Features
Helen Nadel is about to assume the presidency of an important world-wide body: The Society of Nuclear Medicine and Molecular Imaging
And while Helen Nadel has had a distinguished career in medicine as a pediatric radiologist and nuclear medicine physician – Winnipeg will always be near and dear to her
By BERNIE BELLAN Quite often this newspaper has published articles about former Winnipeggers who have gone on to great careers once they’ve left Winnipeg. If there’s one thing our Jewish community here has been especially proficient at doing, it’s been serving as a springboard for outstanding students to launch successful careers elsewhere.
In some ways, while we may lament that so many of our “best and brightest” have sought to further their careers by leaving Manitoba, almost all those expatriates have something in common, and that’s a deep affection for their hometown – also for the bonds that they formed growing up in Winnipeg.
A few months ago I happened to be in conversation with one of our out-of-town readers: Diane Unrode-Ackley. Diane mentioned that a good friend of hers, Helen Nadel, had recently been elected to serve as the upcoming president of a rarified body: The Society of Nuclear Medicine and Molecular Imaging.
Now, I should also explain that Helen has been an online subscriber to this paper for many years but, like many other online subscribers, I really didn’t have a clue where Helen lived – or what Helen’s background was.
I told Diane that I would definitely want to interview Helen to ask her about her career and what led up to her assuming the presidency of such an important body. But, as you might expect, Helen Nadel is one very busy woman. Try as we might to find a time that would work for both of us to conduct an in-depth interview, it wasn’t until earlier this past month that we were able to speak – face to face so to speak, via Zoom.
What follows are excerpts from that interview, but first here is Helen Nadel’s bio as given on the Stanford University School of Medicine website:
“Dr. Nadel is a dual board -certified Pediatric Radiologist and Nuclear Medicine Physician in both the USA and Canada. She holds certifications from the Royal College of Physicians and Surgeons of Canada in Diagnostic Radiology and Nuclear Medicine, The American Board of Radiology (ABR) with certificate of added qualification in Pediatric Radiology and the American Board of Nuclear Medicine (ABNM). Dr. Nadel was an Associate Professor of Radiology at University of British Columbia and had been practicing as a pediatric radiologist and pediatric nuclear medicine physician at British Columbia Children’s Hospital in Vancouver, British Columbia since 1983 after medical school at University of Manitoba (1977, Winnipeg, Manitoba), internship and residency at University of Toronto (1978-1982) and Pediatric Radiology fellowship (Chief Fellow) at Hospital for Sick Children (1982-1983, Toronto, Ont.) She has been working with the entire breadth of general and hybrid nuclear medicine studies in children in a fully integrated department of Pediatric Radiology and lecturing to promote this field for her entire career. Dr. Nadel currently uses PET/MRI exclusively for PET imaging at Lucile Packard Children’s Hospital at Stanford University (LPCH) and co-directs the clinical PET/MRI program at LPCH. Dr. Nadel has been inducted as a Fellow of the Society of Nuclear Medicine and Molecular Imaging (FSNMMI). Dr. Nadel is the 2022-2023 President-Elect of the Society of Nuclear Medicine and Molecular Imaging.”
And here is the interview:
JP&N: ¨Nice to meet you – finally.”
Nadel: “You too.
JP&N: “We actually met seven years ago at the Jewish Schools Reunion. You’ve had a very illustrious career – and worn many hats, but tell me something about your growing up in Winnipeg.”
Nadel: “I’m a north ender – an only child. My mother came to Winnipeg in 1921 – she was born near Kiev.
“My father came after the war. He had had a military career in the Polish Army. He was captured by the Russians in 1939 and sent to the Gulag. Then when he was repatriated he walked back over the Ural mountains to then fight in the free Polish division of the Russian army.”
JP&N: “Wow!” (Ed. note: That would have been over 2,000 kilometres! At this point I’m including a later part of the interview in which Helen elaborated upon what happened to her father.)
JP&N: “Did you say he had to walk from the Gulag?”
Nadel: “Yes, he walked. It took him two years. He lived in the Ural Mountains, he lived in Uzbekistan.”
JP&N: ¨I just wrote about a book by another doctor – Meyer Kreger. It was the memoir of his mother, Rose. She was also from Poland and survived the war after being sent to Siberia, then Uzbekistan, then Kazakhstan. The stories of how some people were able to survive when others couldn’t endure are endlessly fascinating.”
Nadel: “You know Francie Winograd, don’t you? My father was in the same DP camp as Francie’s mother (Gertrude) after the war. It was near Munich.
“When my father came to Winnipeg, he met the Grosh family – and they had a sister-in-law who was in her thirties and not married. She was introduced to my father and as they say, the rest is history.” (I had to tell Helen that Gerry Posner uses that line in every story he writes.)
“They were married in 1949 and I was born in ’52.”
“I went to Peretz School in Winnipeg and then to Jefferson and Garden City Collegiate. I graduated and did undergrad and med school in Winnipeg. After that‚ I went to a Toronto to do my specialty training in radiology. I’m a radiologist‚ and I have two specialties – actually. three specialties. I’m a radiologist‚ but I sub specialize in pediatric radiology, and I also have a secondary qualification in nuclear medicine, both of which are diagnostic tools.
“One uses what you would think of as conventional X rays and now, ultrasound. MRI is general radiology. Nuclear medicine uses a small amount of radioactive material to also look at how the body works, how it functions. The new thing about nuclear medicine – it’s not so new really, is we can also use it for therapy. So, if you’ve heard of people having thyroid disease, sometimes we give them radioactivity to treat thyroid cancer.
“And now, the big thing‚ of course‚ is we can treat prostate cancer in men; we can treat other cancers as well. But the new kid on the block is treating prostate cancer with radioactive material. We’ve had very good success. But I’m a pediatric person‚ so that’s not actually my purview at the moment.
“But part of the reason I think Diane wanted you to talk to me is I’m about to become the President of the Society of Nuclear Medicine and Molecular Imaging.”
JP&N: ¨You haven’t assumed the throne yet, have you?”
Nadel: “My presidential year starts in June of this year. But I’ve been in the leadership (of the Society) for three years. I was elected in June 2021.”
JP&N: ¨You’re going to become head of a worldwide organization – right, or is it just American?”
Nadel: “It’s a worldwide organization, based in the US‚ but it is global. We are the largest organization (in the field of nuclear medicine). We have a membership that includes physicians‚ technologists‚ scientists and industry. And it has about 14,000 (members). There are some other organizations (in the field). There are regional – sort of country-based organizations. There are continental-based organizations – like the European Association of Nuclear Medicine – but we’re much bigger.”
JP&N: “You said your specialty is pediatric radiology. Is that right?”
Helen: “Yes‚ ¨I’m a pediatric radiologist.”
JP&N: “So, up to what age would you be treating patients?”
Nadel: Well‚ that’s a good question – usually to age 18. However‚ here at Stanford‚ we have a lot of children that have had diseases as infants‚ and we keep seeing them as they become adults. We still see them. So, it’s a movable barrier. But usually pediatrics is to 18.”
JP&N: ¨I assume you know Ted Lyons.”
Nadel: “I do. Ted was instrumental in bringing ultrasound to Winnipeg and to Canada and as such he came to teach us in our radiology training program at the University of Toronto.”
(At that moment Helen’s phone rang and she had to take a short call. When Helen resumed our Zoom call I noticed a male figure had wandered into the background.)
JP&N: “Who’s that wandering into the background now? Is that your husband?”
Nadel: “Yes, that’s my husband.”
JP&N: “What’s your husband’s name?”
Nadel: “Tevy Goodman. ‘Tevy, say hi to Bernie Bellan‚ the editor of the Jewish Post.’ ”
JP&N: “Are you in Palo Alto? Is that where I’m reaching you now?”
Nadel: “We’re in Palo Alto. We’re in the heart of Silicon Valley. I came to Stanford five years ago. I was recruited here. Actually‚ I was sort of retiring from my job. I had been 35 years at Children’s Hospital – at British Columbia Children’s Hospital in Vancouver – as a pediatric radiologist and the head of their pediatric nuclear medicine department, and I was going to sort of retire – slow down, at least.
“But there was a new hospital at Stanford – a new children’s hospital. I have a lot of friends in the community all over and one of them here convinced me that I should at least look at this job. And you know what it was? It was an opportunity that not many people would get. And, so, instead of retiring‚ I decided to come here – and I’m moving – going ‘uphill’ to go ‘downhill’.”
JP&N: Are most of your duties teaching or clinical? How does it break down?”
Nadel: “I am a clinical physician. I’m in charge of a new division – brand new at this hospital‚ which is called Pediatric Nuclear Medicine. I am also a full service pediatric radiologist. And so I have two hats – two big hats.
“We have some unique equipment here that not many places in the world have – and I’m kind of a leader. I don’t want to blow my own horn‚ but I’m a leader in a field called PET/MRI (Positron Emission Tomography/Magnetic Resonance Imaging).
“Winnipeg has a PET/CT scanner. There are two in Vancouver. There are two down the street from here, where I live. So‚ you know‚ it’s just a different world, it’s a different focus‚ a different way of doing things. I’ve been very fortunate that I’ve been able to use these exceptional tools for over 20 years now in my practice, both in Canada and the US. And pediatric lags behind adults in this area – just because we’re smaller. You know, there are fewer kids, but 25% of the world population is pediatric. It will increase as the Boomers get older and die off . Some Third World countries have mostly young people, so it will take a while to build up another Boomer type age group once we’re out of the picture. And disease will get younger in the medical field.”
JP&N: ¨ There are all sorts of scary news reports about cancer, saying it’s increasing – depending on who you talk to. Yesterday‚ I think I saw in Time Magazine, that 50% of people will have cancer in their lifetimes. Someone else told me‚ 70% – but she’s really into conspiracy theories. Can you give a more specific figure or is it hard to do that?”
Nadel: “I don’t have an answer to that. But there are some reports that suggest that the ages at which some people are getting certain diseases are getting younger. There was a big report this week on colon cancer – saying people are getting it younger. It’s being picked up at younger ages. I think that’s in part due to the fact that we have better techniques to pick these diseases up. We are taking more interest in preventative health‚ and that’s okay.
“One of the things that attracted me to Stanford was the physician who recruited me. His name was Sam Gambhir. He was an absolute giant in the field. Unfortunately, he died two years ago of cancer – a very horrible story. You could look him up. He was brilliant. But he basically was on track and his lab -which is still here‚ was on track to promote precision health and preventative health. And precision medicine includes wearable technology, you know.
“One of the last things he wrote about – a great article‚ was about the ‘smart toilet’ And it exists, basically. Your toilet can determine if you have disease by your feces. But nobody knows that’s the case. There’s so much going on in the world. I mean‚ this is beyond me‚ but I’m just saying that there’s a lot of stuff going on.
“So, the statistics are enabling us to pick up more diseases‚ and we’re picking it up earlier. We’re finding ways to treat it. But, have we moved the dial? I’m not sure yet. We don’t know yet. We don’t have enough information yet to determine if we’ve moved the dial in the right direction. I think we will, but I think it’s going to take a little longer to actually prove that.
JP&N: “Okay‚ I want to talk about your new position, but I also want to put a little bit of a ‘haimish’ touch to this. You said you left Winnipeg – when?. Were you in your twenties?”
Nadel: I left Winnipeg after I graduated from med school. I was 24.”
JP&N: “And you went to Toronto for postgraduate?”
Nadel: “Basically, you have to do a year of postgraduate training to get a medical license. I actually did what was called in those days a rotating internship. So I did twelve months of a bunch of everything – all different parts of medicine. I actually thought I would become a family physician and come back to Winnipeg. Then I met my husband. We actually met in Winnipeg. He’s from Vancouver‚ but we met in Winnipeg‚ and he followed me to Toronto. He didn’t want to come back to Winnipeg – put it that way.”
JP&N: “Sounds familiar.”
Nadel: “We thought we would end up in Toronto. And, after 14 years of postgraduate education – which included all my radiology training…I also did specialty training; after a year of internship; after four years of radiology residency and a one year pediatric radiology fellowship – I didn’t have a job! I needed a job. And I got offered to do much like what I’m doing here: start up a new program at a brand new hospital in Vancouver – British Columbia Children’s Hospital. I was 30 years old.
¨And my husband being from Vancouver‚ that seemed like a reasonable thing to do for what we thought would be five years. We ended up having two daughters in those first five years – and we never left.”
JP&N: “Can I ask: What did your husband do?”
Nadel: “My husband is a retired professional engineer – a civil engineer and, in an interesting twist‚ he helped build some of the nuclear generating stations in Ontario. He worked in construction development and then in power group development. He worked for Ontario Hydro for all the years that we were in Ontario. And then he basically retired.”
“He took care of me and the kids and it just worked out that way. Coming back to Vancouver turned out to be a good thing and a bad thing when we came back. We came for my job because I did not have another job, and it looked like he would get a similar job in civil engineering, but that had dried up in the 80s (when nuclear plants stopped being built).
“And, our first child was premature But, you know what? The decision to have one parent at home was the right decision. And so it was him. I was young; he was a great father. He is a great father. So he was a forerunner then. And he was not Mr. Mom. He was everything. He is everything still. I couldn’t have done anything I did – and still do if I didn’t have that kind of support.”
JP&N: “So, as far as your Winnipeg roots go‚ I know that you’re friends with Diane Unrode-Ackley. Do you still have many friends from that time?”
Nadel: “Well Diane is like a sister me. I really had a close circle of three. Mindy (Unrode, Diane’s younger sister, who sadly died in 1986) was my best friend. We met when we were seven or eight years old. We were friends forever. She moved to Toronto as well after she got divorced.
“My second close friend was Cheryl Schwartz, who’s now (Dr.) Cheryl Minuk – also in Toronto.
JP&N: “She’s a subscriber, too. I talk to her occasionally.”
Nadel: And my other close friend was (Madame Justice) Robyn (Moglove) Diamond (who also passed away – in 2018). The four of us (Helen, Mindy, Cheryl, and Robyn) were best friends.
JP&N: “What street did you grow up on?”
Nadel: “I grew up on Scotia Street‚ between Smithfield and McAdam. My cousins are the Grosh family. I should mention that my family were also long time shul goers at Rosh Pina.”
JP&N: I just heard from Joel (Grosh). His mother (Tesse) just passed and we had her obituary in the paper. This is really a little Jewish geography we’re doing.”
Nadel: “Totally. So, Tesse’s husband, Abe, and I were first cousins. Our mothers were sisters‚ but I’m almost the same age as Joel; he’s one year older than me. So, even though I’m one generation older than him we grew up together. We grew up in a compound almost. Joel’s family lived next door to us until they built their really nice house on Smithfield. His grandparents lived next door to him – half a block away
“What happened is two brothers – named Grosh, married two sisters my aunts – whose name was Chmelnitsky – and they lived across the street from each other. In a real twist of fate, someone else you know, Osher (Archie) Kraut, is also my cousin.
“They’re cousins on my father’s side – which is how my father came to Winnipeg after the war. Archie’s parents actually brought him to Winnipeg. He was only planning to pass through Winnipeg on his way to Israel. He’d been in a DP camp for four years. He had had typhus; he wasn’t that well. And then he came to Winnipeg. He wasn’t even 40.”
JP&N: “By the way, we’re only a year apart in age. Well, let’s turn to the position you’re about to assume. What will be your actual title?”
Nadel: “I’ll be President of the Society of Nuclear Medicine and Molecular Imaging. When you’re first elected‚ you are vice-president elect‚ then you become president elect‚ then you become president, and then you become past president. What happens is you’re part of the leadership, basically. So, as president elect you travel together with the president. You deal with all of the sort of day to day problems that such an organization might have. We deal with the US federal government, for the most part. We deal with international governments related to the supply of radiopharmaceuticals that we use in our medical careers. And we also have international organizations. We deal with the International Atomic Energy Agency, which I’ve been involved with for 20 years as well, on a consultancy basis.
“How did I get to where I am in this organization? Well‚ as a pediatric radiologist and nuclear medicine physician‚ I was always interested in promoting the interests of children. They’re different than adults. There’s a saying that children are not small adults, and that’s true. And so, in some things, kids do get left behind. They don’t get some of the drugs. They don’t get some of the treatments that are available, some of the diagnostic things that you could do, some things you don’t want to do, etc.
“But it’s important to promote pediatrics. I’ve been a strong proponent of educating people about my field, my particular area of interest. I met people along the way who were interested in how I do things. I was interested in the organization that I belong to. I’m promoting the fact that there are new techniques that we can utilize. I’ve just been vocal. I teach, I give a lot of lectures, I’m not shy. Well‚ I guess you could say I’m an ‘introverted extrovert.’
“I got known in my field as a speaker, somebody who was interesting. I worked as a solo practitioner in my area – in Vancouver, even here (at Stanford). It’s usually never more than one person that does pediatric nuclear medicine in any hospital department.
“I suppose the reason I got to where I got was I volunteered to get involved in different parts of the organization, but I wasn’t aspiring to do this (become president of the nuclear medicine association). But again, much like coming to Stanford, somebody asked if I would consider doing it. My reaction was, given that I was new at Stanford and that I’m trying to grow a brand new program, (the administrators at Stanford) would say, ‘Are you crazy? We’re not giving you that time.’
“But, instead, they were delighted. But when you say you’re willing to put your name forward for election, you actually have to run an election. I ran an election. I sent out 10,000 emails.”
JP&N: “Were there other candidates running?”
Nadel: “There was another candidate that ran, but I won the election in June 2021. I’m going to be the seventy-first president of this organization. I’ll also be the fifth woman, the fifth pediatric person, and the third Canadian.”
JP&N: “Are you an American citizen now, too (in addition to being a Canadian citizen?”
Nadel: “No, no, I am a Canadian citizen. I do have a green card. My husband and I both have green cards, but we’ll always be Canadian.”
JP&N: “Okay, Helen, this has been terrific. It was very nice meeting you – finally. This was a long time in coming. It was hard to pin you down, but I’m glad we did this.
Nadel: “Okay, I hate talking about myself, but thanks for this. It was great.”
Following our interview I asked Helen to provide some information about her two daughters. Here’s what she wrote:
“My husband and I have two daughters. Frani is a cantor, having graduated from the Jewish Theological Seminary of America in NYC as a cantor in the Conservative movement. She is currently completing a fellowship in Vancouver to be a chaplain. She has Master Degrees in Sacred Music and Jewish Education and also teaches in the Jewish education system in Vancouver.
“Daniella has a Masters Degree in Early Childhood Special Education from Hunter College in NYC. She is currently teaching kindergarten in a charter school in Brooklyn, also completing a second Masters degree in Speech Therapy.”
Mahler the Jew: A futuristic fantasy (Part II)
David Topper
Features
Buck In Situ: A Dog Story
By DAVID TOPPER I suppose the first thing I should say is that, although this is a true story, it’s not about a real dog. (That may be obvious if you look at the picture accompanying this tale.) Yes, the dog – a wooden statue – is Buck.
I do want to explain what “in situ” means. For those who know the term, it betrays the fact that I was a teacher of art history before I retired. It’s a Latin term that refers to an art object being in its original or natural place. For example, the famous Elgin Marbles (statues of Greek gods, goddesses and other mythological figures), which are prized objects in the British Museum in London, were taken by Lord Elgin from the Acropolis high over Athens in Greece, in the early 19th century. If the museum ever returns the statues (as Greeks have been demanding them to do for years), and if the statues were then placed back on the Acropolis – then they would be “in situ.”
All this has been my way of introducing you to a story about a little statue that has been sitting in my home ever since my late wife, Sylvia, and I returned from a trip to Jamaica many years ago.
Here’s Buck’s story. One afternoon during our vacation on the island, we went to an Art Fair. I was particularly interested in wooden carvings. There was a long line of tables, end to end, with different carvers showing off their wares. As we walked along the tables, among the different carvers, I was dumbfounded because they were all carving the same statues! Different artists: same statues. The statues were of some local deities; none of whom I had any interest in taking back home – no matter what magic it could perform.
Sylvia and I were baffled as we strolled along the long row, eventually coming to the end. Then, lo and behold: the last carver was carving different statues – not necessarily of gods. Coming across his table filled with a wide variety of subjects was a breath of fresh air.
Of course, the first thing I asked him was why everyone else was carving the same things. His answer was simply that they thought that was what tourists wanted, and they were afraid to try anything else. I asked him why he was not afraid. He said he was afraid; nonetheless, he would be bored doing the same thing over and over – even if he made more money.
By now you can see where this story is going. It was among his wares, on the last table, that I saw the statue of the dog – which I immediately fell for. Sylvia, a dog lover, fell for it, too, and hence we bought it. I don’t recall the price, or if we haggled over it. But what I do remember – and why I am telling this story – is this. While talking with him and watching him at work, I noticed the way he was squinting. I asked him about this, and he said his eyes were not what they used to be, that he needed glasses but he couldn’t afford them.
At the time, I was in an early stage of permanently wearing glasses. Having gone through various stages of over-the-counter reading glasses during the previous decade or more, I was now wearing my first prescription glasses. I gave them to the carver to try on, and he said they were too strong. “Good,” I said. I told him I had several pair of different power reading glasses at home, which I had used before I got these. I’d be pleased to mail him those glasses, which perhaps could get him through the next decade or more. He gave me his address, and that’s when I found that his name – or, maybe, it was his nickname – was Buck.
“Would you mind if I name the dog Buck?” I asked – because I liked that name for the dog. He had no problem with that, and hence Buck it was, and Buck it always will be.
Not long after we got home, I mailed a box of glasses to Buck. Although I had my return address on the box (in case it got lost) I never heard from him. I didn’t expect to; yet occasionally I talk to my Buck and tell him that I hope the Buck whom he is named after, is still using a pair of the glasses I sent him. It would be comforting to know. My Buck agrees, I trust.
From the photo you can see that Buck sits at the foot of a staircase. Those stairs start in the front entrance of our home and go to the second floor. Buck not only stands on-guard, watching all who enter the house, but he also plays the following role. If I want to remind myself of something without having a paper and pencil handy, I just turn Buck around – say, on my way upstairs for the night. In the morning, coming down the stairs, I see that Buck is reminding me to do something. Although, I must confess, sometimes I can’t recall exactly what it was!
Finally, I live in Winnipeg, Canada. I know that’s far from the island of Jamaica, but here Buck has become a part of our life. All the family knows that if Buck is turned around – it means something! I therefore believe that it’s not stretching the terminology t-o-o much by calling this memoir: “Buck In Situ: A Dog Story.” To me, Buck is right where he belongs.
David R. Topper writes in Winnipeg, Canada. His work has appeared in Mono, Poetic Sun, Discretionary Love, Poetry Pacific,Academy of theHeart & Mind, Altered Reality Mag. and elsewhere.
His poem Seascape with Gulls: My Father’s Last Painting won first prize in the annual poetry contest of CommuterLit Mag – May 12, 2025.
Features
13 Best Amazon PPC Management Agencies for Growing Brands
Growing brands should hire an Amazon PPC agency that optimizes daily against TACoS and contribution margin, staffs senior specialists on the account, and reports results per ASIN in plain language. The agencies that deliver consistent, profitable growth share a few verifiable traits: Amazon-specific expertise, transparent reporting, and pricing that rewards performance over ad spend. This article ranks and compares 13 Amazon PPC agencies against those signals for 2026.
Why Amazon PPC management gets harder as brands grow
Amazon advertising gets more competitive and more expensive every year. US retail media ad spend will reach $71 billion in 2026, according to a December 2025 eMarketer forecast, which means more brands are bidding on the same high-intent keywords. As a result, average Amazon cost per click rose about 35% between 2023 and early 2026, reaching $1.21.
The problem is compounded at scale. Accounts with hundreds of SKUs and five-figure monthly ad budgets tend to see ACoS creep up as campaign structures sprawl. According to 2026 Amazon PPC benchmarks, the median ACoS across US Amazon accounts in H1 2026 was 38% and the median TACoS was 15%.
TACoS, or total advertising cost of sale, measures total ad spend as a percentage of total revenue, including organic sales. TACoS matters more than ACoS at scale because it reveals whether advertising is building the brand or just paying to keep revenue flat. An account with a stable 20% ACoS can still be in trouble if TACoS is climbing each quarter.
Most brands notice the shift somewhere between $1M and $10M in annual Amazon revenue. That is the stage where manual campaign management eats too many hours, ACoS-only reporting hides margin erosion, and the cost of hiring the wrong agency becomes meaningful.
How to evaluate an Amazon PPC management agency
The right Amazon agency for a growing brand is one whose approach matches the brand’s stage, goals, and internal bandwidth. Use these criteria to separate signal from marketing noise:
- Amazon specialization. The agency focuses specifically on Amazon advertising, not general paid media with Amazon as an add-on.
- Who runs the account. Senior specialists with years of Amazon experience manage campaigns directly. Junior account managers learning on the brand’s budget is a warning sign.
- Primary optimization metric. The agency reports TACoS and contribution margin, not just ACoS or ROAS. ACoS in isolation hides whether ads are cannibalizing organic sales.
- Reporting transparency. Per-ASIN reporting in plain language, not dashboards filled with acronyms and aggregated numbers.
- Optimization frequency. Daily optimization beats weekly reviews. Amazon’s auction changes constantly.
- Pricing model. Flat retainers or hybrid models align incentives better than pure percentage-of-spend fees, which reward the agency for spending more.
- Verifiable credibility. Amazon Ads Partner status, third-party reviews (Clutch, Trustpilot), and named client results with real numbers. Self-reported “top-rated agency” claims are not credibility.
Top Amazon PPC management agencies for growing brands in 2026, at a glance
| Rank | Agency | Best for | Primary focus | Notable signal |
| 1 | Olifant Digital | Established brands wanting daily, profit-first management | Done-for-you Amazon PPC with TACoS reporting | $114M+ managed client revenue; 98% retention; named Amazon results |
| 2 | Tinuiti | Enterprise brands needing DSP and AMC | Full-funnel Amazon Ads + DSP | Amazon Ads Advanced Partner; AMC accreditation |
| 3 | Blue Wheel | Mid-to-large brands wanting ads and DSP under one roof | Omni-channel Amazon Ads + DSP | Amazon Advanced Partner; $1B+ in client revenue managed |
| 4 | Incrementum Digital | Data-driven brands wanting analytics-led management | Amazon-first performance advertising | Amazon Ads Advanced Partner; 2024 Buy With Prime Partner Award |
| 5 | Trivium Group | Brands wanting profit-focused full-service management | Amazon PPC, DSP, and account management | Inc. 5000 (#170); $24M+ annual ad spend managed |
| 6 | Amazon Growth Lab | 8- and 9-figure brands | Amazon PPC, SEO, DSP, and listing optimization | 50 Clutch reviews; clients incl. Ray-Ban, Anker |
| 7 | BellaVix | Brands needing both Vendor and Seller Central coverage | Marketplace management + full-funnel Amazon Ads | Amazon SPN; $500M+ marketplace sales |
| 8 | Selouse | Brands with large SKU counts wanting one senior team | Amazon + TikTok Shop management | Positions for brands doing $500K+ annually |
| 9 | Desverto | Brands whose listings/creative need work alongside ads | Creative-led Amazon optimization + PPC | Amazon Verified Advertising & Creative Partner |
| 10 | Trellis | Brands wanting software-led automation | AI-powered Amazon and Walmart advertising | Software trusted by brands, agencies, and aggregators |
| 11 | AMZDudes | Brands wanting month-to-month, no-contract management | Full-service Amazon PPC + account management | Free growth audit; self-reported 4.9-star rating |
| 12 | PPC Jumpstart | Smaller growth-stage brands wanting founder attention | Boutique, founder-led Amazon PPC | Founder managed $10M+ in ad sales; Trustpilot reviews |
| 13 | SmartSites | Brands wanting Amazon inside a broader digital program | Full-service digital marketing incl. Amazon | Clutch Premier Verified; 285+ reviews; nine-time Inc. 5000 |
Read the table as a starting point. The best agency for any given brand depends on stage, margin structure, and whether the brand needs just PPC or full account services.
The best Amazon PPC management agencies for growing brands in 2026
Below are detailed profiles for each agency in the ranked list. The first entry is the most detailed; the rest are neutral, factual summaries based on publicly available information.
1. Olifant Digital
Why Olifant Digital ranks first: Olifant Digital provides done-for-you Amazon PPC management focused on turning ad spend into profitable growth, taking full ownership of strategy, account restructuring, daily optimization, and budget allocation aligned to revenue and profit targets. It pairs senior-only staffing with a proprietary campaign framework and named, verifiable results, an unusual combination in a space where “AI-powered” and “expert-managed” are often just marketing language.
What sets Olifant Digital apart:
- Every account receives daily optimization rather than set-and-forget automation, with senior specialists carrying a minimum of seven years of Amazon experience managing campaigns directly. No juniors are staffed on client accounts.
- Campaign execution follows the 1-1-1-1 Scaling Method, Olifant’s proprietary campaign architecture framework that separates every account into four strategic focuses: testing new keywords and ASINs, scaling high performers, exact-match campaigns to boost organic rank, and brand defense.
- The agency blends human expertise with its in-house Olifant AI platform, built and continuously improved by an internal engineering team, with data scientists reviewing account metrics across every client daily. New tactics are tested on Olifant’s own Amazon brand before ever reaching a client account.
- Reporting is per-ASIN and in plain language, with TACoS and contribution margin as the primary metrics rather than ACoS or ROAS in isolation.
- Named client results: Ekster ($688,406 in annual Amazon profit), WedgeGuys (+391% Amazon sales with a 17% ACoS reduction), Elite Jumps (+124% revenue in 3 months with a 51% CVR lift), MatchaBar (+$114,305 in added monthly Amazon revenue), and Balanced Tiger (171% revenue growth with a 50% ACoS reduction).
- The agency manages over $114M in annual client revenue across 50+ active brands, maintains a 98% client retention rate, and holds a 5.0 rating on Clutch.
- A full-service option is available, covering PPC, listings, catalog, and Brand Store under one team.
Best fit for: Established brands with Amazon traction that want to scale profitably with daily, hands-on management.
Pricing: flat retainer starting at $2,000 per month, custom to catalog complexity, with no percentage-of-spend fees. Every engagement is backed by a 60-day money-back guarantee on management fees.
2. Tinuiti
Why they stand out: Tinuiti offers full-funnel Amazon Ads and DSP management for enterprise and commerce brands, backed by proprietary ad tech and deep platform accreditation that few agencies can match at scale.
What to know:
- Amazon Ads Advanced Partner status, placing it in the top 7% of agencies by Amazon’s own recognition program.
- AMC (Amazon Marketing Cloud) accreditation for advanced cross-channel attribution work.
- Proprietary MobiusX ad tech platform supporting campaign management and reporting.
- Named clients include illy and Poppi.
Best fit for: Larger brands that need sophisticated DSP and Amazon Marketing Cloud capabilities.
Keep in mind: Brands wanting a boutique team focused exclusively on Sponsored Products or PPC may find a smaller specialist agency a tighter fit than an enterprise, multi-channel firm.
3. Blue Wheel
Why they stand out: Blue Wheel provides omni-channel commerce services including Amazon Ads and DSP full-funnel management, built around a proprietary bidding system designed for real-time campaign control at scale.
What to know:
- Uses a proprietary “Companion” bidding system based on Search Term Isolation for real-time campaign adjustments.
- Holds Amazon Advanced Partner and SAS Core-approved status.
- Has managed $1B+ in client revenue since its founding in 2011.
Best fit for: Mid-to-large consumer brands wanting ads and DSP integrated under one roof.
Keep in mind: Brands selling exclusively through Sponsored Products with no near-term DSP need may not require the full omni-channel infrastructure Blue Wheel is built around.
4. Incrementum Digital
Why they stand out: Incrementum Digital focuses on Amazon-first performance advertising across marketplaces, differentiated by an in-house analytics platform built specifically to track blended profitability rather than platform-reported metrics alone.
What to know:
- Uses its proprietary DataOwl analytics platform to track blended profitability and TACoS.
- Holds Amazon Ads Advanced Partner, Walmart Connect Partner, and TikTok Shop Partner status.
- Won the 2024 Buy with Prime Best Merchant Activation Award.
Best fit for: Data-driven brands that prioritize analytics-led management over a purely relationship-driven engagement.
Keep in mind: Brands that want a single point of contact managing strategy end to end, rather than a dashboard-forward engagement, should confirm how much day-to-day strategic input comes from a named specialist versus the platform.
5. Trivium Group
Why they stand out: Trivium Group offers full-service Amazon PPC, DSP, and account management with a profit-first methodology that factors in COGS and daily profit rather than treating ROAS as the finish line.
What to know:
- Profit-first methodology factoring in cost of goods sold and daily profit, not just return on ad spend.
- Manages $24M+ in annual ad spend across its client roster.
- Ranked #170 on the Inc. 5000 list of fastest-growing companies.
- Clutch profile includes 40 reviews.
Best fit for: Brands wanting profit-focused full-service management rather than a narrow PPC-only engagement.
Keep in mind: With a growing client roster, confirming the specific account team and reporting cadence assigned to a given brand size is worth doing directly.
6. Amazon Growth Lab
Why they stand out: Amazon Growth Lab provides full-service Amazon PPC, SEO, DSP, and listing optimization, built around a data-density approach that goes well beyond the handful of metrics most competitors report on.
What to know:
- Analyzes 750+ ranking and conversion data fields rather than surface-level metrics alone.
- Clutch profile with 50 reviews.
- Named clients include Ray-Ban, Jacuzzi, Anker, and Brooklinen.
Best fit for: 8- and 9-figure brands with complex catalogs that need PPC, SEO, and DSP coordinated together.
Keep in mind: Smaller or earlier-stage brands may find the agency’s complexity-oriented approach more infrastructure than a leaner catalog needs.
7. BellaVix
Why they stand out: BellaVix offers marketplace management and full-funnel Amazon advertising across both Seller Central and Vendor Central, with multi-marketplace coverage that extends the relationship beyond Amazon alone.
What to know:
- Also manages Walmart and Target marketplaces under one partnership.
- Holds Amazon SPN status and is a Verified Amazon Advertising and Global Selling Partner.
- $500M+ in marketplace sales managed.
- 33 Clutch reviews.
Best fit for: Brands that need both 1P (Vendor Central) and 3P (Seller Central) coverage under one team.
Keep in mind: Brands selling only through Seller Central with no Vendor Central complexity may not need an agency built around managing both.
8. Selouse
Why they stand out: Selouse provides full-service Amazon and TikTok Shop management under one roof, with a single senior team handling PPC, listings, creative, and daily operations across the US, UK, and EU rather than splitting responsibilities across specialists.
What to know:
- A single senior team owns PPC, listings, creative, and daily operations across three regions.
- Positions itself for brands doing $500K+ in annual revenue.
- Credibility signals are self-reported rather than externally verified.
Best fit for: Brands with large SKU counts that want one senior team handling everything rather than coordinating multiple vendors.
Keep in mind: Because credibility signals here are self-reported, it’s worth requesting references or case studies directly rather than relying on site claims alone.
9. Desverto
Why they stand out: Desverto offers creative-led Amazon optimization alongside PPC management, built around the idea that ad performance and listing quality are inseparable rather than managed by separate teams.
What to know:
- Uses a creative-first model called Product Family Architecture, built around listing design feeding ad performance.
- Holds Amazon Verified Advertising & Creative Partner status and is an Amazon SPN member.
- 900+ brands served.
Best fit for: Brands whose listings and creative need improvement alongside ad management, not just campaign structure.
Keep in mind: Brands with already-strong creative and listings that only need PPC management may find the creative-led positioning adds scope they don’t need.
10. Trellis
Why they stand out: Trellis provides AI-powered Amazon and Walmart advertising plus automation software, positioning itself as a technology platform first with managed service layered on top rather than the reverse.
What to know:
- Unifies PPC automation with pricing, promotions, and content optimization, referred to as the “4Ps” of merchandising.
- Software is used by brands, agencies, and aggregators directly, not just as a white-label layer.
- Managed service options are available alongside the self-serve software.
Best fit for: Brands wanting software-led automation, with the option to add managed oversight.
Keep in mind: Brands wanting a dedicated strategist as the primary point of contact, rather than a software-first relationship, may prefer a traditional agency model.
11. AMZDudes
Why they stand out: AMZDudes offers full-service Amazon PPC and account management with a data and AI-driven approach, built around a low-commitment entry point designed to reduce the friction of switching agencies.
What to know:
- Provides a free Amazon growth audit before engagement.
- Month-to-month management with no long-term contracts.
- Site reports a 4.9-star rating from 260+ brand reviews and Amazon Ads Verified Partner status; both figures are self-reported rather than independently verified.
Best fit for: Brands that want month-to-month management without a long-term contract commitment.
Keep in mind: Because the review count and partner status are self-reported, independent verification through Clutch or a direct reference check is worth doing before signing.
12. PPC Jumpstart
Why they stand out: PPC Jumpstart is a boutique, founder-led Amazon PPC management agency built around direct founder involvement rather than a delegated account team, with pricing tied to outcomes instead of a flat fee.
What to know:
- The founder manages accounts directly rather than delegating to junior staff.
- Offers a pay-on-results, profit-first model focused on TACoS and margin.
- The founder has personally managed $10M+ in ad sales.
- Trustpilot reviews from clients back the boutique positioning.
Best fit for: Smaller growth-stage brands that want hands-on attention from an experienced operator rather than a large agency team.
Keep in mind: The founder-led model has natural capacity limits; brands should confirm current availability and account load before committing.
13. SmartSites
Why they stand out: SmartSites is a full-service digital marketing agency covering PPC, SEO, web design, email, and social media, including Amazon advertising, with review credentials that are unusually deep for a generalist shop.
What to know:
- Clutch Premier Verified with 285+ reviews averaging 4.9 stars.
- Google Premier Partner status.
- Nine-time Inc. 5000 honoree.
Best fit for: Brands that want Amazon advertising managed alongside a broader digital marketing program rather than as a standalone specialty.
Keep in mind: Brands wanting an Amazon-only specialist with campaigns as the sole focus may prefer a dedicated marketplace agency over a multi-channel generalist.
How much does Amazon PPC management cost?
Amazon PPC agencies typically charge using one of three pricing models:
- Flat monthly retainer. A fixed fee regardless of ad spend. Typical range for boutique agencies: $1,500 to $5,000 per month. Full-service agencies managing larger accounts charge higher retainers.
- Percentage of ad spend. The agency takes a percentage (often 10% to 20%) of monthly ad spend. This model rewards spending more, not performing better.
- Hybrid. A smaller base retainer plus a percentage of spend or a performance bonus tied to TACoS or revenue targets.
The incentive problem with percentage-of-spend pricing is real. An agency paid 15% of ad spend earns more when the brand spends more, regardless of whether that spend is profitable. Flat or hybrid models tied to performance align the agency’s incentive with the brand’s.
Olifant Digital uses a flat retainer model: pricing starts at $2,000 per month, custom to catalog complexity, with no percentage-of-spend fees. Every engagement is backed by a 60-day money-back guarantee on management fees.
Frequently asked questions about Amazon PPC management
What does Amazon PPC management include for growing brands?
A typical scope includes campaign strategy and architecture, daily bid optimization, keyword and search term analysis, Sponsored Products and Sponsored Brands management, budget allocation, and reporting. Full-service agencies may also cover listing optimization, A+ Content, and Brand Store design.
How much does Amazon PPC management cost?
Boutique agencies typically charge $1,500 to $5,000 per month as a flat retainer. Full-service agencies with larger account loads charge higher fees. Percentage-of-spend models (10% to 20% of ad spend) are common, though flat or hybrid pricing aligns incentives better.
When should a growing brand hire a PPC agency instead of keeping it in-house?
Most brands reach the decision point when ad spend exceeds $10,000 per month, ACoS is climbing despite more effort, or the internal team lacks the bandwidth for daily optimization. An experienced agency can often pay for itself in efficiency gains.
What is a good ACoS or TACoS for Amazon?
ACoS (advertising cost of sale) measures ad spend as a percentage of ad-attributed revenue. TACoS measures ad spend as a percentage of total revenue, including organic. In H1 2026, the median US ACoS was 38% and the median TACoS was 15%. A “good” number depends on the brand’s margin structure and growth goals.
How long until results show from a new Amazon PPC agency?
Most agencies show measurable movement in ACoS or TACoS within 30 to 60 days. Significant revenue or profit improvements typically require 90 days as the agency restructures campaigns, harvests converting search terms, and adjusts bids based on real data.
Should brands choose flat fee or percentage-of-spend pricing?
Flat fee or hybrid pricing is generally preferable because it aligns the agency’s incentive with profitable growth rather than spending more. Percentage-of-spend models reward the agency for increasing ad budgets regardless of returns.
Features
Hamilton Hebrew Academy refuses to let 2 Jewish students enrol – because their mother had a Conservative, not an Orthodox conversion
By BERNIE BELLAN (This story was originally posted July 14)
From time to time we receive a request to do an investigative piece about one matter or another. Before I even begin to entertain following up on that type of request I pose quite a few questions to the person or persons who sent me the request. I also send copies of whatever it is that I might consider publishing to subjects of the story for them to comment prior to its publication.
Recently I was contacted by a former member of our Winnipeg Jewish community by the name of Fabio Chusyd, who now lives in Hamilton with his wife, Soraya, and their two daughters (whose names will not be given here.)
Fabio Chusyd first contacted me on July 7. Here is what he wrote in an email:
“My name is Fabio Chusyd. We met years ago while I was living in Winnipeg, and I have always respected your work. My family and I are active members of the Jewish community in Hamilton.
“Hamilton Hebrew Academy is the only full-time Jewish day school in Hamilton. It shares its premises with Adas Israel Congregation, an Orthodox synagogue, and its Dean is Rabbi Daniel Green.
“At the same time, its mission states that it is “dedicated to fostering an inclusive learning environment that welcomes and embraces children and their families from diverse Jewish affiliations and backgrounds.”
“Our daughters, (names redacted) have experienced antisemitism in the public school system, which is why we sought a safe Jewish educational environment. They have received Jewish education at home and through Temple Anshe Sholom. …. also previously attended HHA’s daycare, where Saraya’s Conservative conversion was known and accepted. The girls were invited to visit the school, met the teachers, toured the classrooms, and naturally became excited about attending. They were then ultimately denied admission.
“After two meetings with Rabbi Green much of the discussion focused on Saraya’s Conservative conversion and our willingness to pursue an Orthodox conversion path. Shortly afterward, our daughters were denied admission.
“I lawfully recorded both meetings under Ontario’s one-party consent law. We later submitted six written questions seeking clarification of the decision, but the school declined to answer any of them, stating only that it had nothing further to add.
“The Hamilton Jewish News declined to publish our family’s response, which is why I am reaching out to you.”
I responded to Fabio and asked him whether he might consider trying to contact the Canadian Jewish News and ask them to do a story about his family’s situation – since the CJN website is by far the most important Jewish website in Canada, also Hamilton is only a short distance from Toronto, so it made more sense to try to get the CJN to cover the story.
Fabio wrote back: “Following your suggestion, I have also reached out to the Canadian Jewish News. I wanted to let you know out of courtesy.”
In a later email Fabio elaborated on the Hamilton Jewish News’ refusal to do a story about what had happened to his family. Further, the Hamilton Jewish Federation had also refused to intervene in the situation. By the way, the Hamilton Jewish News is run by the Hamilton Jewish Federation.
I found that all so surprising. And yet, while Hamilton is far removed from Winnipeg physically, a fair number of former members of Winnipeg’s Jewish community have moved to Hamilton in recent years. Hamilton now has a Jewish population over 5,000 and it has become a popular alternative destination for families looking for a cheaper place to live than Toronto. I was quite surprised that both the Hamilton Jewish Times and the Hamilton Jewish Federation had refused to delve into what had happened to the Chusyds. So, I told Fabio that I would be willing to write an article, but only after a thorough investigation of what had happened.
Hamilton actually has two Jewish day schools: the aforementioned Hamilton Hebrew Academy and a school called Kehila Heschel School. Hamilton Hebrew Academy offers classes from JK- Grade 8 (It also may be adding a Grade 9 this coming year.) and has approximately 200 students. On its website HHA describes itself as “dedicated to fostering an inclusive learning environment that welcomes and embraces children and families from diverse Jewish backgrounds.”
There is another important aspect to Hamilton Hebrew Academy. It is directly connected – both physically and spiritually, to Hamilton’s Orthodox synagogue, the Adas Israel. Here is what I was able to find about that connection: “The Hamilton Hebrew Academy (located at 60 Dow Ave) is located adjacent to and was founded by the Adas Israel Congregation (located at 125 Cline Ave S).
“The Orthodox synagogue established the school decades ago to serve the community, and they often share leadership; for instance, the spiritual leader of Adas Israel serves as the Dean of the academy.” (That last point is key to understanding what has happened to the family in this story.)
The other Jewish school in Hamilton, Kehila Heschel School, bills itself as an “independent, egalitarian, community school that welcomes families from the full spectrum of Jewish life” but, as was previously noted, it had only 35 students this past year, according to Fabio Chusyd.
One other point of interest from a Winnipeg perspective: The CEO of Hamilton’s Jewish Federation (until he retired in April) was Gustavo Rymberg. Like the Chusyds, Gustavo and his family first moved to Winnipeg after having emigrated from South America in the early 2000s. I wonder how Gustavo would have reacted to what has happened to the Chusyds? By the way, the new CEO of the Hamilton Jewish Federation, Marion Zeller, does not take over her role until August 10, 2026.
In a subsequent email, Fabio Chusyd elaborated on what happened after the family had been invited to visit Hamilton Hebrew Academy:
“What happened is that they invited the girls to visit the school, they were welcomed by students and the principal – who happens to be a rabbi as well.
“We explain (to)…- the rabbi of the synagogue (who is also) dean of the school that we are happy at the reform synagogue. But he made it mandatory to join the orthodox synagogue with openess to a future orthodox conversion.”
Fabio Chusyd recorded two conversations Rabbi Green had with Fabio and Soraya Chusyd. Fabio sent me transcripts of both conversations – one recorded on June 26 and one on July 2. In both conversations Rabbi Green hinted quite strongly – without ever spelling it out as a direct stipulation, that in order for the Chusyds’ daughters to be allowed to enrol in HHA, Soraya Chusyd would have to undergo an Orthodox conversion and the Chusyds would have to join Adas Israel Congregation.
On July 6 the father received a Whatsapp message from Rabbi Green:
“Hi Fabio,
“I just wanted to give you a headsup. Kym (Gazda, the director of admissions for HHA) will be sending an official email from the school. Based on our conversations, I don’t think the school is the right fit at this time. If you have a change of heart, pls let me know. Wishing you much success.”
That ‘change of heart” apparently referred to Soraya’s reluctance to undergo an Orthodox conversion. In a subsequent email Fabio Chusyd explained that his wife did not want to go through another conversion process after having been converted by a Conservative rabbi in South America. Further, the couple was reluctant to leave their Reform congregation and join the Orthodox Adas Israel congregation, which also seemed to be a prerequisite to their daughters’ being able to enrol in Hamilton Hebrew Academy
Just as Rabbi Green’s email was opaque, the email from the director of admissions was equally opaque in not offering a specific reason for the school’s refusal to admit the Chusyds’ two girls this coming school year. Here is what Kym Gazda wrote in an email on July 7:
“Dear Mr. and Mrs. Chusyd,
“Thank you for your interest in Hamilton Hebrew Academy and for taking the time to meet with us.
“Upon careful consideration, and based on the information provided, we are unfortunately unable to accept …. to the HHA for the 2026–2027 academic year.
“Should anything change, please feel free to let us know, and we would be happy to reconsider your application at that time.
“We wish you and your family all the best.”
I received a further email from Fabio Chusyd, in which he reprinted the Hamilton Jewish News’ editor, Wendy Schneider’s response, also dated July 7, to his request that the paper consider doing a story about what happened to him and his family:
“Dear Mr Chusyd Thank you for this note. I appreciate how deeply upsetting and frustrating this is for you. As I explained yesterday, at this time, I feel I cannot act without advice from the Federation CEO because of the nature of your complaint i.e. a local issue. I sincerely hope this issue is resolved to your satisfaction. Unfortunately, for now, there’s nothing I can do at this point to help ease your distress. “
In response, Fabio Chusyd wrote to Wendy Schneider:
“Thank you for your time on the phone yesterday and for your supportive words.
“However, several years ago, you published a letter titled “Censorship Has No Place in Our Community.” Yet by not allowing me to use the online letters section, you are effectively censoring my voice.
“The slogan of the Hamilton Jewish News is “The Voice of Jewish Hamilton.” By refusing to publish or even accept my letter, you are silencing a member of the very community the publication exists to serve.
“How does this decision align with the principles of free expression and with the mission of your newspaper?”
This was all so puzzling. Here we have a case of a couple with two young children whom they would like to attend a Hamilton Jewish school – and the school simply turns them down flat – without any explanation beyond saying the “school is not the right fit at this time.” It seems clear though that the mother’s refusal to undergo an Orthodox conversion and the parents’ unwillingness to join the Adas Israel Congregation were key to the school’s decision not to accept the couple’s children as students this coming school year.
Now, ordinarily, one might expect that after receiving a slap in the face like that, the parents of the girls would simply say they’ve had enough of that – and resign themselves to sending their daughters back to public school.
But, when I asked Fabio Chusyd why he and his wife were so eager to send their daughters to HHA – or whether they had perhaps considered sending their daughters to Kehila Heschel School , here is what Fabio wrote back:
“We did consider Kehila Heschel School. We visited a few years ago, but with only about 35 students in the entire school, we didn’t feel it was the right fit for our girls. For us, school also means exposure to a larger group of children and a broader social environment. HHA has over 200 students. Also HHA appears to be opening a Grade 9, so I am thinking long-term.
“… is going into Grade 4 and … into Grade 2. As a family of immigrants without an extended support network here, we felt it was important for both girls to attend the same school.
“And then we had moved them out of HHA daycare because our local public school is only five minutes from our home.
“Oct. 7 happened, antisemitism reappeared, and the girls were victims. Hence, HHA that call themselves open to all Jewish affiliations seemed to be the safe spot. Rabbi Green and Kim Gayza were told that the girls had been victims of antisemitism. Mainly …, who gave Hanukkah goodie bags last year and her classmates ripped it, spitted on it and throw them in the garbage, while saying offences.”
There is another factor that one might consider in this entire matter. According to its own annual report, the Hamilton Jewish Federation provided $289,000 in funding for the Hamilton Hebrew Academy for the fiscal year ending June 30, 2025, so the HHA is hardly operating independently of the Hamilton Jewish Federation.
It may not be the place of the publisher of a Winnipeg website that focuses to a large extent on the Winnipeg Jewish community to poke into the affairs of another Jewish community such as Hamilton’s, but where that community’s Jewish newspaper refuses to delve into what appears to be a clear case of wrongdoing by a Jewish institution and, as of writing this, the Hamilton Jewish Federation has also refused to intervene in this matter, then we thought it an important enough issue to broach on this website.
We contacted both Hamilton Hebrew Academy and the Hamilton Jewish Federation, offering them an opportunity to respond to this article prior to its being published.
On July 21, we received a response from Rabbi Green:
“Hamilton Hebrew Academy’s inclusive character and the diversity of its parent and student body are well known throughout the community. Our families include individuals from a wide range of Jewish backgrounds, including converts of all denominations, and many who are not Jewish whatsoever. The school is family-oriented, where we strive to be on a journey of growth togther. (emphasis mine)
“Through Project Lifeline, HHA has also taken a leading role in supporting children who experience antisemitism in public schools, particularly those who may be the only Jewish student in their school or community. For this purpose, we operate transportation routes serving students from Niagara, Kitchener-Waterloo, and other communities outside Hamilton, and provide free bus service and often tuition. This project, I believe, is unprecedented in North America and speaks to the proactive nature of our school in supporting Jewish students at risk. “
I responded to the rabbi:
“With all due respect Rabbi, your email here would seem to directly contradict how you behaved with respect to the Chusyd family. If there is some reason that you have turned down the two Chusyd girls for enrolment in your school – but you are not at liberty to discuss that reason, then I could include that in what I publish.
“But – as it stands, the only reason that I have seen in your correspondence with the Chusyds. is that you don’t think it would be “a good fit” for the Chusyd children to attend HHA.
“I am going to give you every opportunity to explain what you meant by writing that, but I would suggest your latest response is somewhat disingenuous.”
The rabbi responded:
“As I mentioned, I am not at liberty to discuss the admission decision of any specific child or family. “
Also in an email sent to Fabio Chusyd on July 21, Rabbi Green wrote:
“Our position remains unchanged. As previously indicated, Hamilton Hebrew Academy will not engage in public discussion regarding the admission of any individual applicant or family. We have nothing further to add on this matter.”
