Situation:

  • Moosomin First Nation faces challenges in meeting governmental and band requirements while capitalizing on all the benefits from their myriad current opportunities;
  • They are now hampered by an archaic Indian Act which stops them from developing business and strategic partnerships which could help them develop in a more efficient way;
  • First Nation communities, Moosomin included, are working on developing a new structure which will help them adopt best practices in everything they do to overcome financial challenges;
  • They are determined to develop revenue streams to fund training, housing, entrepreneurship and new economic development.

 

Strategy:

  • Facilitate short term loans totaling 5 million dollars for First Nations to acquire immediate assets
  • Develop further avenues of funding; financial, partnerships, and short term loans
  • Find and implement new methods to store data so that it is actionable, and develop best practices to do so;
  • Help Moosomin First Nation become independent as soon as possible by developing businesses and partnerships in various fields: food, housing, data storage, construction, sustainable industries.

 

Result:

  • Moosomin First Nation benefits from an ultra-modern greenhouse developed together with HydroHaus where they can grow their own produce at extremely advantageous margins;
  • 5% of the produce is directly given to single parents and their elders, providing them a secure source of food all year-round;
  • Partnerships have been created with companies in the area and Moosomin members can work in jobs with over 3M dollars in contracts in the oil and gas, mining, and construction industries;
  • The research process for housing and data process has been already finalized and it is under the phase of future implementation;
  • 5 Million in grant applications. 5-10M targeted over the next 18 months
  • In June 2017 the First Nations Finance Authority and First Nations Financial Management Board certifications will be completed, making sources of funding quicker to access.

 

Situation:

  • Test Your Metal Records has been developed to help talented heavy metal artists become known and build their name in the industry;
  • They focus on artists and bands’ development by offering them the necessary support in terms of infrastructure and guidance;
  • The CEO faces serious challenges in terms of keeping costs and business development under control.

 

Strategy:

  • Take action immediately and do a benchmark analysis against our proprietary best practices to have a clear view of where the company is setting in each business area and unit;
  • Engage the company’s management in the 10By10 Association best practices roundtable;
  • Analyze and develop a strategic plan which should be urgently implemented in all business areas
  • Develop and implement accounting best practices to help the company move forward;
  • Propose solutions and alternatives, over 3 months, to both cut costs by 50%  as well as bring in 3000$ profit.

 

Results:

  • Test Your Metal Records has developed a prolific relationship with a regional partner who has become part of the TYM brand;
  • 3 new contracts with heavy metal bands have been signed which brought 3 global tours in just one year;
  • Implemented a new buying and accounting system which led to relevant cost cutting;
  • Profit goals have been exceeded by 13%;
  • A new van was purchased with 50% rented in calendar;
  • The company now has an Advisory board,  three members, with another two new ones by 2017.

 

Situation:

  • Many First Nations faces two major difficulties from climate change: food scarcity, price increases and low income levels.
  • Many First Nations in Western Canada, face challenges where Climate can fluctuate between -30 and +30 Degrees Celsius, and is often semi-arid in climate.
  • Cost to build and make a profit from a traditional greenhouse makes no economic or social sense
  • First Nations control their own land which represents a big asset to solve a communities food production
  • Climate change is affecting more and more agricultural production and so obtaining a decent level of living from agriculture is most of the times a big challenge.
  • To cope with climate change problems, many solutions for productive agriculture have been developed , among which greenhouse technology is one of the most productive.
  • HydroHaus has developed such technology with a totally improved design, with double walls and roof cavity for instance, so that less energy is used to heat and cool the atmosphere, using almost 90% less energy to function with much higher outputs.  

 

Strategy:

  • Create and identify partnership with a First Nation, as landlord of a HydroHaus for food production.
  • Work with Moosomin First Nations could move closer to self management if they would produce their own food and sell the produce to local businesses for an extra source of income.
  • Build a greenhouse developed by HydroHaus to help First Nations and other indigenous groups overcome their financial difficulties
  • Provide an economical solution to successfully build and operate the greenhouse
  • Introduce and facilitate the evolution of the project developed by HydroHaus
  • Improve the produce quality and increase the number of crops produced per year.

 

Impact:

  • 2.5 Million dollars were raised from collaborators so that Moosomin First Nation band members can use HydroHaus to have fresh produce
  • We have developed a collaboration with 10 local hotels that have signed an LOI to have the first right to buy the fresh, locally grown produce from Moosomin First Nation
  • Moosomin’s nutritious products also become available for the Saskatchewan Indian Gaming Association, and all affiliate casinos and hotels, to supply their members with healthy, local produce
  • New collaborations are being developed with key stakeholders from Canada, USA and Africa to increase outreach and business partnerships
  • Moosomin First Nation has a secure source of food all year-round, with substantial profits to use in funding new ventures, training, education, as well as give single parents and Elders year round food.
  • Other FN’s are in the development stages

 

 

Situation:

  • A new barter network company in BC, Canada, possessing modern marketing collateral is aiming to implement their development plans;
  • They want to offer an innovative and efficient model in trade and barter network so as to develop advantageous businesses and strategic partnerships;
  • They are analyzing best ways to find new revenue and strong territory partners as well as what should be the best way to create special programs based on training and coaching to successfully do that.

 

Strategy:

  • Develop and facilitate the implementation of a full strategic plan which includes all aspects: finance, operations and strategies for growth;
  • Create new ways that members can trade by using the current criteria that is widely used in ways that are not utilized in the current market;
  • Find and develop territory managers and partnerships who can implement the company’s strategic plans;
  • Create a full HR and Organization Matrix which will enable head management to delegate more efficiently tasks and projects between employees and between each other;
  • Create and implement a new recruiting plan.

 

Result:

  • Total investment into shares and growth is $150,000;
  • Company has developed new partnerships and agreements, MOU’s for $250,000;
  • Over 100 businesses as first new members;
  • One highly-efficient territory manager has been recruited and trained to implement the company’s strategy;
  • The company has obtained $100,000 in grants for executive training;
  • The company has now a new CEO who is totally engaged in moving the business forward;
  • The company’s Investment Plan has been completed and is ready to be implemented;
  • A 12-month training course has been completed by the company’s executives.