Features
Booze, Glorious Booze! Bill Wolchock and Prohibition in Manitoba
Ed. introduction: This story was originally published to our website in October, 2023, but it resonated so much with readers – who have continually told me they enjoyed it so much, I’ve decided to bring it back to our Home page every once in a while. It has received an astounding number of views since it was first published – over 10,000 – making it the most popular story ever published on this website.
To explain, last September, I began what turned into an unexpectedly amusing dive into a part of our Jewish community’s history that is endlessly fascinating to me when I wrote about a book that was published in October titled “Jukebox Empire: The Mob and the Dark Side of the Amerian Dream.”
That book is about someone by the name of Wilf Rabin, who was originally Wilf Rabinovitch. Rabin was born in Morden, but moved to Chicago as a young man. Eventually he became involved in the juke box business – a business which was ripe from the outset for exploitation by criminals, especially the Mafia, as juke boxes spun out huge amounts of cash that were never reported to tax authorities.
In the course of writing my article about that book, I mentioned several other Jewish characters who preferred to make their money illegally. I also referred to someone whose name was spelled “Bill Wolchuk” in a book about Winnipeg’s North End, but I made the mistake of saying “Wolchuk” wasn’t Jewish.
Boy, did that unleash a torrent of corrections from readers. It was made quite clear to me that Bill “Wolchock” was very much Jewish – and that he was practically a legend in this town.
Then I received a phone call from reader Arnold Rice, who told me that he had in his possession an article from a December 2, 2002 Winnipeg Free Press about Bill Wolchock. Arnold offered to loan me the article, but I declined, saying I could probably find the article on the Winnipeg Pubic Library digital archives.
That I did – and when I scanned the article, which was written by a former Free Press writer by the name of Bill Redekop, I thought to myself: Here’s the perfect article for our Rosh Hashanah issue: It’s much too long to ever fit into any other issue – and the theme will likely resonate with many of our readers who might consider atoning for their sins on Yom Kippur.
In any event, I was able to get in touch with Bill Redekop and I obtained his permission to reprint the article in full (for a fee, of course). It turns out the article forms a chapter in a book written by Redekop in 2002, titled “Crimes of the Century – Manitoba’s Most Notorious True Crimes.”
I told Redekop that I was actually able to find the book on Amazon – much to his amazement, but that it was also available at several branches of the Winnipeg Public Library. Now, it wasn’t easy transcribing that chapter of Redekop’s book, but I thought it might prove delightful reading for many of our readers.
So, here goes: The story of Manitoba’s greatest bootlegger – Bill Wolchock – someone whose success was on a par with that other great Jewish bootlegging family: the Bronfmans. (Wolchock, however, liked bootlegging so much that he turned down the opportunity to go straight, unlike the Bronfmans. Can you just imagine how much the Combined Jewish Appeal could have benefited from a “straight” Bill Wolchock? And what of all the buildings that would have been named after him – and honours he would have received from our Jewish community, if he had only decided to emulate the Bronfmans?)
A pair of employees talking on the floor of the CNR shops in Transcona sounds like an unlikely launch to the biggest bootleg operation in Manitoba history.
It was the early 1920s under Prohibition. Leonard Wolchock, 74 son of bootlegger, Bill Wolchock, tells the story.
“Sonny (nickname), a CNR boilermaker one day came up to my dad, who was a machinist with the railway and asked if he could make a part for him. “What’s it for?” my dad asked. “It’s for a still,” Sonny said. Sonny was making stills for farmers out in the country. My dad said, “Sonny, you want to make a still? I’ll make you a still and we’re not going to fool around!”
What began as a still to make a little booze for themselves and friends during Canada’s Prohibition certain soon turned into something much bigger. The two CNR workers realized there was an insatiable thirst for their product. “I don’t think dad planned to be in the business for a long time. It was just going good,” said Leonard.
“Before you know it, my dad was making big booze. He could knock out almost 1000 gallons a day. He wasn’t one of these Mickey Mouse guys making 10 gallons like in the country, like in Libau and all these places. And as time went by, he became very big.”
Sonny and Wolchock parted ways when Wolchock quit the railway to work full-time at alcohol production, but other partners came on side. Every one of them was the same: blue collar men like Wolchock who made a living with their hands.
During Prohibition in the 1920s, Bill Wolchock ran the biggest bootlegging business in Manitoba. He was producing tens of thousands of gallons of 65% overproof alcohol – 94% pure alcohol.
Later, after his business took off, Wolchock shipped almost exclusively to the United States and mostly to gangsters. He stored illegal in farmers’ barns from the village of Reston in southwestern Manitoba to the village of Tolstoi in southeastern Manitoba. He stored illegal booze in a coal yard that used to be on Osborne Street in Winnipeg; in a large automobile service station in St. Boniface;. and in a St. Boniface lumberyard. He stored booze in a Pritchard Avenue horse barn. Those are just some of the known locations.
At the height of the Great Depression, Leonard estimates his father employed as many as 50 people who would not have been able to put food on the table otherwise. “They all had families, they all had houses, they all could put groceries on the table, thanks to the illegal business,” said Leonard.
Crooks or entrepreneurs?
Wolchock’s story has euded historians all these years. When Wolchock was finally caught and sentenced to five years in prison for income tax evasion, the Second World War was on, and his case didn’t get the publicity it might have otherwise. Besides, the Prohibition era had been over for more than a decade and was old news. Wolchock hadn’t gone straight like the whiskey-making Bronfman family, but had continued to bootleg long after Prohibition had ended.
Leonard Wolchock told the story of his father and a gang of North End bootleggers for the first time for this book. The story was checked against news clippings from the period.
Wolchock owned at least two large stills in Winnipeg. A huge four-story still operation in a building that was in the 1000 block on Logan Avenue, just east of McPhillips Street, that produced up to 400 gallons a day; and a huge still in a building that used to be on Tache Avenue, about 300 meters west of the Provencher Bridge on the river side. He also had smaller stills, often in rural locations and owned portable stills. He moved around from barn to barn outside Winnipeg to elude police.
Wolchock never considered what he was doing wrong, said his son. He thought the governments were wrong. People were going to find a way to drink one way or another.
“My father was a manufacturer. He was filling a niche market. I’m not ashamed of anything he did,” said Leonard.
Even the police chief who lived just five doors down from the Wolchock home at 409 Boyd Avenue would drop in regularly for a friendly drink. The fire commissioner, who lived one street over on College Avenue and three houses down, was another thirsty visitor. Granted, Wolchock ran a little import liquor businesses as a front, which was legal at the time, but Leonard has little doubt the authorities knew what his father’s main source of income was.
“The chief of police knew what my father was doing, and the fire chief was over at our place all the time!” said Leonard.
When the RCMP finally moved in on his father for income tax evasion, it was a measure of the respect for Wolchock that he was never arrested. Police called his dad with the news, said Leonard. “The police chief phoned up and said, ‘Bill, I want you to come down.’ They never sent anyone to get him.”
Booze, glorious booze! Was it more glamorous in Prohibition when it was illegal, or was the illegal liquor trade more harmful by turning otherwise law abiding men into criminals? Was illegal liquor more dangerous to your health (alcohol poisoning), and did concealed drink drinking lead to more serious drinking problems?
While both Canada and the United States brought in Prohibition, there was a great gulf in how Prohibition played out in the two countries. Like a typical Canadian TV drama, Prohibition was more shouting than shooting in Canada. In the United States, it was more shooting. Much more.
Corpses in the gangster booze wars in the US were rarely found with just one or two bullets in them, but four, five, eight. Gangsters adopted the submachine gun invented by John Thompson in the 1920s, variously dubbed the Tommy Gun, Chopper Gat, and Chicago Typewriter. Frank Gusenberg took 22 bullets in the famous St. Valentine’s Day Massacre in Chicago, when Al Capone’s men disguised as police officers lined up seven of George “Bugs” Moran’s men against a warehouse wall and opened fire. One creative reporter at the time wrote the machine guns “belched death.”
These two news stories from a single September day in 1930 on the front page of the Manitoba Free Press are typical:
Detroit, Michigan: “An unidentified man was killed tonight by two assassins, armed with sawed-off shotguns who stepped out of an automobile, fired four charges into the body of their victim and escaped in the auto. It was the third gang killing of the week here.
Elizabeth, New Jersey: “Twelve gunmen waited in ambush within Sunrise Brewery here today, disarming a raiding party of seven dry agents and shot and killed one of the invaders.” One federal agent was found shot eight times. “The gangsters, who apparently had been forewarned of the raid, than escaped.”
There are likely several reasons why Canada didn’t go the gangster route. One, there were more loopholes in Canadian law to get liquor if you wanted. For example, you could get a prescription for “medical” brandy. Two, we have never been as gun-happy as the Americans. And three, our Prohibition didn’t last as long. Prohibition in the U.S. ran from 1920-1933. In Manitoba, Prohibition started in 1916 and ended in 1923.
While Canada didn’t have the gang wars like down south, it did become the feeder system, the exporter, the good neighbour and free trader to the U.S. for liquor. Our Prohibition was winding down just as American Prohibition was getting started in 1920. How fortuitous for an enterprising bootlegger! Manitobans could legally buy liquor from the government and run it across the border into the hands of thirsty Americans.
And being neighbourly, we did. One of the major gateways was the Turtle Mountains in southwestern Manitoba. Booze poured through the hills, said James Ritchie, archivist with the Boissevain and Morton Regional Library.
“A longstanding tradition of smuggling through the Turtle Mountains already existed before Prohibition. People had already been smuggling things across for 50 years or more, so alcohol was just more item of trade,” Richie said.
Minot, North Dakota, of all places, was a gangster haven and was dubbed “Little Chicago” back then. A railway town, it served it as a distribution hub for liquor coming in from Manitoba and Saskatchewan.
The 65-kilometer border of Turtle Mountain Hills is carved with trails every few kilometers so there was no way a border patrol could close down the rum running, said Richie. Many of the trails were simply road allowances where a road hadn’t got built. “If you tried to cross anywhere near Emerson, where it’s so flat, the custom guard could see your car coming from 10 miles away. You can’t do that in the Turtles. The custom guard can’t see you from 500 feet away,” said Ritchie.
Many a poor southwestern Manitoba farm family augmented their income with a little rumrunning. They could buy a dozen bottles every two weeks, the government-set allotment for personal use, and sell it for profit just a few miles away. “Prohibition created an economic opportunity for a lot of families,” said Ritchie.
But it was small trade compared to what the Bronfmans would do. Ezekiel and Mindel Bronfman arrived in Brandon in the late 1800s. The 1901 Canada Census lists them as residents of Brandon, along with their children, including Harry and Sam. It was after the Bronfmans had moved to Saskatchewan that they began selling whiskey to the United States in the 1920s. They exported whiskey by the boxcar-load. They later moved to Brandon briefly, where they continued the rumrunning before finally setting up in Montreal.
Meanwhile, Winnipeg was the bacchanalia of the West prior to Prohibition, as the late popular history writer James H Gray, liked to say. By 1882, Winnipeg had 86 hotels, most of which had had saloons. It also had five breweries, 24 wine and liquor stores (15 of which were on Main Street), and 64 grocery stores selling whiskey. The population was just 16,000.
When government turned off the tap, Manitobans went underground. Private stills sprang up everywhere. Ukrainian farmers were famous for their stills and acted as engineering consultants for the rest of the community. The Ukrainians seemed to have an inborn talent for erecting the contraptions, and some stills made the old country potato whiskey. In Ukrainian settlements like Vida, Sundown, and Tolstoi someone’s child was always assigned the task of changing the pail from under the spigot that caught the slow dripping distilled whiskey.
Even Winnipeg Mayor Ralph Webb, who had an artificial leg and was manager of the Marlborough Hotel, campaigned for more liberal liquor laws. Webb wanted to attract tourism by promoting Winnipeg as “the city of snowballs and highballs.”
The United States was interested in the Canadian experiment with Prohibition and summoned Francis William Russell, president of the Moderation League of Manitoba, a group that opposed Prohibition, to a U.S. Senate committee in Washington in 1926. Russell said Prohibition simply resulted in the proliferation of stills in Manitoba.
Arrests for illegal stills rose from 40 in 1918, two years into Prohibition in Manitoba, to 300 by 1923. “We found that the province of Manitoba was covered with stills,” he said. He claimed Prohibition hadn’t stopped drinking, it had just kicked it out of the public bar and into the home where it wreaked havoc on families.
One of the strangest still stories took place in the RM of Springfield, just east of Winnipeg, when an RCMP officer and a Customs inspector came across a “mystery” shack. Sure enough, they found a still inside and went in and began dismantling the evidence. Unknown to them, the owners arrived, saw what was going on, and set fire to the shack with them in it. The agents escaped the flames in time, but so did the arsonists, and no charges were laid.
Yet historical accounts only mentioned small stills in Manitoba. Some historians concluded there was no major bootlegging out of Winnipeg, just small neighbourhood and homestead stills. The story of Bill Wolchock shows that not to be true.
Winnipeg had two large thirsty markets in its vicinity: the Twin Cities, St. Paul and Minneapolis in Minnesota, and to a lesser extent, Chicago, Illinois.
St. Paul was a nest of gangsters. John Dillinger, Baby Face Nelson, Machine Gun Kelly, and Ma Barker and her sons, all took refuge in the city at one time or another. The person who ran the underworld in St. Paul was gangster Isadore “Kid Cann” Blumenfeld.
Chicago, of course, was the gangster capital of North America, controlled by Al Capone.
Capone was just 25 years old when he controlled Chicago. It does seem that Prohibition brought many young people into crime. Another Chicago bootlegger, Hymie Weiss, was gunned down by Capone’s men at the tender age of 28. “Hymie Weiss was not Jewish as his name suggests, but Catholic. His real name was Wajciechowski, and Hymie was a nickname.)
Wolchock and his partners were in their early twenties when they started selling booze. Wolchock shipped pure alcohol to both the Twin Cities and Chicago, but more so to Minnesota. When his son Leonard attended a convention in Minneapolis years later, he was feted by a gangster-looking character who recognized Leonard’s resemblance to his father. The gangster offered to foot his bill.
Wolchock Sr. Also sold to Duluth, Minnesota, and to Alberta distilleries. It’s also likely he was also shipping to Minot, since he was storing alcohol in barns in southwestern Manitoba. His business was selling to other manufacturers who brewed the pure alcohol into liquor. He would get rich from it.
Archibald William Wolchock was born in Minsk, Russia, which is now in Ukraine, in 1898, and came to Winnipeg in 1906 with his parents. He grew up and married and lived at 409 Boyd Avenue, at the corner of Boyd and Salter Street. Wolchock wasn’t a gangster, but he sold to them. Leonard believes his father likely dealt with Kid Cann in the Twin Cities, who ran the illegal liquor business there. “My dad did a lot of business in St. Paul,” said Leonard.
Most of what Leonard knows about his dad’s business was told to him by friends and associates of his dad. His father followed the code of the day and kept his business and home separate. Wolchock had a simple rule for his son if people should ask about his work: he would press his index finger to his lips.
While at Assiniboia Downs a man once approached Leonard and said he knew his dad. This sort of thing happened a lot in Leonard’s life because he resembled his dad.
“The guy was a railroader,” Leonard related. “He said, ‘I knew your dad. We stole a train for him once. I said, ‘Get out of here.’ He said, ‘Listen, your dad said he had a big shipment going to Chicago that he couldn’t deliver by car. I told him, ‘Don’t worry, Bill.’ The man said a crew of four, including a brakeman, pulled an engine and three box cars over at Bergen cut-off and loaded them with alcohol. The alcohol, when it went by rail, was shipped in 45 gallon drums. Somewhere along the track, the railway men switched the cars over to the Soo Line track that went to Chicago. When the payoff came, Wolchock showed up at a secret location and dished out $100 bills like playing cards to the railroaders.
The Bronfman family knew about Wolchock and Wolchock, of course, knew about them. Wolchock was friendly with the Bronfman brother-in-law, Paul Matoff, who ran Bronfman stores in Carduff, Gainsborough, and Bienfait, Saskatchewan where he sold whiskey to American rumrunners. On October 4th, 1922, Matoff took payment from a North Dakota bootlegger. Shortly after a 12-gauge shotgun blast killed him instantly in the railway station. The murder was never solved.
“Matoff told my dad, ‘Bill, your market is in the States,’” said Leonard.
Another time a friend of Wolchock Sr., nicknamed Tubby, took Leonard aside. They bumped into each other at the hospital, where Wolchock was dying. “Tubby said he and his brother had a truck, and one day my dad called and asked if they had a tarp for the truck. They said, yeah, so dad said, “Go to such and such place, back up your truck, don’t get out, don’t look in the mirror, don’t do nothing. Someone will put something in your truck. Then go to this address and do the same. Don’t get out, don’t look in your rearview mirror, don’t do nothing.’ That’s how business was done.”
Wolchock was always a sharp dresser and wore suits and long overcoats. His shirts were specially made by Maurice Rothschild’s in Minneapolis and monogrammed AWW across the pocket. His suits were made in the Abe Palay tailor shop that used to be on Garry Street across from the old Garrick Theater. “My dad wore a fedora because he was bald,” said Leonard. One of Wolchock‘s favourite hangouts was the Russian Steam Baths on Dufferin Avenue, where he went Wednesdays and Saturdays.
When that closed, he and his bootleg pals went to Obee’s Steam Baths on McGregor near Pritchard.
Wolchock had a chain of people with various trades and skills on the payroll and always paid well. For example, he had agreements with several tinsmiths to make him the gallon cans to put the alcohol in when it was being smuggled by car.
One tinsmith told Leonard he used to make $200-$400 per week moonlighting for his father. He earned $30 a week on his day job as a tinsmith.
The gallon cans would be put in jute bags and tossed in the back of a car. The drivers would go across the border at small town points like Tolstoi and Gretna.
Border security back then wasn’t like it is today.
Wolchock couldn’t buy anything in bulk, like the sugar to make the alcohol or the cans to put the liquor into, because it would attract too much attention. So he had deals all over the place. He had a deal with a major local bakery, which used to have a central bakery and stores around Winnipeg, to supply him the sugar. He also had a deal with a bakery out on the West Coast.
Wolchock even had deals with hog farmers to get rid of the mash from alcohol production, which makes an excellent feedstuff for livestock. He had drivers and sales agents. He had a chemist on the payroll.
Wolchock also had two or three henchmen. They carried guns in shoulder holsters and hung around the family, but they were the only business associates that ever came to the house. “My dad lived a normal life. We sat and listened to hockey games, but he had strong-armed men around if there was any trouble,” Leonard recalled.
“My dad wasn’t a run-around,” said Leonard. “He was a family man. He was home for lunch and dinner all the time.”
Wolchock also had a friend highly placed with the federal excise office in Winnipeg. His name cannot be revealed here. He also had a highranking local bank official who helped him, but Leonard also doesn’t know in what way. Wolchock once gave his sister $30,000 to deposit in a bank, but that’s all Leonard knows about the transaction. Later in life, Leonard once asked the banker, a big gruff man who always smoked a cigar, what his arrangement was with his father. “None of your f-ing business,” the banker snapped.
One of the problems for Wolchock was where to put the money. He made piles of money, but he couldn’t deposit it in the bank like everyone else because he couldn’t explain to authorities how he made it. Leonard thinks he stashed it, but doesn’t know where. While the family didn’t live ostentatiously, perhaps because that would have attracted attention, they always had money at a time when most people didn’t. “People were dirt poor. There was no money around,” said Leonard. All four of Wolchock ‘s sons received vehicles when they were old enough to drive and all would later get houses when they left home.
One of Wolchock’s hobbies was collecting racehorses with names like Dark Wonder, Sun Trysts, Let’s Pretend. “My dad had a stable of horses in the early days to just get rid of the money,” said Leonard. Leonard’s mother Rose used to travel to watch the horses race at major racetracks in California and Hastings Park in Vancouver. Other enterprises Wolchock invested in included buying a ladies’ garment factory and the Sylvia Hotel in Vancouver. Leonard believes his father may have been a millionaire by the time he married Rose in 1927. Leonard was born the next year. “My mother’s family was poor. Dad gave them lots of money. He paid for everything. Money was of no consequence.”
His parents regularly took vacations in Hot Springs, Arkansas, which was sort of a racketeer tourist destination at the time, with legal gambling introduced thanks to gangster Meyer Lansky. It also had bath houses with natural hot springs. For some reason, racketeers had a thing for steam baths and hot springs.
Leonard claims – and insists it’s true – that his father would carry around $15,000 on him all the time. He once walked into a car dealership on Portage Avenue where McNaught Motors is now and bought a Cadillac on the spot with cash. “I never saw my dad with a wallet. All he had was a roll of bills with an elastic around it.”
Everything was in cash. For his bootlegging business Wolchock would buy six to eight cars at a time for his rumrunners to transport booze. He bought the cars at two Winnipeg dealerships where he had business relations. The first thing he always did with the new cars was tear out the backseat so he could fit in more alcohol. The stable of cars was parked inside a St. Boniface service garage. The runners had access day and night, mostly night. They sometimes went all the way to destinations like St. Paul, but usually they would just cross the border and unload into a shuttle car driven by an American rumrunner.
Wolchock and his merry men were a crosssection of Manitoba nationalities and religious origins in the 1920s. Wolchock was Jewish, and his cohorts were a mix of Poles, Frenchmen, Scotsmen, Ukrainians, Jews, Mennonite farmers near Steinbach, and Belgians – “a lot of Belgians,” Leonard said.
Leonard doesn’t know exactly how many people it took to run a still, maybe eight for the larger ones. When RCMP busted Wolchock‘s large still on Logan Avenue in 1936, it was the largest still ever found in Manitoba. Its operations extended to all four floors and into the basement, according to the Manitoba Free Press. The building also had an office, two vehicles and living quarters on the third floor. Employees gained entrance to the living quarters through a crawl space. In the living quarters were bunk beds and cooking equipment and books. The building was empty when police raided it. No charges were laid. The building was owned by the city from a tax sale.
Even after Prohibition ended and liquor was legal, it was government-controlled in Canada, so good money could still be made in bootlegging. The Bronfmans had managed the tricky business from illegal bootlegger to legal distiller, but not Wolchock. Like most law breakers, he didn’t quit while he was ahead.
RCMP finally charged Wolchock after customer Howard Gimble of Minneapolis got caught and ratted on him. Gimble was the key witness against Wolchock. The Manitoba Free Press reported that RCMP had tried been trying to nail Wolchock for years before Gimble gave them their break.
The charge was conspiring to defraud the federal government out of income tax moneys on liquor sales. The RCMP claimed he defrauded the government of $125,000, but that that was just a figure plucked out of the air, based on the scale of operation from a single portable still. The jury was locked up for the 10-day trial because of previous suspicions of jury tampering. Gimble told the court Wolchock had a portable still he moved from farm to farm near Winnipeg. RCMP found the still on Paul Demark’s farm in Prairie Grove, now a bedroom community at the end of Ste. Anne’s Road, just past the Winnipeg perimeter. But Gimble told the court Wolchock also used the still on the farm of Abraham Toews near Ste. Anne on Dave Letkeman’s farm just southeast of Steinbach, and in Jay Kehler’s barn one mile west of Steinbach. Court was also shown pictures of warehouses and buildings around Winnipeg, including St. Boniface, used in Wolchock ‘s illegal liquor business. Gimble also alleged Wolchock operated another still on a farm near Stonewall. He said it produced five thousands of gallons of alcohol that summer of 1940.
Wolchock and seven of his partners were convicted, but it took three trials. The first trial was declared a mistrial due to suspicion of jury tampering. In the second trial proceedings were halted when Wolchock required a hernia operation. Finally, he was sent to jail.
He got five years in Stony Mountain Penitentiary, and that was before there was such a thing as parole. It is the most severe sentence ever laid in Manitoba history for a liquor offense. Up to that point in March of 1940, no one had received more than an eight-month sentence for liquor offenses in Manitoba. Also convicted and sentenced were Ned Balakowski, three years; Ben Balakowski, eight months; Frank McGirl, eight months; Jules Mourant, one year. Sam Arborg, Eugene Mourant, and Cass Morant each received suspended sentences.
After serving his time, Wolchock remembered the people who helped him in prison. A prison guard at Stony Mountain named Mr. Anderson was always kind to Wolchock. When Wolchock finished his prison term, Leonard was sent out every Christmas over to the Anderson household to deliver food and presents.
Wolchock Sr. also gave generously to the Salvation Army. “He was a great guy to the Salvation Army because the Sally Ann was very good to him in jail,” said Leonard. His father also saw to it that Leonard took Jewish dishes to the Jewish prisoners in Stony Mountain on the high holidays.
He had money left when he got out of jail but the cost of lawyers for three trials drained a lot of it. Wolchock paid everybody’s legal fees. His wife Rose managed their family of four young boys while he was in prison for five years, and Wolchock, when he got out, bought the home then called Bardal Estate, formerly owned by Winnipeg Funeral Director Neil Bardal. It’s a large clapboard house at the end of Hawthorne Avenue in North Kildonan, along the river on what is now named Kildonan Drive. “There was a fireplace in every bedroom,” Leonard recalled. Wolchock also had money to buy a little company, Canadian Wreckage and Salvage.
But the money wasn’t anything like he was used to and, after a couple years, Wolchock called his old mates together for a meeting. He wanted to make one last batch. Who was in? So the men walled off a portion of the Bardal’s home basement. Two of Wolchock’s close friends were bricklayers – and they constructed a still behind the wall. There were no neighbors on Kildonan Drive at the time, so there was no one to detect the smell from alcohol production. The men made the alcohol, distributed to people they could trust, and dismantled the operation. Then they rode off into the sunset.
“The old man had a bundle of money and he dished out to everyone. Louis went to Sudbury and got a 7-Up franchise; Charlie went to California and bought a liquor store; Benny G bought a trucking company; Benny B moved to Vancouver; Ned went back to work.” There were others involved, but Leonard doesn’t know what became of them. Other partners had already taken their money and invested before the RCMP arrest: Johnny B moved to Vancouver and bought a furniture store; Fred S bought a retail fish store in Winnipeg that still exists today under different owners; another partner went into the hotel business.
And Wolchock? “My dad started Capital Lumber at 92 Higgins Avenue with a partner,” said Leonard. “He didn’t make money like in the past, but he still called the shots and had a successful little business.”
That was Prohibition.
“There was honour among men. Back then, your word was your bond. Nothing was written down. Everything was a handshake,” said Leonard.
“My dad came to this country and he always called it the land of milk and honey. He always said that. He said it after he got out of prison, too. He was never bitter.”
Archibald William Wolchock died in 1976 at age 78.
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.”
