Features
Kinzey Posen: CBC Winnipeg’s former “go-to guy”
By GERRY POSNER If former Winnipegger Lawrence Wall was the CBC go-to guy in Ottawa, CBC Winnipeg had its own version of a go-to guy for many years with none other than the very well known Kinzey Posen. Of course, many readers will recognize that name from his career with Finjan, the Klezmer group so famous across Canada and beyond. It has been written about Posen and his wife Shayla Fink that they have been involved in music since they got out of diapers. And, as an aside, their love and ability in music has now been transmitted to the next generation as in their son, Ariel Posen (but that’s another story).
Kinzey Posen (not to be confused with Posner, or maybe we are to be confused, but who knows for sure?), was a graduate of Peretz School, having attended there from nursery right until Grade 7, graduating in1966. That was followed by Edmund Partridge and West Kildonan Collegiate. Musically, he was in large part self taught. However, he did have some teachers along the way. After moving to Vancouver – from 1974-78, he had the chance to study acoustic classical bass with a member of the Vancouver Symphony Orchestra. When Kinzey lived in Vancouver, he also worked as a jazz musician.
Upon returning to Winnipeg, Kinzey enrolled as a mature student at the University of Winnipeg, where he obtained a Bachelor of Urban Studies degree. Although the degree was in no way connected to the career that followed, his attending the University of Winnipeg was critical to his connecting with the CBC. Why? you ask. Kinzey had a position after graduation working for the Institute of Urban Studies. While there, he met someone who invited him to work for the Department of Continuing Education as one of their program directors. At the time the Department of Continuing Education was located at 491 Portage Avenue, which was also known as the TJ Rice Building. The CBC also leased some space in the same building. According to Kinzey, the CBC part of the building “included HR, different shows and other support offices. Continuing Education was located in the basement and main floor and that’s where I worked.”
KInzey had long had an interest in the CBC, which made the fact that the CBC had some offices in the same building where he was working serendipitous. That Kinzey might be interested in visiting the CBC was not an accident. As a young boy he had a nightly connection to CBC, as it was his ritual to listen to CBC Radio (as well as all sorts of other radio stations across the USA) on his transistor radio every night in bed. He became enamoured of one particular CBC host, Bill Guest, so that when going to sleep, he imagined that he was Guest doing interviews with imaginary guests. That dream of working for CBC became a reality when he had a chance to do a one week gig with Jack Farr’s network program.
Kinzey took a week off from his Continuing Education job and spent five days at the CBC. That week was a training session for Posen, as he had to create ideas, research, pre-interview, write the script, and set up the studio for Farr’s interview. He was almost in his dream job – although not quite – since it was only for one week. His opportunity, however, came in 1988, when he was offered a one-year term as a production assistant – the lowest guy on the ladder, for a show called “ Simply Folk,” with the late Mitch Podolak as the host. Although he was indeed at the bottom as far as those working on the show were concerned, he took a chance and gave his notice to the U of W. The rest is history. In his new job, Kinzey learned how to become a producer. Lucky for him, at the end of the year, when the person he replaced was supposed to come back, she never returned (just like the song, “MTA,” by the Kingston Trio). At that point, Kinzey was hired full time at the CBC.
Kinzey was a fixture at the CBC for 27 years. During those years, Kinzey had the chance to work with Ross Porter, a respected former CBC host and producer, also with Karen Sanders – on the “Afternoon Edition.” One aspect of Kinzey’s job on the Afternoon Edition was to come up with ideas, mix sound effects, arrange interviews and music, to create a two-hour radio experience. In addition, he covered jazz and folk festivals and, as a result, was exposed to some of the best musicians in the world. With Ross Porter in the 1990s, he worked on a network jazz show called “ After Hours,” which was on from 8-10 PM five nights a week. Kinzey was involved with writing the scripts, picking the music, and recording the shows, as well as editing them and then presenting them to the network for playback.
Of course, over his career, Kinzey had many memorable moments. He told me about one of them. The story revolved around the National Jazz Awards one year in particular. The awards were to be broadcasted after the National News which, in those days, began much earlier in the evening, and were over by 8:00 pm. The legendary Oscar Peterson was lined up to play a half hour set at the awards, starting at 7:30. But, as Kinzey told me, Oscar Peterson had a “hate on” for the CBC ecause one of his recorded performances was wrongly edited and he refused to appear on CBC under any circumstances. As the time neared 8:05 PM, which was when the CBC was to begin its broadcast of the jazz awards, it became apparent that Oscar was not going to finish on time. As the producer of the awards show, Kinzey was tasked with telling Oscar Peterson to wrap it up and get off the stage. There was Kinzey Posen, a huge fan of Oscar Peterson, now faced with the prospect of telling Oscar – while he was still playing – with 500 people in the audience, to stop and get off the stage. Not often was or is Kinzey Posen frozen, but that was one such moment. There was one loud “Baruch Hashem” from Kinzey when Oscar completed his set literally just in time.
Clearly, Kinzey was part of a very successful run with After Hours as it was on the air for 14 years. It was easily one of the most popular shows on CBC Radio 2, and a winner of several broadcasting awards. Kinzey also played a major role in producing a two part documentary about legendary guitarist Lenny Breau.
When After Hours ended, Posen became one of the contributing producers to Canada Live and specialized in producing live radio specials for the network, such as the Junos, for CBC Radio One and Two. Needless to say, his career planted Posen in the world of some top notch musicians, including his time spent working with Robert Plant (Led Zeppelin), Dave Brubeck, Randy Bachman, Chantal Kreviazuk and a list of prominent names in the Canadian, American and European music spheres. Locally, the CBC came to refer to Kinzey as the Jewish expert. I would add music expert to that title.
After his 27 year run at the CBC – and before he fully retired, Kinzey went on to work for the Rady JCC as a program director for a year and a half. Of course, to say that Kinzey Posen is retired is a major contradiction in terms. You really can’t keep him down and he has his hand in a variety of programs and projects – most of which he remains silent about, as is his style.
When I realized the full depth and talent of Kinzey Posen, I quickly concluded that he must certainly be related to me. Even if he isn’t, I now tell people he is.
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.