In this exclusive interview for CanadianSME Small Business Magazine, Phil Vlach shares his forward-looking perspective on Canada’s aging population and the untapped opportunities it presents for innovation and business. As founder of AgeTech Labs and Head of Technology at Schlegel Villages, Phil has become a central figure in building bridges between entrepreneurs, care providers, and investors to reimagine how Canadians can thrive through longer lives.
Through AgeTech Labs — an innovation advisory firm — and AgeTech Toronto, a community that unites operators, innovators, and investors, Phil is helping to shape Canada’s aging innovation ecosystem. His work blends deep industry expertise with a focus on practicality and human impact, guiding both startups and established operators to design technologies that enrich the experience of aging and unlock new possibilities for growth across sectors.
You’ve described the “100-Year Life” as an overlooked innovation opportunity in Canada. Can you explain how increasing lifespans are shaping the next wave of business and technology, and why entrepreneurs should pay attention to this shift?
In just over a century, Canadian life expectancy has doubled — from around 45 years in the early 1900s to over 82 today. When Old Age Security was introduced in the 1950s, people retiring at 65 might have expected only a few years beyond. Today, someone retiring at 65 may live another 25 to 30 years — and Canadians born since 2000 are projected to live into their late 90s or beyond.
This fundamentally changes the meaning of “retirement.” Instead of a short wind-down, it’s now a full third of life — decades of healthy, active years. What will people do with that time? They’ll want meaningful work, flexible finances, accessible housing, lifelong learning, new consumer products, richer experiences, and a vibrant social life.
This is why the 100-Year Life is an innovation driver. It creates an entirely new market cohort that has never existed before — one with needs, expectations, and spending power. Entrepreneurs who recognize this shift will see opportunities far beyond healthcare. Designing for longevity is not just good social policy; it’s one of the smartest business strategies of our time.
Many still view aging solely as a healthcare issue, but you emphasize its broader economic and innovation potential. What opportunities do you see for Canadian SMEs beyond healthcare in meeting the needs of an aging population?
Throughout their lives, Boomers have redefined every market they’ve touched — from housing, to retail, to travel. Now they’re going to do the same with aging. This generation, and those following them, will want to age on their terms. They’ll demand products, services, and experiences that make aging not just acceptable, but aspirational — even “cool.”
For Canadian SMEs, this means opportunities across every sector. Housing models that support independence and community. Financial tools that stretch across decades and adapt to flexible, part-time, or gig-style work in later life. Retail, leisure, and travel experiences designed for accessibility and connection. Technology that simplifies daily life, supports learning, and bridges generations.
And importantly: purpose. Longer, healthier lives mean people will want to stay engaged — whether through work, volunteering, or new forms of contribution. That creates space for SMEs to design offerings that tap into fulfillment as much as function.
This isn’t just about an extended life. It’s about creating a whole new life stage — one filled with choice, activity, and opportunity. SMEs that lean into customer discovery and human-centered design will be best positioned to serve this emerging market.
Drawing on your experience with both startups and senior living operators, what key lessons have you learned about translating promising technologies into real-world care environments, and how can businesses avoid common pitfalls?
One of the best lessons I’ve seen came from introducing food service robots into retirement community dining rooms. On paper, success looked like whether the robot could carry plates reliably. But our study revealed something different: success wasn’t about the robot itself — it was about the people, the process, and the environment around it.
In communities where leadership was supportive, workflows were stable, and residents were open to novelty, the robots thrived. Staff weren’t replaced — they were freed up. Instead of shuttling plates, they could focus on creating a positive dining experience and spending more time with residents. That’s what innovation should do: augment people-power, not replace it.
Where those conditions weren’t in place, adoption failed. The same robot, two very different outcomes.
The broader lesson for businesses is clear: technology only succeeds when it fits into real-world workflows and enhances human experience. Avoid the pitfall of designing for the pitch deck. Start with customer discovery, test in context, and focus on enabling people to do more of what only people can do. That’s how promising technologies translate into meaningful, lasting change.
Canada has been gaining momentum in AgeTech innovation. Why do you believe Canada is uniquely positioned to lead in this field, and what role do SMEs play in building this advantage?
Canada has a unique combination of strengths that position us to lead in AgeTech. We have a diverse and aging population that mirrors global trends. We also benefit from strong government programs and funding that support innovation in aging, coupled with growing interest from venture capital in this space.
Our academic environment is another advantage. Institutions like McMaster University, the University of Waterloo, and the University of Toronto are producing world-class research in both technology and health, while the Schlegel-UW Research Institute for Aging brings innovation directly into real-world care settings. Networks like AGE-WELL provide incubator and accelerator support that helps entrepreneurs bring ideas to market.
SMEs are at the heart of this opportunity. They can move quickly, adapt based on discovery, and stay close to customer needs. Importantly, they are deeply rooted in their communities. That local presence gives SMEs the ability to design solutions that fit the lived realities of older adults and their families — and to make immediate, visible impact.
Taken together — funding, research, ecosystem support, local strength, and entrepreneurial agility — Canada has everything it needs to become a global leader in AgeTech innovation.
As you continue to launch tools like Scout Spotlight and build communities such as AgeTech Toronto, what final piece of advice would you share with Canadian small business owners looking to innovate for longer, healthier, and more diverse lives?
My advice is simple: start with people, not products. Longer lifespans are creating a whole new life stage that has never existed before — decades of active, purposeful years beyond traditional “retirement.” To serve this emerging cohort, we need to understand not just their health needs, but their aspirations, habits, and daily experiences.
That’s why I’ve built tools like Scout Spotlight, which helps innovators evaluate whether a solution truly fits the realities of senior living, and AgeTech Toronto, a community where operators, entrepreneurs, and investors can learn directly from one another. Both are designed to close the gap between good ideas and real-world impact.
For Canadian SMEs, the opportunity is enormous. Aging is not just a challenge; it’s one of the most powerful drivers of business innovation we’ll see in our lifetime. If you start with discovery, design with empathy, and focus on enabling people to do more of what only people can do, you’ll not only unlock new markets — you’ll help shape a future of aging that is brighter, more connected, and uniquely Canadian.
