In this exclusive interview with CanadianSME Small Business Magazine, we sit down with Kristel Manes, a seasoned Change Management Specialist with over two decades of experience coaching entrepreneurs in Guelph-Wellington. As the Business Centre Guelph-Wellington (BCGW) continues to support the growth and success of small businesses in the region, Kristel shares valuable insights into the evolving challenges faced by entrepreneurs post-pandemic. From offering essential advice for first-time business owners to embracing digital transformation, Kristel highlights the strategies and resources that are helping small businesses navigate the shifting landscape and build long-term success. Whether you’re just starting out or looking to scale, this conversation offers guidance on how to adapt, innovate, and thrive in today’s competitive market.
Kristel Manes is a Change Management Specialist; having spent the last 20 years coaching entrepreneurs as they start and grow businesses. Kristel has an extensive history in communication and negotiation amongst such prominent groups as boards of directors, sponsors, core funding partners, senior management, peers, and aspiring business owners.
In your 20 years of coaching entrepreneurs, what key changes have you noticed in the challenges and opportunities that small businesses in Guelph-Wellington face, particularly after the pandemic?
The BCGW continues to see a steady flow of clients seeking our help by means of engaging with advisory services, accessing our training and support programs, as well as utilizing our resources and network connections, despite the current economic uncertainties in the marketplace. This is a good sign considering the overshadowing of the political landscape both here and in the US, tariffs, and continued complicated economic struggles communicated by the media. We also continue to see more subscribers interested in small business in general, but in a multitude of cases, operating as a side hustle until they build clientele, market valuation, sales, and financial capacity to jump in fully. Despite the past threat of COVID, plenty of existing businesses are still struggling to catch up, working hard to navigate continued recovery, making up for lost sales, wages, and time by utilizing advisory services and resources to assist with the process. To date, we have not heard of many small businesses directly affected by tariffs (some through suppliers’ capacity issues) but do see the ripple effect as more layoffs continue, resulting in tightening belts and less spending in the economy, which does impact our small businesses.
You highlight the significance of business planning for new ventures. What are the most common mistakes you observe first-time entrepreneurs making, and how can they steer clear of them?
Entrepreneurship is alluring and yet 70% of all new businesses starting end up failing in the first 3 years of operation. For this reason, it becomes incredibly important to engage in business planning processes to help safeguard your time, energy and financial investment. The process includes market research, requiring time and attention and only when completed are you increasing the odds of your business, even surviving and eventually thriving. First time entrepreneurs make assumptions, fueled by their passion, personal experience and their desire to do better. Enthusiasm is encouraged but like any experiment, hypotheses need to be tested. Enthusiasts need to survey and evaluate what they are offering, is the product/service viable and sustainable, wanted, needed, and potentially going to solve a problem or pain point for the customer. Also, customer details (hint: not everyone is a customer), what are they willing to pay, where and who are they currently purchasing from and why would they buy from you instead? If you don’t know these basics, you don’t have a business.
The Business Centre Guelph-Wellington has been acknowledged for its support of diverse groups, such as women-led enterprises and youth. How do your programs promote inclusivity and innovation within the local business ecosystem?
Celebrating our 26th year in business, we look to continuously expand our model by adding new collaborative partnerships, fostering forward thinking and innovative programming; building on our track record of successfully executed regional development/facilitation/ delivery of self-employment benefit programs including vulnerable target audiences such as women, refugee, newcomers, students, low income and 55+ participants. Our experience, knowledge and network of resources have been instrumental in this success and position us well to take on new initiatives responding to community needs.
As a regular practice, we actively engage women, refugees, newcomers, students, low-income individuals, and adults aged 55+ in the co-design of support services. Our program evaluation processes ensure that participant voices, experiences, and interests are central to strategic decision-making, learning, and future program adaptation.
We foster an anti racist environment; a space where everyone is free to be who they want to be. We are committed to building a community rooted in inclusion and equity; listening and learning as we go. Everyone on our team and within our community receives the same respect and opportunity, regardless of age, ethnicity, gender, culture, identity, beliefs, or language. We celebrate and value our differences and know that collectively, we are stronger together.
Under your leadership, the Centre has experienced substantial digital transformation. How has technology enhanced your capacity to support entrepreneurs, and which future tech initiatives excite you the most?
Under my tenure, the BCGW has embraced a wide array of digital technologies that have significantly enhanced our ability to support our entrepreneurs. We have leveraged cloud-based collaboration platforms, Al-driven analytics, and digital marketing solutions to streamline operations, improve decision-making, and extend our reach to serve all of Guelph and Wellington County. These technologies have allowed us to continue to facilitate remote mentorship, training workshops and programming, and provide entrepreneurs with the resources they need, no matter where they are located.
A current example is an experiment with an Al-powered business development platform, which provides personalized growth recommendations and automates much of the process of identifying market opportunities. This tool is proving to be of immense value to the companies assessing the process and it is our hope that it will become invaluable in helping startups scale faster and more efficiently.
Looking forward, we continue to monitor the rise of 5G networks as we believe it also holds promise for real-time data transfer that if properly utilized, can revolutionize many industries including retail and manufacturing. These advancements, combined with the increasing role of Al in decision-making, will offer innovative opportunities for entrepreneurs to thrive.
What is the most critical piece of advice you would give to small and medium-sized business owners aiming for long-term success in today’s evolving landscape?
Critical advice for small sized business owners looking to survive and thrive in today’s challenging landscape includes:
Embrace adaptability. The world is changing daily, driven by technological advancements, ever changing customer expectations, and fluctuating market trends. Entrepreneurs who remain rigid in their strategies and not adaptable to change, will not survive. Adaptability means being open to reviewing and evolving your business model constantly, especially in the first 3 years of business. You need to create a business model that can automate operational processes, identify market opportunities, protect against risk, including financial forecasting, so that you and your business will thrive in uncertainty.
Do your Homework: We empower our small business owners to continue market research at every stage of their business growth. Paying attention to the marketplace, the competitors, and engaging in customer feedback will ensure your value proposition is on point and in demand. Seeking feedback from your customers not only helps show intention but assists with pivoting if needed to stay competitive.
Build strong relationships-with customers, employees, and partners. Your network is one of your greatest assets. Cultivating a loyal customer base and maintaining a motivated, agile team will support your resilience during challenging times.
