Features
Faye Rosenberg-Cohen has been at the forefront of some of the most momentous changes in the history of Winnipeg’s Jewish community
By BERNIE BELLAN Faye Rosenberg-Cohen is one of the longest serving staff members at the Jewish Federation of Winnipeg. She actually got her start at the forerunner of the Federation, the Winnipeg Jewish Community Council. (During the course of our interview, she was able to find the date of her first day of employment at the WJCC: May 18, 1994.)
For the past many years Faye has been serving as the Chief Planning and Allocations Officer for the Federation, a role that carries with it a great many different responsibilities.
Recently though Faye has announced that she will be retiring from the Federation as of this coming December and entering into a totally new phase of her life.
I contacted Faye and asked her whether she’d consider being interviewed – about how she came to be doing what she has been doing for the Federation, the changes she’s seen in the Jewish community over her time as a senior administrator, and what life holds for her as she moves into retirement.
I should note that I had the opportunity to sit with Faye at a recent session of the Remis Lecture Series, which is held now at the Gwen Secter Centre on Thursdays at noon. Faye was the guest speaker one Thursday in July and, although she didn’t reveal back then that she would be retiring soon – and I wasn’t taking notes (which I would have had I known that Faye was summing up her career for perhaps the last time in public), much of what she had to say stuck with me, and so when I began my phone interview with her one recent Friday morning, I was able to look back upon much of the information she had disclosed that particular Thursday afternoon.
During the course of the interview, which was conducted August 12, Faye disclosed that her oldest son had just got engaged the night before. Faye and husband Harvey Cohen have three sons altogether (in order): Binyamin, Yitzchak, and Meir. As Faye put it succinctly: “three weddings in three years….One got married last October, one will get married this October and the one who got engaged will get married next summer.”
JP&N: “Where do your sons live?
Faye: “Binyamin lives in Chicago (where he’s a Jewish educator and his fiancé is doing a PhD in the school of divinity), Yitzchak (who obtained an engineering degree from McGill and is now moving on to acquire another degree in computer science) lives in New York where his wife is a resident in pediatrics, and my youngest, Meir, has lived in Toronto for many years, where his fiance is doing a PhD in clinical psychology.”
I observed that Faye and Harvey’s situation is, in some ways, emblematic of the problem that has affected Winnipeg’s Jewish community for years now: “Retaining people in Winnipeg.” I asked Faye to respond.
Faye: “Yes, because we have a global Jewish community and they can move back and forth whenever they need.”
I referred to Faye’s having told at that Remis lecture how she had transitioned from being a volunteer for the Winnipeg Jewish Community Council in the early 1990s to a paid staff member. I asked her to repeat the story.
Faye: “I was on the planning committee for the WJCC and it was really an exciting time because we were talking about what would be needed on the campus.
“The planning committee was vetting the needs and the requirements to go into the campus development plan.”
JP&N: “So this is in the early 90s then. And you were already working in data management – so your skills would have been a perfect fit for what the campus planners were looking for.”
Faye: “I had a masters in computer science (from the U of M. Faye noted that she was one of “three women in the masters class… My mother was one of three women who graduated in commerce.) I had been working in data design and executive information systems management for almost 13 years (at that point).”
I asked how she became involved with the WJCC?
Faye: “I started as a volunteer with the Young Women’s Division. Then I was invited to take a seat on the board as (a representative) from Young Leadership and chaired the young leaders course. I was given a Young Leadership award when my oldest son was a baby.”
I remarked to Faye that I recalled her telling the Remis Lecture audience that when she began working for the WJCC she was actually doing work for which she had previously volunteered.
Faye: “I was on the planning committee, but then the actual Director of Planning, Loraine Bentley, moved to Ottawa because her husband got a job there. So Bob (Freedman, who was then the executive director of the WJCC) called me. He knew that at that particular moment I was not working and he invited me to apply.”
JP&N: “Were you not working because you were looking after one of your kids?”
Faye: “No, I was not working because I had a brief but very bad experience at another job – which is a whole different story.”
JP&N: “So Bob offered you the position that you’ve been holding ever since, although your title has changed slightly.”
“You were involved in the original development of the campus – right?”
Faye: “It was a campus committee before it became the campus corporation. Sheldon Berney was the chair. The meetings were held in a little building on the site.”.
“I worked with the planning committee to finish vetting some of the requests and the expectations. I had been in technology so I worked on the technology requirements part of it…the rfp for putting in phone systems and networking.”
I remarked that the offices of the WJCC used to be at the former YMHA building at 370 Hargrave. “So you must have worked there first?” I asked.
Faye: “I did. I got the job offer from Bob – another offer for a different systems job – and a positive pregnancy test – all in the same morning.”
“I didn’t know I was pregnant when I got the job offers so I called both of them back and said, ‘I’m going to give you a chance to withdraw the offers.’”
But – the offer from the WJCC still stood – even though Faye says that she did take a pay cut to take the job.
Faye: “I remember trotting along with Evelyn Hecht – who is a very fast walker and I was very pregnant, and we walked over to the Immigration Office and we met with someone who was a prospective immigrant to Manitoba. He was from Buenos Aires – and he was Jewish, and lo and behold that became the inspiration for ‘Grow Winnipeg’.”
At that point I wanted to switch gears, and I asked Faye to give a description of how her role as the community’s principal planner has evolved since the first took on the role 28 years ago?
Faye: “I was very fortunate in that I was given the freedom to grow it – to identify the most important areas to work on, and bring those forward to different leadership and planning committees. So I got to work writing the ‘Grow Winnipeg’ strategy. We were going to have a new home and we could focus more on bringing the community back together and focus on other issues rather than worrying about whether all the buildings were going to leak.
“I was just going through some files. We got to work on youth engagement as part of that. I was involved in helping build the ‘Club Fed’ leadership training program. Then, much later we got to build a ‘Jewish engagement strategy.’
“I say ‘we’ because that was the point when we had other people come on board, like Rena Elbaze (Secter), Avi Posen, and Florencia Katz – who’s now the director (of Education and Engagement). We brought Limmud to Winnipeg, PJ Library…PJ Library is probably the best thing that’s happened to Jewish communities in North America – maybe in the world – in over 40 years. It’s such a fantastic way of engaging young families and getting to know them.”
JP&N: “In terms of ‘Grow Winnipeg’, what were the basics of the plan? I take it it was to encourage immigration.”
Faye: “It was actually more than that. It was to encourage immigration, it was also to encourage people to stay. It turns out that the factors that allow young people to stay include that it’s easier to live here, they find significant others, they build lives here…it’s actually been a growing population. We’ll find out for sure when we see the next census data (which is not scheduled to start being released until November).”
JP&N: “There’s always been much talk about the initiative to Argentina. I assume you were quite involved in that, weren’t you?”
Faye: “Yes, I worked alongside Evelyn (Hecht) and after two years I was responsible for Grow Winnipeg, where I supervised Dalia (Szpiro) (GrowWinnipeg director), so I was part of it right from the start.”
JP&N: “Speaking of immigration, I know there’s been a bit of a downturn in the numbers coming here since Covid, but since all provinces have been given increases in the numbers of immigrants they’ll be allowed to bring under Provincial Nominee Programs, can you put your finger on how many new immigrants have come here over the years?”
Faye: “I can honestly say when I look at those numbers it’s somewhere around 1/3 of the community.”
JP&N: “So you’d say it’s somewhere between 4-5,000?”
Faye: “I think it’s more than that.”
JP&N: “You know that I’ve always been skeptical about the numbers that have been used for the population of the Jewish community by the Federation. I think though that it’s always been more of a case of identification – who identifies as Jewish? Has part of your role been trying to get people who didn’t identify as part of the community more involved?”
Faye: “Yes, in the 1990s it was called Jewish continuity and Jewish renaissance and now we talk about welcoming and engagement, but I think the key issue is trying to build the community and make everyone feel welcome in some part of Jewish life. That doesn’t necessarily mean that they have to have a membership somewhere.”
JP&N: “I know we’ve spoken about this before. Evelyn Katz used to be the unofficial demographer for the community. Is there a database for what you would consider the entire Jewish community?”
Faye: “No, once privacy legislation came along, that was it. Evelyn used to talk to real estate agents, and find out who died, who was born. And then it stopped, nobody could tell her anything. It was against the rules.”
JP&N: “So how do you arrive at your estimates for the size of the Jewish population then?”
Faye: “I rely on the analysis from the census.”
JP&N: “But the last census that was really valid was the 2011 National Household Survey.”
Faye: “So we had to make the best guess that we could – what we could see with our own eyes, and where the gaps were in the data.”
JP&N: “I remember when you started a community planning process in 2016 where Carol Duboff was the chair.”
Faye: “Yes, we called the consultations community conversations.”
JP&N: “What do you think are the keys to maintaining a strong and vibrant community?”
Faye: “That’s always been my focus, Bernie. I’m the person who’s been tasked with looking ahead as the planning director. If you look at our webpage, which is jewishwinnipeg.org/planning, you’ll see that we lay out those priorities. I talked to more than 400 people that year.
“We focused it around four priority areas. It turns out that one of those priority areas, which was Jewish connection, is not something that you act on by itself. It’s the glue that says everything we do needs to promote more and more connections between Jews and with the Jewish community
“Then we focused on the priority areas in terms of goals that we could set – an action plan including: vibrant Jewish life, an inclusive and caring community, and then the things that were the supportive structures.
“I think there are a lot of different kinds of vibrant Jewish life; there’s not just one kind.”
JP&N: “Let’s talk about your retirement. Are you going to be fully retired when you leave your position?”
Faye: “I am. I have an ambition and a plan. I’m going to go be a student for a term.”
JP&N: “And what about Harvey (Faye’s husband)? Is he also retired?”
Faye: “Harvey is also about to retire. He’s worked at the Convention Centre for many years where he worked as the systems manager for the director of the Convention Centre. Once he retired from there he worked at a Catholic counseling centre for the past six years, where he was the equivalent of a CFO.”
Faye then proceeded to explain that both she and Harvey will be going to Israel in the near future. “Harvey is going first and I will go in January when I’m finished (at the Federation). I will be a student at the Pardes Institute…where I’ll be studying Talmud and maybe Chasidut, maybe something about Jewish history…When I was graduating high school those things weren’t available to girls in the same way it was for my boys. You couldn’t go to a program in Israel where you were allowed to study Talmud in a co-ed situation.”
JP&N: “I think there’s something to be said for the Federation, too, as people have come in. It seems to me there’s always been someone there to provide them with mentorship.” Are you the longest-serving employee at the Federation?”
Faye: “No, Elaine Goldstine came a year before me. She worked with (the late) Gerry Kaufman on the fundraising side, who was also a mentor to me. Gerry told me that when he went out on calls he wasn’t soliciting funds, he was finding Jews. If you found the pintele Yid (the Jew inside) the money would follow. But first you need the connection.”
At that point I told Faye that I would send her this interview and offered to let her add anything pertinent that we might have missed during the course of our half-hour conversation.
She sent this post script:
I have worked with so many brilliant lay leaders who taught me so many things, I can’t even make a list small enough for the paper. In the last few years, we’ve been able to build up process, create continuity with vice chairs set to become the next chair, building strong collaboration across the community.
We are not a large enough community to have too many separate groups and agencies and silos. Our great advantage in Winnipeg is that we are out here in Winnipeg. We have to work together to get things done for ourselves and embrace the diversity of our community. We have a long history of doing just that.
I feel like I’m leaving behind something robust enough to let the next planning and allocations director dig in, get started, and then put their own self into the work. And I am grateful for having had the chance to serve my own Jewish community.
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.