Build Safe Construction Safety (519) 580-4428 susan@buildsafe.ca
Jim Blair
Michael + Clark Construction (226) 271-2226
jim@michaelclark.construction
Ted Dreyer
Ex Officio Bennett Grant LLP. (519) 744-4491 edreyer@kw-law.com
MESSAGE FROM THE PRESIDENT
At GVCA, we’re proud to represent a strong and diverse community of construction professionals. Our association is grounded in connection, collaboration, and a shared commitment to helping our members—and the industry—thrive.
Our priority is to support your business in meaningful ways, whether through advocacy, education, networking opportunities, or industry leadership. At the same time, we know there is always an opportunity to do better. Your feedback plays a critical role in shaping how we grow, and we encourage you to share your perspective so we can continue to evolve and better meet your needs.
Thank you for being part of the GVCA community. We look forward to continuing to support your success. 1 2 3 4 5
5 STEPS TO MEMBER SUCCESS
Start with a Plan
Once you join the Grand Valley Construction Association, we highly recommend booking a one-on-one onboarding session with our team. This allows us to understand your business goals and show you exactly how to maximize your membership. From networking opportunities to project leads through Link2Build, we’ll help align your membership benefits with what matters most to you.
Get Your Team Involved
Your GVCA membership extends to your entire staff—and the more they engage, the greater your return on investment. From office professionals to field teams, we offer events, training, and programs designed to support every role within your organization.
Be
a Voice for the Industry
Get involved and make an impact. Join committees like Leaders in Construction or Women in Construction, or attend industry seminars to share insights and help shape the future of our industry. Your voice matters, and GVCA provides the platform to be heard.
Build Meaningful Connections
Take advantage of our networking events to connect with fellow members, industry leaders, and potential clients. Strong relationships are at the core of business growth—so show up, get involved, and stay connected. Don’t forget to follow us on social media to stay informed and engaged.
Take Advantage of Member Savings
Your membership comes with valuable cost-saving opportunities. From discounts on hotels, fuel, paint, and insurance to exclusive member programs, GVCA helps you reduce expenses and improve your bottom line.
BUILDING BETTER COMMUNITY
Being a part of GVCA gives your business instant credibility and a true sense of partnership in the community. Membership shows that you are helping shape the construction industry on issues that impact local businesses.
IN IT FOR YOU?
Connections That Drive Business: GVCA actively connects members with other members, creating new leads and opportunities for growth.
Member Savings for Your Entire Team: Exclusive discounts and savings that can be shared with everyone in your company.
Networking Opportunities: From events to sponsorships, GVCA offers a variety of ways to meet industry peers and leaders.
Education & Industry Insights: Stay informed on the latest news, trends, and developments in the construction industry.
Giving Back to the Community: Every GVCA event supports a local charity. Thanks to member support, thousands of dollars have been donated to multiple organizations across our region.
BASE GVCA & DISCOUNT
MEMBERSHIP MEMBERSHIP
• BASIC access to the Link2Build
• E-communications
• Listing in the Membership Directory
• Member pricing on CCA/CCDC documents, guides & seals
• Education and online training
• Same day print services
• Member exclusive networking events
• Use of training/meeting rooms
• Discounts
• Unlimited users
• Commissioner of Oath services.
• Access to committees (WinC & LinC)
• Career listings posted on the GVCA website
• Marketing/Advertising Opportunities
Membership includes access to all GVCA “Base” services PLUS:
• FULL access to the Link2Build Zone 2
• Access to over 10,000 projects annually.
• View, print and download all plans and specifications.
• Unlimited user accounts.
• Daily project updates.
• The opportunity to purchase Link2Build EPR access to GTA, including Barrie, for $600 + HST
• The opportunity to also purchase additional Link2Build EPR zones for $600 + HST each.
• E-communications
• Promotion in e-newsletters and socials
• Member exclusive networking events
ARTIFICAL INTELLIGENCE IS NOT MAGIC
IT’S JUST BETTER WORK.
By Jacinta Grootjen, Principal Consultant Primary People Group
Amid-sized company had a problem that looked like a “talent gap” on paper, but felt like a people-management issue in real life.
They had managers who were technical experts who could walk a site, read the schedule, manage the project and catch issues before they became costly. But when it came to leading people, they were stuck. The pace kept accelerating, expectations kept shifting, and the next layer of talent needed a totally different approach to management than these managers had ever been taught to provide.
No one was trying to do a poor job. Yet tough conversations weren’t handled well and expectations varied from one lead to the next. What seemed like a small miss at the start of a project turned into an expensive and complicated fix at the end. And of course, no one had the time (or patience) for it. HR was pulled in late, often after someone had already decided they were done. Teams leaned hard on a few steady high-performers. And managers got
increasingly frustrated with some levels of talent on their teams.
They implemented a practical AI tool for the moments leaders were struggling: setting expectations, preparing for tough conversations, and finding the words that move things forward (and the ones that don’t). Demi helped managers turn vague feedback into clear coaching, run effective performance reviews, build career plans, and translate strategy into priorities people could execute.
Within weeks managers started showing up differently. They weren’t guessing their way through people leadership anymore. They had a structure, the right words, and a way to turn frustration into a plan, and have conversations that felt direct, fair, and productive.
The biggest win wasn’t “time saved.” It was capacity gained: the technical expert people manager gap started to shrink; leaders got more consistent; employees got clearer feedback and better development;
and the next layer of talent grew faster because coaching improved.
That’s the point of a tool like Demi. Not magic. Just better work.
Demi now spans 42 industries, giving us a clear view of where work breaks down and where support helps most. Users report saving approx. 10 hours a week, not only because drafting is faster, but because they have a strategic partner in the workflow. Decision quality goes up, time-to-decision goes down, and teams spend less time circling back to fix unclear or misaligned work.
This impact is accelerating because the distance between ‘idea’ and ‘tool’ has collapsed. Small teams can now build and refine AI inside real workflows instantly, skipping the traditional two-year runway. But this speed creates a distinct tension: while the technology is ready to go immediately, the human side (our habits, processes, and systems) often lags.
Two
shifts, not one
When people say “AI,” they often treat it as one single wave. In practice, two distinct shifts are happening at the same time.
First, the Agent Layer. Organizations are redesigning their operating models to treat agents not as “employees,” but as a scalable work layer. A person sits above that layer to steer priorities, validate outputs, and handle highcontext exceptions. In this model, employees become designers of work: they set the rules, review the edge cases, and continuously tune the system.
Second, the Support Layer. This is where organizations use AI to help people get better at the work, they must do themselves. That’s where Demi currently sits. Demi isn’t replacing managers; it’s acting as the experienced partner in their pocket, strengthening their judgment and communication, especially where leadership training is thin and the stakes are human.
Both shifts fundamentally change what capacity means.
Job anxiety is part of the story.
A 2025 survey found 68% of Canadians cite job displacement as a key concern about GenAI (1). And honestly, the fear isn’t irrational. Many tasks will disappear. Some roles will shrink or become unnecessary. Entire job groups will be reshaped faster than most people expect.
But the bigger shift is work redesigned. As the routine gets automated, humans move up the value chain into exceptions, strategy, and connection. The jobs that grow won’t be defined by speed or repetition, but by the ability to navigate complex relationships and handle the nuance when the answer isn’t clear or the process breaks.
Why some leaders still shrug
In Q3 2025, Statistics Canada found that 66.7% of Canadian businesses had no plans to use AI in the next 12 months, and among those businesses, 78.1% said AI “was not relevant” to what they currently provide (2). Often that’s not resistance; it’s a failure to see the use case inside day-to-day operations.
And even when leaders can see the potential, many organizations struggle to move from pilots to real value. Another study showed that 74% of companies haven’t shown tangible value from AI, with only 26% having the capabilities to move beyond proofs of concept (3).
In our world (HR + Operations) we usually see the “struggle” point in three places:
• the tech isn’t tied to a real pain (it’s interesting, not useful)
• processes aren’t mapped, so you’re trying to automate chaos, or
• people weren’t brought along, so adoption isn’t great.
AI doesn’t fail only because the tool doesn’t work. It fails because rollout is treated like software, not like change.
What works is a shorter, tighter change loop built around where work already breaks down. AI sticks when it’s a tool you reach for midjob, not a shiny thing you “rolled out.”
Start with one problem that keeps showing up. Put the tool in that exact moment and show how it relieves a pain people feel every week (or every day). Adoption isn’t about awareness; it’s about use cases that feel instantly familiar.
Then reinforce what works. Share real examples of how it was used, what changed, and what improved. Do that consistently and it stops being “new tech” and starts becoming muscle memory.
Why this matters right now
In 2025, 77% of employers in Canada reported difficulty finding the skilled talent they need (4). Even when you can hire, building strong managers or the technical expertise fast enough is still a constraint.
That’s why AI can’t only be treated as a cost play. In a talent-constrained market, it becomes a capacity and quality play; especially when it helps leaders coach better, communicate clearer, and develop people more intentionally. But that only happens if you invest in people, not just tools.
Research shows 83% of employees say they want and/or need to learn to use GenAI more effectively, and nearly half say they fear job loss if they can’t keep up (5). Integration means clear expectations, training for real workflows, and a roadmap that helps people stay valuable as work evolves.
The bottom-line benefits are real too, entrepreneurs using AI reported a 27% reduction in operating costs and a 22% reduced need for additional hiring (6). The catch is focusing on the operations meets people parts: strong processes and people who know how to use the tools well.
Which brings us back to Demi: done well, AI can raise the bar instead of lowering it, because it strengthens the humans doing the work.
BUILDING COMMUNITY, NOURISHING FUTURES
WHY CHILDHOOD FOOD INSECURITY EXISTS IN WATERLOO REGION,
AND HOW COMMUNITY ACTION CAN CHANGE A CHILD’S FUTURE.
By Faune Lang, Executive Director, Food4Kids Waterloo Region
At Food4Kids Waterloo Region, we believe every child deserves the opportunity to grow, learn, and thrive without the burden of hunger holding them back. Our mission, together with our compassionate community, is to provide nutritious food packages to children ages 1-14 living with chronic hunger in severely foodinsecure homes throughout Waterloo Region. We focus on the critical times when children need it most—on weekends, during school breaks, and throughout the summer—when school nutrition programs are unavailable.
Why Food4Kids WR Is Needed:
Unfortunately, for far too many children in our community, hunger is a daily struggle. In Canada, nearly 1 in 5 children live in homes where food is uncertain, leaving them without the regular, nutritious meals they need to thrive. This is a heartbreaking reality for many families in Waterloo Region, where rising food costs and economic pressures have made it even harder for households to access healthy food. The 2023 Cost of Eating Well (CEW) report showed that food insecurity has continued to rise across Ontario, with 1 in 6 households in Waterloo Region now experiencing some level of food insecurity. This means children are going to school hungry and coming home to bare cupboards. For children who live with chronic hunger, it’s not just about missing a meal. Hunger can affect their ability to learn, grow, and build lasting friendships. It impacts their health, their happiness, and their future. Children in food-insecure households are more likely to face
developmental delays, struggle in school, and experience higher levels of stress. Many of these families can’t access food banks due to distance, hours, or the stigma that sometimes comes with using them. Even when food banks are accessible, they often can’t provide enough to cover the long weekends or extended school breaks, and that’s where Food4Kids WR steps in. In some households, there may be a single parent, someone who has lost a loved one, or an individual facing a health issue that makes it difficult for them to provide for their family, access transportation, or advocate for their
needs. We work to eliminate these barriers, ensuring that no child suffers because of their circumstances. Our goal is to make sure that every child is supported and that no one is left behind in a world they cannot control. We know that when kids have food, families feel relieved, too. Parents and caregivers can redirect their limited resources to things like paying bills or keeping a roof over their heads, knowing that their children are wellnourished and can focus on being kids. And that’s powerful. Each food package is delivered with equity and dignity directly into the child’s hands.
This is not just a bag of groceries; it’s a message of hope, a reminder that these kids are seen, cared for, and supported by their community. Together, we’re not just addressing food insecurity — we’re building a community where every child has the chance to succeed, regardless of their circumstances.
How Did We Get Here?
We need to ask and discuss what has changed, that we now live in a community where hungry children are in our backyards and among our neighbours. This is not a new problem, despite what the public may think. It has always existed, but there was no spotlight or education on what was seen as a hidden crisis. Shame and stigma often come with not being able to provide food for children. For many, it is out of their control because of finances, the housing crisis, mental health, job security, loss of a loved one, single income, or needing to use government resources. Most families face tough choices like paying rent or buying groceries. This is a real, daily struggle for many in our region, and each year, the numbers grow quickly. When we look deeper, we see that ignorance plays a big role. We hear things like “that doesn’t happen here,” “my neighbourhood is well-to-do,” “Jimmy has a great job,” or “Why doesn’t she just get a job?” These statements come from ignorance or bias. Hunger does not have a certain look; what seems fine on the outside can be falling apart behind closed doors. Children are shaped by their circumstances and need love, support, and the basic human right to food security like everyone else. As a community, we have isolated ourselves and moved away from partnership and supporting one another. The “I” mentality has replaced togetherness and turned into a culture of blame and judgment.
Rising Above:
Solving childhood hunger in our community requires action at the root level, with courage, creativity, and partnerships. When people lack basic rights, such as access to food, they’re forced to make hard choices, creating cycles of hardship that strain services and require ongoing support. Working together offers hope for breaking this cycle, ensuring future generations have safe, supportive communities. By recognizing the issues around us and acting together, we invest in children, who will be our future leaders and community members. Investing in their well-being now is essential for building a strong, lasting community for years to come.
No single person can solve serious social issues alone; it is essential that we collectively raise our voices for the
children and youth in our community. If we can all agree on one thing, it is our commitment to children. We were all once young, innocent, and dependent, and we need to return to a culture of active listening and support in moments when someone is struggling. We have a social responsibility to care for one another.
Act Today: volunteer, advocate, organize community events, sponsor local initiatives, or donate to provide support. Your involvement can make a real difference—join us to help build a brighter future for every child.
ADDRESSING CYBER RISKS
WITH OPERATIONAL TECHNOLOGY IN CONSTRUCTION
By Rob Philpotts and Dan Nagle
While connectivity drives value, it also introduces risk, especially as cyber vulnerabilities often begin during the construction phase. It’s important to embed security concepts into the project delivery and handover process and not just treat it as an operational one.
In construction, automation and design were once the height of digital progress. Many things have changed since then. Today’s projects rely on construction site access control, cranes and hoists with digital controls, environmental monitoring, and site cameras and drones.
This digital transformation is delivering efficiencies and data-driven insights. However, this opens up new risks that need to be considered that can later affect project delivery, worker safety, and the overall integrity of the outcome.
The pros and cons of operational technology in construction
Operational technology (OT) refers to the hardware and software that control physical processes. This can include site access systems and cameras, elevators, life safety systems, and building management systems.
As OT becomes more digitized and platforms are centralized, both developers and contractors benefit. This includes everything from having better visibility into site operations and improved coordination between trades. However, having a centralized platform that becomes compromised enables threats and
can lead to widespread disruptions.
What’s at stake for construction leaders
Every connected device at the site or installed during construction is a potential entry point for a cyber attacker. Some of these key risks include:
• Project disruption and delays Attacks targeted at site systems can lead to a delay in commissioning, inspections, or occupancy milestones.
• Safety incidents — Compromised controls for elevators or monitoring systems may create unsafe working conditions.
• Site access breaches — Having default passwords or weak credentials can give criminals unauthorized access to the site and unrestricted areas.
• Data theft and exposure — Credentials and information can be stolen or altered.
• Deficiencies discovered at handover — Owners and operators may find there are problems because of the vulnerabilities that were introduced during the construction phase of the project.
Not addressing these risks can lead to consequences such as cost overruns, contractual disputes, and long-term reputational damage. Construction projects are increasingly judged not just on cost and being completed on time, but also on resilience and being ready for operation.
Five actions to take now
Forward-thinking organizations can take practical, business-aligned steps now to manage cyber threats and the associated significant risks.
1. Strengthen access controls— Remove default passwords, enforce unique credentials, and implement multi-factor authentication for all site and building systems.
2. Stay current on updates—Ensure all connected devices receive regular firmware and security patches and automate where possible. This is very important due to long construction timelines and shifting responsibilities.
3. Segment your networks— Separate systems from corporate
IT networks and contractor access to contain breaches.
4. Know what you own—Maintain a current inventory of every connected device across the entire site, including temporary systems and subcontractorinstalled devices. Track the status, version, and maintenance history.
5. Encrypt everything—Protect data in motion and in storage with modern encryption protocols to prevent interception or tampering.
The bottom line
The future belongs to organizations that treat cyber resilience seriously. As operational technology becomes integral to how assets are delivered, ensuring those systems are secure
is essential to keeping projects and long-term value protected. Rob Philpotts is a partner and part of BDO’s Cybersecurity team. Dan Nagle is a partner and part of BDO’s Assurance team. A version of this article was originally published on bdo.ca.
WORKPLACE MENTAL HEALTH MATTERS
By Canadian Mental Health Association - Waterloo Wellington
Mental health is a cornerstone of a thriving workplace. When employees feel supported and psychologically safe, they are more engaged, productive, and resilient. Conversely, untreated stress and mental health concerns can lead to burnout, absenteeism, and reduced performance. Prioritizing mental health isn’t just the right thing to do, it’s a strategic investment in your people and your organization’s success.
Workplace mental health refers to the overall psychological well-being of employees. It reflects how work conditions, organizational culture, and relationships affect a person’s ability to manage stress, stay productive, and maintain positive mental health.
Across Canada, many workers are feeling the strain nearly half say their mental health affects their work, and hundreds of thousands miss time each week because of these challenges. Mental health conditions drive 30% of disability claims and 70% of related costs (Rolfe, 2023). When mental health is neglected, organizations
bear the impact; when supported, they benefit through stronger, more resilient teams. Wellness programs can boost productivity and engagement, and employees who feel genuinely cared for are far less likely to leave.
Leaders can play a powerful role in supporting mental health by creating an environment where employees feel safe sharing concerns. This includes normalizing conversations about mental well-being, modelling healthy boundaries, and demonstrating balance in their own work habits. Leaders should ensure confidentiality whenever an employee chooses to disclose personal information and consistently promote available supports such as Employee Assistance Programs and mental health benefits. Offering flexibility in workload or scheduling, building awareness skills to recognize early signs of distress, and fostering trust through open, judgment free dialogue all contribute to a workplace where psychological safety and support are part of everyday culture. Leadership must shift from “Take care of yourself” to “How do we create conditions where
everyone can thrive?” Your role carries influence that can either support or undermine well-being in the workplace.
Workplace mental health shapes how people perform, connect, and sustain their energy. When leaders prioritize mental well being through culture, workload, flexibility, and support, employees don’t just cope they thrive. A mentally healthy workplace isn’t a perk; it’s a foundation for long-term success.
Looking to learn more? CMHA Waterloo Wellington offers a range of Workplace Wellbeing courses designed for both staff and leaders. To explore training options or connect with our team, email learn@cmhaww.ca.
BUILDING FORWARD TOGETHER:
SUPPORTING SUSTAINABILITY WITH THE FRAMEWORKS BUILDING INNOVATION EXCHANGE
By Sustainable Waterloo Region
Navigating the world of sustainable building practices can be overwhelming. New technologies, shifting incentive programs, and policies across many levels of government can make it feel impossible to keep up. Despite this, some builders, developers, and owners are leaning into highperformance, low-energy and carbon buildings. Why? Because this is no longer just a values-driven choice, it’s a sound business decision.
In fact, the business case for sustainable building is one of nine key focus areas in the Frameworks Program Resource Library, an online repository of curated resources to help navigate the rapidly evolving world of efficient, smart, and healthy buildings. The resource library is a core component of Frameworks
- A Building Innovation Exchange, an industry-guided and locally rooted initiative developed by SWR in partnership with the Grand Valley Construction Association.
About Frameworks
Frameworks is a program designed by the industry for the industry and it exists to turn the complexity of sustainable building into opportunity for our local businesses. As policy, performance expectations, and market demands evolve, the goal of Frameworks is to connect the local building industry with the tools, knowledge, and partnerships that make high-performance buildings easier to plan, build, renovate, and operate. The Frameworks Program provides a place to learn, collaborate, and move forward together, whether you’re leading the way on
sustainable building practices, or just beginning to explore what’s possible. What Frameworks Offers
The program is built around three priorities: knowledge & capacity building, industry collaboration & connection, and business case development. These priorities are met in a variety of ways.
The online resource library brings together high-value resources relevant to the local building sectorfrom technology primers and policy explainers to local case studies and business-case analyses. Information is organized by audience and focus area to make it easy to find what you need.
Frameworks hosts webinars, in-person workshops, and building tours that translate theory into practice. The online
events calendar conveniently lists upcoming events, along with relevant industry partner events, making it a single destination for professional learning and industry connection.
The Frameworks newsletter is a monthly e-publication, keeping subscribers up to date on new resources, upcoming events, and general industry news. It’s a simple way to stay informed without information overload.
The Frameworks team at SWR fosters engagement with policy-makers, providing a neutral platform for dialogue between industry, utilities, and municipalities to align around practical, actionable policy and planning insights.
Got a great idea? Turn that vision into reality with the support of the SWR and Frameworks team. The Frameworks Program accelerates projects through workshops, strategic partnerships, and resource aggregation. To take the next step, contact the Frameworks team today.
Get Involved
Frameworks is just one of several programs delivered by SWR, a socialenterprise non-profit committed to supporting businesses, sectors, and community scale actions towards data-driven environmental and economic sustainability with a focus on energy, buildings, and mobility. The Frameworks program is funded in part by the Government of Canada’s Low Carbon Economy Fund and in partnership with GVCA. You can learn more about the program at sustainablewr.ca/frameworks and also sign up for the monthly newsletter (scroll to the bottom of the page). If you have questions or are interested in getting involved, please reach out at frameworks@sustainablewr.ca.
Let’s build Canada’s future through the trades!
THE VALUE OF NETWORKING AND NETWORK
WHY SHOWING UP AND GIVING FIRST IS THE REAL POWER OF NETWORKING
By Marc Kealey, Editor & Co-Authuor of “The Ripple Effect - Networking for Success”
In advance of an event sponsored by GVCA later this season and to showcase our book The Ripple Effect (ECW Press – May 2026), The power of networking comes from two basic principles, showing up and being a giver (rather than a taker). To make the case even more credible, we believe that telling stories is more palatable and attractive to readers than a simple quasi-academic “how to
The question of who you network with and their relevance to your career matters. Frankly, we don’t have to network with everyone. Rather, we encourage you to study how you can contribute to the success of everyone and how you may benefit from their knowledge.
You never can tell how much you know without listening to other people.
personally, in addition to instilling best practices that soothe your career and help you personally as well.
The Ripple Effect lays out stories for a bevy of qualified individuals. There is a common thread - Individuals who seek publicity either for business, politics or even fame leverage more on networking. People quickly notice others that have stronger capabilities to make them relevant. When you stand out expertise wise and through the services you offer, it creates room for partnership which in turn builds your career. Many professionals have been able to understand how to nurture their networking strength and create more visibility for different associates and clients in their career path.
Further, when others start noticing you, it may open the door for newer
clients or even meeting people who are superior to them and their career path could be a stepping stone that might change their life for the better.
The Ripple Effect makes clear that networking is one thing. But to be able to utilize networking is another. One might think that their current level of business/personal network might be the greatest height they could ever achieve. But we suggest that taking an in-depth look at the different levels of your chosen career and how other people with similar positions have attained their present height might be a more desirable discipline. Being factual here; admiring certifications and awards is one thing, but the roadmap to an even better height can be reached if only you have a strong network and a good relationship with others.
THE FUTURE OF CONSTRUCTION: DRIVEN BY LEADERS
over the long term. Even a simple interaction with one person can transform certain work and result in a breakthrough. Likeminded people that have been able to share ideas have strongly developed their intellect to foster growth in their career path and unleash their creative talent. The Ripple Effect delves intimately into this.
Everybody has experienced hurdles in their career development. This can be because of the lack of materials available, or even the lack of financial ability. However, good networking with high profile individuals from the same career path can serve as support whenever there is any eventuality at any time. High-profile individuals can help you manage your challenges effectively by either giving you advice or linking you to the right financial support or opportunities. The way to develop this is through courage and, frankly, showing up. Events matter and our book showcases that in spades.
Developing your career status is a longterm process depending on how you focus on your networking path. Top career individuals who are where they are today is a result of the status they have grown through networking. For you personally the contacts you keep are largely attributed to your growth. Those contacts largely influence growth in your status and pave the way for better opportunities in your career. Your connections are powerful! But you must nurture them and your contacts need to see mutual benefit.
Networking is the key tool to growth in a career. Building on that growth professional – either through education and opportunities garnered from networking builds self-confidence and promotes selfesteem. The self-confidence that has been built over time can help put you on a positive spot whenever you interact with professionals. The more effectively you network, the more self-confidence you build over time.
If networking is a mutual relationship, then having a right networking channel can help build your career and enhance your personal life. Though networking might not be an easy and fast approach to building long-lasting relationships, it can help make a twoway process of giving and taking more palatable and pleasant and can open the door for a firmer relationship –both in business and personally. The idea of contact development and the courage and ability to interact effectively is, in essence, a true real ripple effect, and one that has long believed creates sustainable networks.
WHY ?
By Jeff MacIntyre, President - Grand Valley Construction Association
For many people who do not own a home, the housing system feels like a brick wall. Homeownership is desirable and can be achieved with enough patience, discipline and sacrifice. But that desire ignores reality. People are doing what they were told to do — working steadily, saving responsibly, avoiding excess — and the benchmarks continue to shift. At some point, it becomes clear that the issue is not individual effort. It is systemic. For a growing number of people, purchasing a home is simply not possible without significant external help. At the same time, renting is often treated as a temporary state rather than a stable, respected option. It can feel as
though there is no clear path forward.
What resonates about a stronger model for financially attainable housing is its honesty. It begins with a straightforward recognition: if land costs, fees, delays, financing structures and speculation are embedded into how housing is produced, affordability will not materialize no matter how many programs are layered on top. A credible solution does not attempt to soften the edges of a strained system. It rethinks the framework itself.
For many non-owners, the most exhausting part of the housing conversation is being asked to
normalize instability. Long-term renting without security, living in temporary arrangements, delaying family decisions, relocating frequently for affordability or relying on family wealth are often presented as inevitable. A better model challenges that assumption. It treats stable, attainable homeownership — and secure long-term housing — as essential infrastructure, not a privilege reserved for those with intergenerational advantage. Stability should not depend on timing, inheritance or speculation.
A forward-thinking approach must also address speculation directly. Many people are uncomfortable
Office
Hanlon Creek Boulevard, Guelph ON, N1C 0A1 Elora Office 108-294 E Mill St, Elora, ON N0B 1S0
with a system that rewards financial extraction while eroding community stability. A model grounded in long-term or permanent affordability, responsible stewardship and transparent cost structures aligns more closely with a broader public sense of fairness and sustainability. Housing should serve as shelter and community first — not primarily as an investment vehicle.
Speed matters as well. Delays are not neutral. Every year of inaction pushes stability further out of reach for households who do not have surplus capital or time on their side. Time itself becomes an equity issue. Faster delivery is not about lowering standards or cutting corners. It is about recognizing who pays the price when systems move slowly and ensuring approvals, financing and coordination operate with urgency.
What ultimately makes a strong model compelling is that it restores possibility. Many people have watched affordability strategies expire, pilot projects stall and policy commitments shift with
political cycles. A system designed around permanence, transparency and shared accountability feels different. It suggests that public institutions, industry and communities can deliver durable outcomes when incentives are aligned and expectations are clear.
This is not about idealism. It is about whether stability is attainable for ordinary working households. A well-designed, financially attainable housing framework does not solve every challenge, but it offers something rare: a credible pathway that aligns how housing is financed, built and stewarded with the realities people are actually experiencing.
Such a model must also be realistic about human behaviour. It cannot rely on the assumption that participants in the housing system will act against their incentives simply because affordability is needed. Developers protect margins, institutions manage risk and governments often delay difficult decisions when consequences are diffuse. That is predictable behaviour.
What has failed is a framework where delay, fragmentation and cost escalation carry few consequences.
A stronger approach builds accountability directly into the system. When public land, funding, approvals and reputation are tied to measurable delivery timelines and affordability outcomes, behaviour shifts. Decisions accelerate, coordination improves and transparency limits deflection. Clear benchmarks and visible timelines make inaction more costly than action. In a system where affordability has long been discussed but inconsistently delivered, accountability must be designed in rather than assumed.
That is the difference between another housing strategy and a meaningful, lasting solution — and for anyone seeking stability in an increasingly volatile housing market, that difference matters. Build homes now but build them in a system that works.
GETTING COMFORTABLE WITH THE UNCOMFORTABLE
By Mandy Bujold
We kicked off 2026 at GVCA by bringing in an economist to help set the stage for the year ahead. The message was clear and for many, a little uncomfortable: uncertainty isn’t going away. Economic pressure, workforce challenges, shifting policy, and market volatility will continue to be part of our reality this year and beyond.
While that message may not have been what everyone hoped to hear, it was an honest one. The real takeaway wasn’t fear, it was acceptance. Once we accept and normalize uncertainty as part of the landscape, we can stop resisting it and start leading through it.
That idea immediately resonated with me, not just as someone working in the industry, but as a former Olympic athlete.
In sport, we talked constantly about getting comfortable with the uncomfortable. In boxing, you certainly never control your opponent, the judges, the travel delays, the injuries, or the unexpected moments that can throw you off your game. What you can control is your preparation, your mindset, your response under pressure, and your ability to stay focused when things don’t go according to plan.
Mental performance coaches drill this into athletes: control the controllables. Focus on your strengths. Trust your preparation. Stay present when things get uncomfortable because that’s often the difference between being good and being great.
The parallels to construction are impossible to ignore.
The industry has always been resilient, but today’s environment demands an even higher level of adaptability. Material costs fluctuate. Labour shortages persist. Projects face tighter timelines, evolving regulations, and increased expectations around safety, sustainability, and workforce culture. These aren’t short-term disruptions, they’re the current conditions we’re operating in.
So the question becomes: how do we perform at our best in an environment we can’t fully control?
The answer isn’t to wait for certainty, it’s to build systems and processes, teams, and mindsets that thrive without it.
Across the Grand Valley construction community, we see this already happening. Companies are doubling
down on workforce development, investing in leadership training, and rethinking how they attract and retain talent. There’s a growing emphasis on culture, mentorship, and creating environments where people feel supported, valued, and prepared, especially when the pressure is on.
Just like in sport, strong teams don’t panic when things get tough. They lean into their strengths. They communicate clearly. They trust the people in their corner.
At GVCA, our role is to support that performance by creating opportunities for connection, sharing insight, advocating for the industry, and helping our members navigate change with confidence. Whether it’s bringing in expert voices, fostering community, or championing initiatives
that strengthen our workforce, the goal is the same: helping our industry stay focused on what it can control.
Discomfort isn’t a sign that something is wrong. Often, it’s a sign that growth is happening.
If 2026 has taught us anything already, it’s that certainty may be out of reach but excellence isn’t. When we accept uncertainty as part of the job and stay grounded in our strengths, we don’t just survive challenging conditions, we build better, stronger, and more resilient communities because of them.
2026 BUYERS OF CONSTRUCTION
AActiva Holdings Ltd.
Tara Gill
55 Columbia Street East, Suite #1 Waterloo N2J 4N7 (519) 886-9400
75 University Ave. W. Waterloo N2L 3C5 (519) 807-3680 www.wlu.ca aonichuk@wlu.ca
Woodland
Woodland Heights Ltd.
Sam Morabito
74 Breckenridge Blvd St Catharines L2P 3H5 (647) 546-0072 srmorabito@gmail.com
FROM THE TRADES. FOR THE TRADES.
A LOCAL LEGACY FOR OVER 4 GENERATIONS.
For more than a century, the Hewson family has been rooted in the trades, long before trucks, warehouses, or delivery fleets, we were builders. That hands-on heritage shapes every part of how Hewson Brothers Building Supply serves Ontario today.
As a Canadian, family-owned company with over 40 years in building supply, we know the jobsites, we know the industry, and we know our customers by name. We’ve grown alongside the communities we serve, supplying local builders with local materials to keep our regional economy strong and resilient.
From our Brantford and Cambridge yards to our Acoustic Solutions division in Concord, our team, our fleet, and our decisions stay close to home. When challenges happen on site, you get real people—not a call centre. When you need material, we deliver it directly where you need it. And when we choose partners, we choose Canadian where possible. Through AD Canada, we proudly support Canadian manufacturers and distributors, keeping investment, jobs, and innovation right here at home.
For over 40 years, we’ve helped build stronger communities by ensuring that every project is supported with high-quality products, expert service, and a commitment to the people who build Ontario.
2026 GENERAL CONTRACTORS
11979779 Canada Corp.
Jun Kim
23 Glebe Rd. W Unit 611
Toronto M5P 0A1 (647) 654-8255 jkim4bm@gmail.com www.metrocanadadevelopment.ca
214 Carson Co. Inc
Josh Speagle
15 Adi Dassler Way Paris N3L 0B9 (226) 225-1590
www.214carsonco.com josh.speagle@214carsonco.com
A
Abcott Construction Ltd.
Donna Cooper A-124 Garden Ave Brantford N3S 7W4 (519) 756-4350 www.abcott.ca dcooper@abcott.ca
Academy Construction (1996) LTD.
George Drannen 540 Conestogo Road Waterloo N2L 4E2 (519) 744-8505
CONSTRUCTION STARTS WITH VISION, AND OUR FUTURE WORKFORCE STARTS IN THE CLASSROOM.
The Legacy Builders Construction Careers Association is a construction education initiative dedicated to introducing Grade 7 & 8 students to the real opportunities available in our industry — from skilled trades and project management to engineering, accounting, safety, design, and leadership roles.
Through hands-on classroom sessions and direct engagement with industry professionals, we help young people understand that construction isn’t a backup plan, it’s a first-choice career with purpose, stability, and long-term growth.
TO BE
We extend a special thank you to our sponsors, including our long-standing partnership with the Grand Valley Construction Association (GVCA) for their continued leadership, collaboration, and commitment to the next generation of builders.
LEGACY BUILDERS OFFERS A VARIETY OF SPONSORSHIP PACKAGES TO MEET YOUR COMPANY’S GOALS
Email Sponsorships@LegacyBuildersOntario.ca to start building lasting impact within our industry.
2026 ARCHITECTS, ENGINEERS, AND CONSULTANTS
ABA Architects Inc
Ana Boterman
101 Randall Dr, Unit B Waterloo N2V 1C5 (519) 884-2711 www.abarchitect.ca aboterman@abarchitect.ca
AEC SAFETY
Tyler Scott 25 McIntyre Place #5 Kitchener N2R 1H1 (519) 746-3518 www. aecinc.ca tscott@aecinc.ca
AECOM
Carlos Argueta
50 Sportsworld Crossing Road Suite 290 West Entrance Kitchener N2P 0A4 (519)635-2260 www.aecom.com carlos.argueta@aecom.com
B
BDO Canada
Natalie Hemmerich
150 Caroline St S Suite 201 Waterloo, N2L 0A5 (519) 576-5220 www.bdo.ca nhemmerich@bdo.ca
Colette Trunk 22 Kevco Place - Box A Kitchener N2C 2G5 (519)894-9408 mneengineering.ca info@mneengineering.ca
MTE Consultants Inc.
Kurt Ruhland
520 Bingemans Center Drive Kitchener N2B 3X9 (519) 743-6500
www.mte85.com kruhland@mte85.com
N
Neo Architects Inc
Doug McIntosh
270 King Street East Kitchener N2G 2L1 (519) 590-1636 www.neoarchitecture.ca doug@neoarchitecture.ca
PPaterson Group Inc.
Andre Benoist 1535 Meyerside Drive Unit 7/8Road Suite 290 West Entrance Kitchener N2P 0A4 (647) 254-0500 www.patersongroup.ca abenoist@patersongroup.ca
675 Queen Street South Suite 11 Kitchener N2M 1A1 (519) 574-3119 www.walterfedy.com communications@wfgroupinc.com
FUTURE DATA CONNECT CONNECTING ALL THINGS NETWORK
BUILD THE BACKBONE YOUR BUSINESS DESERVES. At Future Data Connect, we design, install, certify, and manage high-performance voice and data networks tailored to your needs, from small offices to full-scale enterprises.
381 King Street West, 2nd Floor Kitchener N2G 1B8 (519) 570-7302
www.td.com darren.johnston@td.com
Travelers Canada
Irena Glowacka 165 University Ave Toronto M5H 3B8 (416) 947-7066 www.travelers.com iglowack@travelers.com
2026 ALLIED SERVICES
Trisura Guarantee Insurance
Company
Cristina Hagivreta
333 Bay Street, Suite 1610
Toronto M5H 2R2 (416) 607-2169
www.trisura.com cristina.hagivreta@trisura.com
W
WeirFoulds LLP
Glenn Ackerley
66 Wellington St West, Suite 4100 Toronto M5K 1B7 (416) 947-5008
www.weirfoulds.com gackerley@weirfoulds.com
Western Surety Company
Cory Manchur
605-1 City Centre Drive Mississauga L5B 1m2 (647) 943-0541
www.westernsurety.ca cmanchur@westernsurety.ca
WSP Canada Inc.
David Vella 4 Hughson Street South, Suite 300 Hamilton, L8N 3Z1 (905) 529-4414 www.wsp.com samantha.prince@wsp.com
20 26 MEMBER DISCOUNT PROGRAM
The Grand Valley Construction Association (GVCA) Member Discount Program connects our members with trusted businesses in the community that offer exclusive pricing and special offers. Through these partnerships, GVCA members can access valuable discounts on a variety of products and services designed to support their business and workforce. These savings partners are proud to support the construction industry and provide added value to GVCA membership.
Showcase your business to our membership by joining the GVCA Member Discount Program. Contact michelle@gvca.org
Cox Construction Limited, Guelph......................................................................................................................................(519) 824-6570 x 233
Gillam Construction Group Ltd., Toronto......................................................................................................................................(416) 486-6776
Graham Construction, Mississauga..............................................................................................................................................(905) 694-4000
Jackman Construction Ltd, Kitchener...........................................................................................................................................(519) 242-0611
Landex Group Inc., Guelph.............................................................................................................................................................(226) 820-6643
Major Decorating Ltd., Kitchener..................................................................................................................................................(519) 954-2105
N1 Construction Ltd., Waterloo.....................................................................................................................................................(519) 998-7169
Nith Valley Construction, New Hamburg......................................................................................................................................(519) 662-1324
Norlon Builders London Limited, London.....................................................................................................................................(519) 672-7590
Paulsan Construction Inc., Brantford............................................................................................................................................(519) 672-7590
Tambro Construction Ltd., Guelph.................................................................................................................................................(519) 766-1234
Vandel Construction Limited, Bloomingdale................................................................................................................................(519) 743-4133
Abcott Construction Ltd, Brantford...............................................................................................................................................(519) 756-4350
Academy Construction, Waterloo.................................................................................................................................................(519) 744-8505
Better Building Solutions, Waterloo..............................................................................................................................................(519) 572-5977
CPC Construction Cambridge........................................................................................................................................................(548) 558-2081
Demikon Construction Ltd, Guelph...............................................................................................................................................(519) 837-3222
Devlan Construction Ltd Guelph...................................................................................................................................................(519) 763-5800
Drier Construction Group Inc., Baden..........................................................................................................................................(519) 505-7177
Frey Building Contractors, Hawkesville........................................................................................................................................(519) 699-4641
Gillam Construction Group Ltd., Toronto......................................................................................................................................(416) 486-6776
Graham Construction, Mississauga..............................................................................................................................................(905) 694-4000
Landex Group Inc., Guelph.............................................................................................................................................................(226) 820-6643
Major Decorating Ltd., Kitchener..................................................................................................................................................(519) 954-2105
Merit Contractors Niagara Ltd, St Catharines..............................................................................................................................(905) 641-2374
Norlon Builders London Limited, London.....................................................................................................................................(519) 672-7590
Paulsan Construction Inc., Brantford............................................................................................................................................(519) 672-7590
Abcott Construction Ltd, Brantford...............................................................................................................................................(519) 756-4350
Academy Construction, Waterloo.................................................................................................................................................(519) 744-8505
Better Building Solutions, Waterloo..............................................................................................................................................(519) 572-5977
Cox Construction Limited, Guelph......................................................................................................................................(519) 824-6570 x 233
CPC Construction Cambridge........................................................................................................................................................(548) 558-2081
Demikon Construction Ltd, Guelph...............................................................................................................................................(519) 837-3222
Devlan Construction Ltd Guelph....................................................................................................................................................(519) 763-5800
Drier Construction Group Inc., Baden..........................................................................................................................................(519) 505-7177
Frey Building Contractors, Hawkesville........................................................................................................................................(519) 699-4641
Gillam Construction Group Ltd., Toronto......................................................................................................................................(416) 486-6776
Gordner Construction Ltd, Kitchener............................................................................................................................................(519) 741-0052
JZP C
Just Working Construction Inc, New Hamburg............................................................................................................................(226) 581-0944
Landex Group Inc., Guelph.............................................................................................................................................................(226) 820-6643
Major Decorating Ltd., Kitchener..................................................................................................................................................(519) 954-2105
N1 Construction Ltd., Waterloo.....................................................................................................................................................(519) 998-7169
Nith Valley Construction, New Hamburg......................................................................................................................................(519) 662-1324
Norlon Builders London Limited, London.....................................................................................................................................(519) 672-7590
Paulsan Construction Inc., Brantford............................................................................................................................................(519) 672-7590
Tambro Construction Ltd., Guelph.................................................................................................................................................(519) 766-1234
Vandel Construction Limited, Bloomingdale................................................................................................................................(519) 743-4133
Abcott Construction Ltd, Brantford...............................................................................................................................................(519) 756-4350
Academy Construction, Waterloo.................................................................................................................................................(519) 744-8505
Tambro Construction Ltd., Guelph.................................................................................................................................................(519) 766-1234
Vandel Construction Limited, Bloomingdale................................................................................................................................(519) 743-4133
Abcott Construction Ltd, Brantford...............................................................................................................................................(519) 756-4350
Academy Construction, Waterloo.................................................................................................................................................(519) 744-8505
Demikon Construction Ltd, Guelph...............................................................................................................................................(519) 837-3222
Devlan Construction Ltd Guelph....................................................................................................................................................(519) 763-5800
Drier Construction Group Inc., Baden..........................................................................................................................................(519) 505-7177
Frey Building Contractors, Hawkesville........................................................................................................................................(519) 699-4641
Gillam Construction Group Ltd., Toronto......................................................................................................................................(416) 486-6776
Gordner Construction Ltd, Kitchener............................................................................................................................................(519) 741-0052
Graham Construction, Mississauga..............................................................................................................................................(905)
Landex Group Inc., Guelph.............................................................................................................................................................(226) 820-6643
Major Decorating Ltd., Kitchener..................................................................................................................................................(519) 954-2105
N1 Construction Ltd., Waterloo.....................................................................................................................................................(519) 998-7169
Nith Valley Construction, New Hamburg......................................................................................................................................(519) 662-1324
Norlon Builders London Limited, London.....................................................................................................................................(519) 672-7590
Paulsan Construction Inc., Brantford............................................................................................................................................(519) 672-7590
Vandel Construction Limited, Bloomingdale................................................................................................................................(519) 743-4133
