Features
Part 2 of the story of the delusional Winnipeg con man: Meeting him for the first time in the summer of 2021
By BERNIE BELLAN (This is the continuation of a story that begins elsewhere on this website at The delusional Winnipeg con man who actually believed his own elaborate con and led one victim in Africa to consider committing suicide)
I actually met Fred Devlin several years ago – but never imagined that he was as delusional as I’ve now been made quite aware. As I noted in the story that did appear on my website until I removed it, Devlin believes that he is someone of incredible wealth. Not only that, as I noted at the beginning of that story, he also believes he has had a brilliant business career (and owns over 300 companies or 3,000 companies – depending on when you may have been talking to him. For instance, when I first met him – in 2021, he told me he owned over 300 companies. When I met him again just recently that figure had grown to over 3,300 companies).
He also claims that he is a fervent supporter of the State of Israel, has strong connections to the Mossad, and owns a great deal of land both in Winnipeg and in Israel. Finally, now that he had made his billions (or his trillions, as the case many be), he maintains that he only wants to devote himself to helping others – whether it is by investing in various business ventures or by engaging in philanthropic endeavours.
The problem, as I was to discover as I waded further and further into Devlin’s bizarre story, is that nothing he believes about himself is true. That, in itself, is not so unusual. Many people suffer from different forms of psychosis. The difference between most people who suffer from a psychosis and Fred Devlin, however, is that he has not stopped believing his fantasy for many years now. How long he has been suffering from his psychosis I am not quite sure because, as you might expect, no one close to him in his family is willing to talk about his illness.
And, that is one of the questions that has been plaguing me as I set out to do research for this story: Could Fred Devlin have been stopped through early intervention by individuals close to him? This fellow has been married for many years. What role has his wife played in enabling his delusional behaviour? And what of his parents? As I will explain, they have been well aware that their son is very sick. For how long, I’m not quite sure but, as I will relate, his psychotic behaviour clearly began manifesting itself when he was in his thirties – and he’s now over 60.
Devlin has been in and out of psychiatric wards – that much is apparent from stories I have been told by different people who talked to him at different stages in his life when he was actually hospitalized in different psychiatric wards. (When I was finally able to confront him about his history of being hospitalized because of his psychiatric disorder, of course he denied that’s ever been the case, but then said he didn’t want to talk about it.)
Still, after learning so much about the hurt Devlin has caused to so many people, I kept coming back to wondering what more could have been done to prevent him from inflicting so much damage – and pain, upon so many individuals over a very long period of time, as a result of his harbouring such a deep delusional psychosis? That question is at the heart of what has been motivating me to write this story.
Even as I write this – and so far the process has taken me several months, I continue to receive communications from different individuals whose lives have suffered terrible impacts as a result of having come into contact with Fred Devlin. I feel so helpless when I receive another message – whether it’s through an email, a text, a WhatsApp message, or occasionally a phone call, telling me that someone has just received another message from Devlin – again repeating the same delusional nonsense about his being fabulously wealthy and, that if they waited just a little bit longer, he was going to come through with the financial help he had promised them.
As I’ve already noted, at the beginning of February 2026, I had written the first two chapters of what I thought would be an interesting and probably for most readers, an absolutely unbelievable story about Fredl Devlin. I had posted those chapters to my website with the idea that it would certainly attract interest – and it sure did. It had over 1,000 views within two days.
But, the idea of turning that story into a story? That was the furthest thought from my mind at the time – for a number of reasons. For one, I’d never written a story and I knew how challenging an assignment that is (at least, that is – to write a good story. In the course of my career as a publisher and editor, I’ve received many books from publicists – often authors themselves, that I thought were simply awful – and could, at the very least, have used a good editor. The advent of self-publishing has led to a flood of poorly written books that, had they been submitted to a real story publishing firm, would no doubt have been rejected without hesitation.)
The other reason I was reluctant to turn what I had already written into a full-scale story was that, at first, I thought I didn’t really have enough material to warrant taking on such a daunting project. As time went on, however, and as I began to delve ever deeper into the subject matter that first attracted my attention, I began to hear from more and more individuals who were eventually to become part of the story you are about to read. I soon realized that the story was so much more complicated than I had first thought. In fact, I thought, it probably would best be treated as a continuing series of stories – much like a blog, on my own website, in which I could add new information as it came to me each day.
I wanted to expose that individual by having his name out there for anyone else who might be contacted by him with him telling them he wanted to invest in their projects. That way, I thought, anyone doing an internet search for his name would come across my story and immediately realize that this character is totally delusional – so no one would be duped by him again.
Could I have changed what I had written into something semi-fictitious by changing everyone’s names and kept that story up on my website? Perhaps. But then the story wouldn’t have had the same impact, would it? Who would have known who it was about whom I was writing? That’s the problem with writing a “roman `a clef” which, I admit, is certainly a problem with the way I’m telling the story here. My hope is that this story will serve as yet an added warning to be on guard for con artists, especially when advancements in artificial intelligence have made it so much easier to fool people into believing stories that sound quite credible. The difference in Fred Devlin’s case though has been that as he tells his stories, he sounds all the more convincing because he actually believes them. When I finally got the opportunity to confront him about his trail of deceit, however, even though he kept sticking to the line that everything he says about himself is absolutely “true,” I was able to trip him up by asking him why essential details, such as how many companies he owned, had changed from when I talked to him in 2021 to now. (You’ll see that if you read my entire interview with Devlin, which will be posted later this month.)
Here’s a short excerpt from my asking him about the number of companies he alleges to own:
“Me: How many companies now is it (in the group of companies)?
“Devlin: 3,300… 3,306.
Me: When I spoke to you in 2021, it was 300.
“Devlin: I was being honest. Okay.”
The absurdity of it all might leave you laughing, but bear in mind that I was firing rapid questions at him during that interview, trying to expose how ridiculous he was in talking about how wealthy he is. For almost everyone else to whom I’ve spoken about Fred, however, the impression he leaves is of someone who has quite a bit of money but doesn’t like to disclose the source of that money for reasons of confidentiality. That doesn’t sound so far fetched, does it?
Even as I write this I’m still in touch with people who have been contacted by the person I’m calling Fred Devlin. Several people have already read my first chapter and got in touch with me to tell me their own stories of being acquainted with Devlin.
I’m now so deeply involved in trying to help various characters in this story obtain some degree of justice over what Fred Devlin has done to them though, that I feel I owe them a duty to see this story though to the end – which may mean that I’ll be adding to this story for quite some time.
For instance, as I mentioned, I am now engaged in attempting to facilitate a lawsuit against Fred Devlin by one of the individuals who suffered the worst financial loss at his hands. While others with whom I spoke wasted hours of their time thinking that Paul Devlin was going to invest in their projects, this particular individual actually suffered real monetary loss as a result of his having signed what he thought was a fully legitimate contract with Devlin – in which Devlin assured him that he would be compensated if he were to stop paying any debts he owed to creditors. That promise to be compensated for debts ended up costing that individual a huge amount in penalties for unpaid debts.
And, even though, as I’ve explained, the lawyer who said he’s ready to file a lawsuit advised against it for the reason that Fred Devlin doesn’t seem to have any real money of his own, who knows? Maybe we’ll find that he has been given a great deal of money by his parents. Someone has been paying the charges he’s been racking up at the Fairmont, Hy’s, and other pricey establishments in Winnipeg.
As well, I’ve been helping another of Devlin’s victims – this time someone who lives in Africa. As I write this, that poor fellow has been contemplating committing suicide, he tells me; his life has been ruined so badly by his having fallen for another of the con man’s schemes. I’ve been spending a great deal of time with this poor African fellow – in fact, helping him quite a bit financially, in order to keep him from doing anything rash. That’s how badly some people have fallen prey to the con man who is the subject of this story.
Devlin’s story of conning people goes back to at least 2008, I discovered in talking to one individual who has had contact with Devlin for at least 18 years. Over a period of many years, I found in talking to others, Devlin had convinced a great many individuals that he was someone of immense wealth who was interested in helping them further their ambitions – whether those ambitions were related to business or, in another instance, to creating a charitable foundation.
But, as I’ve already noted, I did publish two chapters about the con man on my website, and I received that warning letter from the lawyer telling me that I could be sued for defamation if I didn’t remove what I had written from my website.
I had previous experience with being threatened with a defamation lawsuit. I had written an exposé of a prominent Manitoba investment fund which, I alleged, was hiding the true state of its precarious financial situation from investors in that fund. I learned from that experience that a lawyer can pick apart a story to find minute flaws and claim that his or her client was defamed as a result, no matter how inconsequential those mistakes may have been to the larger story. Even though I was vindicated in the end in that particular instance by my story eventually proving largely right – and the investment fund was forced into receivership, having to hire a lawyer to fend off a lawsuit taught me that “libel chill” is a very effective tool when someone powerful wants to squelch criticism.
Something else happened to me though, after I published those two stories to my website, and as I continued to probe ever more deeply into the story about which I had begun to write. I began to hear stories from more and more individuals how they, too, had been duped by by the individual whose real name had been exposed in the stories on my website. Their stories were all so fascinating – often bizarre, that I began to think: No one is going to believe this; it’s so outlandish.
So, if it will make you want to read on but, as you’re reading you’re going to say: This is so absurd I can’t believe this really happened, then consider it fiction in the same way that writers such as Norman Mailer, Tom Wolfe, and Gay Talese would combine elements of fiction in writing about events that were largely true. I myself don’t know how much to believe of the stories I was told by so many individuals about the person who ensnared them all in what ultimately was one giant delusion, but regardless how much of what they told me was true, the stories were endlessly fascinating.
And that’s what this story is really about. It’s about someone who was – and still is, so completely deluded that when he tells someone that he’s a “trillionaire,” for instance, or that he owns “3,339” different companies around the world well, hard as it is to believe, this guy actually believes what he is saying is true.
As I began to do research for this story I read about individuals who suffer from a delusion psychosis. I referred previously to a definition of delusional psychosis, but just to reiterate, according to the Cleveland Clinic, “delusional psychosis is a mental health condition in which a person can’t tell what’s real from what’s imagined. There are many types, including persecutory, jealous and grandiose types. It’s treatable with psychotherapy and medication.”
During the course of my over-40 year career as a newspaper publisher, I’ve met a number of strange individuals – a few of whom deserved to be put into straitjackets, but never had I met anyone whose story was so strange that when I began telling friends the story, their almost immediate reactions were along these lines: “We don’t believe you. It’s too crazy to have happened.”
I take as inspiration for this story a story that I read and reviewed several years ago, titled “Proof of Life,” written by someone by the name of Daniel Levin. That story tells the story of Levin’s having been engaged to seek the whereabouts of a young American man who had gone missing in Syria in the early days of Syria’s civil war.
Levin describes meeting a wild mix of characters in various parts of the Middle East. Whether the stories they were telling him were true or not he couldn’t actually tell for certain, he admits, but they were all so alluring that he followed up each and every one of them. In the end, he does come to a rather sobering conclusion about what happened to that young American but, like just about every other story about someone who’s gone missing during a period of great turmoil, it’s almost impossible to distinguish fact from fiction as to what really happened.
Still, it’s Levin’s telling of the story that I found so captivating. In the end, it didn’t matter whether he had cobbled together a series of disparate stories that often contradicted one another; the cast of characters he assembled was interesting enough to hold your attention without wondering whether anything Levin says they told him was true or not.
I actually interviewed Levin because I was so interested in knowing what motivated him to enter into a story that was labyrinthian in scope – and I wanted to know more about the techniques he used to get stories from some very scary characters.
I admired his perseverance in chasing down the story – at great risk to his own safety, and I have often thought of his determination not to be deterred from following wherever his story may have led him – no matter how dangerous following that road may have been.
And, because I myself still have such a hard time believing what I’ve been told in the story you’re about to read, rather than simply writing a piece of journalism based on accounts I have been told – which all contain so many gaps and rabbit holes, I thought it best to write something more speculative in which I will imagine what may have led different individuals to fall prey to Devlin’s delusion at different times. In the same way that Daniel Levin had to fill in many gaps when he was writing his story – to the point where it could easily be considered a work of fiction, I’ve had to fill in many gaps in writing this story – also to the point where I now wonder how any of what I’ve heard and read happened could really have happened?
The story begins in Winnipeg, where Devlin grew up – and still lives. According to individuals with whom I spoke who knew him when he was younger, Devlin had a normal childhood. Further, he showed exceptional promise as a student and looked to be headed toward a very successful career path. His wealthy parents were both successful in their respective careers.
Fred claimed to have been successful in business, starting from a very early age – when he was only 18 years old. In one published account he says that he had already developed several properties in Winnipeg by the time he was in his early twenties, and was already CEO of an Ontario-based development company.
Following is a story written about Fred in 1990, when he was just 24. (For the purposes of this story, I’ve changed his name in the 1990 story from how it appeared in the real story.) The story appeared in a business publication, a copy of which you are not likely be able to find anywhere. Luckily, I was able to obtain a copy of the story from someone who had managed to get a hold of a copy of the story. How he was able to do that he would not tell me.
Here is the story:
“When you first meet Fred Devlin, you are immediately impressed both by his youth and his sincerity in what he is doing with his life. At 24 years of age, he has already spent several years in the business trenches, having been the president of his own company since 1986.
“As careful with his words as he is with his investments, he has been programming himself towards success since his initial reach into the speculative market of real estate.
“With his first acquisition of a small property in Winnipeg, he formed Xanadu Enterprises (note: also not the real name of his company). While buying and selling properties yielded significant financial reward, making a fast buck was far from this young entrepreneur’s dream.
“ ‘The property market is not one which facilitates speculative investment and overnight profit,’ he says. ‘Rewards are gained through the acquisition and development of real assets, which, only under proper care, over time, can reach their true potential.’
‘ “Though Fred continues his career in the real estate industry, he decided to return to University to complete his degree in Economics, and target his newly expanded company, Xanadu Corporation, in 1987.
“Combining business with his classes has kept this self admitted workaholic on a six-and-a-half day killer schedule. From seven in the morning to midnight, his days are divided into six hours for classes and related study and six hours are devoted to his business ventures.
“Intending to enter the Master of Business Administration program in the fall of 1990, he has found that the practical experience gained through his real estate developments has complemented his classroom theory.
“With developing and managing real estate projects as his company’s mandate, Fred has concentrated on the Osborne Village area. (Osborne Village is an area in Winnipeg that is close to the downtown.) He finds the area to be ideal for his projects, with its trendy restaurants and shops, while being in proximity to the amenities of downtown.
“To this end, he recently developed Cauchon Place, a luxury condominium project, in conjunction with Tri-Star Development, an Ontario-based company of which he is Chief Executive Officer. The first phase of the project, located at 99 Cauchon Place, has been completed, and all units, valued at $130,00 and up, have been sold.
“Within two to three years Xanadu Corporation expects to have five more units ready for mixed commercial and office space. The expansion of his company has allowed Fred to take on new investors, secure a larger line of credit and utilize various tax advantages.
”Foregoing much of the immediate gratification of someone who has achieved financial success, Fred still lives at home with the two people he refers to as his best friends, his mother and father.
“ ‘I’m a fairly family oriented person and they support me unconditionally in whatever I attempt, even though I don’t always take their advice,’ he says with a smile.
“Always looking for new projects to develop, either independently or with a small group of investors, Fred is now acquiring two apartment complexes that have been converted into commercial space, again in the Osborne Village area. He also has his eye on another type of development: ‘A senior citizens’ complex,’ he says, ‘where the environment is designed to suit the tenant’s specific ethnic and social needs, rather than the needs of the developer,’ is ‘high on his priority list.’
“Anther project on the drawing boards, with a long-time friend, is a medical office, with a group of interdisciplinarian specialists who would have direct ownership in the building. ‘I’m not a fan of strip malls,’ says Fred. ‘They become indistinguishable from one another and attract an eclectic assortment of tenants. What medical office wants to be next door to a video store selling adult films? You want some control over your working environment.’
” ‘We need to stop trying to copy other cities. Just because something works for Toronto or Vancouver does not make it automatically right for Winnipeg.’ Fred adds that ‘a city has to grow to justify developments like The Forks, The Exchange District and Portage Place, with the buildings following a logical and consistent plan.’ He foresees a trend in multiple use space, combining commercial, retail and living areas in one well designed building. ‘I don’t want to sound arrogant, but I feel I have a destiny to do something of great value with my life,’ he says. ‘I want the world to know I was here.’
” ‘A building, for example, should be more than just a structure; it should improve the quality of life for the people who work and live there. That’s what I want to achieve.’
“W hen you consider that this young man started off in 1986 with an investment of $3,000 and is now 50 percent owner in a million dollar investment company, maybe we should listen.”
Pretty impressive, huh? How much of what was written in that article was true is impossible to know, but I did some investigating of some parts of what Devlin claimed to have done. I did a search for Tri-Star Development, for instance, but could find no reference to a company in Ontario by that name – although it’s possible that one may have existed in 1990. As for “99 Cauchon Place,” all that turned up was a nice looking two-unit town home on 99 Cauchon Street – but no luxury condominium project called 99 Cauchon Place.
And, as for the project that Fred wanted to develop with a friend – I contacted that friend, whose name I recognized in the original article – and was someone I knew. He told me that he had left Winnipeg in 1989 and had never entered into any sort of a plan to develop a medical office with Fred.
The author of that article passed away several years ago. I would have loved to have asked that person whether they ever did anything to corroborate any of Devlin’s story. Looking back on the inconsistencies that I was able to discern, it points to an early pattern of Devlin’s dissembling – something that was going to emerge as a much more severe issue later in his life.
One line in that story though, really resonates, when Devlin says: ” ‘I don’t want to sound arrogant, but I feel I have a destiny to do something of great value with my life. I want the world to know I was here.’
Was that the first hint that Devlin had delusions of grandeur? Perhaps, but as I was to discover, Devlin actually did embark on a course that would most likely have led to his becoming a very successful businessman had something not happened to him at some point when he was around 30. In fact, Devlin did obtain a Masters of Business Administration – in 1992.
The only other chapter of his life that I could come across, aside from that article written about him in 1990, was when he assumed a position of some authority in the area of aviation and there was a reference to him in a 1998 article noting his having become executive director of something called the Airport Area Business Development Zone. (Later, when I received a surprise message from Devlin inviting me to meet with him and did actually meet with him, he claimed to have been involved with the opening of something called Winnport. You can read the complete transcript of that meeting at the end of this story.)
What happened in Devlin’s life in the intervening years between 1998 and now I’m not exactly sure. I happened to know Devlin’s parents – not well, but well enough to have asked them years ago when it was that their son started to develop the delusion that he was a fabulously successful businessman? As one might expect when it comes to talking about a son or daughter who is clearly disturbed, Devlin’s parents did not want to discuss his situation beyond admitting that he “wasn’t well.”
That conversation with his parents – specifically his mother, however, did not occur until about six years ago, when Devlin himself had called me out of the blue, saying that he wanted to meet with me because he wanted me to write a story about him. I did agree to meet with him. I vividly recall that meeting because it was quite a warm summer day in Winnipeg and we had arranged to meet on the outdoor patio of a well-known Winnipeg pizzeria.
Not knowing what Devlin looked like, but since he had told me he knew who I was from seeing my picture in my newspaper, I arrived early so that he would be able to find me seated at a table. I was quite surprised when, despite the warm temperature that day, up walked a man wearing a trench coat – and dark glasses. He didn’t take off those glasses until well after we had begun to talk. That in itself was not so unusual; keeping that trench coat on though? That was simply weird.
As we engaged in conversation, Devlin mentioned that he quite admired my writing and what I had done with my newspaper. In fact, he said, he’d like to talk about buying it.
“Oh really?” I thought. Well, that’s interesting. But, it was when he began to describe his vast business enterprises that I began to wonder whether this guy was for real.
However, Devlin had come prepared. He had a briefcase with him – and out of that briefcase he pulled a small photo album. Among the pictures he showed me were ones of an executive jet. That jet had a logo on it – a logo, which Devlin said, was the logo of his company. He also mentioned that the late Winnipeg business mogul Izzy Asper had taken a liking to him and, in fact, had mentored Devlin for a time.
“Impressive,” I thought. But why hadn’t I heard of him? I wondered. I asked him that same question.
His answer was that he kept a very low profile, so as not to attract attention to himself. Also, since he was now so fabulously wealthy, his main goal in life, he explained, was to devote himself to what he described as “tikkun olam,” which is a phrase in Hebrew meaning “repair the world.”
To that end, Devlin said, he had established a charitable foundation and was engaged in various philanthropic projects around the world. And that’s why Devlin wanted to meet with me, he noted. He wanted me to write about all the good work he was doing in the world.
Well, that didn’t quite fit with keeping a low profile, I thought, but then again I was just the publisher of a small Jewish newspaper in Winnipeg. Writing an article about him for my paper wasn’t necessarily a contradiction of his wanting to keep a low profile. (It’s not as if you can say about being profiled in what was then The Jewish Post & News or what is now jewishpostandnews.ca: “If you can make it here, you can make it anywhere.”)
So far, so good, I thought. What Devlin was saying might be true. He just might be a very wealthy businessman – one who wanted to do good in the world. (Remember that description he gave of himself in that 1990 article.)
To reassure me that he was on the up and up, Devlin handed me a business card – with his group of companies logo emblazoned on the front. What was even more impressive was the address that the card gave as the headquarters for his group of companies: Luxembourg!
“Wow!” I thought. This guy might be the real deal. Luxembourg? You have to be of some substance to be headquartered in Luxembourg. Devlin told me to contact the CEO of his company, someone I had also never heard of, by the name of David Simkin (and, in this case, I’m using the real name that was printed on the back of that business card rather than a phoney name because, as far as I could ascertain, there is no such person as David Simkin. He’s just another figment of Fred Devlin’s delusion.)
Simkin’s name and email address, Devlin indicated, was on the back of the card. The card said that the head office for his company was in Luxembourg. At that point I told Devlin that I would look into his company with an eye toward doing a story about him. Despite his rather strange appearance and the fact that I had never heard of him, who was I to dismiss him as inauthentic? One thing about our leaving to go our separate ways that set me wondering about him when we both got up to leave, however, was his obvious discomfort when I thanked him for my meal. He seemed quite uncomfortable with having to pay the bill, small amount that it was notwithstanding.
I returned home and immediately began to look up his company name on the internet. I could find a name all right, but nothing beyond that. There was no description anywhere just what is was that this group of companies actually did or even what were names of any of the companies in the supposed group of companies.
I did send an email to the email address for David Simkin that was given on the card Devlin had handed me – and it didn’t bounce back. But when, after a couple of days of not hearing anything from this Simkin character who, Devlin had said, was the CEO of his vast group of companies, I began to suspect that the whole thing was some sort of twisted joke.
I happened to have Devlin’s mother’s phone number, so I called her. I told her about my meeting with her son. Her response, as I’ve already noted, was: “He’s not well.” She also added: “Go easy on him.”
All right, it wasn’t the first time I had met someone who had embellished their achievements and wanted me – or one of my writers, do a story saying how successful they were. I simply put Devlin out of my mind and left it at that – for a while.
Several months later, however, I got another phone call from Devlin, this time saying he wanted to talk seriously about buying my newspaper. Now, I should explain that, while I could dismiss him as a phoney, I did know his parents had money. I figured that even if he himself had no money, he could probably get his parents to put up the cash – depending on what amount we were talking about. (I should also explain that, at that point, I was quite willing to sell The Jewish Post & News. In fact, I had been actively seeking a buyer for some time – to no avail.)
I did agree to meet with him, this time at a very well known hotel in downtown Winnipeg, the Fairmont. (That hotel would come to figure prominently in many of the stories I was to hear later from many of the individuals who had fallen prey to Fred’s tangled web of deceit. And, as you will see if you read to the end of this story, it was to the Fairmont I headed when I received a surprise phone call from Devlin months after I had begun to write this story, inviting me to meet with him in person.)
We met, had a cup of coffee, but nothing ensued. There was no discussion of his buying the paper beyond his saying it was something he still wanted to do. But, what of all the good works he was doing all around the world? he asked me. Was I still willing to do a story about him?
“Is this guy for real?” I thought. I remembered the words his mother had used: “Go easy on him.” I told Devlin that I was sorry, but I just couldn’t find anything at all to substantiate what he had told me about his vast group of companies, so unfortunately there would be no story. I didn’t want to say to him what I really thought, which was that he was a total nutcase.
And, that’s where my involvement with Devlin ended – except for a chance meeting somewhere a few year later (where it was, I can’t remember) when Devlin happened to be with a woman whom he introduced as his wife. I was also with my wife, whom I also introduced. We left it at that.
Features
Buck In Situ: A Dog Story
By DAVID TOPPER I suppose the first thing I should say is that, although this is a true story, it’s not about a real dog. (That may be obvious if you look at the picture accompanying this tale.) Yes, the dog – a wooden statue – is Buck.
I do want to explain what “in situ” means. For those who know the term, it betrays the fact that I was a teacher of art history before I retired. It’s a Latin term that refers to an art object being in its original or natural place. For example, the famous Elgin Marbles (statues of Greek gods, goddesses and other mythological figures), which are prized objects in the British Museum in London, were taken by Lord Elgin from the Acropolis high over Athens in Greece, in the early 19th century. If the museum ever returns the statues (as Greeks have been demanding them to do for years), and if the statues were then placed back on the Acropolis – then they would be “in situ.”
All this has been my way of introducing you to a story about a little statue that has been sitting in my home ever since my late wife, Sylvia, and I returned from a trip to Jamaica many years ago.
Here’s Buck’s story. One afternoon during our vacation on the island, we went to an Art Fair. I was particularly interested in wooden carvings. There was a long line of tables, end to end, with different carvers showing off their wares. As we walked along the tables, among the different carvers, I was dumbfounded because they were all carving the same statues! Different artists: same statues. The statues were of some local deities; none of whom I had any interest in taking back home – no matter what magic it could perform.
Sylvia and I were baffled as we strolled along the long row, eventually coming to the end. Then, lo and behold: the last carver was carving different statues – not necessarily of gods. Coming across his table filled with a wide variety of subjects was a breath of fresh air.
Of course, the first thing I asked him was why everyone else was carving the same things. His answer was simply that they thought that was what tourists wanted, and they were afraid to try anything else. I asked him why he was not afraid. He said he was afraid; nonetheless, he would be bored doing the same thing over and over – even if he made more money.
By now you can see where this story is going. It was among his wares, on the last table, that I saw the statue of the dog – which I immediately fell for. Sylvia, a dog lover, fell for it, too, and hence we bought it. I don’t recall the price, or if we haggled over it. But what I do remember – and why I am telling this story – is this. While talking with him and watching him at work, I noticed the way he was squinting. I asked him about this, and he said his eyes were not what they used to be, that he needed glasses but he couldn’t afford them.
At the time, I was in an early stage of permanently wearing glasses. Having gone through various stages of over-the-counter reading glasses during the previous decade or more, I was now wearing my first prescription glasses. I gave them to the carver to try on, and he said they were too strong. “Good,” I said. I told him I had several pair of different power reading glasses at home, which I had used before I got these. I’d be pleased to mail him those glasses, which perhaps could get him through the next decade or more. He gave me his address, and that’s when I found that his name – or, maybe, it was his nickname – was Buck.
“Would you mind if I name the dog Buck?” I asked – because I liked that name for the dog. He had no problem with that, and hence Buck it was, and Buck it always will be.
Not long after we got home, I mailed a box of glasses to Buck. Although I had my return address on the box (in case it got lost) I never heard from him. I didn’t expect to; yet occasionally I talk to my Buck and tell him that I hope the Buck whom he is named after, is still using a pair of the glasses I sent him. It would be comforting to know. My Buck agrees, I trust.
From the photo you can see that Buck sits at the foot of a staircase. Those stairs start in the front entrance of our home and go to the second floor. Buck not only stands on-guard, watching all who enter the house, but he also plays the following role. If I want to remind myself of something without having a paper and pencil handy, I just turn Buck around – say, on my way upstairs for the night. In the morning, coming down the stairs, I see that Buck is reminding me to do something. Although, I must confess, sometimes I can’t recall exactly what it was!
Finally, I live in Winnipeg, Canada. I know that’s far from the island of Jamaica, but here Buck has become a part of our life. All the family knows that if Buck is turned around – it means something! I therefore believe that it’s not stretching the terminology t-o-o much by calling this memoir: “Buck In Situ: A Dog Story.” To me, Buck is right where he belongs.
David R. Topper writes in Winnipeg, Canada. His work has appeared in Mono, Poetic Sun, Discretionary Love, Poetry Pacific,Academy of theHeart & Mind, Altered Reality Mag. and elsewhere.
His poem Seascape with Gulls: My Father’s Last Painting won first prize in the annual poetry contest of CommuterLit Mag – May 12, 2025.
Features
13 Best Amazon PPC Management Agencies for Growing Brands
Growing brands should hire an Amazon PPC agency that optimizes daily against TACoS and contribution margin, staffs senior specialists on the account, and reports results per ASIN in plain language. The agencies that deliver consistent, profitable growth share a few verifiable traits: Amazon-specific expertise, transparent reporting, and pricing that rewards performance over ad spend. This article ranks and compares 13 Amazon PPC agencies against those signals for 2026.
Why Amazon PPC management gets harder as brands grow
Amazon advertising gets more competitive and more expensive every year. US retail media ad spend will reach $71 billion in 2026, according to a December 2025 eMarketer forecast, which means more brands are bidding on the same high-intent keywords. As a result, average Amazon cost per click rose about 35% between 2023 and early 2026, reaching $1.21.
The problem is compounded at scale. Accounts with hundreds of SKUs and five-figure monthly ad budgets tend to see ACoS creep up as campaign structures sprawl. According to 2026 Amazon PPC benchmarks, the median ACoS across US Amazon accounts in H1 2026 was 38% and the median TACoS was 15%.
TACoS, or total advertising cost of sale, measures total ad spend as a percentage of total revenue, including organic sales. TACoS matters more than ACoS at scale because it reveals whether advertising is building the brand or just paying to keep revenue flat. An account with a stable 20% ACoS can still be in trouble if TACoS is climbing each quarter.
Most brands notice the shift somewhere between $1M and $10M in annual Amazon revenue. That is the stage where manual campaign management eats too many hours, ACoS-only reporting hides margin erosion, and the cost of hiring the wrong agency becomes meaningful.
How to evaluate an Amazon PPC management agency
The right Amazon agency for a growing brand is one whose approach matches the brand’s stage, goals, and internal bandwidth. Use these criteria to separate signal from marketing noise:
- Amazon specialization. The agency focuses specifically on Amazon advertising, not general paid media with Amazon as an add-on.
- Who runs the account. Senior specialists with years of Amazon experience manage campaigns directly. Junior account managers learning on the brand’s budget is a warning sign.
- Primary optimization metric. The agency reports TACoS and contribution margin, not just ACoS or ROAS. ACoS in isolation hides whether ads are cannibalizing organic sales.
- Reporting transparency. Per-ASIN reporting in plain language, not dashboards filled with acronyms and aggregated numbers.
- Optimization frequency. Daily optimization beats weekly reviews. Amazon’s auction changes constantly.
- Pricing model. Flat retainers or hybrid models align incentives better than pure percentage-of-spend fees, which reward the agency for spending more.
- Verifiable credibility. Amazon Ads Partner status, third-party reviews (Clutch, Trustpilot), and named client results with real numbers. Self-reported “top-rated agency” claims are not credibility.
Top Amazon PPC management agencies for growing brands in 2026, at a glance
| Rank | Agency | Best for | Primary focus | Notable signal |
| 1 | Olifant Digital | Established brands wanting daily, profit-first management | Done-for-you Amazon PPC with TACoS reporting | $114M+ managed client revenue; 98% retention; named Amazon results |
| 2 | Tinuiti | Enterprise brands needing DSP and AMC | Full-funnel Amazon Ads + DSP | Amazon Ads Advanced Partner; AMC accreditation |
| 3 | Blue Wheel | Mid-to-large brands wanting ads and DSP under one roof | Omni-channel Amazon Ads + DSP | Amazon Advanced Partner; $1B+ in client revenue managed |
| 4 | Incrementum Digital | Data-driven brands wanting analytics-led management | Amazon-first performance advertising | Amazon Ads Advanced Partner; 2024 Buy With Prime Partner Award |
| 5 | Trivium Group | Brands wanting profit-focused full-service management | Amazon PPC, DSP, and account management | Inc. 5000 (#170); $24M+ annual ad spend managed |
| 6 | Amazon Growth Lab | 8- and 9-figure brands | Amazon PPC, SEO, DSP, and listing optimization | 50 Clutch reviews; clients incl. Ray-Ban, Anker |
| 7 | BellaVix | Brands needing both Vendor and Seller Central coverage | Marketplace management + full-funnel Amazon Ads | Amazon SPN; $500M+ marketplace sales |
| 8 | Selouse | Brands with large SKU counts wanting one senior team | Amazon + TikTok Shop management | Positions for brands doing $500K+ annually |
| 9 | Desverto | Brands whose listings/creative need work alongside ads | Creative-led Amazon optimization + PPC | Amazon Verified Advertising & Creative Partner |
| 10 | Trellis | Brands wanting software-led automation | AI-powered Amazon and Walmart advertising | Software trusted by brands, agencies, and aggregators |
| 11 | AMZDudes | Brands wanting month-to-month, no-contract management | Full-service Amazon PPC + account management | Free growth audit; self-reported 4.9-star rating |
| 12 | PPC Jumpstart | Smaller growth-stage brands wanting founder attention | Boutique, founder-led Amazon PPC | Founder managed $10M+ in ad sales; Trustpilot reviews |
| 13 | SmartSites | Brands wanting Amazon inside a broader digital program | Full-service digital marketing incl. Amazon | Clutch Premier Verified; 285+ reviews; nine-time Inc. 5000 |
Read the table as a starting point. The best agency for any given brand depends on stage, margin structure, and whether the brand needs just PPC or full account services.
The best Amazon PPC management agencies for growing brands in 2026
Below are detailed profiles for each agency in the ranked list. The first entry is the most detailed; the rest are neutral, factual summaries based on publicly available information.
1. Olifant Digital
Why Olifant Digital ranks first: Olifant Digital provides done-for-you Amazon PPC management focused on turning ad spend into profitable growth, taking full ownership of strategy, account restructuring, daily optimization, and budget allocation aligned to revenue and profit targets. It pairs senior-only staffing with a proprietary campaign framework and named, verifiable results, an unusual combination in a space where “AI-powered” and “expert-managed” are often just marketing language.
What sets Olifant Digital apart:
- Every account receives daily optimization rather than set-and-forget automation, with senior specialists carrying a minimum of seven years of Amazon experience managing campaigns directly. No juniors are staffed on client accounts.
- Campaign execution follows the 1-1-1-1 Scaling Method, Olifant’s proprietary campaign architecture framework that separates every account into four strategic focuses: testing new keywords and ASINs, scaling high performers, exact-match campaigns to boost organic rank, and brand defense.
- The agency blends human expertise with its in-house Olifant AI platform, built and continuously improved by an internal engineering team, with data scientists reviewing account metrics across every client daily. New tactics are tested on Olifant’s own Amazon brand before ever reaching a client account.
- Reporting is per-ASIN and in plain language, with TACoS and contribution margin as the primary metrics rather than ACoS or ROAS in isolation.
- Named client results: Ekster ($688,406 in annual Amazon profit), WedgeGuys (+391% Amazon sales with a 17% ACoS reduction), Elite Jumps (+124% revenue in 3 months with a 51% CVR lift), MatchaBar (+$114,305 in added monthly Amazon revenue), and Balanced Tiger (171% revenue growth with a 50% ACoS reduction).
- The agency manages over $114M in annual client revenue across 50+ active brands, maintains a 98% client retention rate, and holds a 5.0 rating on Clutch.
- A full-service option is available, covering PPC, listings, catalog, and Brand Store under one team.
Best fit for: Established brands with Amazon traction that want to scale profitably with daily, hands-on management.
Pricing: flat retainer starting at $2,000 per month, custom to catalog complexity, with no percentage-of-spend fees. Every engagement is backed by a 60-day money-back guarantee on management fees.
2. Tinuiti
Why they stand out: Tinuiti offers full-funnel Amazon Ads and DSP management for enterprise and commerce brands, backed by proprietary ad tech and deep platform accreditation that few agencies can match at scale.
What to know:
- Amazon Ads Advanced Partner status, placing it in the top 7% of agencies by Amazon’s own recognition program.
- AMC (Amazon Marketing Cloud) accreditation for advanced cross-channel attribution work.
- Proprietary MobiusX ad tech platform supporting campaign management and reporting.
- Named clients include illy and Poppi.
Best fit for: Larger brands that need sophisticated DSP and Amazon Marketing Cloud capabilities.
Keep in mind: Brands wanting a boutique team focused exclusively on Sponsored Products or PPC may find a smaller specialist agency a tighter fit than an enterprise, multi-channel firm.
3. Blue Wheel
Why they stand out: Blue Wheel provides omni-channel commerce services including Amazon Ads and DSP full-funnel management, built around a proprietary bidding system designed for real-time campaign control at scale.
What to know:
- Uses a proprietary “Companion” bidding system based on Search Term Isolation for real-time campaign adjustments.
- Holds Amazon Advanced Partner and SAS Core-approved status.
- Has managed $1B+ in client revenue since its founding in 2011.
Best fit for: Mid-to-large consumer brands wanting ads and DSP integrated under one roof.
Keep in mind: Brands selling exclusively through Sponsored Products with no near-term DSP need may not require the full omni-channel infrastructure Blue Wheel is built around.
4. Incrementum Digital
Why they stand out: Incrementum Digital focuses on Amazon-first performance advertising across marketplaces, differentiated by an in-house analytics platform built specifically to track blended profitability rather than platform-reported metrics alone.
What to know:
- Uses its proprietary DataOwl analytics platform to track blended profitability and TACoS.
- Holds Amazon Ads Advanced Partner, Walmart Connect Partner, and TikTok Shop Partner status.
- Won the 2024 Buy with Prime Best Merchant Activation Award.
Best fit for: Data-driven brands that prioritize analytics-led management over a purely relationship-driven engagement.
Keep in mind: Brands that want a single point of contact managing strategy end to end, rather than a dashboard-forward engagement, should confirm how much day-to-day strategic input comes from a named specialist versus the platform.
5. Trivium Group
Why they stand out: Trivium Group offers full-service Amazon PPC, DSP, and account management with a profit-first methodology that factors in COGS and daily profit rather than treating ROAS as the finish line.
What to know:
- Profit-first methodology factoring in cost of goods sold and daily profit, not just return on ad spend.
- Manages $24M+ in annual ad spend across its client roster.
- Ranked #170 on the Inc. 5000 list of fastest-growing companies.
- Clutch profile includes 40 reviews.
Best fit for: Brands wanting profit-focused full-service management rather than a narrow PPC-only engagement.
Keep in mind: With a growing client roster, confirming the specific account team and reporting cadence assigned to a given brand size is worth doing directly.
6. Amazon Growth Lab
Why they stand out: Amazon Growth Lab provides full-service Amazon PPC, SEO, DSP, and listing optimization, built around a data-density approach that goes well beyond the handful of metrics most competitors report on.
What to know:
- Analyzes 750+ ranking and conversion data fields rather than surface-level metrics alone.
- Clutch profile with 50 reviews.
- Named clients include Ray-Ban, Jacuzzi, Anker, and Brooklinen.
Best fit for: 8- and 9-figure brands with complex catalogs that need PPC, SEO, and DSP coordinated together.
Keep in mind: Smaller or earlier-stage brands may find the agency’s complexity-oriented approach more infrastructure than a leaner catalog needs.
7. BellaVix
Why they stand out: BellaVix offers marketplace management and full-funnel Amazon advertising across both Seller Central and Vendor Central, with multi-marketplace coverage that extends the relationship beyond Amazon alone.
What to know:
- Also manages Walmart and Target marketplaces under one partnership.
- Holds Amazon SPN status and is a Verified Amazon Advertising and Global Selling Partner.
- $500M+ in marketplace sales managed.
- 33 Clutch reviews.
Best fit for: Brands that need both 1P (Vendor Central) and 3P (Seller Central) coverage under one team.
Keep in mind: Brands selling only through Seller Central with no Vendor Central complexity may not need an agency built around managing both.
8. Selouse
Why they stand out: Selouse provides full-service Amazon and TikTok Shop management under one roof, with a single senior team handling PPC, listings, creative, and daily operations across the US, UK, and EU rather than splitting responsibilities across specialists.
What to know:
- A single senior team owns PPC, listings, creative, and daily operations across three regions.
- Positions itself for brands doing $500K+ in annual revenue.
- Credibility signals are self-reported rather than externally verified.
Best fit for: Brands with large SKU counts that want one senior team handling everything rather than coordinating multiple vendors.
Keep in mind: Because credibility signals here are self-reported, it’s worth requesting references or case studies directly rather than relying on site claims alone.
9. Desverto
Why they stand out: Desverto offers creative-led Amazon optimization alongside PPC management, built around the idea that ad performance and listing quality are inseparable rather than managed by separate teams.
What to know:
- Uses a creative-first model called Product Family Architecture, built around listing design feeding ad performance.
- Holds Amazon Verified Advertising & Creative Partner status and is an Amazon SPN member.
- 900+ brands served.
Best fit for: Brands whose listings and creative need improvement alongside ad management, not just campaign structure.
Keep in mind: Brands with already-strong creative and listings that only need PPC management may find the creative-led positioning adds scope they don’t need.
10. Trellis
Why they stand out: Trellis provides AI-powered Amazon and Walmart advertising plus automation software, positioning itself as a technology platform first with managed service layered on top rather than the reverse.
What to know:
- Unifies PPC automation with pricing, promotions, and content optimization, referred to as the “4Ps” of merchandising.
- Software is used by brands, agencies, and aggregators directly, not just as a white-label layer.
- Managed service options are available alongside the self-serve software.
Best fit for: Brands wanting software-led automation, with the option to add managed oversight.
Keep in mind: Brands wanting a dedicated strategist as the primary point of contact, rather than a software-first relationship, may prefer a traditional agency model.
11. AMZDudes
Why they stand out: AMZDudes offers full-service Amazon PPC and account management with a data and AI-driven approach, built around a low-commitment entry point designed to reduce the friction of switching agencies.
What to know:
- Provides a free Amazon growth audit before engagement.
- Month-to-month management with no long-term contracts.
- Site reports a 4.9-star rating from 260+ brand reviews and Amazon Ads Verified Partner status; both figures are self-reported rather than independently verified.
Best fit for: Brands that want month-to-month management without a long-term contract commitment.
Keep in mind: Because the review count and partner status are self-reported, independent verification through Clutch or a direct reference check is worth doing before signing.
12. PPC Jumpstart
Why they stand out: PPC Jumpstart is a boutique, founder-led Amazon PPC management agency built around direct founder involvement rather than a delegated account team, with pricing tied to outcomes instead of a flat fee.
What to know:
- The founder manages accounts directly rather than delegating to junior staff.
- Offers a pay-on-results, profit-first model focused on TACoS and margin.
- The founder has personally managed $10M+ in ad sales.
- Trustpilot reviews from clients back the boutique positioning.
Best fit for: Smaller growth-stage brands that want hands-on attention from an experienced operator rather than a large agency team.
Keep in mind: The founder-led model has natural capacity limits; brands should confirm current availability and account load before committing.
13. SmartSites
Why they stand out: SmartSites is a full-service digital marketing agency covering PPC, SEO, web design, email, and social media, including Amazon advertising, with review credentials that are unusually deep for a generalist shop.
What to know:
- Clutch Premier Verified with 285+ reviews averaging 4.9 stars.
- Google Premier Partner status.
- Nine-time Inc. 5000 honoree.
Best fit for: Brands that want Amazon advertising managed alongside a broader digital marketing program rather than as a standalone specialty.
Keep in mind: Brands wanting an Amazon-only specialist with campaigns as the sole focus may prefer a dedicated marketplace agency over a multi-channel generalist.
How much does Amazon PPC management cost?
Amazon PPC agencies typically charge using one of three pricing models:
- Flat monthly retainer. A fixed fee regardless of ad spend. Typical range for boutique agencies: $1,500 to $5,000 per month. Full-service agencies managing larger accounts charge higher retainers.
- Percentage of ad spend. The agency takes a percentage (often 10% to 20%) of monthly ad spend. This model rewards spending more, not performing better.
- Hybrid. A smaller base retainer plus a percentage of spend or a performance bonus tied to TACoS or revenue targets.
The incentive problem with percentage-of-spend pricing is real. An agency paid 15% of ad spend earns more when the brand spends more, regardless of whether that spend is profitable. Flat or hybrid models tied to performance align the agency’s incentive with the brand’s.
Olifant Digital uses a flat retainer model: pricing starts at $2,000 per month, custom to catalog complexity, with no percentage-of-spend fees. Every engagement is backed by a 60-day money-back guarantee on management fees.
Frequently asked questions about Amazon PPC management
What does Amazon PPC management include for growing brands?
A typical scope includes campaign strategy and architecture, daily bid optimization, keyword and search term analysis, Sponsored Products and Sponsored Brands management, budget allocation, and reporting. Full-service agencies may also cover listing optimization, A+ Content, and Brand Store design.
How much does Amazon PPC management cost?
Boutique agencies typically charge $1,500 to $5,000 per month as a flat retainer. Full-service agencies with larger account loads charge higher fees. Percentage-of-spend models (10% to 20% of ad spend) are common, though flat or hybrid pricing aligns incentives better.
When should a growing brand hire a PPC agency instead of keeping it in-house?
Most brands reach the decision point when ad spend exceeds $10,000 per month, ACoS is climbing despite more effort, or the internal team lacks the bandwidth for daily optimization. An experienced agency can often pay for itself in efficiency gains.
What is a good ACoS or TACoS for Amazon?
ACoS (advertising cost of sale) measures ad spend as a percentage of ad-attributed revenue. TACoS measures ad spend as a percentage of total revenue, including organic. In H1 2026, the median US ACoS was 38% and the median TACoS was 15%. A “good” number depends on the brand’s margin structure and growth goals.
How long until results show from a new Amazon PPC agency?
Most agencies show measurable movement in ACoS or TACoS within 30 to 60 days. Significant revenue or profit improvements typically require 90 days as the agency restructures campaigns, harvests converting search terms, and adjusts bids based on real data.
Should brands choose flat fee or percentage-of-spend pricing?
Flat fee or hybrid pricing is generally preferable because it aligns the agency’s incentive with profitable growth rather than spending more. Percentage-of-spend models reward the agency for increasing ad budgets regardless of returns.
Features
Hamilton Hebrew Academy refuses to let 2 Jewish students enrol – because their mother had a Conservative, not an Orthodox conversion
By BERNIE BELLAN (This story was originally posted July 14)
From time to time we receive a request to do an investigative piece about one matter or another. Before I even begin to entertain following up on that type of request I pose quite a few questions to the person or persons who sent me the request. I also send copies of whatever it is that I might consider publishing to subjects of the story for them to comment prior to its publication.
Recently I was contacted by a former member of our Winnipeg Jewish community by the name of Fabio Chusyd, who now lives in Hamilton with his wife, Soraya, and their two daughters (whose names will not be given here.)
Fabio Chusyd first contacted me on July 7. Here is what he wrote in an email:
“My name is Fabio Chusyd. We met years ago while I was living in Winnipeg, and I have always respected your work. My family and I are active members of the Jewish community in Hamilton.
“Hamilton Hebrew Academy is the only full-time Jewish day school in Hamilton. It shares its premises with Adas Israel Congregation, an Orthodox synagogue, and its Dean is Rabbi Daniel Green.
“At the same time, its mission states that it is “dedicated to fostering an inclusive learning environment that welcomes and embraces children and their families from diverse Jewish affiliations and backgrounds.”
“Our daughters, (names redacted) have experienced antisemitism in the public school system, which is why we sought a safe Jewish educational environment. They have received Jewish education at home and through Temple Anshe Sholom. …. also previously attended HHA’s daycare, where Saraya’s Conservative conversion was known and accepted. The girls were invited to visit the school, met the teachers, toured the classrooms, and naturally became excited about attending. They were then ultimately denied admission.
“After two meetings with Rabbi Green much of the discussion focused on Saraya’s Conservative conversion and our willingness to pursue an Orthodox conversion path. Shortly afterward, our daughters were denied admission.
“I lawfully recorded both meetings under Ontario’s one-party consent law. We later submitted six written questions seeking clarification of the decision, but the school declined to answer any of them, stating only that it had nothing further to add.
“The Hamilton Jewish News declined to publish our family’s response, which is why I am reaching out to you.”
I responded to Fabio and asked him whether he might consider trying to contact the Canadian Jewish News and ask them to do a story about his family’s situation – since the CJN website is by far the most important Jewish website in Canada, also Hamilton is only a short distance from Toronto, so it made more sense to try to get the CJN to cover the story.
Fabio wrote back: “Following your suggestion, I have also reached out to the Canadian Jewish News. I wanted to let you know out of courtesy.”
In a later email Fabio elaborated on the Hamilton Jewish News’ refusal to do a story about what had happened to his family. Further, the Hamilton Jewish Federation had also refused to intervene in the situation. By the way, the Hamilton Jewish News is run by the Hamilton Jewish Federation.
I found that all so surprising. And yet, while Hamilton is far removed from Winnipeg physically, a fair number of former members of Winnipeg’s Jewish community have moved to Hamilton in recent years. Hamilton now has a Jewish population over 5,000 and it has become a popular alternative destination for families looking for a cheaper place to live than Toronto. I was quite surprised that both the Hamilton Jewish Times and the Hamilton Jewish Federation had refused to delve into what had happened to the Chusyds. So, I told Fabio that I would be willing to write an article, but only after a thorough investigation of what had happened.
Hamilton actually has two Jewish day schools: the aforementioned Hamilton Hebrew Academy and a school called Kehila Heschel School. Hamilton Hebrew Academy offers classes from JK- Grade 8 (It also may be adding a Grade 9 this coming year.) and has approximately 200 students. On its website HHA describes itself as “dedicated to fostering an inclusive learning environment that welcomes and embraces children and families from diverse Jewish backgrounds.”
There is another important aspect to Hamilton Hebrew Academy. It is directly connected – both physically and spiritually, to Hamilton’s Orthodox synagogue, the Adas Israel. Here is what I was able to find about that connection: “The Hamilton Hebrew Academy (located at 60 Dow Ave) is located adjacent to and was founded by the Adas Israel Congregation (located at 125 Cline Ave S).
“The Orthodox synagogue established the school decades ago to serve the community, and they often share leadership; for instance, the spiritual leader of Adas Israel serves as the Dean of the academy.” (That last point is key to understanding what has happened to the family in this story.)
The other Jewish school in Hamilton, Kehila Heschel School, bills itself as an “independent, egalitarian, community school that welcomes families from the full spectrum of Jewish life” but, as was previously noted, it had only 35 students this past year, according to Fabio Chusyd.
One other point of interest from a Winnipeg perspective: The CEO of Hamilton’s Jewish Federation (until he retired in April) was Gustavo Rymberg. Like the Chusyds, Gustavo and his family first moved to Winnipeg after having emigrated from South America in the early 2000s. I wonder how Gustavo would have reacted to what has happened to the Chusyds? By the way, the new CEO of the Hamilton Jewish Federation, Marion Zeller, does not take over her role until August 10, 2026.
In a subsequent email, Fabio Chusyd elaborated on what happened after the family had been invited to visit Hamilton Hebrew Academy:
“What happened is that they invited the girls to visit the school, they were welcomed by students and the principal – who happens to be a rabbi as well.
“We explain (to)…- the rabbi of the synagogue (who is also) dean of the school that we are happy at the reform synagogue. But he made it mandatory to join the orthodox synagogue with openess to a future orthodox conversion.”
Fabio Chusyd recorded two conversations Rabbi Green had with Fabio and Soraya Chusyd. Fabio sent me transcripts of both conversations – one recorded on June 26 and one on July 2. In both conversations Rabbi Green hinted quite strongly – without ever spelling it out as a direct stipulation, that in order for the Chusyds’ daughters to be allowed to enrol in HHA, Soraya Chusyd would have to undergo an Orthodox conversion and the Chusyds would have to join Adas Israel Congregation.
On July 6 the father received a Whatsapp message from Rabbi Green:
“Hi Fabio,
“I just wanted to give you a headsup. Kym (Gazda, the director of admissions for HHA) will be sending an official email from the school. Based on our conversations, I don’t think the school is the right fit at this time. If you have a change of heart, pls let me know. Wishing you much success.”
That ‘change of heart” apparently referred to Soraya’s reluctance to undergo an Orthodox conversion. In a subsequent email Fabio Chusyd explained that his wife did not want to go through another conversion process after having been converted by a Conservative rabbi in South America. Further, the couple was reluctant to leave their Reform congregation and join the Orthodox Adas Israel congregation, which also seemed to be a prerequisite to their daughters’ being able to enrol in Hamilton Hebrew Academy
Just as Rabbi Green’s email was opaque, the email from the director of admissions was equally opaque in not offering a specific reason for the school’s refusal to admit the Chusyds’ two girls this coming school year. Here is what Kym Gazda wrote in an email on July 7:
“Dear Mr. and Mrs. Chusyd,
“Thank you for your interest in Hamilton Hebrew Academy and for taking the time to meet with us.
“Upon careful consideration, and based on the information provided, we are unfortunately unable to accept …. to the HHA for the 2026–2027 academic year.
“Should anything change, please feel free to let us know, and we would be happy to reconsider your application at that time.
“We wish you and your family all the best.”
I received a further email from Fabio Chusyd, in which he reprinted the Hamilton Jewish News’ editor, Wendy Schneider’s response, also dated July 7, to his request that the paper consider doing a story about what happened to him and his family:
“Dear Mr Chusyd Thank you for this note. I appreciate how deeply upsetting and frustrating this is for you. As I explained yesterday, at this time, I feel I cannot act without advice from the Federation CEO because of the nature of your complaint i.e. a local issue. I sincerely hope this issue is resolved to your satisfaction. Unfortunately, for now, there’s nothing I can do at this point to help ease your distress. “
In response, Fabio Chusyd wrote to Wendy Schneider:
“Thank you for your time on the phone yesterday and for your supportive words.
“However, several years ago, you published a letter titled “Censorship Has No Place in Our Community.” Yet by not allowing me to use the online letters section, you are effectively censoring my voice.
“The slogan of the Hamilton Jewish News is “The Voice of Jewish Hamilton.” By refusing to publish or even accept my letter, you are silencing a member of the very community the publication exists to serve.
“How does this decision align with the principles of free expression and with the mission of your newspaper?”
This was all so puzzling. Here we have a case of a couple with two young children whom they would like to attend a Hamilton Jewish school – and the school simply turns them down flat – without any explanation beyond saying the “school is not the right fit at this time.” It seems clear though that the mother’s refusal to undergo an Orthodox conversion and the parents’ unwillingness to join the Adas Israel Congregation were key to the school’s decision not to accept the couple’s children as students this coming school year.
Now, ordinarily, one might expect that after receiving a slap in the face like that, the parents of the girls would simply say they’ve had enough of that – and resign themselves to sending their daughters back to public school.
But, when I asked Fabio Chusyd why he and his wife were so eager to send their daughters to HHA – or whether they had perhaps considered sending their daughters to Kehila Heschel School , here is what Fabio wrote back:
“We did consider Kehila Heschel School. We visited a few years ago, but with only about 35 students in the entire school, we didn’t feel it was the right fit for our girls. For us, school also means exposure to a larger group of children and a broader social environment. HHA has over 200 students. Also HHA appears to be opening a Grade 9, so I am thinking long-term.
“… is going into Grade 4 and … into Grade 2. As a family of immigrants without an extended support network here, we felt it was important for both girls to attend the same school.
“And then we had moved them out of HHA daycare because our local public school is only five minutes from our home.
“Oct. 7 happened, antisemitism reappeared, and the girls were victims. Hence, HHA that call themselves open to all Jewish affiliations seemed to be the safe spot. Rabbi Green and Kim Gayza were told that the girls had been victims of antisemitism. Mainly …, who gave Hanukkah goodie bags last year and her classmates ripped it, spitted on it and throw them in the garbage, while saying offences.”
There is another factor that one might consider in this entire matter. According to its own annual report, the Hamilton Jewish Federation provided $289,000 in funding for the Hamilton Hebrew Academy for the fiscal year ending June 30, 2025, so the HHA is hardly operating independently of the Hamilton Jewish Federation.
It may not be the place of the publisher of a Winnipeg website that focuses to a large extent on the Winnipeg Jewish community to poke into the affairs of another Jewish community such as Hamilton’s, but where that community’s Jewish newspaper refuses to delve into what appears to be a clear case of wrongdoing by a Jewish institution and, as of writing this, the Hamilton Jewish Federation has also refused to intervene in this matter, then we thought it an important enough issue to broach on this website.
We contacted both Hamilton Hebrew Academy and the Hamilton Jewish Federation, offering them an opportunity to respond to this article prior to its being published.
On July 21, we received a response from Rabbi Green:
“Hamilton Hebrew Academy’s inclusive character and the diversity of its parent and student body are well known throughout the community. Our families include individuals from a wide range of Jewish backgrounds, including converts of all denominations, and many who are not Jewish whatsoever. The school is family-oriented, where we strive to be on a journey of growth togther. (emphasis mine)
“Through Project Lifeline, HHA has also taken a leading role in supporting children who experience antisemitism in public schools, particularly those who may be the only Jewish student in their school or community. For this purpose, we operate transportation routes serving students from Niagara, Kitchener-Waterloo, and other communities outside Hamilton, and provide free bus service and often tuition. This project, I believe, is unprecedented in North America and speaks to the proactive nature of our school in supporting Jewish students at risk. “
I responded to the rabbi:
“With all due respect Rabbi, your email here would seem to directly contradict how you behaved with respect to the Chusyd family. If there is some reason that you have turned down the two Chusyd girls for enrolment in your school – but you are not at liberty to discuss that reason, then I could include that in what I publish.
“But – as it stands, the only reason that I have seen in your correspondence with the Chusyds. is that you don’t think it would be “a good fit” for the Chusyd children to attend HHA.
“I am going to give you every opportunity to explain what you meant by writing that, but I would suggest your latest response is somewhat disingenuous.”
The rabbi responded:
“As I mentioned, I am not at liberty to discuss the admission decision of any specific child or family. “
Also in an email sent to Fabio Chusyd on July 21, Rabbi Green wrote:
“Our position remains unchanged. As previously indicated, Hamilton Hebrew Academy will not engage in public discussion regarding the admission of any individual applicant or family. We have nothing further to add on this matter.”
