I recently spoke to a woman here on business from Oklahoma. She was driving a Hertz rental car and immersing herself in as much Canadian culture as she could jam into her time off. So you can imagine how disappointed she was that Hertz didn't offer any “Canadian” car rentals.

I went off looking for why and found the following on CBC News Online | August 21, 2006 and Wikipedia:

• More than 500 different car companies have called Canada home – most of them in the early 1900s and most were Canadian-owned.
• Between 1918 and 1923, Canada was the world's second-largest carmaker and a major exporter.
• By 1925, GM, Ford and Chrysler – controlled 75% of the American car market. A 35% import tariff ensured some manufacturing stayed in Canada.
• The 1926 Canadian content law was a boon to Canadian part manufacturers.
• By the mid-1930s Canadian owned car companies were all gone.

The Bricklin SV-1 was a gull-wing door sports car assembled in Saint John, New Brunswick, Canada. The body panels were manufactured in a separate plant in Minto, New Brunswick. Manufactured from 1974 until early 1976 for the U.S. market, the car was the creation of Malcolm Bricklin, an American millionaire who had previously founded Subaru of America. The Bricklin factory was not able to produce vehicles fast enough to make a profit. As a result, only 2,854 cars were built before the company went into receivership, owing the New Brunswick government $23 million.

I’m thinking that the next opportunity for a Canadian car could come from India or China if these two super-powers can crack our domestic (auto) manufacturing challenge:

• Most Canadian’s will only buy leading edge domestic products that create high paying jobs in Canada IF the products are sold below cost.
• Think RIM.

36 years ago I watched a Sikorsky Sky Crane lift the final section of the CN tower mast into place from the Student’s Union office in Ryerson’s Business Building where I was finishing up by formal education.

The following year I began my apprenticeship as a media estimator with Red Foster’s acclaimed ad agency. Since then I’ve been a student of Jack MacLaren, David Ogilvy, Mssrs. Batton, Barton, Durstein and Osborne and a host of their mentors as well. I’ve been a Media Director, Account Director – and now a Creative Director.

In hindsight my favorite mentor was Mr. Edward Karthaus, Group Account Director with Baker Lovick Advertising, a Canadian shop owned by BBDO, Chicago. I worked with Ed for about four years as a Media Planner on the Chrysler Truck and Peugeot Automobile accounts. He was very American, small, in his 70’s, always wore grey wool suits with pin-stripe shirts, suspenders (and a belt), black brogues with thick soles, and coke-bottle glasses. I don’t ever recall him laughing. He demanded and commanded my respect.

When he asked me to do something he stuck around and made sure it was done right before he left: even if that meant sticking around until two in the morning or coming in on the weekend. He was clear and precise with his instructions and in conjunction with his definition of the challenge he left no room for confusion. While he demanded my best, he always ensured that I had a proper forum and an attentive audience to present to. I took me years to master that skill - and many more years to really appreciate this task's level of difficulty.

When I left Baker Lovick Advertising to pursue another challenge Ed gave me this advice: “don’t look up and keep your nose to the grind-stone for at least six months. Then, when you do look up you’ll be amazed at how far you’ve come.” On my fare-well card he wrote this brief missive: “Frank - stay out on the thin ice. - Ed."

I did as he suggested - and of course, Ed was right. The thin ice is where the greatest learning takes place. 

About a year and a half later he encouraged his peers to give me a call and get me to help them to set up a new business division called BBDO Retail, Toronto.

I answered the call and Ed was pleased that I did.

Thanks to Ed’s tough but fair instruction, support and encouragement I’ve had an incredible career run that is still going strong today – 35 years later.

I haven’t thought about Ed for over 25 years now, and I can’t call him up: if he were still alive, he’d be about 120 now.

So I’ll just share this with you for now and encourage you to get in touch with your Mr. Karthaus and thank him or her for the doors of opportunity (s)he introduced you to.

September 10, 2013 postscript!

Frank,

I was on the internet and came across your blog about my father, Ed Karthaus.  My name is Ed as well and I am happy to tell you that he is indeed alive and well. He just celebrated his 89^th birthday last Friday and is in great health, as is my mother. Your words in your blog meant a lot to me and I wanted to give you my father’s phone number, 416-XXX-XXXX (same number for 48 years).

Thank you for the blog post.

Ed Karthaus Jr.

January 23, 2015 postscript.

Mr. Karhaus passed away in his sleep - age 90. 

In my religion we've lost a good man whose short life has come to an end and gained a Buddha of infinite light and grace to guide us. 

Wow!

When I started reading this recruitment ad I was intrigued.

As I read on I felt intimidated – do I really have what it takes?

Then I got to the desired skills section and laughed: where on earth does someone with “3+ years in an ad agency or other related service industry" assemble that kind of world-class portfolio of account management skills?

• What are they really screening for - Hyperbolae?

• Would you trust your world-class brand to an Account Manager with 3+ years of agency or related service industry experience?

 Almost every day I get lists like these. If I collected them all and tried to act on them I don’t think I’d get very far with my day. They remind me of my mother when I was a kid – telling me to wear clean underwear, an undershirt, appropriate cloths, sit up straight, chew my food twenty times, go straight to school, or bed, etc.

Her “lists” were part of her child training routine, not a replacement for it.

The lists I use today are SHORT and rank what projects we need to do.

Not how to do them. That’s the purview of training which I see less and less of today because everyone wants everything fast + cheap. So there's no time or financial margin left for training. I wish business leaders would wake up, return to basics and deep-six all these dumb lists.

They are not a substitute for, and a VERY poor supplement to, genuine training.

I’m very good at what I do because people took the time to train me, years of practice and my commitment to making the good better and the better best.

Not because of (how to do) lists.