As an Indigenous youth in the mid-1980s, Rod Stagg received a rare opportunity: to be mentored in the mechanical business owned by George Kuss, his father’s best friend. Kuss, who was planning to retire, took Stagg under his wing and mentored the young man through receiving his steam fitting and pipe fitting journeyman tickets. It was a transformative life experience for Stagg which would set him on a path of success as a tradesman.
Forty years later, Stagg is replicating this experience to build the Indigenous Incubator. “The whole purpose of the Indigenous Incubator is to take Indigenous youth and get them trained in the mechanical and electrical trades fields,” he explains. “Plumbing, heating, refrigeration, electrical, carpentry – any of these trades. We are looking to take our youth, insert them with a business and give them the opportunity to finish their apprenticeships. Start to build capacity inside the trades with our Indigenous youth.”
The training takes place in one of several businesses Stagg and his two sons, Jeremy and Joel, own: Polar Bear Janitorial Services, which provides unskilled labour employment training; Cougar Technical Services Ltd., Stag Construction Solutions Ltd., Grizzly Electrical Services Ltd. and Wolf HVAC Services Ltd. which provide trades skilled labour; and Tomahawk Indigenous Engineering Ltd., Indigenous Incubator Inc. and Mother Earth Energy Services Ltd. which provide professional services.
These companies provide services to many industries, in particular the energy industry. Cougar, for example, offers preventive maintenance solutions to major energy companies like ATCO Gas. Mother Earth provides three levels of energy audits and sustainable energy solutions aligned with Indigenous values.
Stagg designed the Incubator’s model off of the federal Procurement Strategy for Indigenous Business (PSIB), of which he was instrumental in crafting 15 years ago. Launched in 1996, the purpose of the PSIB was to facilitate Indigenous business with the federal government. To this end, five percent of the annual federal budget (roughly $1.2 billion) is set aside for Indigenous business.
Stagg traveled to Ottawa to represent the Metis Nation of Alberta during the drafting. “My fingerprints are all over the policy,” he says. “I wrote it with the other people there. It’s such an asset if you know how to use it. And that’s where we are because I know how to access the program and where and how the work is available. We’re pursuing it with all our Indigenous businesses.”
He notes the PSIB is just a small portion of the Incubator’s business, and that the city and provincial governments are stepping up too: “They are putting Indigenous set-asides in place in their communities for certain types of work.” Private industry provides the bulk of the Incubator’s work.
Originally formalized as a joint venture with the Business Development Bank of Canada in September 2022, Stagg soon took the Incubator over with the help of his two sons. In December 2022, they held their first Indigenous Incubator stakeholder summit. “We had about 40 people,” he recalls, “VPs of Royal Bank, Superstore, Colliers. General managers of big companies. We talked about how we wanted their work, and they were interested.”
At a second stakeholder summit in March 2023, discussions revolved around safety programs, WCB, insurance – every pinch point that could come up. “We solved those problems and had our third stakeholder summit this past March,” Stagg explains. Executives from large companies, representatives from the federal and provincial government, and from the Metis Nation of Alberta were in attendance.
“I asked them all for work,” he continues. “I said, ‘We’ve gone and done everything that you asked for, so let’s take it to the next level.’ I’m not asking for any handouts, only the opportunity for us to do your on-demand work and quote the jobs you need done. I have faith in my team that we can run the business. That’s the easy part. Getting the work is the hardest part.”
The Incubator companies’ sustainability approach is welcomed in Alberta’s energy industry. Using tailored maintenance programs, they help reduce energy consumption, extend equipment lifespan and ensure reliable operation, demonstrating significant energy savings and operational efficiencies.
“This year, we were honoured with the Indigenous Supplier Award for Customer Service from ATCO Gas,” Stagg notes, “with their VP highlighting that no other supplier, Indigenous or non-Indigenous, had ever achieved a perfect score in customer service until Cougar did. By identifying potential issues early, we help energy companies maintain optimal performance and sustainability.”
According to Stagg, his companies’ preventive maintenance strategies can save up to 20 per cent in energy consumption per square foot.
Similarly, Mother Earth designs energy systems using solar panels, EV charging stations and heat pumps that complement the preventive maintenance services provided by Cougar.
The benefit to having various types of companies is the different training Indigenous youth can avail themselves of. “They can go from Polar Bear to Cougar or Stag for the trades, or just to Tomahawk or Incubator or Mother Earth for professional services, or anything they want,” he points out. “The young engineers are able to go on site and see the way Cougar, Stag, Grizzly and Wolf install the products that they are drawing and specking out.”
Cougar has between 30 and 40 employees, Stag has five and the other companies are still in infancy stages with one or two employees currently. “We want slow, steady growth,” Stagg says.
Recently, for example, Stagg hired three young Indigenous adults. “One of the men has fetal alcohol syndrome, and that’s ok,” he says. “We don’t turn our back on anybody that we can help. We’re starting both men on their plumbing apprenticeships. And the First Nation woman we hired is going to the University of Calgary for business. So she’ll be working with the Incubator.”
Other youth have been hired through the Metis Nation of Alberta out of Rupert’s Land, or from First Nation employment agencies or educational arms.
As the Incubator grows and expands outside Calgary and Alberta, Stagg will pursue another strategy: buy Baby–Boomer businesses to engage those business owners’ knowledge and mentorship. “This way we will be contributing to the economy of the area with a business that is already there,” he explains.
Stagg’s initiative is desperately needed in the Indigenous community. “We need this now,” he says passionately. “We have to find a way to start building capacity for our youth. The average Metis in Alberta makes $42,000 per year in Calgary. But with four years of trades apprenticeship, they can be making $80,000 to $90,000. That’s how these families can jump out of poverty.”
“It’s also why I believe that the trades are the best way to get that training education,” he continues. “Plus you’re getting paid the whole way through your apprenticeship, so you don’t end up at the end with a whole bunch of debt from the university or secondary institutes.”
Stagg’s own story of uncovering his Indigenous heritage is an inspirational journey of discovery over three generations. While Stagg’s mother was ashamed of her Indigenous bloodline, Rod experienced a period of curiosity and enlightenment. Now, his sons Joel and Jeremy are extremely proud of their Metis identity.
Truth and reconciliation is entwined with the Incubator’s mission and purpose. “The truth is the past, that’s simple, we know what the truth is,” says Stagg. “Reconciliation is the future and everybody wants to help. But they don’t know how. By creating these businesses, we’re giving them the opportunity to participate so they feel good about what they’re doing in helping Canada.”
In addition to support from federal, provincial and municipal governments, private industry and not-for-profit organizations, Calgary’s post–secondary institutions, surrounding First Nations and organizations, including the Canadian Council for Aboriginal Business, have been strong supporters.
“SAIT has been wonderful,” Stagg notes. “They have offered to help write programs for us to educate our youth. Same thing with the University of Calgary.” Stagg’s companies have also worked with the Tsuut’ina and Siksika Nations for years: “They are excited about the opportunities to train and educate their youth.”
A family man to the core, Stagg, who turns 65 this summer, has committed two to three more years with the Incubator before his sons take over. “Everything is about family,” he says proudly. “Nothing else matters. I’ll still provide help. They can ask me questions at Sunday dinner.”
