Features
MK Global Trade offers local businesses the opportunity to engage in barter with hundreds of other businesses
By BERNIE BELLAN
With the crippling effect that the Covid pandemic has had on the economy, and with so many small businesses suffering either to the point of having to scale back operations or even close down completely, many business people have been looking to alternative ways of doing things.
As a small businessperson myself, I have always been interested in the concept of barter – of trading service for service or goods for goods. Recently I happened to be talking with Martin Kahan, owner of MK Global Trading, which is a well-known barter operation based out of Winnipeg.
I said to Martin that I would like to interview him about his business. I’ve known Martin since we attended Talmud Torah together back in the 1960s, but I had never profiled him in this paper. Considering that barter as a concept is older, in fact, than money itself, but there are relatively few companies engaged in arranging barter transactions between different companies, profiling Martin Kahan is something that has long been overdue in this paper.
I spoke to Martin in the middle of January. I began by asking him how he became involved with barter.
Martin said: “I originally got involved in the late 80s and early 90s…I didn’t even know it was barter…because I was doing business in – of all places, Ukraine, and we were doing different trades with them – myself and a couple of other people.
“What I realized very quickly was that money wasn’t the be-all and end-all. Sure, they needed money, but to make certain things happen I was told: ‘Maybe you can supply sugar, for instance, because I’ve got this guy over here and this guy over there and in order to make a deal to work I had to please everybody.
“So that was my first inauguration, so to speak, in what I call ‘multi-directional barter’.
“In 1997 I was approached by a company called Barternet. That was one of the first barter companies in Manitoba. How they got a hold of me I honestly have no idea, but they did. They suggested I come work with them and I helped build their company.
“It was an interesting relationship, to say the least. I ended up leaving there after four years.
“In 2001 I started working for another company called Canadian Barter System – worked there for about six and a half years – helped build up their company. We parted our ways at that point and, here I am then – 54 years old, and asking myself: ‘What should I do? I don’t want to work for anyone else any more’.
“I decided I’ll throw caution to the wind and I’ll start my own little barter company, thinking it was just going to be a small company. That’s when I created MK Global Trade (in June 2007). One deal led to another deal, one client led to another client and over a two-year period we became a pretty good-sized company – about 260 companies as members.
“Eventually Canadian Barter Systems – the company that I had left, went out of business, and we just kept on growing. Today, here we are: We’re about 640 local businesses.
“Further, we are interconnected with barter exchanges across the country, so we literally have representation all the way from Montreal to Vancouver.”
At that point Martin began to explain more fully how MK Global Trading works:
“Most people think they understand barter; they don’t. Most people think barter is one on one – I have this, you have that and, that generally works if both parties have what the other needs.
“What happens if the other one doesn’t have what the other one needs? Then the system doesn’t work.
“In our system we have 640 companies that you can use a combination thereof to pay for the things that you’d otherwise be paying Canadian dollars for. We use a currency called trade dollars (or trade credits).
“Something else to bear in mind is that everyone in our network is another business person. If you do a good job for someone, regardless how you get paid for that job, at the end of the day if they’re happy with you as a business person they’re going to tell others about you.”
I asked Martin how barter is treated for tax purposes.
He said: “Some people may wonder about the CRA and barter. Their (the CRA’s) perspective is they don’t care how you get paid so long as legitimate invoices are issued, and as long as taxes are collected and submitted.
“This is how it works with MK Global: Every single account is assigned a broker. (There are three different brokers in the office.) Our jobs as brokers is to present you the opportunity to do business with someone you’ve never done business with before. At the same time we’re interested in bringing your company more business.
“One of the things that has given me the most satisfaction over the years is the close ties we have formed with the local business community. Ninety-nine per cent of our clients are local businesses. They’re not the big box stores; they’re just local, down to earth businesspeople. Our objective from day one has been to work with them – to give them support so that they can get additional business that they would otherwise not be getting.
“At the end of the day they can be just as productive as the big box stores; they just don’t have the budgets to market themselves.
I asked Martin how much MK Global charges for its service: He answered: “We charge a five per cent commission when any company buys or sells something on MK Global.”
In return for that commission, Martin notes that “even though everyone these days is online, we tell people to be in constant contact with their brokers so that if you need something, just reach out to whoever is in charge of your account. Just send us a text, an email, phone us – that additional five percent is for us to be your ‘walking through the Yellow Pages’.”
I wondered how his business has been affected by the pandemic.
Martin responded that there have been two noticeable effects: “The total volume of business has gone down” – because there’s been a general wide scale drop off in most sectors of the economy as a whole.
But, at the same time, Martin notes, “our base of clients has actually increased by some 80 odd clients since March of last year. Again, people need to do something. They need to buy, they need to sell, they need to be active.”
Something that MK Global has done to help new clients is drop the initial entrance fee of $300 – and keep it off until things begin to return to some sense of normalcy.
“Our volume every year is in the millions of dollars. We know that the higher our volume the more we’re contributing to the economy.”
One other thing that MK Global has also done recently is completely revamp its website, MKGlobalTrade.com. The site provides an easy-to-understand explanation how its system works. It also has a complete listing of all its members, broken down by different categories.
These days all companies are having to innovate in ways that they might not have even considered doing prior to the pandemic. Barter offers an interesting and potentially lucrative method of increasing business at very little cost.
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.
