Kitsaki Management expands footprint in downtown Saskatoon, buys former HSBC building

"A group of six people stands in front of a modern building with reflective windows under a clear sky. The building is located at 321-21st Street East. The group appears to be posing for a photo, dressed in a mix of casual and business attire, and the setting suggests a professional or corporate environment. Autumn leaves are visible on a tree in the foreground.

Oct. 2, 2024

SASKATOON, Sask.—Kitsaki Management Limited Partnership (KMLP), the economic development arm of the Lac La Ronge Indian Band (LLRIB), has purchased the former HSBC building at 321 21st Street East in downtown Saskatoon, further solidifying its presence in the city.

The purchase represents a significant investment in the economic future of the LLRIB and underscores Kitsaki’s ongoing commitment to expanding its footprint in key urban centres, while also supporting the growth and importance of downtown Saskatoon.

“Kitsaki’s purchase of the HSBC Building aligns with our vision of prioritizing investments that provide long-term value and growth opportunities,” said Ron Hyggen, CEO of Kitsaki Management. “Its proximity to several of Kitsaki’s group of companies offers exciting possibilities for investing in our infrastructure that supports the significant growth we’ve experienced over the last three years, including adding 1,000 people to our workforce, mainly in Saskatchewan.”

Kitsaki purchased the property for $6.5 million, and already owns the land being set aside for Kitsaki’s first Saskatoon urban reserve, located in the Marquis Industrial area through Canada North Environmental Services.

“Building on our success with the City of Saskatoon and the transition of the Kitsaki-owned CanNorth building to an urban reserve, this investment in the downtown area opens opportunities to be vested partners in Saskatoon,” said Hyggen. “It is also a chance to showcase the potential for successful partnerships between Indigenous businesses, especially with our downtown neighbours Yellow Quill Holdings Inc and Métis Nation–Saskatchewan, and municipal governments in achieving mutually beneficial outcomes.”

“It is important to create a space for LLRIB band members to work in Saskatoon and provide our community with opportunities for economic development, while also creating numerous employment opportunities through Kitsaki’s Group of Companies,” said Chief of the Lac La Ronge Indian Band, Tammy Cook-Searson. “The purchase of an additional building in Saskatoon is an important milestone for Kitsaki and for the economic future of LLRIB.”

The property will become the new home of Kitsaki Management once the Additions to Reserve process is complete with Indigenous Services Canada. Commercial real estate leasing opportunities will be available in the near term as Kitsaki finalizes the design of the property and markets the property to organizations looking for on-reserve commercial property.

For more information, please contact:
Jennifer Thoma
Director of Marketing and Communications
jennifer.thoma@kitsaki.com
306-270-4513

Ray Edwards’s Journey at Athabasca Catering

The image shows a person assembling sandwiches in a kitchen setting. Several slices of bread are lined up on a long counter, with different condiments already spread on each slice. The individual is placing ingredients, such as meats or vegetables, on one of the sandwiches. Various condiment bottles and food containers are visible in the background, indicating a busy food preparation area, likely in a restaurant or deli

“He (Kevin Danchuk) was a guy that saw something in me, he brought me along.

In Northern Saskatchewan, where mining camps and exploration sites dot the landscape, Ray Edwards has had quite a remarkable career journey powered by his determination, hard work and the opportunities provided by Athabasca Catering Limited Partnership (ACLP).

Edwards, now the Director of Northern Operations at ACLP, began his journey with the company in 1992 as a young cook. Little did he know that this entry-level position would be the first step in a career spanning over three decades, filled with growth, challenges and wins.

“I was eager to learn,” Edwards recalls, reflecting on his early days with the company. Recognizing his potential, ACLP’s leadership invested in his development, providing on-the-job training and sending him to various courses to hone his skills in administration, bookkeeping and professional communication.

Under the guidance of mentors like Alan Cole and Kevin Danchuk, Edwards quickly rose through the ranks, transitioning from Cook to Lodge Manager, overseeing camps and ensuring the smooth operation of ACLP’s services. His ability to adapt to change and embrace new challenges caught the attention of his superiors, who promoted him to the position of all-site manager in the early 2000s.

Edwards’s journey with ACLP is intricately tied to the company’s growth. He remembers being part of the team that serviced the McArthur River exploration camp from its humble beginnings as a 10-capsule camp to its eventual expansion into a thriving 750-person operation. “Being a part of that and seeing it grow from the very grassroots of exploration to building a mine, it was really exciting for me,” Edwards shared.

Throughout his career, Edwards has witnessed firsthand the impact ACLP has had on the lives of countless individuals from the north. “It’s great to see all the northern folks that I kind of grew up with getting a good shot at supporting their families and being a part of the community,” he remarks, emphasizing the importance of providing opportunities for growth and development to the region’s workforce.

Today, as the Director of Northern Operations, Edwards oversees a diverse range of responsibilities, from managing exploration camps to ensuring the smooth operation of logging camps and SaskPower sites. His days are filled with coordinating logistics, addressing client needs and tackling the ever-changing challenges that come with managing a large-scale operation in the north.

When asked about the advice he would give to someone considering a similar career path within Kitsaki’s Group of Companies, Edwards highlights the importance of being open to change.

“Things change on a daily basis. The people around you, I’ve seen people come and go all the time. You have to be open to change. That’s the biggest piece of advice I would give somebody,” he says, underscoring the need for adaptability in an ever-evolving industry.

Ray Edwards’ inspiring journey from Cook to Director at Athabasca Catering shows the opportunities for growth and advancement that exist within Kitsaki’s Group of Companies.

As ACLP continues to grow and expand its operations, it remains committed to providing opportunities for individuals from the north to build meaningful careers and contribute to the economic well-being of their communities.

Glen Ertell reflects on a 25-year career at NRT

“And I think it’s a testament that we [NRT] must be doing something right to have drivers who have been with NRT for 37 years.”

Glen Ertell, who’s been a staple at Northern Resource Trucking for 25 years, is retiring. 

Ertell’s journey in the trucking industry began 50 years ago when, at the age of 18, he obtained his chauffeur’s license. “The only criteria to get it was it had to be in a vehicle that had a standard transmission,” he laughs. “I had a 1967 Mustang with a standard transmission, and in Tisdale, it wasn’t really all that hard.

From those beginnings, Ertell’s career took him through various roles, including Gravel Truck Driver, Concrete Plant Operator, and Truck Owner Operator. However, it was in 1998 that a chance encounter with a friend led him to Northern Resource Trucking (NRT). 

“He said, ‘You should come over to where I am and have coffee. This is really pretty unique place,” referring to NRT’s Indigenous ownership group. and hauling into the northern mines.

Starting as a dispatcher, Ertell witnessed first hand the company’s growth and evolution. “I think when I started, there might have been 50 trucks. A few months after I got there, Cameco slowed down big time, and we had to lay off a lot trucks to get right sized. “

Despite the challenges, Ertell remained dedicated to NRT, working his way up to Operations Manager, Branch Manager, and eventually, Vice President.

When asked about the future of trucking, he said, “Canada’s trucking and logistics industry is growing, and it is hard to explain how important it is to Saskatchewan and Canada’s economy. There are careers outside of driving, so I remind young people that there are roles for Mechanics and Dispatchers and that the industry offers lots of opportunities for those seeking a dynamic and rewarding career.

Ertell is a strong advocate on getting an education, he was fortunate to have great mentors and by taking available courses to help his career grow including completing post secondary Business Admin at The University of Saskatchewan when he was 53.

NRT is committed to training and developing skilled professionals, so really, there has never been a better time to consider joining the trucking and logistics industry.”

“Trucking is never the same,” he says. “I told Dave (McIlmoyl) lots of times, ‘There’s probably only a couple of days in my career that I wished I would have phoned in sick.’ But it’s always that crazy curiosity that makes you want to come back the next day to see what happened overnight.”

Prosperous Partnerships

*This story was originally published in the 40th-anniversary issue of CCAB’s Aboriginal Business Report.

By Nikita Weiss Day
Insights on how to build successful business partnerships that will stand the test of time.

Many factors go into creating a successful partnership, whether it’s between individuals,
businesses, organizations, or Nations. When a partnership is founded on genuine collaboration, the mutual benefits to both parties grow exponentially.

For Indigenous peoples in Canada, the business marketplace has provided fertile ground for the development of outstanding partnerships that deliver a range of benefits: economic reconciliation, self-determination, capacity building and wealth transfer, to name a few.

Kitsaki Management Limited Partnership, which manages economic development for the Lac La Ronge Indian Band in Saskatchewan, is one example of an Indigenous business that has prospered thanks to strategic partnerships. As is often the case, its biggest partnership, with energy giant SaskPower, began with an opportunity.

“They were working on a transmission line from one of their hydro projects to the main grid. And they needed cutting along that transmission line to be completed. They were really looking to engage First Nations in that area, which was us,” Kitsaki CEO Ron Hyggen says.

While work initially began in partnership with Valard Construction, Kitsaki was able to build enough capacity throughout the project to take it over.

“We took it in bite-sized pieces, and that was by design, to make sure that we were able to succeed and reduce risk,” says Hyggen. “That really became the beginning of a long-term relationship.

This part of Kitsaki is now called Kitsaki Vegetation, and it completes all integrated vegetation management for SaskPower, ensuring the stability of the provincial power grid.

For Hyggen, collaborating with clients isn’t just a matter of fulfilling a contract. It’s about working to make sure both sides know what is really needed from the partnership.

“It’s not just the job for us,” Hyggen says. “We’re trying to fulfil more than that. We have different mandates as a First Nation, on employment, on training – and really on economic development in our Nation and our partner First Nations.”

For many First Nations, says Hyggen, development often starts in the Nation’s own backyard. “A lot of First Nations will build a gas station. And that’s the first real business opportunity to start with. From there, they add on, and they take on more and more companies and different types of operations.”

Over the years, Kitsaki has built a large portfolio of investments across multiple sectors, including transportation, catering, underground mining, engineering, insurance and forestry. When it comes to maintaining a strong partnership, Hyggen believes having a seat at the table is key, along with a mutual understanding of what the long-term goals are.

“The way I look at it is we have 12,000 First Nation members in our band, one of the largest in the country, and that’s all my family,” he says. “Whatever we do for profits actually goes back to them…. So, I always say I have 12,000 bosses.”

On the other side of Kitsaki’s partnership is Rhea Brown, executive vice president of customer experience and procurement for SaskPower. In working with Kitsaki, says Brown, SaskPower understands that the value truly flows back to the people.

“When we think about the prosperous relationships that we’ve had with Indigenous and non-Indigenous groups, a consistent theme is the prioritization of meaningful contribution to capacity building, skills growth, and sustainable economic impacts for the workforce and the communities that they represent. And I think through this lens, Kitsaki is the definition of a good partner,” Brown says.

Brown feels proud to see the positive growth SaskPower and their Indigenous supply partners have experienced, meeting and even exceeding targets every year for contracting with Indigenous suppliers. “It’s important that our supply chain is committed to creating direct impacts for and with Indigenous communities. For SaskPower, a big lesson has been that we have to continue to evolve and continue to raise the bar,” she notes.

For Brown, SaskPower’s biggest success comes in the form of Indigenous ingenuity and capacity growth. “It makes us very proud when we are able to help an Indigenous business get their foot in the door, get work experience, grow capacity and skills and then compete on other work in our province and outside of our province – and knowing that we had even a small role in helping that supplier gain that experience that helps their success.”

You can read the full article on the Canadian Council for Aboriginal Business (CCAB) website. Click here to read more about building resilient partnerships.

From Aquatic Biologist to Division Manager: Kelly Wells’ journey at CanNorth 

Joining Canada North Environmental Services (CanNorth) as an Aquatic Biologist was the dream job for Kelly Wells post-university, offering her summers in the field in Northern Saskatchewan.  

 Now, fast forward 22 years, Kelly stands as CanNorth’s Environment Division Manager, where she finds joy mentoring budding biologists. Moreover, she is pivotal in CanNorth’s operations and management teams. 

Even as a child, Wells had a clear vision: a career in the environmental field. Her summers were often spent at the family cottage, where she developed a love for fish biology and the tranquil waters. For Wells, the allure of a new adventure triumphs a desk job any day. 

During her early years, guidance came from a senior fisheries biologist, a colleague of her father. “I talked to her about consulting and the kind of work she did. She really inspired me to delve into consulting. I love the pace, the diversity, the blend of field and office work, and the applied science aspect,” she recalls. 

CanNorth emerged as the perfect fit for Wells. Beginning as a modest venture, the company grew conservatively. With only four employees when Wells joined in 2001, the scope of work was broad. “I learned quickly. From the start, I dove into cost estimates, project management, and client relations. But I also found myself mending fish nets and conducting fish surveys,” she recounts. It’s this diverse environment that sustained Wells’ interest in consulting over the years. 

Now, CanNorth boasts a family of 90 employees, with many women occupying senior positions, and their operations and management teams are predominantly women. “I’m surrounded by competent, amazing women,” she beams. While Wells acknowledges the persisting challenges for women in the workplace, she’s found an egalitarian atmosphere at CanNorth. 

Being part of the Kitsaki group of companies significantly contributes to CanNorth’s triumphs, according to Wells, and garners various advantages. The entity’s Indigenous ownership attracts individuals keen on being part of such a unique establishment.  

“Kitsaki and the Lac La Ronge Indian Band are hugely supportive, with Chief Tammy Cook-Searson serving as a global role model for women,” she said. 

For Wells, the job has been a source of fantastic “moments”, especially her time spent in the north, around Lake Athabasca and Uranium City area. “I learned immensely from the locals, both on personal and professional fronts… I fell in love with Northern Saskatchewan, the lake, and the remoteness,” she reminisces. 

Looking back, what captivated her as a child hinted at her destined path. She opted for a boutique company like CanNorth with robust leadership, sustainable hiring practices, room for growth, and a varied workload. And she has never looked back since. 

Steering through challenges: Malhotra’s journey to the top at March

In 2012, an engineering manager at a well-established electrical engineering firm found herself at a career crossroads when approached for the position of Director, Power and Controls at March Consulting Associates Inc. (March). After numerous discussions with the then CEO and her family, Ritu Malhotra decided to take on the new challenge.

Upon joining March, she immediately dove into managing a large team for two significant projects that spanned the next few years. By 2015, as the current leadership neared retirement, she was presented with the opportunity to step into a larger leadership role as the Vice President of Operations. This promotion came at a time when the Saskatchewan mining and heavy industrial sector was facing an economic downturn, making the subsequent years quite turbulent for the industry.

Then, in 2017, she was asked to take the helm of March, transitioning to the role of President and CEO by 2018. Under Malhotra’s leadership, along with the resilient March team, the company not only weathered the downturn but grew its client base, leading to significant growth. Over the past five years, March has opened two additional office locations and achieved almost 300 per cent growth in revenue.

Reflecting on her journey, Malhotra shared that the key lessons she’s learned are the importance of seizing opportunities and making tough decisions, even when the timing may not seem perfect. Her values play a crucial role in guiding her decisions, emphasizing “that standing firm on one’s values is a cornerstone for success, no matter the situation.”

When Malhotra transitioned into the CEO role with March, a new set of challenges arose, particularly around ensuring the company’s financial sustainability during another industry-wide downturn. With the collective effort of the March team, they rebuilt the business piece by piece, laying the foundation for the robust organization that March is today.

The pandemic, undoubtedly a challenging period, also highlighted the strength and unity of the March team. “Their ability to adapt and continue growing during such an unprecedented time is one of the most rewarding aspects of my career journey thus far,” she says.

Malhotra’s work goes beyond March, as the Chair of the Board for the Saskatchewan Industrial and Mining Suppliers Association (SIMSA), bringing her expertise and vision to an organization pivotal to the province’s industrial and mining sectors. She is a valued member of the Boards of SaskTel and Karnalyte Resources, contributing to their strategic direction, and she also brings her insights to the North Saskatoon Business Association (NSBA), fostering the local business community.

Malhotra’s tenure on the University of Saskatchewan’s Board of Governors from 2017 to 2023 is a chapter that not only exemplifies her governance expertise but also showcases her capacity to drive meaningful progress. As the Chair of the Land and Facilities committee, she was instrumental in steering pivotal infrastructure and planning initiatives.

“If I had to pick one key initiative that I am proud of as Chair of the Land and Facilities committee, it was the initiation and creation of the USask Properties Land Trust, which guides the long-term strategy to develop a new source of revenue for the university.”

Prudence McKenzie: Paving Progress at PLATO

Portrait of a woman with a warm smile, in her 40s. She has short, curly dark hair and fair skin with subtle freckles. She is wearing a black top and is inside a room with wooden paneling in the background. The lighting is soft and natural, highlighting her friendly demeanor.

The spring of 2023 was the start of a new chapter for Prudence McKenzie when she stepped into the room where PLATO Testing was launching its software tester training program in Prince Albert.

“At the kick-off, PLATO co-founder Denis Carignan. was introducing me to some of the PLATO staff, and I heard more about the training, said McKenzie.  “I was impressed by how PLATO was answering the Call to Action 92 from the Truth and Reconciliation by ensuring Indigenous people have access to jobs, training and education.”

After a few months of reflection, Prudence made a pivotal choice. She left her longstanding position with the Federal Government to join forces with PLATO, driven by a mission that resonated deeply with her: “Changing our world by building a stronger, more inclusive technology workforce.”

Walking away from the security of her federal role to embrace the unknown at PLATO was challenging for McKenzie, but the transition also marked her best decision. “The best decision I made was to accept this new and exciting position with Plato, I had the opportunity to leave the workforce completely but decided to stay and see how this role can benefit PLATO and my own personal career growth.”

In her journey, Prudence has confronted and navigated many barriers that women in leadership face, however, she’s stood firm in the belief that women are essential to steering us through adversity.  “I was told that women are the ones to lead us out of difficult times and we are seeing that,” said McKenzie.

When asked if there was a greatest moment in her career serving as an RCMP officer or during the past 27 years with Indigenous Services Canada, she noted, “There isn’t a defining moment but more of a realization that all my life experiences have made me the person I am today, and these lessons and skills that I have gained can be used to help others.”

Now, as the Indigenous Resource Advisor with PLATO, she takes pride in every chance to guide students and interns through their transitions into the classroom and workplace. Whether offering advice, lending a listening ear, or providing resources, she thrives on the variety each day brings.

The excitement she holds for her position at PLATO is evident. “It’s not just a job; it’s a chance to make a meaningful difference in the lives of others, to be the support they need in times of transition, and to embrace the uniqueness of each new day. “

Two decades of growth at AGI with Andrea Harrabek

A happy family of five posing for a photo outdoors at dusk. From left to right: a young woman in a navy blue dress, a man in a white shirt and black tie, a young boy in a white shirt and gray trousers, a young woman in an embellished gray gown, and a woman in a navy blue dress with a tied waist. They are standing on a gravel path with trees and a soft sunset in the background, all smiling at the camera.

When Andrea Harrabek stepped into the role of AGI receptionist in August 2001, she had no idea it would grow into the dynamic, fulfilling career she has enjoyed for the last 22 years.

“Looking at the date now, it seems like a VERY long time,” she laughs.

Harrabek’s journey with AGI mirrors the growth and evolution of the company. Each role she has taken on has been a building block for the next, as she has embraced new challenges with enthusiasm and expertise.

Today, she is AGI’s Office Manager.

“I wear a lot of hats in this position,” Harrabek says. “Quality assurance, design coordination for a team of seven drafters and five engineers-in-training, document control for all projects, client relations, project coordinator assistant…and then, of course, the general office managerial duties. It sounds like a lot, and it is, but I LOVE it!”

Harrabek says her organizational and prioritization skills have played a key role in her success, crucial to her ability to manage AGI’s diverse and constant flow of projects.

“This is a crazy busy place,” Harrabek says. “No day – and no tank – is ever the same. It keeps us on our toes!”

Known for going “with the flow,” Harrabek juggles whatever comes her way while always prioritizing the client. She says she hasn’t struggled with decisions or barriers because Jeff and Wade Burton have created a supportive culture and a cooperative, inclusive environment with fair treatment and equal opportunities for all employees, including women.

“We all try to work together to get the job done,” she says. 

Away from AGI, Harrabek is a mother to three incredible children, grateful for AGI’s support of work-life balance.

“Field trips, activities — AGI has given me the flexibility to be involved in all those important moments,” she says. “You know, it goes by fast, and I really appreciate being able to have a career and also to be present with my family.”

Meet Sienna McKenzie, Kitsaki’s Co-op Student

Q: Tell us about your journey, what led you to your area of study for post-secondary, and when did you decide Kitsaki was where you wanted to be?
A: My journey started in Stanley Mission and then moved to Air Ronge, where I finished high school. I was always involved, like being the football medic and working with Special Olympics – La Ronge. In 2021, I started studying Commerce in Marketing at Northlands College, and later, I moved to Saskatoon for the Edwards School of Business. While there, I also started studying for an Indigenous Governance and Politics Certificate. I’m part of the Indigenous Business Student Society, helping organize events. I’m also in the Cooperative Education Program, aiming to work at Kitsaki.

When I started university, I wasn’t sure exactly what I wanted to do, but I liked Commerce and connecting with people. I also wanted to work for my community. Growing up, I always heard about Kitsaki and saw their ads but didn’t know much about what they did. Learning about Indigenous Business in Canada at university, I understood how important companies like Kitsaki are for community support. That’s why I became interested in Economic Development. The Cando Economic Development Indigenous Youth Summit I attended this summer really confirmed my interest in this field. I want to make a difference in my community like the professionals I met there.

Q: What are you most excited about in your new role?
A: I’m really excited about working for my community and knowing that my work will help improve people’s lives. I’m looking forward to learning from the experienced people at Kitsaki and building relationships within the communities. It’s great to learn about marketing in an environment that I’m
comfortable with and where I want to be in the future. I’m also happy to learn things during my coop placement that will help me and the communities in the long run.

Q: What are your goals when you are finished school?
A: After school, I plan to work in a city marketing position for a few years. Then, I want to move back to La Ronge and start building my life there. I hope to keep working with Kitsaki after my coop term. I also want to keep volunteering with Special Olympics in La Ronge and look for other ways to help in the community. My main goal is to help Indigenous youth from Lac La Ronge show what we can do to the world.

When I have more time, I’d love to get a dog, have a big garden, and maybe some pet chickens.

Sienna’s first day is January 10, 2024 and she will spend her time between Kitsaki’s offices in Saskatoon and La Ronge.