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"Squamish Nation is the second- largest nation in B.C., with over 4,000 community members," she explains. "The amount of work they're doing to support their community members through health and wellness initiatives intrigued me." Gibbon has now been in the role for four years and oversees six divisions as well as 51 employees and 12 contrac- tors—all while advocating for culturally sensitive health-care practices that incor- porate Squamish Nation values. She's also on the board of the First Nations Aboriginal Primary Care Network. Her commitment to cultural humility is reflected in the development of a commu- nicable disease plan during the COVID-19 pandemic, which was recognized for its Indigenous-led approach by the Ministry of Health. More recently, Gibbon and her team have built up their programs to a point where they are "bursting out of [their] offices," she says. Because of this, the organization is developing a new clinic in the Squamish Valley, which will open in fall 2024. This was one of Gibbon's origi- nal goals: to ensure that the Squamish Valley had the same clinic and services that the North Shore has, since it's a semi- remote area. Reflecting on her journey, Gibbon acknowledges the impact of her cultural upbringing and educational pursuits. "Being humble, empathetic and really listening to people has made the biggest difference when it comes to building relationships," she shares. Gibbon is most proud of her growth and ability to stay grounded. "I never thought I would be at this place in my life," she continues, "but my schooling and understanding of my family history led me to want to be a leader in providing cultur- ally safe care." –R.W. 31 B C B U S I N E S S . C A M AY 2 0 24 S ince 2008, Sonia Strobel, the co-founder and CEO of Vancouver-based Skipper Otto, has been on a mission to close the gap between Canadian fishing families and consumers. Strobel was a high school teacher before she married into a fishing family 20 years ago. "Sud- denly I had access to all of this beautiful, abundant seafood from some of the cleanest water in the world and I realized that there was a huge discon- nect: many people weren't able to access that," she shares. "I saw an opportunity to help connect our fishing family directly to home cooks." She co-founded Skipper Otto as a means to secure fair prices for local catches and create direct connections with seafood enthusiasts. Skipper Otto is now the highest-ranking B-Corp- certified seafood company in the world, with spe- cial recognition for its work in poverty alleviation and local economic development. Further, Strobel established a Local Catch Canada network, which provides support, knowledge sharing and techni- cal assistance for Canadian fishers building robust local food systems. Central to Skipper Otto's ethos is supporting small-scale, community-based fishing, which helps to preserve local livelihoods. By offering a direct line to the products from 45 fishing families across B.C., Skipper Otto is not only enabling con- sumers to access high-quality seafood, they are also contributing to social change and economic stability in coastal and Indigenous communities. Despite the challenges of building a business that's different from the norm, Strobel remains eternally optimistic, advocating for policy reforms and collaborative efforts to strengthen local food systems. Her perseverance is an inspiration to other change makers striving for a more equitable and sustainable future. "I don't think anybody is out to get anybody," she maintains. "I think certain voices just haven't been heard." Her advice to other change makers? Collab- oration. "I want other change makers in B.C. to remember that they're not alone. There is a large and powerful network of us," she says.–R.W. SONIA STROBEL CO-FOUNDER AND CEO, SKIPPER OTTO C aroline von Hirschberg has never been satisfied with the status quo. Prior to working at Spring—a community of investors dedicated to creating an equitable world—von Hirschberg spent time across various sectors. Her professional journey includes stints at consumer-packaged goods brands in the U.K. and Ireland, contributions to UNICEF's mission in Laos and the building of an internationally acclaimed social enterprise developing renewable energy solutions for off-grid households. The thread that ties her journey together? A dedication to enhancing the lives of people worldwide through impactful initiatives. "I was always the oddball, trying and testing new ideas and exploring grey areas with lawyers," she says. She joined Vancouver-based Spring in 2019 as co- CEO and helped build it from a team of six to 38. Now the company has a coast-to-coast team that supports entrepreneurs across the country. Throughout the past year, von Hirschberg has spearheaded initiatives aimed at empowering women and non-binary founders. A cornerstone of her efforts involves cultivating psychologically safe environments among peers, while fostering inclusivity and diversity within the realm of angel investing in early-stage startups. Von Hirschberg's initiatives garnered signifi- cant support from both governmental bodies and private entities, securing multi-year funding from the Women Entrepreneurship Strategy and the National Research Council of Canada Industrial Research Assistance Program, alongside the backing of private funders like the BDC Thrive Lab. These efforts materialized in the Women- Led Impact Investor Challenge, an initiative that connects purpose-driven companies with new and seasoned impact investors. The challenge's winner, Lite-1, secured $120,000 in funding, complemented by a matching investment from BDC Thrive Lab. Von Hirschberg recommends seeking out mentorship and coaching: "Change makers, innovators and entrepreneurs must recognize that they need that community of support."–R.W. CAROLINE VON HIRSCHBERG CO-CEO, SPRING ACTIVATOR R U N N E R S - U P S o n i a S t r o b e l: S k ip p e r O t t o ; C a r o li n e v o n H ir s c h b e r g : K a t i e I a c o b e lli s

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