entrepreneurship

BGU advances in rankings

(photo from CABGU)

Ben-Gurion University of the Negev ranks among the top 50 universities graduating successful entrepreneur company founders from its undergraduate programs, according to Pitchbook, a financial data firm that publishes annual data. BGU moved up two spots from last year’s rankings, marking its third consecutive year on the top 50 list.

BGU has graduated 314 founders whose companies have raised a total of $8.3 billion, according to Pitchbook. Among the top five companies led by BGU entrepreneurs in capital raised are Deel ($630m), Fireblocks ($492m), Exaware ($420m), Fabric ($336m) and Hibob ($277m).

BGU’s entrepreneurial focus is led by Yazamut 360°, a suite of program offerings designed to enhance BGU’s academic curriculum and infuse entrepreneurship into the DNA of a BGU student. Yazamut 360° established Cactus Capital – Israel’s first student-run venture capital fund. It has also created two accelerators, one focused on technology entrepreneurship (Oazis) and one on e-commerce. Oazis pairs faculty members with chief executive officers to create companies through BGN Technologies. The accelerators serve as a resource for all entrepreneurs on campus through professional mentoring, financial consulting and technological consulting.

The 2021 Pitchbook university rankings are based on the number of founders whose companies received a first round of venture funding between Jan. 1, 2006, and Oct. 31, 2021.

– Courtesy Canadian Associates of BGU, B.C. and Alberta Region

Brian Jessel BMW turns 35

Brian Jessel has loved cars since he was a kid. (photo by Alfonso Arnold)

Brian Jessel chose one of the most consequential years in Vancouver’s history, 1986, to embark on his self-named BMW dealership. Since Expo 86, both the city and Brian Jessel BMW have changed, but, according to Jessel, one thing remains constant.

“We take a personal approach to the car business. We cherish our relationships with our clients and like to spoil them and treat them as VIPs. This is how I want to be treated, so this is how I grow my business relationships,” Jessel said in a recent interview.

And he also works to grow community. Among the organizations that have benefited from his philanthropy are Jewish Federation of Greater Vancouver, Jewish Family Services, Congregation Schara Tzedeck, Lubavitch BC, the Jewish Museum and Archives of British Columbia and the Isaac Waldman Jewish Public Library.

In the general community, Jessel’s Cabriolet Charity Galas, started in 2004, are among the premier philanthropic events of the year in Vancouver. The annual galas, which raise money for pancreatic cancer research, have brought in more than $2 million and have seen the likes of talk show host Jay Leno and blues singer Colin James perform in the past.

Enthusiasm for the automobile runs in Jessel’s family. His father, Bernie, a leading figure the Toronto car market, instilled a fascination with the industry – an excitement that has carried through to future generations.

“I loved cars from the time I was a toddler; it’s probably in my DNA. I now have a 4-year-old grandson who is exactly the same; he sleeps with cars in his bed and won’t let go of the steering wheel if he gets into the driver’s seat. I bought him and his 6-year-old brother cars – yes, real cars. I just need to wait 12 years to give them to them,” he related.

The desire to be in the car business maintained such a strong pull for Jessel that other career possibilities did not stand much of a chance.

“I went to university (in Michigan) but never graduated – I wanted to get to work. I interviewed at a prestigious Bay Street stock firm and was accepted for the position, but I never started. A couple of weeks later, I was selling cars at a classy GM dealership on the west side of Toronto,” he recalled.

Eventually, in 1972, he made it out west, opening his first used car lot with six automobiles on a leased space at Burrard and 1st Avenue. Jessel sensed the appeal of foreign cars, even back in the 1970s, and turned that first car lot into a Fiat dealership – along with selling pre-owned vehicles, specializing in imports.

“These were days when, if a Jag went down the road, people stopped and looked,” said Jessel, who also attributes his success to having the gumption to take a chance when opportunity comes calling.

Before establishing itself at its current location in Vancouver in 2004, Brian Jessel BMW operated out of locations in Langley and Coquitlam. Today, it occupies a 66,000-square-foot new-car facility on Boundary Road, with an additional 36,000 square-foot pre-owned-car space nearby. Brian Jessel BMW sells more than 5,000 cars a year.

Jessel gives much of the credit to his staff for his thriving business. “Our people are knowledgeable but also warm and engaging,” he said. “And we are laser focused on all things BMW. We aren’t using a cookie-cutter format that works for selling everything from Bentley to Hyundai, like large dealership groups need to be. Yet we are the size of five dealerships, so we still have all the economies of scale of the multi-brand.”

When asked about the differences in running a dealership now as opposed to 35 years ago, he said, “As with everything in the world, the computer has changed how cars operate. Twenty years ago, I went to Europe and drove the upcoming BMW 7 Series. It had a dial in the centre console that controlled many of the car’s functions. Auto journalists hated the iDrive System when they first saw it. Now, almost every manufacturer has followed BMW’s lead and has a similar operating system.”

And there is the move to electric vehicles as well.

“The new frontier is the electric car. There is a mystique I like about electric cars,” he said. “They are so quiet and have amazing low-end power. I still love the feeling of an internal combustion engine, however, it is inevitable that electric vehicles will dominate by the end of this decade.”

Brian Jessel BMW has started taking orders for the new BMW iX, as well as the four-door sedan version, the BMW i4 – both of which are fully electric.

Sam Margolis has written for the Globe and Mail, the National Post, UPI and MSNBC.

Using chutzpah in business

Uri Adoni shares “The Six Rules of Chutzpah” in his book The Unstoppable Startup. (photo from Uri Adoni)

Uri Adoni, author of The Unstoppable Startup – Mastering Israel’s Secret Rules of Chutzpah, is on a mission to teach businesspeople how to use chutzpah to their advantage.

Born and raised in Israel, Adoni was working at a large advertising agency when the internet was just starting to catch fire.

“I really remember the exact moment when I first saw the internet,” Adoni told the Independent. “It was back in 1995 and it really blew my mind. I said, ‘Wow! I can talk to somebody in Singapore!’ It was very slow, dial up. It took ages to download anything, but it was crazy for me. And then I realized I just had to be part of it.

“Funnily enough, one of the partners in the agency at the time, he said to me, ‘This internet thing, it’ll never catch on.’ But, I begged to differ! And the old advertising world, I think, it will change dramatically, because you have so much data and people will know exactly what you were doing. That’s when I joined Microsoft.”

Adoni was chief executive officer of MSN Israel, working for Microsoft, for about seven years. He then moved to managing venture capital, giving him a unique view as to why some venture owners succeed while others fail. After a decade on the job, he decided to share this knowledge in book form.

According to Adoni, “One of the questions we’ve been frequently asked by people from all over the world is, ‘What is the secret sauce behind the Israeli success?’… We’re the second-largest tech hub in the world, second only to Silicon Valley, the largest per capita. We have the highest density of startups per capita, the highest venture capital per capita.”

Adoni shared that Israel has the third most companies on the NASDAQ, after the United States and China, though, in terms of population and geography, Israel is tiny compared to these countries.

“The positive side of chutzpah is what makes the difference between Israeli entrepreneurs and other entrepreneurs from around the world,” said Adoni. “One of my hypotheses is that, unlike charisma, which you’re either born with or not, chutzpah is actually something you can teach. And, I’d say, more than that, by the way. I think that any entrepreneur in the world, whether Israeli or not, they all have chutzpah. They just don’t know how to define it this way. But, I really think it’s a key ingredient in any successful startup.

“I felt the best way to explain it is by demonstrating what it is, and that the best way to demonstrate it would be to interview very successful entrepreneurs who could relate to it – asking them how important chutzpah has been in the success of their startup. If they are Israelis, they’d know it, and be able to put their finger on it.”

In The Unstoppable Startup, Adoni delves into what he has dubbed, “The Six Rules of Chutzpah,” with plenty of examples. The first rule involves changing one’s mindset, which, in turn, enables you to challenge reality as you know it, by thinking ahead of the curve.

“One of the companies we invested in at the time was a company, called CyActive, in the computer anti-virus world,” he said. “Usually, the way it works is that you have a virus and then you have the anti-virus that comes up with some sort of virus blocking. But it’s a cat-and-mouse thing, because they have to come up with a new virus and the anti-virus has to block it.

“They came up with a really interesting approach by changing the paradigm,” he explained. “They took the existing virus and, with a very smart algorithm, they created tens of thousands of potential viruses that could be expanded or developed from the original virus. And then, once we had all these viruses, we could create a tool to block them, before they even existed. So, they actually built something that blocks viruses that no one had come up with yet, but that there’s a chance they’ll come up with.”

Another rule, Adoni said, is innovating in order to meet future demand. In this context, he gave the example of the navigation app, Waze. Users share real-time data about their travel location and speed, allowing Waze to calculate the quickest way from point A to B.

“Once they use the application, all of this data [is] collected and you can sometimes know and predict where there will be traffic jams, guiding people to different routes and getting them to the destination faster,” said Adoni. “A lot of people were very skeptical about it. They said nobody will share their data; privacy issues. But, they proved everybody wrong. The market actually needed that, but we needed to bring them the tool. Once the tool was introduced, it was adopted very quickly.

“By the way, [Apple’s] Steve Jobs was one of the best – all the way from the Macintosh to the iPhone, having this entrepreneurial mindset that says, ‘I know what people need and will introduce it to them.’”

While Adoni’s book is naturally geared to startups and tech companies, he is adamant that the principles are relevant for any company, “no matter if they are small, big, or what state they are in because, at the end of the day, if you’re just doing more of the same, you may sell, you may make a living, but not necessarily make it big, or breakthrough, or grow in a large way.

“Even if you just have a small coffee shop, you should have your own competitive advantage, whether that’s with your cakes, experience, prices, name, or community. You need to differentiate yourself, showing why people should choose you over others. Random choice will not build return business. Any company around the world, any business you can think of, must think in a mindset of how they can outpace their competition, figure out their competitive advantage.”

Adoni believes his book is also great for investors, as it will teach them what to look for in startups.

In non-pandemic restricted days, Adoni regularly travels the world, speaking with university students.

Not wanting to reveal much, Adoni said he is currently working on a venture to challenge the mindset of Americans about developing new high-tech hubs in places that many people would not even consider a possibility.

Rebeca Kuropatwa is a Winnipeg freelance writer.

Little hat store that could

SherlockS has a window display starring a two-foot-high teddy bear dressed like Sherlock Holmes. (photo by Micha Paul)

There is a small, magical hat store right in the heart of Jerusalem, called SherlockS. It’s not hard to find. Just walk along King George Street until you see a two-foot-high teddy bear dressed in a SherlockS deerstalker hat and Inverness cloak, holding a pipe in one hand and a magnifying glass in the other, perched on a table in the display window.

SherlockS is packed with hundreds of hats for both men and women. The store specializes in hard-to-fit heads and carries hats by Stetson, Bailey, Kangol, Christys’ and many other quality hat companies. There are even Borsalinos, the kind the snazzy Italians wear. SherlockS is also the home of handmade hats by local milliners like Danielle Mazin and Justine. And SherlockS makes their own Panama hats, as well.

Owner Yaacov Peterseil decided to create this store after his dermatologist warned him about the damage the sun’s ultraviolet rays were doing to his head. “You must wear a hat outside in summer and winter,” said the doctor.

photo - Yaacov Peterseil is owner of SherlockS — Yaacov Peterseil is owner of SherlockS. *(photo by Micha Paul)*

“I was just looking for something to do, having left publishing,” Yaacov explained. “Could a hat store afford me the opportunity to help people by keeping the sun’s rays at bay and be financially rewarding, as well? I wondered. I had to try. So, in 2016, I opened SherlockS Hats in my garage. Before long, people came in droves to the store, which was way too small to hold both the hats and the people. So, I moved to Diskin Street, in an underground mall. But, soon, that store was too small, too. Finally, I moved to King George Street, where people could stop by, relax, get a cappuccino and a muffin, and even buy a hat.”

When Yaacov was choosing a name for his business, Sherlock and Sherlock Holmes were already taken. “So, I thought of SherlockS. SherlockS Hats has a nice ring to it. And there’s no need for an apostrophe,” he said.

Peterseil was born in 1946, in Salzburg, Austria, in a displaced persons camp. His family moved to the United States in 1949. Eventually, his father opened a wholesale clothing shop, selling ladies sweaters and T-shirts to all the big chains in New York.

“I worked with my dad for awhile,” said Yaacov. “It was there I developed a love of quality clothing.”

Yaacov believes that his varied business endeavours all led him to SherlockS Hats. He worked as a copywriter for Prentice-Hall, had his own byline in the Nassau Herald, taught journalism at the University of Michigan, was a speech writer for B’nai B’rith, founded Enjoy-A-Book Club, and owned K’tonton Book Store on Long Island. He also found time to get his rabbinic degree, and joined the rabbinate in the United States and in Newfoundland, where he taught Jewish studies at Memorial University.

In 1986, he, his wife Tamar (a family and sex therapist) and their (then) six children made aliyah. Once they settled in, Yaacov kept busy as public relations director for his mentor, Rabbi Shlomo Riskin, and developed Pitspopany Press for Children.

It was while he was busy publishing Jewish children’s books at Pitspopany that Yaacov asked me to review some of their titles. Since then, our paths have crossed a number of times.

“One of my first hat purchases was the deerstalker hat,” said Yaacov. “It was made famous in 1891 when Sidney Paget illustrated one of Conan Doyle’s Sherlock Holmes stories, putting a deerstalker hat on the detective. Today, I sell about 50 deerstalker hats a year in Israel.”

When COVID-19 forced him to keep his shop closed for weeks and months at a time, Yaacov took his store online. He created sherlockshats.com, which features a 3-D tour of his hat-filled store, as well as hundreds of hats from which to choose.

“I write two kinds of blogs for the website,” he said. “One is a story-type blog called The Adventures of the Mad Hatter. The blog tells the story of some of the strange and unusual things that happen in my hat store. The other blog gives a bit more practical information about hats and how to wear them. I’m writing one now on how to fit the hard-to-fit head.”

Next time you get to Israel, you’re invited to visit SherlockS at 31 King George. It’s not as famous as 221b Baker St. yet, but it’s getting there. And, if you want to talk hats with Yaacov, call him at 972-50-361-2342 or message him via the website.

Sybil Kaplan is a journalist, lecturer, book reviewer and food writer in Jerusalem. She created and leads the weekly English-language Shuk Walks in Machane Yehuda, she has compiled and edited nine kosher cookbooks, and is the author of Witness to History: Ten Years as a Woman Journalist in Israel.

Grinding coffee for a century

Izhiman’s – the car is decorated with the company’s logo, based on advertising from that era showing a turban-wearing waiter – à la Cairo’s legendary El Fishawy coffee house in the Khan al-Khalili – serving, of course, coffee. (photo from Izhiman’s)

When the Izhiman family opened its coffee roasting and grinding business in 1921 on Suq Khan a-Zeit (Beit Habad Street), 100 metres inside the Old City’s Damascus Gate, Sir Herbert Samuel had recently arrived as Great Britain’s first high commissioner for Palestine, and Egyptian chanteuse Umm Kulthum was just beginning her illustrious career. Over the last century, the Middle East has changed beyond recognition but Izhiman’s flavourful qahwa – blended from high-quality Arabica beans – has remained a staple for Jerusalem’s coffee aficionados. And, at NIS 48 ($19 Cdn) per kilogram, the cardamom-flavoured finely ground secret mix – which includes Brazilian, Colombian, Guatemalan, Costa Rican and Tanzanian beans – is a bargain.

From that first roaster and grinding shop in the Old City, Izhiman’s has grown to a chain of six stores, with a presence in Jerusalem, Ramallah and Bethlehem. Besides its signature blend of Arab/Turkish coffee, the Izhiman family-operated chain sells tea, nuts, spices, condiments, chocolate and henna from Thailand, Turkey, Egypt and elsewhere. Many of the imports are cheaper than their Israeli counterparts.

“I manage three stores,” said Mazen Izhiman, 63, who started working at the Old City branch in 1976. “My son Mahmoud is the operations manager.”

photo - Mazen Izhiman — Mazen Izhiman *(photo from Izhiman’s)*

Mazen points to the various historic photos decorating his shop. One shows an antique car bearing Mandate Palestine licence plate 5111. The vehicle is decorated with the company’s logo, based on advertising from that era showing a turban-wearing waiter – à la Cairo’s legendary El Fishawy coffee house in the Khan al-Khalili – serving, of course, coffee.

Interviewed at the company’s office in Atarot Industrial Park, not far from the now-decommissioned Qalandia Airport, Mahmoud (Mamu) Izhiman, 32, explains the roaster was moved there from Abu Dis in 2014 because of transportation problems in reaching the West Bank suburb. Originally, the roaster was located on Suq Khan a-Zeit, across from the shop that his father manages today. A century ago, the beans were ground by hand, he noted. A few grams of coffee wrapped in a cone made from newspaper were sold in single-serving portions.

While the Izhiman family came to Jerusalem from the Hijaz eight centuries ago, during the time of Saladin to fight the Crusaders, the details of the founding of the business have been lost, said Mahmoud, who studied political science at the Hebrew University of Jerusalem before deciding that the coffee business was more satisfying to him than the Israeli-Palestinian quagmire.

Even the given name of the company’s founder a century ago is in dispute, he said. The family business began splitting apart in 1948, when one brother fled to Amman, Jordan, where he opened a coffee roaster of the same name. Another split occurred in 1994, and a further one in 2008, which resulted in a 2014 lawsuit in the Jerusalem District Court for copyright infringement. Notwithstanding the favourable ruling, family members continue to operate unauthorized Izhiman’s branches across the West Bank and Dubai. Indeed, the website izhiman.com is used by the unlicensed stores, said Mahmoud.

photo - Mahmoud (Mamu) Izhiman — Mahmoud (Mamu) Izhiman *(photo from Izhiman’s)*

Joining the family business, Mahmoud apprenticed at a 2013 course in Izmir, Turkey, offered by the Specialty Coffee Association of America, and then earned a coffee science certificate from Nouva Simonelli in Ancona, Italy.

“I was the first one in the Middle East to study with the SCAA,” he said.

That expertise led him to experiment roasting different blends, seeking a taste that he calls “balanced and aromatic” with “no acidic bitter aftertaste.” The exact blend is “top secret,” he said.

Having relocated the roaster from Abu Dis, Mahmoud bought an $80,000 machine capable of roasting a 120-kilogram batch of coffee beans in 20 minutes. In 2018, he upgraded to a $110,000, fully automated, 240-kilogram-capacity, Turkish-manufactured roaster with a built-in fire extinguisher. To preserve trade secrets, Mahmoud asked me not to take photos of the roasting machine, which he custom designed. The plant also boasts a high-tech, Chinese-made grinding and filling machine that injects nitrogen into each package before it is sealed to prevent oxidation. Mahmoud’s brother, Abdullah, is the production manager at the Atarot facility.

photo - Izhiman’s has grown to a chain of six stores, with a presence in Jerusalem, Ramallah and Bethlehem — Izhiman’s has grown to a chain of six stores, with a presence in Jerusalem, Ramallah and Bethlehem. *(photo from Izhiman’s)*

How much java does Izhiman’s sell? Mahmoud hesitates before answering: “Enough to call us a major coffee factory. We have a presence in every supermarket and grocery in East Jerusalem.”

But Izhiman’s success isn’t limited to providing a caffeine fix for the Arab half of the city. In December, the company opened its first outlet in Jewish Jerusalem. Mahmoud calls the four-square-metre kiosk at the First Station a “pilot.” It sells “macchiato, lokum [pistachio, hazelnut, rose and pomegranate-flavoured Turkish delight], everything,” he enthused. “If you’re afraid to come to the Old City, I’m coming to you.”

As well, Izhiman’s sister company, Coffee Zone, will soon be launching a line of espresso capsules, he added.

Delicious coffee is one of the flavours of co-existence, Mahmoud believes.

With peace on the horizon, foodies may want to visit the Izhiman’s booth at the Gulfood 2021 expo taking place Feb. 21-25 at the Dubai World Trade Centre. Inshallah.

Gil Zohar is a writer and tour guide in Jerusalem.

An Israeli-Moroccan kitchen

The falafel plate at Ofra’s Kitchen. (photo from Ofra’s)

Ask Ofra Sixto what makes her Israeli-Moroccan restaurant successful and she’ll unabashedly tell you: it’s keeping a positive attitude. But it takes a whole lot of moxie, too.

After all, it isn’t easy to launch a new restaurant in the midst of an unexpected economic shutdown and to create enough name recognition that patrons are willing to line up at your door for takeout. But that all speaks to the allure of Ofra’s Kitchen, which opened this past December, just as the holiday season was coming into full swing. Sixto, who owned a Moroccan restaurant on Hastings Street with her brother years ago, said it’s been her dream to open another restaurant – this time centring on vegetarian and vegan dishes.

Her previous restaurant was called Jacqueline Moroccan Food and was named after her late sister. When her brother was forced to return to Israel, the two siblings realized they would have no choice but to close the restaurant.

Jacqueline’s “was very successful. Very,” Sixto acknowledged.

It was the venue’s eclectic Israeli-Moroccan cuisine that later gave her the idea for a vegetarian follow-up focusing on classic Israeli dishes and flavourful specialties from around the Middle East.

“There is a great need, I think, for good vegetarian cuisine,” she said.

As a “flexible vegan,” Sixto said she often has trouble finding truly appealing food when she eats out. “When I go to a restaurant and I ask, ‘Do you have anything vegetarian?’ they push a salad. I’m not a rabbit, I want something substantial, right? So, when you come to my restaurant, you actually eat food. You eat really, really good and healthy and fresh and made-on-the-spot food that makes you feel good.”

The choices run the gamut from iconic falafel and pita, shakshuka and Israeli salad to lesser-known Iraqi kube and delicately spiced Moroccan beet salad. Diners can also enjoy an array of traditionally made desserts and Turkish coffee.

photo - Ofra Sixto’s restaurant focuses on vegetarian and vegan dishes — Ofra Sixto’s restaurant focuses on vegetarian and vegan dishes. *(photo from Ofra’s)*

Asked about her favourite dish, Sixto admitted she is partial to eggplant, which plays a starring role in several of her popular dishes. Her sabih – a Tel Aviv specialty that consists of fried eggplant, hard-boiled egg, tahina and an Israeli chutney – can be ordered as a pita sandwich or as a platter. She also serves homemade babaganoush and eggplant salad, early pioneer dishes that are still popular in Israel today.

“And, of course, my falafel is the best in town,” she said. “Not only by what I say but everybody else who eats it. It’s fresh, it’s crunchy outside, it’s moist and soft inside. It’s beautiful.”

But cooking isn’t the only exceptional quality that she brings to Denman Street. A big heart and an innate sense of civic responsibility are helping mobilize a small movement to ensure that those who can’t afford to eat at Denman’s restaurants also have food to eat.

Earlier this year, Sixto noticed that the number of individuals on Denman who were homeless was growing. She said the economic shutdown, which closed many establishments and sections of streets in downtown Vancouver, exacerbated the homeless problem, forcing many people onto Denman from Robson and Granville. Rather than ignoring the issue, Sixto decided to do something to help.

“When I would walk [to work] I would see so many homeless people. I decided, you know, I need to do something about it. I have the means and I could help – whatever my capacity is, right? So, I started feeding the homeless by giving away soup and falafels.”

And her reputation began to grow. “I mean, they are hungry,” said Sixto. “They get drinks, they get food, whatever they need.”

In time, she decided she could do even more. “I decided to make it a social thing and make people be a part of the solution.”

She began letting customers know that each $5 they donated would go toward feeding an individual who was homeless. Sixto said the idea is catching on. “It’s amazingly successful,” she said.

So far, Sixto estimates she has given out in excess of 1,300 meals. She admitted that the donations she receives don’t fully cover the out-of-pocket expenses. “But it doesn’t matter to me,” she said. “It’s not about that $5 that people give. It’s about the acknowledgment of the situation.

“You know, I speak with [the people living on the street],” Sixto said. “I stop and say, how are you today? Did you eat anything? How are you feeling? They are people. They were babies. Somebody loved them or not when they were babies, you know? Something happened to these people along their lives [before they got to where] they are. Nobody chooses to live on the street because it’s fun, right?”

In June, the province of British Columbia issued a revised health order to guide restaurants in how they can operate safely during the coronavirus pandemic. Sixto has taken those rules to heart. Her seating is about half-capacity, with tables situated two metres apart. And she has some gentle ground rules: patrons must agree to sanitize (either with hand sanitizer or by handwashing) when entering the restaurant and wear a mask when walking to and from the table.

Sixto also supports the province’s request to record the contact information of at least one customer per table. According to the province’s health office, the information is retained only in case COVID-19 contact tracing is necessary. Sixto said most people appreciate the effort that restaurant owners are making to keep their venues safe and comfortable.

When it came to navigating the recent shutdown, Sixto said her landlord played a big role. “My landlord is amazing,” she said. The temporary rent reduction allowed her to keep operating – “I never closed, not even for one day.”

Ofra’s Kitchen, located at 1088 Denman St., in Vancouver (604-688-2444, ofraskitchen.com), is open Israeli hours, starting at 11:30 a.m. and closing at “8ish” in the evening.

“As long as there are people, I’m feeding them. If you come by and I am there, I will open the door and seat you,” Sixto said. “Just like Israeli hours.”

Jan Lee’s articles and blog posts have been published in B’nai B’rith Magazine, Voices of Conservative and Masorti Judaism, Times of Israel, as well as a number of business, environmental and travel publications. Her blog can be found at multiculturaljew.polestarpassages.com.

Creation of now-iconic pant

Jeans bearing the Levi Strauss & Co. trademark.

Nothing quite compares to the essential staple that almost all of us have in our closets, with styles including flare, skinny, low-rise, high-rise, boyfriend, ripped, the list goes on. If you haven’t guessed already, I’m referring to jeans. They epitomize fashion versatility, taking us from a city stroll in a pair of sneakers to our favourite restaurant in the evening with a boot or dress shoes. There are few fashion houses, from couture to street wear, that haven’t designed their own style. But, for the original jean, we have to thank Levi Strauss & Co.

Loeb Strauss, born 1829 in Bavaria, was the youngest of seven children. At age 16, after his father’s death and with increasingly harsh restrictions and discrimination towards Jews, he decided – with his mother and two of his three sisters – to move to New York. There, two of his brothers welcomed him into their dry goods business.

photo - Levi Strauss — Levi Strauss. *(photo from Wikipedia)*

In the 1850s, in the midst of the gold rush, Strauss saw potential opportunities to set up shop in the West and he did so, opening a branch of the family business in San Francisco, where he changed his name from Loeb to Levi.

Levi Strauss & Co. became a rapid success, selling merchandise to local customers as well as to those in neighbouring cities. Strauss became a respected figure among the Jewish community, known to have a sharp business mind and a kind demeanour. He was also known for giving back to community, donating to both Jewish and non-Jewish charities.

The nature of the business – and the course of fashion worldwide – changed when Strauss was approached by Jacob W. Davis, a regular customer and acquaintance, who came to collect an order of canvas for his tailoring business. Davis made durable work wear, or “waist overalls,” as he called them, from special fabric that was primarily used to make tents. Having developed a system to prevent the overalls from ripping at the pockets by adding copper rivets at the corners (allowing them more longevity), he knew he discovered something big but, in order to proceed, he needed financial backing, primarily for the patent fee. Strauss became his business partner in 1873.

Levi Strauss & Co.’s jeans were produced largely for the labour workforce. However, over the years, they became a choice piece of clothing for women and men in any profession, at least when not working. Levi’s entered the world of film in 1938 when John Wayne wore a pair of Levi’s 501 jeans, transforming them into the American cowboy’s leading attire.

photo - According to the company’s website, the trademark depicting two horses attempting to pull apart a pair of Levi’s waist overalls, symbolizes “the strength of the clothing in the face of competition.” It was introduced in 1886 — According to the company’s website, the trademark depicting two horses attempting to pull apart a pair of Levi’s waist overalls, symbolizes “the strength of the clothing in the face of competition.” It was introduced in 1886. *(photo from levistrauss.com)*

The financial success of Levi Strauss & Co. allowed Strauss to expand his business to many diverse industries, from banking to electricity. His philanthropy also expanded and he gave to many Jewish organizations, notably helping found and establish the Reform congregation Emanu-El in San Francisco.

While Strauss never married and had no children of his own, he had a strong relationship with his nephews. When he died, in 1902, Levi Strauss & Co. and most of his estate went to his four nephews and other family members; many charities were also beneficiaries named in his will.

Over six generations, Levi Strauss & Co. has remained a family-run business, manufacturing not only jeans but other casual wear, accessories and a children’s line. One of the largest brand apparel companies in history, the Levi Strauss name is universally recognized. Now run by the Haas family, decedents of Strauss, the family and business continue Strauss’s legacy in another important way – by being one of the most charitable families in the Bay Area.

Ariella Stein is a mother, wife and fashion maven. A Vancouverite, she has lived in both Turkey and Israel for the past 25 years.

Inherent love for business

Ben Silverman (photo from Ben Silverman)

Ben Silverman is the managing director and co-founder of Integral Artists, a talent agency based in Vancouver. He’s also the president of media investment firm Various Things Entertainment and co-founder of James Charles Properties, a real estate development company focused on B.C. holdings. It takes a lot of energy, but Silverman, who was named on Business in Vancouver’s 2019 Forty Under Forty list, has a mind that’s always working.

“Even if I am trying to relax on vacation, my brain doesn’t seem to want to shut off the part which is observing the world around us and processing it in search of new opportunities and/or improvements,” he said. “As a lifelong student of the art of calculated risks and plan execution, I am naturally compelled to the life of an entrepreneur.”

The 39-year-old grew up in a creative environment, enjoying writing and performing.

“Growing up in Richmond, I used to perform in the Prozdor musical theatre productions put on by Joan Cohen at Beth Tikvah,” he recalled. “My entire family would partake – my brothers on stage with me, my dad playing in the live orchestra and my mom helping organize the program. Prozdor was a real contributor to my enjoyment and pursuit of the performing arts.”

While he continued that pursuit, which included obtaining an undergraduate degree in creative writing, his taste for the entrepreneurial was taking shape as well. In 2003, he launched his first formal start-up, Astone Fitness, off the back of an infomercial he produced for a product he trademarked – Ripcords Resistance Bands.

Now, the film and television industry is where he brings his passions together. “Film and TV are commercial art forms which I have always been drawn to as forms of great entertainment and storytelling,” he told the Independent. “There is an inherent overlap and compromise required between the creative and the business side in film and TV.”

This overlap is where he does his best work, he said, harnessing his communication skills and his ability to relate to the needs of his creative clients, as well as his business acumen.

Outside of his work endeavours, Silverman remains active in the Jewish community, and is connected to the Bayit.

“I have tremendous respect for Rabbi Levi Varnai, who is inspiring and doing incredible work galvanizing the community around him and helping people from all walks of life feel like they belong,” Silverman said. “The shul’s [past] president, Mike Sachs, is also one of the hardest working and dedicated individuals I know. Together, their approach is inspiring and makes me feel like my contributions matter, which motivates me to participate however possible, whether financially or with my time.”

Silverman continues to dream big. Last year, Various Things Entertainment acquired feature film distribution company levelFILM, which had seven movies at the 2019 Toronto International Film Festival, including Hope Gap, starring Annette Bening and Bill Nighy, and Ordinary Love, starring Liam Neeson.

As for Integral Artists, which also has offices in Toronto, Silverman said the agency is in “active discussions regarding a further expansion within North America. Our goal is to be the largest talent agency headquartered in Canada.”

Shelley Stein-Wotten is a freelance journalist and comedy writer. She has won awards for her creative non-fiction and screenwriting and enjoys writing about the arts and environmental issues. She is based on Vancouver Island.

The future requires chutzpah

Inbal Arieli recently published the book Chutzpah: Why Israel is a Hub of Innovation and Entrepreneurship. (photo by Micha Loubaton)

Inbal Arieli has always been fascinated by what motivates and drives people, as well as what blocks their paths. “Throughout my career, which was mainly as a business executive, I always kept an eye on the human factor,” Arieli told the Independent. “And so, the businesses I started were somehow all related to that.”

Arieli, who is also a lawyer, is the owner and co-chief executive officer of Israeli start-up accelerator Synthesis. The company provides leadership assessment, as well as business training and development, in Israel, Canada and the United States.

“It is about the effect of the most critical skills that I think anyone should have today,” said Arieli about her recently published book Chutzpah: Why Israel is a Hub of Innovation and Entrepreneurship. “These are, according to the World Economic Forum, the skills which are required in the future, for anyone, regardless of your profession or future position. These are basic life skills – of critical thinking, decision-making, taking on initiative, etc., etc. There’s a long list of soft skills. The book is about these skills.

“What’s still interesting to me is, when looking at these skills, thinking about the future – the future of my kids, the future of the entrepreneurs here in Israel, the future of the job market in the world – about how can one practise these skills.

“The book shows the journey of a typical Israeli child from a very young age, as young as 3 or 4, until after military [age], young adult.”

In Chutzpah, Arieli shows how, in the five stages of childhood – infancy, childhood, adolescence, military service and then the big trip after the military – Israeli culture and society have produced principles, a framework and settings to foster these skills.

The book is not about Israel in and of itself. It is designed to help readers develop their own set of skills using the Israeli experience as an analogy.

Chutzpah (audacity), an ingrained trait, is very much nurtured in Israeli kids from a young age, said Arieli.

“From a very young age, chutzpah comes into play everywhere and anywhere,” she said. “Most of those skills, Israeli education and mindset … I think of them like muscles we all possess … only here, in Israel, we have access to the best gyms to practise these muscles.

“When you play at the playground, at age 3 or 4, the fact that you stand for your own opinion and find your own way of using the slide – an example I give in the book – that, in a sense, is a little bit of chutzpah. You don’t necessarily follow guidelines or practices. You bring your own personality [into your decisions and actions] at a very, very young age. So, it starts then, and then it fills up as we grow up here.”

Arieli sees Israeli society as being very open to giving freedom to everyone’s chutzpah – encouraging kids to exercise their chutzpah muscle, to be risk-takers, to stand out from the crowd, encouraging individualism along with a strong sense of collectivism. “Definitely, the framework that exists here, the environment, so many social structures are helping the muscles to remain developed and strong,” she said.

Chutzpah can be viewed as either negative or positive, and can be used in a positive or negative way. In Hebrew, one can differentiate between the two, depending on where the accent is placed. Arieli does not think it is important to differentiate between the two concepts of chutzpah. Rather, she contends that, just like any other muscle, the use of it needs to be calculated.

“Chutzpah is not a button you can press on or off,” she said. “It’s a mindset. In the context of innovation or entrepreneurship, I think it’s a very positive thing. And so are the other skills, ideas or principles spoken about in the book. I think it’s all a matter of finding the right balance between using them or not using them, and when to use them. What’s right for certain stages is less relevant for other stages.

“More than anything, I think it’s the combination of having these skills along with other skills is what’s optimal. But, I also think it’s very challenging to create an innovative society or an innovative team or group of people without allowing them to have a little bit of chutzpah.”

According to Arieli, just teaching kids how to work in today’s job market is a recipe for failure, as we have little knowledge of what work will even look like in their generation. The one and only thing we know for sure is that the future job market is uncertain. As such, the only way to prepare children is to equip them with the ability to be highly innovative and creative thinkers, capable of taking on initiatives by shaking things up and changing things.

“I wish for my kids that they will have as much chutzpah as possible when thinking about their future,” said Arieli. “They’ll have to reinvent themselves during their career several times and I want them to be proactive in that.”

Another trait Arieli talks about in Chutzpah is balagan (mess or chaos).

“Anyone who has visited Israel knows what I’m talking about – be it traffic, on the playground, in restaurants – everything is really chaotic here,” said Arieli. “But, that chaos, balagan, propels us toward new order, allowing us to rise every time from that balagan.”

Another factor Arieli discusses in her book is teamwork and “how Israeli society, while sometimes divided, at its core, has a galvanizing mechanism rooted in survival, through our culture … what we endured as a people and our mandatory army service … all of which unite us like no other nation on earth.”

For more information about Arieli or her book, visit inbalarieli.com.

Rebeca Kuropatwa is a Winnipeg freelance writer.

Teaching entrepreneurship

Students at the Bachar school in Even Yehuda, which educates for leadership and entrepreneurship, prepare to welcome a delegation of educators from developing countries, who came to learn how Israeli schools educate for entrepreneurship. (photo from Galit Zamler)

For Galit Zamler, a course that began as a volunteer position at one school has become a full-time job, with more and more schools picking up her program.

In 2009, when Zamler’s third child was in Grade 6, his school principal wanted to have an after-school activity. She brought representatives of a company that was not only expensive to hire, but would only present to outstanding students, and required at least 20 of them.

Seeing the value of educating kids about entrepreneurship, Zamler – who has an MBA and has co-founded two businesses – told the principal that she would do such a presentation at no charge, as long as her son could be one of the participants. A month later, Zamler was teaching her first group of 12 children. She knew she was onto something great after she had sent the students’ parents notes about what was being taught, and the parents responded with thank you letters.

Word spread and, after volunteering for six years, Zamler turned her volunteer work into a full-time career. Now, 10 years into it, she said, “At the beginning of the course, I’d count each one of them, but now there are a lot of schools and there’s awareness of the need to teach entrepreneurship. I don’t need to go and try to convince anyone. They are going out looking for it.”

One of the first things Zamler teaches is that there are different kinds of entrepreneurs. It is not strictly about entrepreneurs of technology or inventions, and it is not just about opening a business. Students are taught that, to succeed, one must stand out from others – be creative and make their initiative unique.

“Then, they raise ideas and learn that there are no bad ideas,” said Zamler. “Each idea can be good and that’s how we do it. Being critical will prevent others from raising ideas. It’s very important that the class be open-minded and let everyone, whatever their idea, say it aloud and learn to explain it. Sometimes, what they have in their head is not clear to the others. They learn to stand in front of the class and explain their ideas.

“It’s not that every idea is great,” she clarified. “It’s just that we won’t criticize ideas. We ask questions to understand, and we discuss what difficulties we see in ideas – things like, how much it will cost, who will need it, to take a good look at it.

“Sometimes, this makes the student drop an idea, because they understand it can’t be implemented…. For example, there was a student who said she wanted every student to have a cupboard in the class to put their books into. The kids asked where she would put them, with very little space. And, she realized it couldn’t be done.”

photo - Sixth graders at the Hayovel school in Ashdod present their social project: A Birthday to Everyone — Sixth graders at the Hayovel school in Ashdod present their social project: A Birthday to Everyone. *(photo from Galit Zamler)*

Once all the ideas are shared with the class, students start to determine which ones they like the most and come up with business plans – tackling the process like a cake recipe, considering which ingredients they will need to bring their concepts to life. This includes the physical elements, as well as how to make their business unique, part of which involves seeking advice from experts in various fields to see if any changes might be needed.

Only then do the students try to implement their project, which can sometimes be as simple as composing a letter to the municipality.

“I have a school that wanted to have a gym,” said Zamler. “But, the school is small and there’s no place. So, they wrote a letter. The municipality sent an expert to explain why it can’t be done, but gave them money to buy equipment for activities they can move from place to place; using it outside and bringing it back inside as needed. And, they were satisfied with this.”

The curriculum is offered to grades 2 through 9 in Israel and it is funded in part by the government, as principals are allowed some leeway to allocate funds as they see fit within a list of external programs pre-approved by the Ministry of Education.

“Sometimes, they teach it as a science class,” said Zamler. “Other times, it is categorized as a life skills lesson in the curriculum … and, when the school principal thinks it’s important, he or she finds a way.”

Zamler – and other parents – consider the entrepreneurship course a great addition to what is being taught in school, as it will help in practically every aspect of life.

“I think, sometimes, it’s the parents that bring the program to the schools, because they know that children learn something useful for life … not just the ordinary curriculum,” which includes things that may not “help them when they grow up, as things change so quickly,” said Zamler.

Even armed with this entrepreneurial knowledge, Zamler acknowledged that the overwhelming majority of students – 90% to 95% – will end up as employees. But, she is hoping they will be leader employees.

“I was an employee with entrepreneur skills, and that’s what helped me go from the bottom up to management,” she said. “Being an entrepreneur in an organization means that you think big, you do more than you are told. Those are the kinds of workers we need in the workforce.”

While Zamler has not yet conducted follow-up studies on the students who have taken the program, other countries are taking note and looking for ways to implement the program in their own schools.

“The foreign office brings delegations to Israel twice a year and takes them to a school that educates for entrepreneurship,” said Zamler. “And what we see is that, instead of students who don’t like to go to school, we see students who are really enjoying their time in school, because they have choices.

“The army is also looking for these kinds of students…. If they don’t have these kinds of skills – persistence, creativity, and working on team goals – the army doesn’t want them. We know it helps them in the future, in the army and, I think, the workforce.”

The Hebrew Academy in Miami Beach was the first school outside of Israel to implement the program. Also, a company from Hong Kong has purchased the licence to bring the program there.

“They do amazing things there and they’re opening more and more classes,” Zamler said of Hong Kong. “But, there, it is an after-school activity, because it’s hard to bring it into the public school curriculum.”

Zamler has created an online training program for both students and teachers wanting to bring entrepreneurship into their school. For more information, visit tomorrowsuccess.com.

Rebeca Kuropatwa is a Winnipeg freelance writer.