Features
Individuals like Jonathan Strauss, who stayed in Winnipeg rather than leave when opportunity beckoned elsewhere, are key to sustaining the vibrancy of our community
By BERNIE BELLAN In the September 27 print edition of The Jewish Post & News I wrote an article showing how much inflation has had a very negative effect on the amounts that our Jewish Federation has been allocating to the 12 beneficiary agencies of the Federation.(You can read about those cuts elsewhere on this website.) What I wrote in the print issue is that the fact that the Federation has had to reduce allocations to the agencies this year by over $200,000 brings home a point I have been making for years, which is that the demographics of our Jewish community are changing considerably – and not for the better.
In years past the Federation could count on increased contributions to the Combined Jewish Appeal from one year to the next and the beneficiary agencies could expect to receive at least as much in allocations from the Federation as they had the previous year.
And, although there was a slight increase in the total amount raised by the CJA this past year over the previous year, the amount raised in the 2022-23 campaign was only $50,000 more than what had been raised in the 2021-22 campaign.
As I also noted in my article reporting on the decrease in allocations to agencies in our last issue, the Federation had been able to increase allocations to the agencies in the previous two years only by dipping into its reserve fund to the tune of $100,000 both those years – and that was not sustainable on an ongoing basis.
Yet, the impact of the cuts to agencies will not be nearly as severe as one might have expected for two reasons: As I also noted in my article in the September 13 issue, there was a substantial increase in grants given by the Jewish Foundation this past year. Secondly, many of the beneficiary agencies have established endowment funds that have been yielding returns such that they have been able to mitigate to some extent the impact of the cuts that have now been imposed by the Federation.
Certainly, the financial health of our community institutions is not in immediate jeopardy as a result of decisions that have been made by planners in the past, also thanks to the generosity of donors who have now passed on but who left substantial gifts either directly to the Jewish Foundation or to many of the agencies,, as the case may have been.
But, what of the future? Our Jewish community is an aging community and, while there has been an influx of new blood over the past 30 years, many of the members of the Jewish community who could be counted on to provide financial support for community institutions have disappeared from the scene. In many cases their children are continuing to provide that same level of support – but one wonders whether that will continue very much longer?
Further, there has been an ongoing exodus of Jewish Winnipeggers over the years to other cities – which has only been exacerbated in more recent years by many older – and now retired members of our community, moving to other cities to be closer to their children and grandchildren. While I can’t pin a specific figure as to how many Jewish Winnipeggers fit into the category of ex-Winnipeggers, anecdotally I have been at the receiving end of a constant stream of phone calls or emails over the years from subscribers asking me either to change their address to another city or, as is often the case, simply cancelling the paper when they leave Winnipeg.
That is why it was so refreshing to hear from one young member of our community who chose to stay in Winnipeg when he could easily have made the move to another city when opportunity beckoned.
That individual is Jonathan Strauss, who was the recent guest speaker at the Remis lecture forum, held weekly at the Gwen Secter Centre (and which will be going until the end of October this year).
Jonathan told the audience at the Gwen Secter on Thursday, September 21 how he’s managed to succeed as an entrepreneur in a wide variety of fields, all the while maintaining his residence in Winnipeg, even while servicing clients in many different cities.
His foray into the business word began when Jonathan was only 16, in 1995, he observed – after just having completed Grade 10. He first started working for a publication known as the Computer Post, and when the owners of that publication found themselves in financial difficulty Jonathan had the courage to dare to offer to buy the business from them – which he did.
Still in high school, but now with an entrée into the world of computer retailing through the Computer Post, Jonathan began to organize a computer expo for computer manufacturers and retailers to showcase their products.
Possessed with a formidable communication ability Jonathan was able to transition from organizing annual computer expos to an entire world of event management, under the name Strauss Event Management.
In time, moreover, Jonathan’s networking skills allowed him not only to develop a thriving event management company, but also to begin providing management services for many non-profit associations to the point where his company now provides those services for 13 different associations.
In describing how he came to acquire such a keen ability to network, Jonathan paid particular tribute to Brian Scharfstein, who served as a mentor for Jonathan in the early years of his company. He also mentioned Steve Kroft as someone who has provided great advice over the years.
At the same time Jonathan has been eager to participate in volunteering within the Jewish community, he said, including serving on the boards of Gray Academy and the Asper Campus (were he is the Gray Academy representative on that board). As well, he noted, he has been active in the Rady JCC Sports Dinner for many years.
Jonathan Strauss is not unique in his having decided to remain in Winnipeg, fashion a successful career as an entrepreneur, and play an active role within the Jewish community, but for every Jonathan Strauss I could probably name a great many others who didn’t stay in Winnipeg.
I remarked to Jonathan that several years ago I decided to undertake an analysis of where every single recipient of a scholarship from the Jewish Foundation in a particular year (that I chose at random) had ended up.
I said that what I discovered was that while many of the scholarship recipients who had pursued educations in health related fields, including nursing, dentistry, and medicine, had remained in Winnipeg, the scholarship recipients who chose to enter into business had by and large left Winnipeg.
In response to that observation Jonathan had a very interesting thought. He suggested that, while prior to Covid what I discovered about where young people ended up may have been true for the most part, if I were to undertake a similar study in a few years time, Jonathan predicted that I would discover a great many more young people will have decided to stay in Winnipeg.
The reasons are not difficult to decipher, he suggested: the extraordinarily high cost of housing in cities like Toronto and Vancouver and the incredibly long commute times if your dream is to own a house somewhere that is anywhere close to affordable. Added to that, Jonathan gave his own business as an example of being able to offer services to clients in many different cities that makes no difference where his services are located. (He even gave as an example his having three employees in El Salvador. Jonathan has never met them, he explained, but they’re as much a part of his business as anyone here – to the point that they celebrate birthdays together over the internet as if they were all in the same location.)
I said to Jonathan that, given the negative appeal that living in a city such as Toronto would hold for so many young people, especially those with young families, I’ve often wondered why our Jewish community has never made a more concerted effort to attract families from a city like Toronto.
The reason, I suppose, that our Federation is quite willing to roll out the welcome mat for prospective migrants here from distant lands, but has never made any sort of an effort to attempt to attract Torontonians, for instance, is that Toronto’s own Jewish Federation might find that highly offensive.
And yes, there have been instances of former Jewish Winnipeggers returning to Winnipeg from other cities – and settling in wonderfully here, but wouldn’t it be something if a trickle would turn into a torrent?
The key to the future of our Jewish community here is having more Jonathan Strausses decide to stay here – or perhaps return from cities in which they are now living. The alternative is for our Jewish community institutions to rely increasingly on the past generosity of donors who laid the groundwork for the sustainability of those institutions, but without an ever growing source of new donors to our Federation and its beneficiary agencies, the cut in allocations that occurred this year will very likely turn into a regular pattern.
Features
Israel Has Always Been Treated Differently
By HENRY SREBRNIK We think of the period between 1948 and 1967 as one where Israel was largely accepted by the international community and world opinion, in large part due to revulsion over the Nazi Holocaust. Whereas the Arabs in the former British Mandate of Palestine were, we are told, largely forgotten.
But that’s actually not true. Israel declared its independence on May 14,1948 and fought for its survival in a war lasting almost a year into 1949. A consequence was the expulsion and/or flight of most of the Arab population. In the immediate aftermath of the Second World War, millions of other people across the world were also driven from their homes, and boundaries were redrawn in Europe and Asia that benefited the victorious states, to the detriment of the defeated countries. That is indeed forgotten.
Israel was not admitted to the United Nations until May 11, 1949. Admission was contingent on Israel accepting and fulfilling the obligations of the UN Charter, including elements from previous resolutions like the November 29, 1947 General Assembly Resolution 181, the Partition Plan to create Arab and Jewish states in Palestine. This became a dead letter after Israel’s War of Independence. The victorious Jewish state gained more territory, while an Arab state never emerged. Those parts of Palestine that remained outside Israel ended up with Egypt (Gaza) and Jordan (the Old City of Jerusalem and the West Bank). They were occupied by Israel in 1967, after another defensive war against Arab states.
And even at that, we should recall, UN support for the 1947 partition plan came from a body at that time dominated by Western Europe and Latin American states, along with a Communist bloc temporarily in favour of a Jewish entity, at a time when colonial powers were in charge of much of Asia and Africa. Today, such a plan would have had zero chance of adoption.
After all, on November 10, 1975, the General Assembly, by a vote of 72 in favour, 35 against, with 32 abstentions, passed Resolution 3379, which declared Zionism “a form of racism.” Resolution 3379 officially condemned the national ideology of the Jewish state. Though it was rescinded on December 16, 1991, most of the governments and populations in these countries continue to support that view.
As for the Palestinian Arabs, were they forgotten before 1967? Not at all. The United Nations General Assembly adopted resolution 194 on December 11, 1948, stating that “refugees wishing to return to their homes and live at peace with their neighbours should be permitted to do so at the earliest practicable date, and that compensation should be paid for the property of those choosing not to return and for loss of or damage to property which, under principles of international law or equity, should be made good by the Governments or authorities responsible.” This is the so-called right of return demanded by Israel’s enemies.
As well, the United Nations Relief and Works Agency for Palestine Refugees in the Near East (UNRWA) was established Dec. 8, 1949. UNRWA’s mandate encompasses Palestinians who fled or were expelled during the 1948 war and subsequent conflicts, as well as their descendants, including legally adopted children. More than 5.6 million Palestinians are registered with UNRWA as refugees. It is the only UN agency dealing with a specific group of refugees. The millions of all other displaced peoples from all other wars come under the auspices of the UN High Commissioner for Refugees (UNHCR). Yet UNRWA has more staff than the UNHRC.
But the difference goes beyond the anomaly of two structures and two bureaucracies. In fact, they have two strikingly different mandates. UNHCR seeks to resettle refugees; UNRWA does not. When, in 1951, John Blanford, UNRWA’s then-director, proposed resettling up to 250,000 refugees in nearby Arab countries, those countries reacted with rage and refused, leading to his departure. The message got through. No UN official since has pushed for resettlement.
Moreover, the UNRWA and UNHCR definitions of a refugee differ markedly. Whereas the UNHCR services only those who’ve actually fled their homelands, the UNRWA definition covers “the descendants of persons who became refugees in 1948,” without any generational limitations.
Israel is the only country that’s the continuous target of three standing UN bodies established and staffed solely for the purpose of advancing the Palestinian cause and bashing Israel — the Committee on the Exercise of the Inalienable Rights of the Palestinian People; the Special Committee to Investigate Israeli Practices Affecting the Human Rights of the Palestinian People; and the Division for Palestinian Rights in the UN’s Department of Political Affairs.
Israel is also the only state whose capital city, Jerusalem, with which the Jewish people have been umbilically linked for more than 3,000 years, is not recognized by almost all other countries.
So from its very inception until today, Israel has been treated differently than all other states, even those, such as the Democratic Republic of Congo, Somalia, and Sudan, immersed in brutal civil wars from their very inception. Newscasts, when reporting about the West Bank, use the term Occupied Palestinian Territories, though there are countless such areas elsewhere on the globe.
Even though Israel left Gaza in September 2005 and is no longer in occupation of the strip (leading to its takeover by Hamas, as we know), this has been contested by the UN, which though not declaring Gaza “occupied” under the legal definition, has referred to Gaza under the nomenclature of “Occupied Palestinian Territories.” It seems Israel, no matter what it does, can’t win. For much of the world, it is seen as an “outlaw” state.
Henry Srebrnik is a professor of political science at the University of Prince Edward Island.
Features
Why New Market Launches Can Influence Investment Strategies
New market launches play a critical role in shaping how investors plan, diversify, and execute their financial strategies. When a company transitions from private ownership to public trading, it creates fresh opportunities for capital participation, valuation discovery, and long-term growth assessment. An upcoming IPO often attracts retail and institutional investors alike, as it offers an opportunity to invest at an early public stage. These launches influence market sentiment, sector momentum, and portfolio allocation decisions, making them an important consideration for anyone seeking to align investment strategies with evolving market dynamics. Understanding how new listings affect pricing, risk, and long-term potential helps investors make more informed, disciplined choices.
Understanding the Role of New Market Launches
New market launches introduce fresh capital, innovation, and competition into public markets. They often signal broader economic trends and provide insights into emerging sectors. For investors, these launches are more than just new tickers—they shape market behavior and strategic planning.
● Expanding Market Opportunities
New listings expand the investable universe by introducing companies that were previously inaccessible. This allows investors to explore new industries, technologies, or business models, helping diversify portfolios and reduce reliance on mature or saturated sectors.
● Price Discovery and Valuation Dynamics
Initial listings go through a price-discovery phase in which demand and supply determine valuation. This process can create short-term volatility but also offers strategic entry points for investors who understand fundamentals and market sentiment.
● Capital Flow Redistribution
When new companies enter the market, capital often shifts from existing stocks to new offerings. This redistribution can influence sector performance and temporarily affect broader indices, thereby altering portfolio allocation strategies.
● Reflection of Economic Confidence
A steady flow of new listings often reflects positive economic sentiment and business confidence. Investors monitor these signals to gauge market health and adjust their equity exposure accordingly.
● Increased Market Liquidity
New launches contribute to overall market liquidity by increasing the number of tradable shares. Increased liquidity improves price efficiency and offers investors more flexibility in executing trades.
How New Listings Shape Investor Decision-Making
Investment strategies are not static; they evolve based on market conditions and available opportunities. New market launches influence how investors assess risk, timing, and portfolio balance.
● Risk Assessment and Appetite
Newly listed companies may carry higher uncertainty due to limited public financial history. Investors must evaluate their risk tolerance and decide whether early exposure aligns with their overall strategy.
● Portfolio Diversification
Including new listings can enhance diversification by adding exposure to different revenue models or growth stages. This helps balance portfolios that may be overly concentrated in established companies.
● Short-Term vs Long-Term Strategies
Some investors seek short-term gains driven by listing momentum, while others focus on long-term value creation. Understanding this distinction helps align new investments with broader financial goals.
● Sector Rotation Strategies
New listings often emerge from high-growth sectors. Investors may rotate capital into these sectors early, anticipating future expansion and innovation-led growth.
● Behavioral Influence on Markets
Public interest and media coverage surrounding new listings can influence investor behavior. Awareness of sentiment-driven movements helps investors avoid emotional decision-making.
Evaluating New Market Launches Effectively
Not all new listings present equal opportunities. A structured evaluation framework helps investors separate strong prospects from speculative risks.
● Business Model Strength
Understanding how a company generates revenue and maintains profitability is a fundamental part of evaluating new market entrants. A well-defined business model shows how products or services create value for customers and how that value is monetized. Scalable models, diversified revenue streams, and predictable income sources often indicate stronger resilience and long-term investment potential, especially in competitive or evolving industries.
● Financial Transparency
Clear and detailed financial disclosures help investors assess a company’s overall health and risk profile. Reviewing revenue growth, operating margins, debt obligations, and cash flow stability provides insight into financial discipline and sustainability. Transparent reporting practices reflect management accountability and reduce uncertainty, enabling investors to make informed decisions based on reliable data rather than speculation.
● Competitive Positioning
A company’s ability to compete effectively within its industry is a key determinant of future performance. Investors analyze market share, differentiation strategies, pricing power, and barriers to entry to understand competitive advantages. Strong positioning suggests the company can defend its market position, withstand competitive pressures, and capitalize on emerging opportunities over time.
● Management and Governance
Leadership quality plays a crucial role in long-term value creation. Experienced executives with a track record of execution, combined with robust corporate governance structures, signal operational credibility. Transparent decision-making, independent oversight, and ethical practices help reduce risk and align management actions with shareholder interests, particularly for newly listed companies.
● Growth Sustainability
While rapid expansion can attract attention, sustainable growth is what supports lasting returns. Investors assess whether realistic assumptions, operational capacity, and consistent market demand support growth projections. Balanced expansion strategies that prioritize profitability, efficiency, and long-term planning are often viewed as more reliable than aggressive growth that strains resources or increases financial risk.
Strategic Timing and Market Conditions
The success of an upcoming IPO is closely linked to strategic timing and prevailing market conditions, which significantly influence investor response and post-listing performance. Market sentiment plays a decisive role, as optimistic, growth-driven environments often generate strong demand for new listings, supporting positive price momentum after debut. In contrast, cautious or volatile markets can suppress enthusiasm, limiting upside potential even for fundamentally strong companies. Alongside sentiment, macroeconomic factors such as interest rate trends, monetary policy direction, and fiscal measures shape capital allocation decisions. Lower interest rates generally encourage investors to seek growth opportunities through IPOs, while tighter policy conditions may dampen risk appetite. Together, timing, sentiment, and policy context form a critical framework for investors to evaluate entry strategies for upcoming IPOs.
Conclusion
New market launches have a meaningful influence on investment strategies by introducing fresh opportunities, shifting capital flows, and shaping market sentiment. From diversification and growth exposure to timing and risk management, these listings require thoughtful evaluation and disciplined execution. By understanding their broader impact and aligning participation with financial goals, investors can integrate new opportunities into well-structured portfolios while maintaining balance and long-term focus.
Features
Are Niche and Unconventional Relationships Monopolizing the Dating World?
The question assumes a battle being waged and lost. It assumes that something fringe has crept into the center and pushed everything else aside. But the dating world has never operated as a single system with uniform rules. People have always sorted themselves according to preference, circumstance, and opportunity. What has changed is the visibility of that sorting and the tools available to execute it.
Online dating generated $10.28 billion globally in 2024. By 2033, projections put that figure at $19.33 billion. A market of that size does not serve one type of person or one type of relationship. It serves demand, and demand has always been fragmented. The apps and platforms we see now simply make that fragmentation visible in ways that provoke commentary.
Relationship Preferences
Niche dating platforms now account for nearly 30 percent of the online dating market, and projections suggest they could hold 42 percent of market share by 2028. This growth reflects how people are sorting themselves into categories that fit their actual lives.
Some want a sugar relationship, others seek partners within specific religious or cultural groups, and still others look for connections based on hobbies or lifestyle choices. The old model of casting a wide net has given way to something more targeted.
A YouGov poll found 55 percent of Americans prefer complete monogamy, while 34 percent describe their ideal relationship as something other than monogamous. About 21 percent of unmarried Americans have tried consensual non-monogamy at some point. These numbers do not suggest a takeover. They suggest a population with varied preferences now has platforms that accommodate those preferences openly rather than forcing everyone into the same structure.
The Numbers Tell a Different Story
Polyamory and consensual non-monogamy receive substantial attention in media coverage and on social platforms. The actual practice rate sits between 4% and 5% of the American population. That figure has remained relatively stable even as public awareness has increased. Being aware of something and participating in it are separate behaviors.
A 2020 YouGov poll reported that 43% of millennials describe their ideal relationship as non-monogamous. Ideals and actions do not always align. People answer surveys about what sounds appealing in theory. They then make decisions based on their specific circumstances, available partners, and emotional capacity. The gap between stated preference and lived reality is substantial.
Where Young People Are Looking
Gen Z accounts for more than 50% of Hinge users. According to a 2025 survey by The Knot, over 50% of engaged couples met through dating apps. These platforms have become primary infrastructure for forming relationships. They are not replacing traditional dating; they are the context in which traditional dating now occurs.
Younger users encounter more relationship styles on these platforms because the platforms allow for it. Someone seeking a conventional monogamous partnership will still find that option readily available. The presence of other options does not eliminate this possibility. It adds to the menu.
Monopoly Implies Exclusion
The framing of the original question suggests that niche relationships might be crowding out mainstream ones. Monopoly means one entity controls a market to the exclusion of competitors. Nothing in the current data supports that characterization.
Mainstream dating apps serve millions of users seeking conventional relationships. These apps have added features to accommodate other preferences, but their core user base remains people looking for monogamous partnerships. The addition of new categories does not subtract from existing ones. Someone filtering for a specific religion or hobby does not prevent another person from using the same platform without those filters.
What Actually Changed
Two things happened. First, apps built segmentation into their business models because segmentation increases user satisfaction. People find what they want faster when they can specify their preferences. Second, social acceptance expanded for certain relationship types that previously operated in private or faced stigma.
Neither of these developments amounts to a monopoly. They amount to market differentiation and cultural acknowledgment. A person seeking a sugar arrangement and a person seeking marriage can both use apps built for their respective purposes. They are not competing for the same resources.
The Perception Problem
Media coverage tends toward novelty. A story about millions of people using apps to find conventional relationships does not generate engagement. A story about unconventional relationship types generates clicks, comments, and shares. This creates a perception gap between how often something is discussed and how often it actually occurs.
The 4% to 5% practicing polyamory receive disproportionate coverage relative to the 55% who prefer complete monogamy. The coverage is not wrong, but it creates an impression of prevalence that exceeds reality.
Where This Leaves Us
Niche relationships are not monopolizing dating. They are becoming more visible and more accommodated by platforms that benefit from serving specific needs. The majority of people seeking relationships still want conventional arrangements, and they still find them through the same channels.
The dating world is larger than it was before. It contains more explicit options. It allows people to state preferences that once required inference or luck. None of this constitutes a takeover. It constitutes an expansion. The space for one type of relationship did not shrink to make room for another. The total space grew.