Food Starter

Toronto's food processing sector is the city's largest manufacturing sector and the second largest food hub in North America. However, the challenges facing early stage food companies face are many - from the high capital cost of food grade production space and manufacturing equipment, to the regulatory requirements to sell to large markets.

To address this Chris led a team to create a food production incubator called Food Starter. Food Starter is Ontario's first food incubator focused on baking, hot and cold fill and ethnic food products. Providing a 20,000 sq. ft. production facility, Food Starter features shared manufacturing equipment and space, training and mentorship focused on helping early stage food companies bring products to market.

Chris' role in the project included securing funding, managing the construction of the facility, developing a not-for-profit and board of directors, hiring staff and overseeing the launch of the facility and its programming.

From Concept to Commercialization: A Startup Eco-system Strategy for the City of Toronto

Working with his team, Chris led the development of the City of Toronto's Startup Eco-System Strategy.

The strategy sets forth an ambitious vision and strategic framework to enable the sustained growth of small businesses in Toronto, aiming to make Toronto’s startup eco-system the preferred global location to start and grow a business. The purpose of the strategy is to provide a five-year work plan for enhancing Toronto's startup eco-system.

From Concept to Commercialization: A Startup Eco-System Strategy for the City of Toronto is currently being implemented by Chris and his team.

To view the feasibility study visit here.

Client Relationship Management System Development and Deployment

Overseeing the City of Toronto's Small Business Centres, Chris led the development of a client relationship management system using Salesforce to better manage and track the 28,000 clients the City's three centres serve each year.

From developing the user requirements, selecting the technology, overseeing developers and completing some development himself, Chris led all aspects of modifying Salesforce for the use of 12 staff in the City's Small Business Centres.

Leading the deployment of the platform, Chris provided training to his staff and monitored results from the platform. One year after deployment, the savings in staff time were identified to be over $150,000 - while increasing the ability of staff to better engage, track and support entrepreneurs accessing City resources.

 

Tommy Thompson Park Restoration with Coca-Cola

Working with Coca-Cola and the Toronto and Region Conservation Authority (TRCA) teams, Chris developed a proposal to assist Coca-Cola in reaching its water neutrality goal by creating a nine-hectare coastal wetland at Tommy Thompson Park on the Leslie Street Spit.

Chris' role in the project was to engage Coca-Cola and work with TRCA's technical staff to apply Coca-Cola's water neutrality methodology to restoration projects within the Greater Toronto Area. With projects identified and potential water savings calculated, Chris pitched potential projects to the Coca-Cola team.

Ultimately, Coca-Cola decided to invest $500,000 in the restoration of the Tommy Thompson Park coastal wetland.

 

York Region Research and Education Network

Working with a range of public sector research and education assets, including school boards, libraries, post-secondary institutions, hospitals and local business incubators, Chris project managed the exploration of developing a York Region Research and Education Network.  The purpose the initiative was to provide dedicated high-speed connectivity between York Region's education and research assets in order to foster research, collaboration and innovations in service delivery.

The project envisioned connecting all of the participating organizations via the Ontario Research and Innovation Optical Network so that they could take advantage of not only high-speed connectivity, but also a range of cloud-based services, internet peering and reduced costs for internet connectivity.

York Region Commercial Office Market Analysis

The Regional Municipality of York and its municipal partners have an ambitious plan to develop four new downtowns along the corridors of Highway 7 and Yonge Street.  Referred to as the Region's Centres and Corridors, these areas identified as high-density multi-use communities and the location for the Region's growth in office type employment.

In order to better understand the market opportunity for commercial office development in the Region's various locations within the Centres and Corridors, as well as identify challenges to attracting commercial office development, Chris project managed an initiative to complete an economic analysis of the Region's commercial office market.

This study looked at understanding the costs and benefits of developing in the Region's Centres and Corridors and then comparing these against similar commercial office nodes in the Greater Toronto Area.  With this comparison complete, the study then provided a range of policy and program recommendations for facilitating commercial office development in York Region.

York Region Broadband Strategy

Chris initiated and project managed the development of the York Region Broadband Strategy which provides a roadmap for improved connectivity for businesses, residents and the public sector in York Region.

The Strategy was developed in partnership with York Region's nine local municipal partners (Markham, Richmond Hill, Vaughan, Aurora, King, Whitchurch-Stouffville, Newmarket, East Gwillimbury and Georgina).  To assist in developing the Strategy, large and small telecommunications companies were also engaged, including Bell, Rogers and Telus, to help shape the strategy's targets, recommendations and work plan.

The Strategy provides a range of recommended actions focusing on three key areas:

  • Education and Advocacy - these actions focus on educating stakeholders on the importance of connectivity to their and the Region's success.
  • Municipal Processes - these actions focus on ways municipal processes, such as access agreements and road re-construction projects, can be leveraged to encourage investments in connectivity infrastructure.
  • Infrastructure Investments - these actions focus on identifying a range of infrastructure investments to improve connectivity for residents, businesses and the public sector.

To view the strategy visit: www.investinyork.ca/broadband.

York Region Post-Secondary Investment Attraction Strategy

Chris initiated and project managed the development of the York Region Post-Secondary Investment Attraction Strategy.  The Strategy aims to increase the presence of post-secondary institutions within York Region in order to meet the needs of the Region's diverse economy and growing population.

The Strategy was developed in collaboration with York Region's nine local municipal partners (Markham, Richmond Hill, Vaughan, Aurora, King, Whitchurch-Stouffville, Newmarket, East Gwillimbury and Georgina) and included input from a range of stakeholders, including major employers in the Region, a number of post-secondary institutions, and thought leaders in the field of education and research.

The Strategy identifies a range of post-secondary opportunities, including everything from learning centres to meet local specific skill gaps, to establishing a comprehensive research campus.  The Strategy also includes a policy framework for the Region's involvement in post-secondary investments to ensure they align with Regional planning goals and infrastructure investments. 

 

Pearson Eco-Business Zone District Energy System Feasibility Study

As a result of the Partners in Project Green Strategy, Chris project managed the development of the Pearson Eco-Business Zone District Energy System Feasibility Study.  

The goal of the study was to identify the business potential for district energy around Toronto Pearson International Airport (Toronto Pearson) - focusing on leveraging the Greater Toronto Airports Authority's (GTAA) existing co-generation facility for heating and cooling, as well as identifying the potential to start a new system with its own energy generation system.

The feasibility study included engaging a range of land owners and businesses in the vicinity of Toronto Pearson to identify their interest in centralized heating and cooling, while developing potential system solutions and a business model for a potential district energy system.

To view the feasibility study visit here.

Energy Leaders Consortium

Chris initiated the development of the Partners in Project Green Energy Leaders Consortium - a group of businesses from around Toronto Pearson with a commitment to working together to reduce their energy consumption.

Levering funding from various funding partners, Chris worked with his team and a consultant to develop the Energy Leaders Consortium.  The program provided a work plan for participating companies to identify, target and reduce their energy consumption.  Leveraging ongoing mentoring, regular training sessions and the use of various energy monitoring technologies, participants developed their reduction plans and worked with each other to drive savings in their respective businesses.

The Energy Leaders Consortium included the following companies:

  • Bayer
  • Broan-NuTone
  • Cott Beverages
  • CKF
  • Greater Toronto Airports Authority
  • Husky Injection Molding
  • Janes Family Foods
  • Lincoln Electric
  • Orbis
  • Magellan Aerospace
  • Pratt and Whitney
  • Weston Bakeries

In just its first year, the participating companies were able to collectively reduce energy consumption by 11.1 eGWh for a total savings of 1.15 million dollars.