Features
COVID-19: How it’s affected Israeli-owned local engineering company Iris Construction Management – Part 1 of a series
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.
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.
Features
Matthew Lazar doing his part to help keep Israelis safe in a time of war
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. ”