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COVID-19: How it’s affected Israeli-owned local engineering company Iris Construction Management – Part 1 of a series

Alex Rubanny (left) & Dmitry Kruglik

Ed. note: A while back I was put in touch with a university student by the name of Jon Van Deer Veen who told me that he would like to gain some experience working for The Jewish Post & News over the summer before returning to school.

Jon explained that he had spent last summer in Israel on a program known as MASA which, according to the MASA Israel Journey website, “is the leader in immersive international experiences in Israel for young adults (18-30).”
I asked Jon whether he’d consider writing about local businesspeople who belong to the Jewish Business Network (an organization I helped to start, along with Tamar Barr of the Rady JCC, five years ago). Jon said he’d be glad to take on the project and will be writing a continuing series for us over the coming months.
Here is the first of his submissions:

By JON VAN DEER VEEN

To get an insight into the economic impact of the Covid-19 shutdown, we have reached out to many businesses to get their stories. One of the first interviews on the subject was with Alex Rubanny, the Vice-President of Planning and Engineering at Iris Construction Management. 

Iris Construction Management was founded by two Israelis, Dmitry Kruglik and Alex Rubanny, who emigrated to Canada to begin a new life. Both of them had been successful structural and mechanical engineers in Israel. They have over 30 years of combined experience in the industry, which means they bring a level of in-depth professional knowledge to their company, not always found among executives. Having “cut their teeth” in the extremely competitive environment of the Israeli construction industry, they dedicate themselves to cost savings and franchise optimization. Naturally, I was very excited when Alex agreed to an interview with me because his focus on economic efficiency is a valuable lesson for struggling businesses to hear during the current quarantine in which thousands of companies have been forcibly closed, many never to reopen. 

Our conversation began by us discussing how Covid-19 has affected his business and his clients. Alex was very upfront with me and said companies that are his usual clients are struggling. According to Alex, besides the industries which have been entirely shut down, those businesses which remain partially open are experiencing severe cash flow problems and do not have the cash reserves to sustain themselves.
A JP Morgan study backs his claims, noting that less than one-half of all small businesses maintain a cash reserve equal to one month’s expenses. So, in an attempt to stay open many companies such as restaurants have shifted their business models, and now focus on delivery services. However, Alex doesn’t think that will be enough for many restaurants to survive.
He emphatically stated: “Every month they are losing income, every month the restaurants stay shut down will take one year of recovery, EVERY MONTH, so if they are shut down for three months that means they will probably need three years of recovery from Covid.” This was a shocking statement to hear, but it made sense once he explained it. 

Restaurants and many other service sector businesses struggle to get by in the most normal of times and operate on extremely tight margins. Moreover, many companies have high overhead operating costs which don’t go away even if their customers do; electricity, heat, and rent are ever-present expenses, as well as the salaries and material costs that are necessary to continue operating.
I then pressed him further on operating expenses and asked how the global pandemic and quarantine surrounding Covid-19 has disrupted the supply chains across the planet that many people and businesses rely upon. His response again was not great news to hear for local store owners: “Oh yeah, definitely. Some of the equipment suppliers have shut down their businesses, and some have reduced volume, and we are facing serious delays with equipment these days, so we are searching for new suppliers.”
However, what he said next might give some hope for small business owners as he talked about overhead costs. “Different times bring opportunities for small businesses and small suppliers who have maybe fewer people; they could be more cost-effective because they have fewer employees and less volume so these days their prices are becoming more cost-effective for us.”
Alex continued to explain that before, he and Dmitry used to work with big suppliers to ensure equipment deliveries were on time, and that they had a large variety of products to choose from, but these days they are moving into smaller business models and letting small businesses provide them with services, regardless of the lower quality warranties and customer service. Essentially, businesses that don’t require thousands of overseas offices and large warehouses full of products, but instead supply you directly from the manufacturer, can survive because they lack the large expenses of other companies and, as a result, aren’t nearly as leveraged through the purchase of what are now useless assets waiting in storage. 

Not knowing too much about the construction management industry, I asked Alex how his company can save money for his clients, and he laid it out plainly: “We are an outsourcing company, so we get paid by the project – not as if we had a construction manager for our company where we would pay his salary if we had a project or not; you’re still paying a salary to an accountant, money for the researchers, and stuff like that.”
He continued: “In-house construction managers hire general contractors who would add a cost on top of every item they supply, like fryers, grills, exhaust hoses and every material.
“We are working differently; we are sourcing from specific contractors, not general contractors, and then we are able to save on the general contractor profit, and we are able to save on the profit they put on the equipment because we are the sole supplier for the entire operation. So, when you come to us, and you need architects, engineers, having to apply for permits, or supervisors, you get everything in one company – everything through one office and therefore you can save on cost because you don’t need so many people around.”
Alex explained how he has avoided accepting common inefficiencies in the industry in order to reduce costs for his clients. What particularly struck me was how much time wastage there is in so many construction projects and how a general contractor’s supply costs could be inflated by 20-30 percent to cover expenses that can be incurred while not actively working on a project, such as in winter. 

To finish off our discussion, I asked Alex his thoughts on reopening, and he gave me a mixed response. Iris Construction Management looks forward to reopening because they see it as an opportunity to display their cost-saving techniques, but Alex realizes that for many businesses, it will take a long time to recoup the losses incurred from the Covid-19 quarantines and many more will never reopen. 

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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.

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Features

Matthew Lazar doing his part to help keep Israelis safe in a time of war

Bomb shelter being put into place in Israel

By MYRON LOVE It is well known – or at least it should be – that while Israel puts a high value of protecting the lives of its citizens, the Jewish state’s Islamic enemies celebrate death.  The single most glaring difference between the opposing sides can be seen in the differing approach to building bomb shelters to protect their populations.
Whereas Hamas and Hezbollah have invested untold billions of dollars over the past 20 years in building underground tunnels to protect their fighters while leaving their “civilian” populations exposed to Israeli bombs,  not only has Israel built a highly sophisticated anti-missile system but also the leadership has invested heavily in making sure that most Israelis have access to bomb shelters – wherever they are – in war time.
While Israel’s bomb shelter program is comprehensive, there are still gaps – gaps which Dr.  Matthew Lazar is doing his bit to help reduce.
The Winnipeg born-and raised pediatrician -who is most likely best known to readers as a former mohel – is the president of Project Life Initiatives – the Canadian branch of Israel-based Operation Lifeshield whose mission is to provide bomb shelters for threatened Israeli communities. 
 
Lazar actually got in on the ground floor – so to speak.  It was a cousin of his, Rabbi Shmuel Bowman, Operation Lifeshield’s executive director, who – in 2006 – founded the organization.
“Shmuel was one of a small group of American olim and Israelis who were visiting the Galilee during the second Lebanon war in 2006 and found themselves under rocket attack – along with thousands of others – with no place to go,” recounts Lazar, who has two daughters living in Israel.  “They decided to take action. I was one of the people Shmuel approached to become an Operation Lifeshield volunteer.
Since the founding of Lifeshield, Lazar reports, over 1,000 shelters have been deployed in Israel. The number of new shelter orders since October 7, 2023 is 149.
He further notes that while the largest share of Operation Lifeshield’s funding comes from American donors, there has been good support for the organization across Canada as well.
 
One of the major donors in Winnipeg is the Christian Zionist organization, Christian Friends of Israel (FOI) Canada which, in September, as part of its second annual “Stand With Israel Support”  evening –  presented Lazar and Operation Lifeshield with a cheque for $30,000 toward construction of a bomb shelter for the Yasmin kindergarten in the Binyamina Regional Council in Northern Israel.
 
Lazar reports that to date the total number of shelters donated by Friends of Israel Gospel Ministry (globally) is over 100.
 Lazar notes that the head office for Project Life Initiatives is – not surprisingly – in Toronto.  “We communicate by telephone, text and Zoom,” he says.
He observes that – as he is still a full time pediatrician – he isn’t able to visit Israel nearly as often as he would like to. He manages to go every couple of years and always makes a point of visiting some of Operation Lifeshield’s projects.
(He adds that his wife, Nola, gets to Israel two or three times a year – not only to visit family, but also in her role as president of Mercaz Canada – the Canadian Conservative movement’s Zionist arm.)
“This is something I have been able to do to help safeguard Israelis,” Lazar says of his work for Operation Lifeshield.   “This is a wonderful thing we are doing.  I am glad to be of help. ”

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Features

Patterns of Erasure: Genocide in Nazi Europe and Canada

Gray Academy Grade 12 student Liron Fyne

By LIRON FYNE When we think of the word genocide, our minds often jump to the Holocaust, the mass-scale, systemic government-led murder of six million Jews by Nazi Germany during the Second World War, whose unprecedented scale and methods led to the very term ‘genocide’ being coined. On January 27th, 2026, we will bow our heads for International Holocaust Remembrance Day, the 80th year of remembrance.

Less frequently do we connect genocidal intent to the campaign against Indigenous peoples in Canada; the forced displacement, cultural destruction, and systematic killing that sought to erase Indigenous peoples. The genocide conducted by the Nazis and the genocidal intent of the Canadian government, though each unique in scale, motive, and implementation, share many conceptual similarities. Both were driven by ideologies of racial superiority, executed through governmental precision, and justified by the perpetrators as a moral mission.

At their core rests the concept of dehumanization. In Nazi Germany, Jews were viewed as subhuman, contaminated, and a threat to the ‘Aryan’ race. In Canada, Indigenous peoples were represented as obstacles to ‘progress’ and seen as hurdles to a Christian, Eurocentric nation. These ideas, this dehumanization, turned human beings into problems to be solved. Adolf Hitler called it the ‘Jewish question,’ leading to an official policy in 1942 called the ‘Final Solution to the Jewish Question,’ whereas Canadian officials called it the ‘Indian problem.’ The language is similar, a belief that one group’s existence endangers the destiny of another. The methods of extermination differed in practice and outcome, but the language of intent resembles one another.

The Holocaust’s concentration camps and carefully engineered gas chambers were designed for efficient, industrial-scale killing, resulting in mass murder. The well-organized plan of systematic degradation, deadly riots, brutal camp conditions, and designated killing centres were only a few of the ways the Nazis worked to eliminate the Jews. The Canadian government’s weapons were policy, assimilation and abandonment. Such as the Indian Act, reserves, and residential schools, which were all meant to ‘kill the Indian in the child,’ cutting generations off from their languages, families, and cultures. Thousands of Indigenous children died in residential schools, buried in unmarked graves near schools that called themselves places of learning. Both systems were backed by either religion or ideology; Nazi ideology brought together racist eugenic policies and virulent antisemitism, while Canada’s genocidal intent was supported by Christian Protestantism claiming to save Indigenous souls by erasing their heritage.

The Holocaust was a six-year campaign of complete industrialized extermination, mass murder with a mechanized intent, on a scale that remains historically unique. The Truth and Reconciliation Commission describes Canada’s indigenous genocide as a cultural one that unfolded over centuries through assimilation and the destruction of indigenous languages and identities. The Holocaust ended with the liberation of the camps and a global recognition of the atrocities committed. However, the generational trauma and dehumanization of antisemitism carry on. For Indigenous peoples in Canada, the effects of the genocidal intent continue to this day, visible in displacement, poverty, and intergenerational trauma. While these histories differ in form and timeline, both are rooted in dehumanization and the belief that some lives are worth less than others.

A disturbing similarity lies in the aftermath: silence and denial. The Holocaust forced the world to confront the atrocity with the vow of ‘Never Again,’ which has now been unearthed and reformed as ‘Never Again is Now,’ after the October 7th, 2023, massacre by Hamas. The largest massacre of Jewish people since the Holocaust, and the denial of the atrocities committed on October 7th, highlight the same Holocaust denial we see rising around the world. In Canada, for decades, the genocidal intent was hidden behind narratives of kindness and social progress. Only in recent years, through survivor testimony for the Truth and Reconciliation Commission, and the discovery of unmarked graves, has the truth gained recognition. But acknowledgment without justice risks repeating the same patterns of erasure.

Comparing these atrocities committed is not about comparing pain or scale; it is about understanding the shared systems that enabled them. Both demonstrate how racism, superiority, and dehumanization can be used to justify the destruction of human beings. Remembering is not enough in Canada. True remembrance demands accountability, land restitution, reparations, and education that confronts Canada’s ongoing colonial legacy. When we say ‘Never Again is Now’, we hold collective action to combat antisemitism in all forms. The same applies to Truth & Reconciliation; it must be more than a slogan; we must apply action to Truth & ReconciliACTION.

Liron Fyne is a 12th-grade student at Gray Academy of Jewish Education in Winnipeg. They are currently a Kenneth Leventhal High School Intern at StandWithUs Canada, a non-profit education organization that combats antisemitism.

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