so many things. It is hard to not get bummed out by the negativity around ‘downtown’ across North America due to Covid but I don’t focus on those things. I try to focus on how our downtown isn’t finished yet and there is so much development opportunity. I get to see the designs, the redevelopment- there is so much that can be built up.

I see the opportunity to double our downtown population in the next 10 years (or less). It’s a young, affordable city with so much opportunity for small businesses to take over downtown. There are so many tech startups and new businesses that can make it feel like a community that grows with us, to be more inclusive and creative and fun. 

Edmonton’s downtown has the perfect blend of old & new/corporate & creative. We get to watch Edmonton grow and develop.

I see the opportunity to double our downtown population in the next 10 years (or less).

 

What’s your favourite hangout downtown?
I’m going to say Red Star / Lock Stock / The Bower. Partly because I worked there, where I met my husband 12 years ago. It’s the anchor for so much of the downtown community – an absolute gem of a place.

I’d also say Rosewood Foods. It’s my favourite place for lunch. It’s an example of a place that opened despite all the odds during Covid.

The Art Gallery! Edmontonians don’t spend nearly enough time there. Have lunch at May. Especially when it’s cold outside, it’s a fantastic place to spend the day.

 

So what’s your future vision for Edmonton?
That’s a big question – I really think we have the opportunity to be the place for young, diverse, entrepreneurial people who want to be a part of a community and want to live somewhere where it’s not about the hustle and grind every single day – it’s about so much more than that. You can have a family, have a house, and a job you want and I think that’s really unique about Edmonton.

We’ve elected probably one of the youngest city councils we’ve had, most gender-balanced. We are seeing more of what we want to be in leadership across the city. We have some fantastic business success stories. We need to keep incentivizing and encouraging the innovators who are making this place what we want it to be.

We have a really high, affordable quality of life and I think more people are starting to realize that. There are lots of opportunities here.

 

So to wrap up, what’s next for you?
I’m going to stay true to my first piece of advice in being very focused on what I’m doing right now. I have more than enough on my plate. I have an amazing little family and am doing everything I can to succeed in this job.

I’m not thinking about what’s next, not until the right door opens at the right time. Onwards & upwards.

 

Photography by: nicholasdyee.com

 

Brought to you by Oliver Park Dental

Brought to you by Oliver Park Dental

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People

Alyssa Lau

October 25, 2015

23 year old Alyssa Lau is a born-and-raised Edmontonian who is making waves in the global fashion industry with New Classics — an online store that promotes style with a conscience. After graduating from the University of Alberta’s Bachelor of Sciences program, Alyssa decided to hold off on pursuing a biochemistry graduate degree, and make fashion her full-time gig. Her blog, Ordinary People, has a HUGE following -in the area of 52.5k followers (just on Instagram)- and serves as the perfect resource for fashion-savvy followers around the world. We were fortunate to be able to catch Alyssa between her roles as New Classics founder and style blogger, to chat about her life, inspiration, and get her take on the transition from fast-fashion to socially responsible style.

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