Features
Eclectic Nathan Zassman always on lookout for new challenges, new fields to conquer
By MYRON LOVE Aviva Natural Health Solutions on St. James Street is not your typical health food store just as Aviva’s founder, Nathan Zassman, is not your typical entrepreneur.
“What is unique about Aviva is that we take a holistic approach to achieving optimum health through a healthy lifestyle,” Zassman says. “I do a tremendous amount of research in a constant quest for finding solutions to people’s health problems. Many of our products were discovered from research I’ve done working to resolve my own health issues.”
As an example, he cites a brand of footwear from Switzerland, kybun, which was recommended after he tore up some knee ligaments four years ago. Doctors told him he would have to have both knees replaced. He tried the shoes – which claim to repair cartilage and, after ten days, he was walking without pain, after having had to use a walker.
“A physiotherapist who shops here was amazed,” Zassman says. “As a result of my own experience, I can advise people about how properly designed footwear can eliminate knee, hip and back pain.”
At Aviva, Zassman focuses on promoting healthy eating (through food products, healthy food preparation, and dietary supplements) and liquids (as in water filtration systems). A healthy living space requires clean air, for which he recommends air purifiers and humidifiers that can improve any environment. He promotes the importance of getting a good night’s sleep (with organic latex mattresses and coverings that facilitate healing while reducing the time it takes to fall asleep), sitting on active health-promoting chairs, and wearing therapeutic footwear.
One of Aviva’s air purifier brands – Blueair – from Sweden – was recently featured on CBC’s Marketplace – which tremendously boosted Aviva’s sales of the products.“We sold more than 300 units in just two weeks after the Marketplace feature,” he reports, and Aviva continues to sell them in large numbers.“We sell our products worldwide, through our website avivahealth.com.”
Aviva’s eclectic mix of products closely mirrors Zassman’s own lifetime of careers and pursuits. The lifestyle guru began life in Beverly, Massachusetts, which is about 20 miles northeast of Boston. In high school and beyond, he studied trombone and voice at both the prestigious Manhattan School of Music in New York City, and, later, at the American Conservatory of Music in Chicago. He was performing regular concerts in Carnegie Hall with the American Symphony Orchestra when he was only 19 years of age.
In Chicago he performed in the Chicago Civic Orchestra, the training orchestra of the Chicago Symphony, and was a member and soloist with the North Side Symphony of Chicago. Nathan’s first experience as an entrepreneur also occurred in Chicago, when he founded The Zassman Brassmen, a brass quintet that performed educational concerts in schools, as well as formal concert performances.
In 1974, after six of years of study in Chicago with the famous brass pedagogue Arnold Jacobs, Zassman won the audition for second trombone in the Winnipeg Symphony. In addition to his role as a trombonist with the WSO, he joined the faculty of the University of Manitoba, teaching the brass instruments, conducting brass ensembles, and teaching “Brass Techniques” at the Faculty of Education, outlining the basics of all the brass instruments to music education students.
But Zassman has never been defined by just one category. Concurrent with his career in music, he trained as a professional photographer at the Winona School of Professional Photography in Indiana, earning 20 diplomas and Certificates of Merit in a wide range of photographic disciplines. “I became interested in photography while in Chicago,” he recalls, “and spent my summers studying at the best schools and with famous photographers, to refine and improve my craft. I approached photography the same way I did music, seeking out the finest photographers who shared their unique techniques, either privately, or through classes.”
While in Chicago, Zassman developed an interest in Eastern philosophy, studying yoga and astrology at the College of Occult Studies in Chicago. In Winnipeg, he later founded Celestial Interface, producing astrological birth charts for those interested in learning how astrology can improve their lives. He was also appointed CBC Official Photographer, appearing on about a dozen radio and TV spots with CBC Radio and Television, preparing and discussing astrological birth charts on political candidates running for local and national elections.
Zassman founded a photography business specializing in architectural, portrait and commercial photography, creating magazine covers and illustrations for local and national magazines. He also became the Winnipeg Symphony’s official photographer, doing portraits of all the musicians for the symphony programs, as well as taking the annual photo of the orchestra. For many years he taught photography at a school he founded in Winnipeg while the symphony was in session from September to May, and taught professional photographic techniques at the Winona School of Professional Photography, the University of Saskatchewan Department of Art, and the Saskatchewan School of the Arts during the summer months. Zassman also founded The Heliograph Gallery, the first gallery that specialized in photography in Winnipeg.
Now, one would think that teaching photography, performing with the Winnipeg symphony and teaching at the University of Manitoba School of Music would be more than enough to keep someone busy, but Nathan Zassman is a cut above average. He further added businessman to his resumé when he got into computer sales on the ground floor in 1982.
“I had always been interested in cooking and nutrition,” he recalls. “In the early 1980s, I was hired by a local book publisher to write a cookbook with an original idea. I was planning to write the book on my IBM typewriter, but a friend recommended I use a word processor, as he told me that no one used a typewriter anymore for writing.”
One of Nathan’s photography students worked for a local company, Westsun Media. They were selling the Kaypro, which had been rated the best value brand of computer that could be used as a word processor. Nathan purchased a Kaypro with two floppy disk drives for $4000, and couldn’t believe the freedom it provided, allowing him to edit his work, and even check his spelling.
Zassman was so enthused with his computer that he encouraged all his friends to buy one as well. “I was sending so many customers to Westsun to buy a Kaypro computer that I asked the owner, Marc Raymond, if he would allow me trade mine in for a new model with a built in hard drive, which was revolutionary at the time for a portable computer. Marc acknowledged that all his sales were thanks to Nathan and offered him the job as sales manager for the computer division of Westsun. After a short time, Nathan decided he should start his own business and left Westsun.
Thus, in 1982, the musician became a businessman with the founding of Aries Microsystems. “Our business grew rapidly,” Zassman recalls. “By 1986, Aries ranked as the fastest-growing business in Manitoba.” But in 1988 he found that the added responsibilities of running a computer business were interfering with his musical career, so he decided to sell Aries to one of his employees. However, Zassman retained his passion for computers and after his three year non-competition clause from the sale of Aries came to an end, in 1991 he started a second computer company – Opus Computer Solutions.
Zassman retired from the WSO in 1995 to devote himself full time to his new company. “In 1997, I bought the former Winestock’s Wholesale building at 52 Adelaide in the Exchange District and moved my computer business into the downtown marketplace area,” he recalls. “In 2001, I decided to set up a gym on the third level for my computer technicians. I wanted to encourage my technicians to include exercise in their lifestyle. I did my research and bought the best fitness equipment available.”
After a short time, he decided to also sell the fitness lines he purchased for the Opus gym, and Aviva Natural Health Solutions was born.
Zassman then went to the United States, studying Nutritional Therapy in Medical Practice with Jonathan Wright, M.D., and Alan Gaby, M.D., and obtaining certificates in 2003 and 2007. By 2005, Aviva was bringing in enough revenue to stand on its own, so Zassman sold Opus Computer Solutions in 2007 to focus entirely on his new venture.
“I seem to change careers every 20 years or so,” he says.
He moved Aviva to its current location, at 1224 St. James Street, in 2010. And, while still very active in the operations of Aviva, true to form Zassman continues to grow and explore other fields. A bass/baritone, he’s returned to singing and was studying with Mel Braun at the University of Manitoba, as well as singing in two choirs – until Covid forced a pause. On top of all that, a few years ago, began taking acting classes with the Prairie Theatre Exchange. He became a member of Shoestring Players, and has appeared in three plays so far.
He continues to indulge his passion for healthy cooking and baking bread. While running Opus, he became well known for offering his customers and staff free loaves of bread, made from freshly ground organic grain, and is still doing so at Aviva. These days though, he concentrates on sourdough bread. He offers his starter to anyone interested in baking sourdough bread, for free.
Features
What Is Next for Israel and Hezbollah?
By HENRY SREBRNIK During Operation Rising Lion in 2025, the Iranians discovered that the proxies they had built up for years failed to provide the assistance expected of them. Hezbollah, their most important ally, refrained from opening a front against Israel.
But in the current war, Hezbollah’s Secretary-General Naim Qassem responded to pressure from Tehran and carried out his threat to open fire on Israel. It sent tens of thousands of Israelis in the Galilee into shelters several times a day. This time Hezbollah proved effective. What now?
On June 26, after a series of five bilateral meetings hosted by the United States, representatives of the Israeli, Lebanese, and U.S. governments signed the Trilateral Framework Agreement, declaring their shared “ambition to end conflict between them, ensure the sovereignty and security of both countries, and establish peaceful neighborly relations between the two countries.”
Israel and Lebanon agreed to a framework which would include the disarming of Hezbollah, the phased withdrawal of Israel from areas conquered over the last three years of war, and the deployment of the Western supported Lebanese Armed Forces (LAF) to the areas evacuated by Israel. So far, three “pilot zones” have been established, in the areas of Faroun, Srifa and Zawtar al-Gharbiya. “It’s the beginning of the beginning. There’s a lot of work ahead,” U.S. Secretary of State Marco Rubio said after the signing ceremony. That’s an understatement!
Lebanon’s President Joseph Aoun, a Maronite Christian, made his first ever White House visit on July 21. The Washington meeting with President Donald Trump, the first for a Lebanese president since 2009, was meant to move forward on the project to sever Lebanon from Iran’s orbit, disarm Tehran’s proxy Hezbollah, and pave a way toward Lebanon-Israel peace.
Aoun recalled that the army’s collapse in 1975 led to the emergence of militia groups, a civil war and the Palestinian takeover of the country’s south, which was used to launch attacks on Israel.
But there remain legitimate doubts about Beirut’s willingness to follow through on promises to disarm and dismantle Hezbollah. The last round of such efforts in late 2025 failed. Lebanese leaders have promised to disarm Hezbollah multiple times over the past thirty-five years, without success. The United States has sent the LAF more than $3 billion in aid since 2006. And yet two decades later, Hezbollah is still armed and still on Israel’s northern border.
“America needs to support the LAF,” Aoun told Trump. “Without the LAF,” he continued, “everything will collapse.” And as he told a group after his meeting with Trump, the aid must be “immediate and unconditional.” Could the army plausibly disarm Hezbollah? Since 2022 Washington has been paying LAF salaries directly, yet there has been no change.
The LAF is generally thought to consist of about 50 per cent Shia Lebanese among its rank and file, and around 30 per cent in its officer corps. Such a force would split along sectarian lines were it to be deployed against Hezbollah. Until Hezbollah’s control over the Shiite community weakens, it remains unclear whether the army can perform the task.
Anyhow, eliminating Hezbollah is virtually impossible, because its very existence is just part of what makes Lebanon an ongoing failed state. Hezbollah is not merely a military organization. It is the product of a particular geopolitical environment, a particular historical experience, and a particular understanding of survival.
Over the past four decades, it has evolved into a political party, social welfare provider, military force and ideological movement deeply rooted in Lebanon’s Shia communities. While military action can weaken it, the social and political foundations that sustain Hezbollah are much harder to remove.
The people who demand Hezbollah’s disarmament often begin with an idealized image of Lebanon rather than the Lebanon that exists. They imagine a state capable of protecting all its citizens equally and defending its borders independently. That is very far from reality.
Modern Lebanon was constructed around a delicate sectarian formula that sought to balance competing communities rather than forge a single national project. Lebanon’s sectarian power-sharing arrangement was formed under the National Pact of 1943 and the Taif Agreement of 1989. Different factions cultivated different external patrons, be they France, Iran, Saudi Arabia, or Syria. Political identity often became intertwined with foreign sponsorship and external alliances. The result was a state that never succeeded in creating a unified national consciousness.
For much of the country’s history, the Shia Muslims were widely regarded as the country’s most politically and economically marginalized community. They were often viewed with suspicion by the authorities and lacked the institutional recognition enjoyed by other religious communities.
So, for the Shia population, Hezbollah is not merely a political party or an armed movement. It is an insurance policy against annihilation. The Shia community in Lebanon looks around the region today and sees opponents everywhere — not just Israel, but Sunni Muslim militants ruling Syria, Turkey, Jordan, and Saudi Arabia as well – states that consider Shia Islam a heresy to be extinguished. (Lebanon’s own Sunnis also fit that description.) Under such conditions, disarmament begins to look like suicide.
President Donald Trump’s suggestion that Syria might get involved in Lebanon again is ridiculous. Any Syrian intervention under its new Sunni rulers would allow Hezbollah to claim credibly that Lebanon faces a new external threat. Whereas many Lebanese question Hezbollah’s claims that it is protecting Lebanon from Israel, there would likely be greater agreement that a Syrian incursion merits resistance. Many Lebanese would view it through the lens of Syria’s 29-year occupation of Lebanon, fuelling concerns about a return of Syrian influence over the country.
Since the fall of the Assad regime, Hezbollah has portrayed the new government in Damascus as a jihadi organization that seeks to carry out sectarian massacres against the Shias. This has actually increased Hezbollah’s legitimacy within its own support base – those who already view Hezbollah as a resistance movement that seeks to fight against any external actor.
Nonetheless, in the recent conflict Israel has significantly weakened Hezbollah. The organization since the Gaza war began has lost most of its long-range and heavy missiles, and about 8,000 of its fighters and commanders have been killed, out of roughly 30,000.
But Hezbollah has not been decisively defeated, nor will it be. The problem is that when a state is faced with an armed force on its soil that doesn’t want to disarm, the usual recourse available to the state is coercion. The Lebanese state has neither the will nor capacity to do so and is no longer sovereign, in any meaningful sense.
As long as the conditions that created Hezbollah remain intact, the expectation that it will voluntarily surrender its weapons will remain a fantasy. It is up to Israel alone to keep Hezbollah north of the Litani River, where the group’s short-distance missiles and drones cannot reach Israel’s population centres.
Henry Srebrnik is a professor emeritus of political science at the University of Prince Edward Island.
Features
WINNIPEG EMPLOYERS SHOULD USE AI TO TRAIN, NOT JUST TRIM
By Dr. GLEB TSIPURSKY Generative AI has already entered everyday Canadian work. Statistics Canada reported that 35.9% of workers used generative AI in the previous 12 months. For Winnipeg employers, the important question is no longer whether staff will use these tools. The more consequential question is what kind of workforce employers will build while they use them.
An updated Stanford University analysis found employment among workers ages 22 to 25 in AI-exposed occupations 19% below where it would be had it kept pace with less-exposed peers, with the gap widening over time. That trend should concern Winnipeg employers because the work most exposed to automation often overlaps with the work through which beginners develop professional judgment.
Entry-level employees do more than produce first drafts, conduct basic research, summarize information, prepare routine analyses, or handle standard customer questions. Those tasks are also training. Repetition teaches people what good work looks like, where common mistakes appear, when a situation is routine, and when something unusual requires escalation.
If employers simply remove that work, they may save time today while weakening the pipeline of people capable of handling harder work tomorrow. A firm can automate a junior task quickly. Rebuilding several years of missing experience later is much harder.
The better approach is to redesign entry-level work around AI-assisted apprenticeship. New employees can use AI to produce a first draft, but they should also verify the output against reliable sources. They can use AI to summarize a customer issue, but they should explain which facts matter and what remains uncertain. They can use AI to analyze routine information, but they should flag exceptions and bring consequential decisions to experienced colleagues.
That changes the role of junior employees without eliminating the learning built into the role. Instead of rewarding people for producing routine work manually, employers can reward them for checking AI output, spotting edge cases, asking better questions, and knowing when human judgment is required.
Managers also need to change how they supervise. If a junior employee submits an AI-assisted answer, the manager should ask how the employee verified it, what assumptions the system made, what could go wrong, and what would cause the employee to escalate the issue. Those questions turn AI use into a training process rather than a shortcut around learning.
Winnipeg’s small and mid-sized employers may be especially well positioned to take this approach. They often cannot afford to separate technology adoption, training, and talent development into different departments. The same manager who wants more productivity today also needs capable employees next year. That makes it practical to connect AI use directly to coaching and skill development.
Employers should also resist measuring AI adoption only by time saved or tasks completed. Those metrics matter, but they can hide whether the organization is developing stronger judgment. A more useful set of questions is whether employees are catching more errors, escalating the right exceptions, becoming more independent over time, and learning which decisions should remain human-led.
None of this requires employers to preserve every old task exactly as it was. Some routine work should disappear. The goal should be to preserve the learning function, not the old workflow. If AI removes one form of repetition, employers should deliberately replace it with another way for junior staff to practice, receive feedback, and encounter progressively harder decisions.
Winnipeg businesses can gain real productivity from AI without turning entry-level work into a dead end. The strongest employers will use AI to accelerate the development of beginners rather than treating beginners as the easiest cost to remove. That approach can improve productivity now while still producing the experienced professionals Winnipeg will need in the years ahead.
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Adapted from: The Psychology of AI Adoption at Work: From Resistance to Results (Georgetown University Press, 2026). https://disasteravoidanceexperts.com/aibook
Dr. Gleb Tsipursky, a behavioral scientist called the “Office Whisperer” by The New York Times, helps tech-forward leaders stop overpaying for AI while boosting engagement and innovation. He serves as the CEO of the AI consultancy Disaster Avoidance Experts, and wrote eight books, including The Psychology of AI Adoption at Work: From Resistance to Results (Georgetown University Press, 2026).
Features
IPL 2026/27 Preview: Beer Sheva Defends Its Crown
Israeli football enters the 2026/27 season with a genuinely open title race for the first time in years. Hapoel Beer Sheva claimed a dramatic sixth championship last May, edging Beitar Jerusalem by just three points after a campaign interrupted by regional conflict and settled almost entirely on head-to-head form. That kind of finish leaves scores unsettled, and every major club has spent the summer either reinforcing a title push or plotting revenge. With four Israeli sides now competing in European qualifiers simultaneously, the new Ligat ha’Al campaign carries more weight than it has in years.
How Beer Sheva Won It
Ran Kozuk’s side did not simply outscore the league last season; they won the moments that mattered against the team chasing them hardest. Beitar Jerusalem lost twice to Beersheba across the regular campaign and could only draw both playoff meetings, a pattern one report summed up bluntly: if you want to be champions, you have to beat the champions, and Beitar never managed it. Kings Kangwa was named the league’s most valuable player, while captain Miguel Vitor and goalkeeper Ofir Marciano anchored a squad that closed out the title with a 4-2 win over Maccabi Tel Aviv. Owner Alona Barkat has kept that core together, giving Beersheba a real shot at back-to-back titles, assuming Champions League fixtures don’t wear the squad down.
Beitar’s Response and the Chase Pack
Losing a title race by three points after leading for large stretches tends to force change, and Beitar Jerusalem has responded accordingly. Almog Cohen, previously the club’s sporting director, has stepped into the head coach role, replacing Barak Itzhaki after the campaign ended in disappointment. Captain Yarden Shua, veteran forward Omer Atzili and Dor Hugi remain the attacking core, though the club opens the season without injured midfielder Adi Yona, a blow given how much Beitar leaned on midfield control last year. Maccabi Tel Aviv arrives with a different kind of statement: despite finishing outside the top two domestically, they won the Israel State Cup in a chaotic 2-1 final against Beersheba that produced six red cards, suggesting the squad has quality to challenge again even if consistency remains the question mark.
The Return of European Football on a Bigger Scale
What separates this season from recent ones is the sheer number of Israeli clubs competing for continental places at once. Beersheba enters Champions League qualifying as domestic champions, though for security reasons their ties have been relocated to Szombathely, Hungary rather than played at home. Maccabi Tel Aviv, seeded thanks to a healthy UEFA coefficient, goes into Europa League qualifying against the winner of Sheriff Tiraspol and Aluminij. Beitar Jerusalem and Hapoel Tel Aviv both enter Conference League qualifying, the latter having secured their spot via a fourth-place playoff finish. Playing qualifiers on neutral ground has become routine for Israeli clubs, and it hasn’t stopped them from competing credibly.
Mid-Table Ambition and the Promotion Effect
Beyond the four clubs chasing European nights, the middle of the table looks unusually competitive heading into August. Hapoel Petah Tikva and Hapoel Tel Aviv both returned to the top flight after a season away, and Hapoel Tel Aviv’s playoff run last term shows promoted clubs can climb quickly rather than simply survive. Maccabi Haifa and Ironi Kiryat Shmona, both capable of springing results against the traditional big three, will look to use a full pre-season to close the gap. That added depth tends to produce the unpredictable midweek results that make a 14-team division worth following from the opening whistle.
What to Watch as the Season Kicks Off
Beersheba’s fixture list is the one to track first, since balancing Champions League qualifying with league form in August and September will say a great deal about whether this squad has the depth to go back-to-back. Beitar’s response under a rookie head coach is the second storyline, particularly whether Cohen can get more out of a group that dominated possession last season but couldn’t finish off the champions when it counted. For fans following these storylines match by match, tracking how the market prices each side into the opening rounds is a useful gauge of who bookmakers actually rate, and anyone comparing options for the season ahead can check out the best betting sites in Canada for a sense of how odds and coverage are shaping up before a ball is kicked.
Between a defending champion carrying continental fixture congestion, a rival reshaping its coaching staff, and a deepening mid-table, Ligat ha’Al enters the new season with more storylines running in parallel than it has had in years. Whether Beer Sheva backs up their sixth title or Beitar finally converts near misses into silverware, the opening weeks should offer the first real clues.
