10 years of blogging: coder to dad to entreprenuer

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In April 2004 I started blogging. When it started, I wrote about things that I would have posted on uw.general (the wild west of amazing backchannel at U of Waterloo once upon a time) – status updates on the main web page, standards, and other interesting things. That evolved into an interesting timeline of life events over the years. In looking back I can see my transition from a coder working away at web stuff to a dad and entrepreneur. What I learned going back over my blog’s 10 years:

  • Writing more means I have become a better writer or expect more from my writing which means I blog less.
  • Going through my old posts reminded me that startups need community more than anything – that is what gave me the confidence to build one.
  • It is fun to build things. I don’t want to ever stop doing that.
  • I need to shift back to a balance of sharing life events and writing about things I am passionate about.

This is my current top 10 in the last 10 years.

  1. Back then I was really excited about web development, this is when I first started thinking about Ruby on Rails in January 2005.
  2. It wasn’t until the summer of 2006 when I really got excited about development — that summer was a big with the development of some interesting things on rails.
  3. January 2007 my first son was born (and it was mentioned in the Daily Bulletin at the bottom!) – I posted about the next 3 kids but this one was the first.
  4. January 2007 started the mobile project that became VeloCity. As part of that project we built a twitter clone, UW Chatter. It didn’t go anywhere but it was cool.
  5. I started a new job in with the Special Projects Group and I was President of the University of Waterloo Staff Association – that work inspired TribeHR for me.
  6. StartupCampWaterloo was launched. It was small. In early 2008 we hosted the second one at it was big, over 100 people attended including the infamous David Crow and future CDL G7 member Jevon MacDonald. Then in the fall of 2008 we got really excited about the Startup Community in Waterloo at StartupCampWaterloo3 even though the economy was falling apart.
  7. TribeHR was unveiled at DemoCampGuelph - that demo had a bad connection to the projector, lots of laughing, and 4 years later it was acquired by Netsuite.
  8. IgniteWaterloo started and I did the opening presentation as a last minute stand in!
  9. The moment I truly felt VeloCity was successful and the startup community in Waterloo is heading to an awesome place with the amazing 7cubedproject.
  10. I learned how important things like fishing with kids are.

In 2013 and 2014 so far my posts have almost been entirely focused on the work I am doing. The last 2 years have seen a big shift in my focus to family but that doesn’t come out in my blog at all. I will work on that.

The next 10 years are going to be fun!

The Market for Credit and Supporting Entrepreneurs

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Over the last few years of growth in Accelerator or Incubator programs, the overall media coverage of early stage tech startups has increased in Canada. The lack of coverage before the programs existed made media coverage a metric of success. For any entrepreneur support program to be relevant there is a requirement to be mentioned in the media resulting in the Alumni Success Metric as a key metric used to identify success of any program.

I think we need to find a better way to measure these programs and the effect on the problem they are solving.

As more and more programs compete on this metric they spend more on marketing to rise above the others which results in an increase in the costs to deliver a program. I believe competing on this metric can foster animosity between programs and hurts collaboration between a large number of extremely talented people.

What is the problem?

Founders are taking advantage of everything offered to them (as they should) which results to this common scenario in Canada (not based on any particular company).

  • Founders went to University of Toronto (and/or Waterloo and/or Ryerson and/or WLU and/or insert school here) and worked out of Banting and Best (and/or the Garage and/or the DMZ and/or any coworking space).
  • Someone else on the team took a pre-accelerter or some other community education program.
  • They are clients of MaRS and Communitech and Halton Innovation and…
  • OCE has awarded them a grant., MaRS IAF will invest in them, IRAP might have had a role.
  • They might get into another accelerator program before they finally get a few key investors at the table and start to grow.

When they get VC funding or something big worth a media push, what happens? Up to 10 organizations want to be listed and each of them release a story about how proud they are. Few if any list the other organizations or programs or people that helped (because the list is huge).

How this may hurt entrepreneurs?

Funding and product announcements aren’t success, they are a milestone that is blown way up in the local media as a result of everyone getting excited (excitement is good, celebrate the good things). It is possible that the positioning of programs media releases could confuse the market that the company needs to reach.

That said, the media coverage froth is likely localized to Canadian media so it probably has no effect on where the companies market likely is: the United States.

This intense market for credit can be frustrating for everyone who delivers programs. In reality it takes a community to raise a startup. From funders that have done it before to programs designed to focus attention, lower the risks associated with getting started, and build peer groups. We should all celebrate the entrepreneur and collectively be excited there is so many people out there helping them.

The metric is good for something.

Where I think the Alumni Success Metric does work is that helps inspire new founders. Knowing that good things have happened for those that come before them in the same program is the same metric Higher Education uses to recruit undergraduate and graduate students.

How do we avoid the zero sum game around credit?

The metric is not useful for defining the success of any program as most of the support happens in parallel in accelerators or incubators. It is extremely difficult to know what helped and when and where or what made the difference. It creates something for programs to compete over when they should be collaborating.

The stories about companies growing shouldn’t be “x program’s y company has done z” but instead be about how the company achieved this milestone and all the people that helped along the way.

A metric needs to exist that can demonstrate how effective a program is without having each program battle it out with marketing.

Step #1 is that we have to stop thinking of service organizations or accelerators or incubators as startups. They aren’t. They are philanthropic organizations offering a support group and networking services for founders, funders, and service providers.

The main goal is not to build sustainable models around these organizations (how can most realistically generate revenue outside of an education or philanthropic model?) but build a sustainable ecosystem that doesn’t require the current level of philanthropic support. Every philanthropic organization should hope that one day the problem they are solving is no longer a problem. That should be no different with supporting entrepreneurs and everyone should work together to achieve that outcome.

Waterloo Region’s LRT: the debate that won’t end

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The Region of Waterloo is undergoing a major public works project that will place Light Rail Transit along the core of two of the major municipalities in the Region: Kitchener and Waterloo. This ambitious project is being sold as an important infrastructure project for the future of a rapidly growing and exciting place to live. I support the idea of it. I see the long term benefits and I think it will help build a better city.

Sadly, even after a decision was made the debate goes on. It will be a highlight of the upcoming municipal election which I fear could get some people elected based on the public’s feeling on a particular issue that will be oversimplified and placed into sound bites. LRT is so much bigger than an election cycle or two.

I think there is complex set of reasons why this argument will not end but these are my three big ones:

  1. Population density and how/why people use their cars is a big risk that is being brushed over. The “field of dreams” argument (build it and they will come) can not be a suitable response! Explain it to people in how they get around now and how it will be better. If you can’t there is a problem! Figure out how to manage the problem.
  2. If you oppose it or question it openly you are shouted down as being against “the future.” When a young community leader spoke up at council they tried to discredit him instead of discussing his main point that people won’t switch to transit from cars. What are they so worried about? Engage these people and their different views. Adapt! It will make it better.
  3. A very dynamic and flexible leadership group is needed to ensure the plan can adapt to future realities. One example, it might make more sense to place the GO train in Cambridge. The LRT doesn’t get there and a transportation hub is planned for Kitchener — what if you can’t likely have a 1 hour train on that line for 20 years but you can next year in Cambridge?

There needs to be less storytelling and more practicality in the discussions. Good leadership tells it like it is and deals with issues head on. This community needs to take on the issues like the crippled transportation infrastructure with Toronto and not sweep potential risks out of view with idealistic statements of what they hope will happen. Also, there needs to be a larger theme of a walkable city that isn’t just about tech startups but involves the future of recreation, manufacturing jobs (because the discussion can’t ignore the largest employment sector in the region), research, and retail. Make this future more inclusive.

Lets talk big. Talk positive. Include the young leaders and diverse economy into the discussion!

Otherwise, I fear, something that could be so positive for the Region, the Province, and the country might not become a reality.

 

The “Tech Cluster” discussion must include Hamilton

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There is no doubt in my mind that when we are talking about tech in Canada and the future of the economy, Toronto and Waterloo will play a big role. It is one big ecosystem and it’s growing. There are some limitations to this growth and the big scary one is the relative lack of transportation infrastructure west of the Halton Region. This problem is making people choose between communities which isn’t good for growth.

A recent Huffington Post article where I was featured highlights the problem for technology (and just about any sector really) jobs. For myself I work in Toronto where there is a much larger concentration of research (17 000 grad students, $1.2B in research at UofT alone) which is important for me as I am constantly looking for founders with the potential to build scalable companies. With four kids the quality of life that I would like for my kids would be hard to provide in Toronto.

The quality of life issue is something that can be overcome by living in a lot of different communities outside of Toronto. You can have better access to and from Toronto to areas that have a similar quality of life as Waterloo in almost every direction away from Toronto but not west of Halton Region. Those other communities are 45-60 min train ride which is just another 15-30 min over the average commute if you live in Toronto.

The discussion on tech ecosystems has shifted from Waterloo or Toronto to a larger technology cluster of Toronto AND Waterloo — which is great! The problem, I think, is that only talking about Waterloo and Toronto for technology is limiting the stories being told of the amazing technology companies that exist in a broader cluster around Toronto.

If you are going to talk about a Technology cluster in Ontario it can’t be just about Waterloo, it must include the QEW corridor down to Niagara and it should put more emphasis on Hamilton. This area includes the regional municipalities of Halton, Hamilton, and Niagara (could also include Woodstock, Brant county, and Brantford). Combined they account for roughly 1.6 million people — nearly half the population is in Hamilton and it has the largest urban centre outside of Toronto in the south of the province. 

The conversation has to expand as I think it limits the economic growth by cutting off the story telling in the broader ‘technology’ sector. If all we talk about is Waterloo or Toronto we are distracting people from all the opportunity in a very broad area. Research, Software, and Hardware will be sprinkled around seeding growth everywhere. We also need to talk about and support the next evolution of technology manufacturing otherwise this resource rich country will keep exporting raw materials and be reliant on other countries to build our products.

This is not a zero-sum game.

Founders, do not apply to that accelerator

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It is that time of year again when all the accelerators start recruiting heavily for their new cohorts. Out they go looking for some great founders that ideally have some momentum already and the accelerator can take 5-10% of your company for $25-50k. They will market you, they will promote you, you will meet dozens of well intentioned people trying to help, and they will make you feel special.

But here’s the thing the accelerators won’t tell you… you can get all of that for free. What you have to do: build your company, focus on growth, and earn access to a trusted network that can apprentice under along your journey.

It will take 2-5 years to build your company.

You will hate it and love it.

It’s lonely building something even though you are surrounded by passionate people.

You don’t think you can do that on your own? You don’t know where to start? Start with customers. Start with reaching out to founders of similar companies that have exited or are doing something else. Don’t ask for money, ask for their time. Prove to them you can be coached and can move. Amazing things will happen next.

Only apply to an accelerator if it is a strategic move. It is crazy to give up that much equity unless you are absolutely sure you will get a return on that investment.

Remember: getting funded is not validation, getting accepted to an accelerator is not validation, and winning some prize is not validation. There is a lot to be said for natural growth. Customers paying for your product or service are. Focus on that instead of all the applications that will be tempting you over the next 6 months.

What is the Value of the ‘Alumni Success’ Accelerator Metric?

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There is a rapidly growing number of support groups and organizations that fit into the category of accelerator or incubator. What is the value one of the core metrics many accelerators use today ‘Alumni’ success and what does success mean? That success metric can be a funding event, exit, or some other significant milestone that has been made public. Each has a different value but the purpose is to say something positive about the accelerator which is, for many, a key ‘metric’ used to report back to those that back the program.

Why is it a metric at all? After all, shouldn’t accelerator/incubators be focused on making money? The role of accelerators in Canada according to Mark MacLoed:

…these programs are not meant to help investors discover the next giant. They are there to help investors and mentors identify, nurture and develop talent. In smaller markets like Canada’s, we are sorely lacking in proven, been there, got the t-shirt talent.

I generally agree with Mark as the purpose of all these programs is to build a funnel of qualified talent which has a value to those that back the accelerator. That could include investors and/or the government (the tax payer). I will add that what happens with all this support is self guided experiential ’business education’ but that is another blog post.

When an accelerator releases something that states “congrats to cohort company x on raising money from y” how should future applicants weigh those releases when the company is an alumni of more than one program? How should the people that support these organizations value those announcements?

As a recruiting and reporting tool I can certainly see the value in getting the organizations name out there. The problem is that it starts to sound like a ‘party round’ where so many people have been involved in some way it is impossible to say who made the difference. The truth is they all helped. The value for any one organization is not as high as it would be if the company only worked within a tiny controlled system. That simply isn’t happening and that is a good thing. It takes an early stage business ecosystem to build more frequent and bigger success which includes all points between here and the valley.

This is something very similar to the education system where every school at all stages of education can share in celebrating success of their alumni. If a higher concentration of success is coming from a particular school then that won’t go unnoticed and it should be supported and enhanced.

What I hope will happen peacefully and relatively unnoticed by the entrepreneur is that the organizations that have more success grow, those that low success fail, and new ideas are injected into the process as everyone keeps learning.

 

Accelerator Metrics and Developing Entrepreneurial Talent

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I spent a little time at StartupWeekendHamilton3 in April as a mentor and was talking to one young founder that proclaimed that there was one great accelerator in Canada. Who he said it was surprised me a little and got me thinking, what makes an accelerator “the best” and why should an eager founder care? The baseline in my mind is Y-Combinator. No one can argue it is the best seed stage accelerator based on its results. What is difficult for everyone to agree upon is what does it do to achieve those results or even harder, what defines success?

In my opinion the key things it does:

  • Social Capital via Paul Graham – how he teaches founders and the hacker culture he has built provides entrepreneurs with access to the very best social capital that exists for anyone starting a technology based company.
  • Peer mentorship – the structure of the 12 weeks enables peers to hold each other accountable. This competition amongst comrades is powerful as it turns around the human nature of playing to our own strengths and pushes founders to “keep up with the Jones’s.”
  • Hungry founders – funding is minimal. After a bit of a bump it has since been decreased and I would bet if you look at the successes out of YC the biggest ones started off with the least amount of financial resources.

There is some striking similarity to what YC does and the thinking/observations behind the Goldmine Effect by Rasmus Ankerson (watch it, it is interesting). The basic point is that if you can find the talent that has the potential vs the talent that already been refined you will get a better result. Money and facilities do not make a difference, identifying underdeveloped talent does. I think there are three core factors that go into determining the quality of a given program.

  • Where is the program located? Are there companies in the immediate area just a stage or two ahead that can help you grow?
  • Who is backing the program and what did they invest to make it happen? Do they get involved in the companies they invest in or do they “spray and pray” with their investment?
  • What type of companies have been successful in the accelerator in the past? Who gets funding afterwards? Are the B2B or B2C, SaaS or something else, etc.

What is less important:

  • Demo Day: The rock show nature of Demo Days is not a good environment for investors but you need to take advantage of the intros and the social capital on offer to build those connects yourself.
  • Money: Funding amounts from the accelerator should not influence your decision to go there. Good companies will get funding, build a good company and spend as little as possible doing it.
  • Mentor walls: In Canada there is a relatively small pool of people with both time and capital but there are a lot of people that can help you move the needle in different ways.

Right away some might say that the above “less important” items are what builds momentum and if you look at the YC companies momentum being 3x that of TechStars then how can I say that is less important? These things have the greatest effect after the startup object is already in motion, in my opinion. The less important items are used all too often as *the* way to get the startup object moving.

A simple score card to find out who’s best for you

If a score card was set up to measure a program it should look something like this:

  • The program is located near companies that I am interested in working with
    • 1 – none that I know of
    • 3 – some interesting founders
    • 5 – who we would exit to and/our would like on our advisory board are within walking distance
  • Investors in successful companies that have been in the program are
    • 1 – Not involved in investments
    • 3 – one of 12 investors in the companies that graduate
    • 5 – take a board seat and/or a significant position in the financing round following completion of the program.
  • Companies that have been successful in the program in the past are
    • 1 – nothing like us, we are B2B SaaS and all the successful companies are gaming companies
    • 3 – some are similar to us, there is no particular pattern to the type of company
    • 5 – just like us, we are a hardware company and everyone that has done well post-program are hardware companies
  • Funding we receive from the accelerator program is enough to
    • 1 – we can go 6-12 months no problem, its great to not have to raise or find revenue right away
    • 3 – it is ok but in 6 months if we don’t have revenue or financing we are done.
    • 5 – we can pay rent while in the program but we have to move and stay lean to survive.

This is by no means research quality metrics but it does start to assign some way to weight rankings… for you. If I was going to score YC I would give them a 5, 3, 4, and 5 which would total at 17/20.

What else should be on this scorecard?

The “Accelerator Bubble” will pop but not for the reason you think it will

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The incubator/accelerator market has a growing number of people watching and waiting for it’s bubble to pop. The reasons sighted for this looming pop should be obvious: most accelerators aren’t going to perform as well as some TechStars (TS) programs and not even close to Y-Combinator (YC). Poor performance (measured in the number of short-term wins) along with the short-term nature of the funding behind most of the accelerator programs will cause them to run out of money and simply fade into startup history. But that won’t pop the bubble.

As accelerators have become an increasingly popular way to scatter seed funding among a large number of companies, critics have noted two key developments: Companies of lesser promise are gaining acceptance, and often funding, and the quality of mentoring in the programs has decreased.

When David Tisch, former managing director of TechStars’ New York City accelerator, stepped down from his role with the program, he complained in an interview that “the majority of accelerators are not good for companies.” - http://www.businessweek.com/articles/2013-03-14/waiting-for-the-accelerator-bubble-to-pop

I think the bubble pops when the application numbers and quality of the people applying drops. That will happen when people no longer feel they need what accelerators offer. The leading indicator will be poor performance of the companies coming out of the program, which is likely a result of the poor quality of entrepreneurs in the program. 

The Angel and VC community reacted to YC’s early success and latched on to the TechStars model that was viewed as a copy of Paul Graham’s YC model but open (there are only two models for success). This experimentation with the TechStars worked in terms of building a big lead list of early stage companies and “founders to watch” that have a baseline education and network. Education is something investors used to have to do on their own for their early stage investments, the TechStars model allows investors a way of scaling that early stage knowledge transfer.

The problem with it is that everyone copied the 12-week TechStars model and didn’t look at what brought Y-Combinator it’s early success. It isn’t the DemoDay or the great list of mentors. It is the education process (which includes holding people accountable) that built the success and now the alumni network that is allowing it to scale to a point.

When looking at the demand (indicated by the ever growing pile of applications), it isn’t just fuelled by the popularity of tech startups and the sexiness of the moment. The demand for accelerator programs is fed by a gap in the services or product that is currently offered in the education system – globally. As building companies that require highly skilled and educated employees has become ‘easier’ the higher education system that was optimized to train PhD candidates hasn’t adjusted to the new reality.

The education industry gets this and it has been learning how it can meet the need. There are a lot of experiments out there in higher education that have a long history but more recently the focus on experiential learning has seen the accelerator model meet education. The common place to find them spreading in higher education globally is to google “Venture Lab” and skip passed the .ca reference. There 25+ of them across the globe and growing.

The first generation of programs are a few years along and the next generation of programs is emerging. There is a range from innovation and entrepreneur streams in undergraduate and graduate programs to full blown programs that are accelerator-like but heavily integrated into the educational experience of students. There are still a lot of unknowns to be worked out but it is clear to me that the education system is better positioned to educate students and will eventually make most accelerator programs obsolete.

These programs will exist at every school and if they are done right at a few key schools the applicant pool will degrade for expensive accelerators.

 

Startup “ecosystems” in Canada are doing well but…

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Waterloo, Wellington, Halton, Brant, and Hamilton Regions at night

The Startup Genome released another report mapping top startup cities but this time a bit more specific than it’s heat map from April of this year. Canada did well depending on how you interpret it with Toronto at #8, Vancouver at #9, and Waterloo at #16. In its previous report, Startup Genome ranked Toronto at #4, Vancouver at #16, and Montreal made the list at #25. Oddly Waterloo wasn’t listed in the previous ranking but made it into the top 20 in the new report while Montreal remained outside of it.

Focusing on my Ontario centric nitpick – the separation of the Toronto and Waterloo “ecosystems” when they are anything but separate is not going to give an accurate picture of Canada’s awesome startup communities. They are unique communities but their strength comes from how they work together in the same ecosystem. The emotional energy (and money) burned in defining how they are different is holding Canada back from an even better and sustainable growth curve. A symptom of that energy is in the report.

In Toronto’s profile:

“Toronto competes for startups with regional competitors such as NYC, Boston and nearby Waterloo.”

Then in the Waterloo profile:

“In the near future, it will be interesting to see whether Waterloo is able to hold on to its talent base or whether it will be sucked into Toronto.”

Would you say that about Palo Alto sucking talent to San Francisco and vice versa? No. It’s the valley. A huge area that is far more developed but very similar to Toronto – Hamilton – Waterloo. The problem, I think, is that at some point in the past when local economic development groups were competing on a similar scale for tax dollars (and manufacturing plants) they narrowly defined regions (Golden Triangle, Golden Horseshoe, etc) where everything above the escarpment is barbarians and the urban modern folk live below next to the cold blue lake.

There can be (and there are) healthy communities inside the larger Toronto – Hamilton – Waterloo ecosystem. Every success in the larger ecosystem helps the entire ecosystem and they also share the same problems.

The reported big problem the ecosystem faces (in Toronto):

Startups in Toronto receive 71% less funding than SV startups. The capital deficiency exists both before and after product market fit. Toronto startups receive 70% less capital in Stage 2 (Validation) and 65% in Stage 4 (Scale).

The ecosystem most likely lacks a sufficient quantity of all kinds of startup capital sources: angels, super angels, accelerators, micro VCs, VCs etc. As a result Toronto startups rely more on self-funding, or rounds from family/friends.

The reported other big problem (in Waterloo):

Waterloo has a funding gap (96% less in the second stage) for early stage startups before product market fit, probably due to a lack of super angels and micro VCs. There are high numbers of accelerators and much lower numbers of super angels and VCs than SV.

Solving the funding problem in Toronto also solves the problem in Waterloo. The more companies that are able to find the money and the talent to scale in either or both communities helps both or am I missing something?

Building a strong economy, community, and ecosystem isn’t a zero sum game.

The transit isolation of Waterloo Region

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The Waterloo Region (Guelph too) have had huge gains economically and in population in the last 20 years but it is still a region relatively isolated from the main economic driver of the province, Toronto. I think this isolation has allowed the region to build it’s own identity but as the 401 becomes slower and slower the option for two income families to stay in the region will no longer exist.

The lack of viable commuter options to and from the Waterloo Region also discourages people that enjoy being connected to and more likely live in the increasingly vibrant and young downtown (labeled Creative Class but if you don’t like the label, I think it is the next generation of professional people/families) core of a city like Toronto. Those people are of the professional class companies in the Region desperately need to keep being successful or even grow past the startup stage. This isolation limits the success of the region and I would go so far as to say provides an opportunity for Hamilton to be the place to start and grow a company (and a family) over the longer term (20 years or so) where there are constantly improving and robust transit system (and easy access to Buffalo airport).

Public transit is a big issue to some in Canada at the moment. Rail is just a part of it but the rail system mess in Waterloo Region is a symptom of the larger problem. Something as simple as reliable, cost effective, frequent, and fast (same time as driving or better) should not be that difficult given it exists in Brantford.

The rail system that isn’t as good as Brantford

The communities of Waterloo Region and Brantford + Brant County offer a fairly good comparison:

  • Waterloo Region is roughly a 110 km drive to downtown Toronto, Google maps says it is a 1hr 24min drive but I don’t know a time during daylight hours that it is possible in under 2 hrs.
    • Population of the Waterloo Region is closing on 520k
  • Brantford is roughly a 105 km drive to downtown Toronto, Google maps says it is a 1hr 20min drive
    • Population of Brant County + Brantford is roughly 130k

These two places are basically the same distance with the big difference being Waterloo Region’s economy and population. Both are West of Toronto and Brantford sits in the bottom left corner of a map between Waterloo Region and Hamilton Region. Related is this research on Canada and how suburban it is, very cool maps and information to gain some perspective. When we look at rail access to Toronto though there are huge differences.

For example, Monday November 12th, 2012 as the travel date:

Waterloo

  • VIA Rail’s trains take 1hr 40min
    • leave at 9am
    • return trip leaves Toronto at 5:40pm
    • Commuter pass works out to just under $30 a round trip
  • GO train takes 2 hrs <- 2 HOURS!
    • leaves KW at 5:50am and 7am
    • return trip leaves Toronto at 4:45 and 5:45 pm (so no evening events for you!)
    • just under $30 a round trip

Brantford

  • VIA Rail’s trains take 1hr 10min
    • leave at 7:30am and 8:50am
    • return trip leaves Toronto at 4:30, 5:30, 6:30, or 7pm
    • Commuter pass works out to just over $30 a round trip
  • No GO service

To cover roughly the same amount of ground takes 30 min longer from Waterloo Region. Round trip that is 1hr more out of your day but VIA has recently cancelled the commuter train from Waterloo Region along with the late train. They put GO train on their site as an alternative, it takes nearly an additional 30 min longer to get back on seats not designed for that length of time. That adds almost 2 hrs of commuting time in one day from Kitchener over Brantford which are the same distance to downtown Toronto by road!

Both places lack flexibility for commuters to the Region from the east and returning in the later evening if you were to just go in for a dinner/date night or need to come back later from work. The workaround for commuters in both Waterloo (63km drive, 1hr drive) and Brantford (46km drive, 30 min drive) is Aldershot Station ($16 return GO train ride). The difference in drive times makes it not much of an option for Waterloo folks unless it is a daily commute. There is no workaround for those going to the region of Waterloo from the east.

The 401 is an ever increasing mess and that isn’t going to change

It is no secret that Toronto has a traffic problem. Transit is starting to improve but even Toronto politicians seem incapable of planning for the future around transit despite the continued suburbanization of the city. This exacerbates the issue for Waterloo as it puts pressure on the professionals that are couples (or not) to choose downtown living or living near rail corridors in order to avoid the carmageddon on the highways. My bet is that Waterloo Region is not an option for most of them at the moment.

Waterloo needs to fix its growing islotion from Toronto (both downtown and Pearson airport) that will become an increasingly dire problem for economic growth. I don’t believe that the traffic problems in Toronto will drive employers out of the core of the city to the suburbs, I think it will move them to the core of another city that has an increasingly active airport, is closer to the border with the US (and Buffalo Airport), and tight transit corridor with Toronto – Hamilton.

The train issues shouldn’t be issues but they are because there is no political champion in Waterloo Region that seems to be legitimately concerned that it can take 3-6 hours out of someone’s day to pick someone up at the airport never mind go downtown Toronto for a meeting.

Step 1 is simple, get a train service that is at least on par with a small town just south of the region. The only people that can do it are our politicians, someone needs to show some leadership.