September 25th, 2020

Sherwood Park, AB


Hurry up, Only few seats are available

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Kevin (MC)

  • We  wish to acknowledge that the land on which we gather on is Treaty 6 territory and a traditional meeting ground and home for many Indigenous Peoples, including Cree, Saulteaux, Niitsitapi (Blackfoot), Métis, and Nakota Sioux Peoples
  • Welcome the Mayor of Sherwood Park

<Ron & Kevin to discuss budget requirements prior to meeting mayor>

  • Welcome presenters
    • Thank you for taking time out of your busy schedule to assist and support our community at this event especially at this difficult time of a pandemic. Today we would like to welcome among us:
      • Karen Simmons, President, Autism Today, who will present the “Understanding Inclusion Attitudes and Empathy” and Ed Keng, President and CEO of YouEQ will share his wisdom about the culture of empathy in the workplace.
      • Ronald Caissie, Health Coordinator, Keen Education Foundation, who will present Why hire people from the neurodiverse community?
      • Employer TBA, Senior Sherwood Park Safeway
      • Employers, Robin hood and Goodwill Canada
      • A person with a disability to talk about their personal experiences and struggles getting employed. (Jesse and Jonathan)
      • Marcy Oaks – parent
    • Virtual House keeping remarks (to explain how the event will proceed):
      • Today, we have with us 5 presenters. There will be time for a question period
      • There will be a 10 minute live question comment and answer section at the end of each section. Be sure to stay tuned
09:30 - 9:35 AM

MC to present Caraly Lack, President of KEEN Education Foundation

9:35 – 9:36 AM

Caraly Lack

  • Present KEEN Education Foundation (mandate, vision, mission)
  • Thank presenters and attendees for participating at this first virtual event of KEEN Education Foundation
  • Thank the County Clothesline for their financial support and belief in the KEEN Education Foundation
9:36 – 9:40 AM

MC to thank Caraly Lack and present the Mayor

9:40 – 9:42 AM

Mayor presents

9:42 – 9:45 AM

MC to thank the Mayor and introduces Karen Simmons

  • Karen Simmons,

Karen is the Founder and CEO of Autism Today, the first online information and resource center for autism worldwide.  She brings over twenty years of expertise to the organization having created over fourteen publications including “Chicken Soup for the Soul, Children with Special Needs” and gold medal award winning “The Official Autism 101 Manual”.  She has hosted sixty eight conferences in both the biomedical and behavioral autism and special needs space and is deeply rooted in the autism community worldwide.  As a parent to six children, two on the spectrum, she strongly believes in manifesting miracles for the global community in a very big way.

Our special guest Ed Keng is …Bio (as he would like to be introduced)

9:45 – 9:47 AM

Ia. Presentation by Karen, “Understanding Inclusion Attitudes and Empathy”

    • in a non-acedemic way that weaves into her own experiences

Karen to develop or reject

Need expansion

These are huge topics on their own and almost warrant their own section. I mention this because I don’t know what Karen wants to speak about exactly, and how these will fit in with that. IF she doesnt want to speak about these in detail, I think they warrant a new section OR the taking over of an existing section. Diversity and inclusion are important concepts to understand for employers because of the numerous benefits to the business as well as the community

my piece is pretty much done.  it incorporates some of these concepts  but serves more as an introduction to the course in an abstract way.  i will endeavor to include these however it will be in a way that is less technical and more relatable

KS, KM, JS to review, edit, determine video sequence

9:47 – 10:02 AM

MC to thank Karen Simmons and introduce Ed Keng

10:02 – 10:04 AM

Ib. Presentation of our Special guest Ed Keng will talk about the culture of empathy in the workplace.

10:04 – 10:20 AM

Introduce Ron Caissie

10:20 – 10:22 AM

II. Why hire people from the neurodiverse community?

Cross section of north American work forces

  • A cross section of North America workforces
    • Neurodiverse staff can help employers adapt to the evolving challenges, but are underutilized by many employers
    • 95% or more of employers rate workers with intellectual disabilities and ASD as GOOD to VERY GOOD on most performance factors
    • High-performance organizations are 37% more likely to hire people with intellectual disabilities and ASD
    • The average turnover rate in Canada for workers across all industries is 49%. The average turnover rate for workers with intellectual disabilities is 7%
    • There are virtually no exceptional costs to hiring someone with an intellectual disability or ASD
  • The unique qualities of the neurodiverse mind
    • Neurodiverse individuals experience the world a little differently
      • Many notable work-related skills include: 1. Impressive levels of focus and pattern recognition. 2. Lateral thinking. 3. High attention to detail. 4. Solution-oriented thinking.
    • Mental illness can exist as a spectrum and a subtype
      • Autism is a spectrum, ADHD contains subtypes.
    • Rules of Thumb for Succeeding with Neurodiversity
      • PUBLIX Franchise – Boca Raton, FL [2m20sec]
    • The autism advantages
      • Advantageous work-related skills
        • Loyalty, objective rationality, an ability to perform repetitive tasks with great accuracy and without losing interest, reliability, genuine empathy, and the mindset of a lifelong learner
      • Expanding on honesty and loyalty and emotional awareness aspects
        • For example, when people are presented with an opportunity to gamble, their choices are often based on the emotional response around fear of losing money and they will choose to gamble to “prevent” losing, believing that they will win.
      • Emotional awareness is often impaired in people with alexithymia, otherwise known as “emotional blindness”. As “emotional blindness” is more common in people with autism, this could mean autistic individuals are less susceptible to the emotionally driven Framing Effect. As such, people with “emotional blindness” are more likely to make decisions based on a more rule-based rational strategy rather than emotion, hence the “Spock” metaphor.
10:22 – 10:37 AM

MC to Thank Ron for an informative presentation and introduces

xxxx from Safeway Sherwood Park, XXX is  (BIO, I would like to introduce Safeway, talk about their organization’s recruitment policy and procedures and the benefit to the community, the economy, etc.

NOTE: this will be scripted in collaboration with the speaker/panelist

10:37 – 10:39 AM


10:39 – 10:49 AM

Intro Safeway guy

10:49 – 10:51 AM

Safeway Employer presents

10:51 – 11:01 AM

MC to thank Safeway and introduces XXX from Goodwill Industries, XXX

11:01 – 11:03 AM

Goodwill Employer presents

Goodwill industries to present on the new dynamics of how donations are now received within their communities as well as what types of job placements they are now able to fulfill in the social distancing environment

11:03 – 11:13 AM

MC to thank Goodwill and introduces XXX from Robin Hood , XXX

11:13 – 11:15 AM

Robin Hood Employer presents

Robin Hood to present their experience as organizations to discuss how their people with disabilities are finding jobs during these times and if there challenges and fundraising goals are being met.

Also to present on the trials and tribulations of gaining meaningful employment for those with disabilities especially in the work from home environment.  Also how they bring resources to their organization

11:15 – 11:25 AM

MC to thank XXX Robin Hood for his presentation and introduce a parent

11:25 – 11:27 AM

Parent presents

11:27 – 11:37 AM

MC to thank agencies and employers and announce Q & A Period /discussion based on morning.

11:37 – 11:47 AM

MC to thank all presenters and conclude the first part of the day

and gives instructions about the 2nd part of the conference. Also ask people to convene back at  12:45 pm – also housekeeping

11:49 – 11:59 AM


Lunch Movie (optional)

12:00 – 12:59 PM

MC to introduce Simon Krupa, youth instructor, who will talk about

building an inclusive workforce, Simon is (BIO)

1:00 – 1:02 PM

III. Building an Inclusive Workforce SLIDE 27?

  • Best practices when hiring inclusively
    • Proactive identification of individualized job skills
      • Provide a list of interview questions to neurodiverse individuals beforehand, also, disclose all screens, including what they look for, and why you’re using one here
      • Put their needs at the forefront. E.g. dyslexia-friendly fonts, separate fridges for kosher and halal foods, have sensory-free spaces on-site
    • Workplace and environmental considerations
      • Sensory audits
        • You’re on the hunt for: lights, smells, crowds, noises, social requirements, What could become overwhelming? Is this environment a constant? These are questions we must ask while auditing
      • Socializing
        • This is necessary for fostering the workplace culture. Stick ND people with other workers that are respectful, understanding, and supportive
      • Communication habits
        • Understand how your ND employees communicate. Some will want to give as much detail as necessary, some will give less. It is your job to know what they are saying, and it is of the HIGHEST importance that you, the employer, ask for clarification if you are unsure of what has been communicated to you by an ND individual
      • Quick and Useful tips:
        • Make inclusivity a core value, not just a checkbox. It has to come from the top, seniormost management
        • Allow for bottom-up feedback and have frequent check-ins
        • Democratize feedback. Give employees a voice for providing managerial and supervisory feedback
        • Define and further-strengthen anti-discriminatory policies


  • Specific Accommodations
    • ADHD:
      Make sure you know what they’re comfortable with before assigning anything. 2. Their work spaces should have fewer visual and auditory distractions, within reason.
      3. Avoid setting them up with micromanagers, and let them have their creative room to explore, EXPRESS, and learn. 4. Keep instructions concise, and be available to answer all questions because explaining “why” is infinitely helpful to a person with ADHD, context lets them fill gaps in their understanding.
      5. Frequently check for understanding, for example: a good, quick, efficient way involves asking the simple question “What have you observed?” And then filling in what they didn’t include.
      IN SHORT: Adults with ADHD are complex with varying levels of comfort and focus. Avoid micromanagement, being passive aggressive, and keep instructions concise.
    • PTSD:
      The goal here is to avoid situations that can trigger their traumatic symptoms. Symptoms can be brought on and/or greatly affected by workplace incidents, conversations, images, and/or sounds. A lot of the time, people with PTSD have a medical professional that they see for it, they can be included in the planning process if the individual allows for this. PTSD management is trigger management. The tricky part is that, ideally, the employer should get the triggers from the person’s doctor and NOT the individual themselves. Why? Because you run the risk of accidentally implying that their trauma is central to their identity. This will seriously dampen their recovery.
      Never ask them about the details of their trauma, only ask about their triggers and what happens if they feel triggered. Pairing people with PTSD with upbeat, positive staff has shown to be beneficial in both short and long terms.
    • ASD:
      Train supervisory employees about ASD before ASD employee’s start date. 2. Assign an HR department employee as a “go to” person for your employee with ASD. 3. Give precise, but simple instructions about the workspace, dress code and other expectations. 4. Provide a “buddy” who they can ask questions to about things that others glean through implication

Slides 30 to 32

What images should I use for legal stuff. hmmmmmmmmm

1:02 – 1:17 PM

Mc to thank Simon and introduce Jonathan Sicoli and Jessie Hayward

1:17 – 1:18 PM

IV. Neuro Diverse support… it starts with HR Jonathan & Jesse

Hello, my name is Jonathan Sicoli. There’s very little reason that people need to take jobs as-is?   So here’s a little overview of job accommodations and how to get em.

  • Examples of workplace accommodations people can expect to get
  • headphones @ a granite cutting place & desk jobs (worked pretty well),
  • constructive feedback (varies wildly – some managers avoid being overly explicit).
  • I have witnessed people offer ‘job carving’ – altered job responsibilities (less social emphasis) and altered pay. A couple of people at Employmentworks expressed interest in reduced hours. Not sure how well it worked.
  • Most recently, working from home which has worked very well for obvious reasons!
    • Why is it important to feel welcomed in the workplace?

-If you have a workplace that’s indifferent or even hostile to you and your needs, it impacts the work, it impacts you. It’s one thing to not be catered to specifically, but if people think your needs are frivolous or expensive it gives the impression of an employee that’s just a burden.

-more specifically, if employees get the impression that they’re not being cared for, it might foster an idea that they’re expendable. Expendable employees then start planning for when they feel they will inevitably get fired, or quit, or steal office supplies… Why would anyone work hard if they knew it wouldn’t be appreciated?

-Employees that know they’re valuable only need to be trained once. Plus it gives them something to lose if they like the job.

  • How has self-advocacy worked for you at work?

-It’s been hard for me to even ask IMO. WHEN I ask, I usually am able to get what I think I need. That hasn’t always been the case – it was easier sometimes to let people assume I knew what I was doing, or that I was fine. Which ended up backfiring.

-Typically, I start by outlining my case (granite cutter makes too much noise, distracting when I need to be thinking about measurements), what needs to be done (headphones, mp3 player). it’s important to believe that you need it, and be determined to get it. DON’T GET ANGRY or too emotional. Offer alternatives if you can (ex. I could pay / bring the headphones). For more timely things it’s important to have a deadline (Please let me know about the headphones in 1 week)

  • What happens when someone does not advocate for themselves at work?

-stimming (can be used to calm down / manage sensory overload but can be harmful! / scary to the uninitiated depending on the method (self harm can be an extreme stimming behavior))

-psychological pressure and stress (fear of messing up, stammering, oversharing, undersharing)

-mental strain, distraction from duties, confusion from contradictory orders, Mistakes Get Made

-physical injuries (muscles pulled, limbs fractured, death)


-People get overstimulated at work, injure or overexert muscles, embarrass companies by saying something they shouldn’t because they’re in an ill-suited position, do a job incorrectly because they’re unable to check with a mentor / supervisor, strain themselves psychologically in a high pressure environment. In extreme cases, lives could be lost because the employee could be doing something they shouldn’t.

  • What do you think you add to the workplace environment?

-I think I bring an analytical, big-picture mind, and that i’m someone who doesn’t unfocus too much. I’d say I’m still working on advocating for myself better, but I’m at least adequate in that sense.

-I’m aware I’m not the most social person.


  • Name 5 things you want to see in every workplace environment

-time & money budgeted for different employee needs, or the option to bring aids from home

-supervisors that can identify struggling employees and offer help when needed

– Option to work less/more hours for less/more pay, hours flexibility, REMOTE OPTION. Option to reject work duties that are unsuitable to them.

– Employees should be able to discuss assistance, work situation with anyone there, incl. other employees.

– Control over work space, environment, audio levels, light levels, temperature.

  • Name 5 things you DO NOT WANT to see in aaannyy workplace environment

-Employers that don’t allow aids at all, for budgetary or ‘normality’ reasons

-employers that misrepresent the job, or the pay, just expect you to fill in the blanks, or that shame employees for not knowing. (full disclosure that’s more from my school experience)

– 9 to 5, ‘butts-in-seats’ mindset – You work here, physically, even when you COULD work from home, you could work multiple shifts, or when you’re mentally fatigued. Workers work on tasks that negatively impact them / others because that’s what it says in the hiring doc. HR refuses to examine problem situations.

– ‘taboo’ to talk about wages, assistance with people who could help you negotiate better working conditions. Hiring managers frequently lowball job offers to disadvantaged people and minorities, because there’s no oversight, cooperation with other staff is discouraged.

– You work in a tiny cot, in call center hell. You have a cubicle you can pin a (corporate approved) photo to. It’s sweltering in here and there’s 50 people jabbering around you at any given time. Everything is bathed in institutional white from the neon tube lights you see at every office. Anything more would be too much.

Anyways, I hope I’ve given you a lot to think about. Thanks for listening to my TED talk, make sure to like comment subscribe and hit that bell etc

Ended up just giving a primer of things ASD people may present with, for the employer. Too much?

_Marked as resolved_


Nope, i think its good. Remember, easier to remove than to add 🙂

1:18 – 1:35 PM

MC to thank Jonathan and Jesse and introduce Ron Caissie

1:35 – 1:37 PM

V. How to interview and manage people with ASD

<Davies’s Section>

  • Strategies Checklists (before, during interviews, and after hiring) & Interview tips
    • Recruitment, Shortlisting/Screening, Interview Process, Interview Tips, Training/Orientation, Performance Management, Workplace Inclusive Culture


Now, we’re gonna focus on how to interview and manage people with ASD.

We have a great resource called the “Employer H.R. Inclusivity Toolkit”, the Strategies Checklists for each step of the hiring process and after hiring your candidates (provided by the Gateway Association), as well as interview tips.

And the second point we’ll cover is understanding social and behavioral norms from a managerial perspective. So there will be things we’ve talked about briefly in the beginning of the presentation. For this part we’ll take a deeper dive into them.


First step is recruitment. There’s a whole bunch of strategies that you can use and check off as you go down this list. I will highlight a few of these for each checklist.

You can start by sharing job postings with community disability employment agencies where people with disabilities will have access to. Keep it simple, use plain language, the tone of the postings should be inclusive and friendly as opposed to formal.

Ensure that you have information on the job posting for requesting accommodations for the interview process.

If personality profile screening tests are used for hiring, ensure your organization gives the option for persons who live with a disability to opt out as part of their accommodations.


Here are strategies you can use for your screening process. You can:
Share the interview process when inviting candidates.

Ask the candidate if he/she needs any accommodations for the interview.

Allow flexibility in the date and time of interview, candidates may need to rely on special transportation.

Ensure at least 2 people are involved in shortlisting to reduce chances of assumptions or biases.


For the interview process, I will point out the 4th point, make sure that the interviewers are aware of the potential for unconscious bias, and working downwards from there, use plain language, inform the interviewee of the interview format before the interview.


Here, we have tips to supplement the previous slide:

Avoid Distractions

  • Ensure desk is clean and mobile phones are silenced
  • Let key team members know you are not to be interrupted
  • Mark any entrance ways with an “Interview in Progress” sign
  • If possible, host the discussion in a quiet space with soft lighting—nothing overly bright and ensure there are no flickering lights


Use Direct Language

You can improve the quality of your interview by keeping your language straightforward and job-related. Here are some items to keep in mind:

  • Avoid small talk, keep the discussion to specific job-related questions
  • Use closed questions that require straightforward answers
  • Remove clichés, pop culture references, or non-literal expressions, unless they are necessary to the job
  • Leave extra time in the event the interview runs long
  • Avoid making assumptions or asking unnecessary questions about the candidate’s abilities, unless relevant to the position


(Acknowledge repetition from Lesson 2)

Informing how things will go beforehand and providing accommodation (if necessary) is key for the hired candidate to fully understand the training and orientation, which therefore brings comfort and confidence to that person.

For the last point, it is crucial that you train your staff about workplace diversity and inclusion. There needs to be a welcoming work environment for everyone.


There are a number of ways to improve your workplace culture on inclusion. For larger organizations, you can set up an inclusion council or committee, set up a review process and step to take to remove accessibility barriers.

A great way to know how well you are doing as an employer in providing inclusivity is to conduct surveys on job satisfaction and feelings of belonging and inclusion.

Have a champion in senior management involving in inclusivity



  • Understanding social and behavioral norms
    • Extreme focus, Pattern recognition, Attention to detail, “Steven Wiltshire Video”, Honesty, Logic, Repetitive Tasks


Extreme Focus: Research shows that people with autism have a stronger aptitude for focusing on tasks. While neurotypicals may “waste” time in some activities that appeal to them—activities including socializing and small talk—people with ASD can concentrate for extended periods of time on reading, writing, observing, painting, etc. Socialising is welcomed, and encouraged, however.

Everything I just mentioned is considerably bolstered if they enjoy or have an interest in.

Not only do people with ASD have an increased capacity for extended focus, but also tend to have an ability to hyperfocus on areas of SPECIAL INTEREST. This concentration can be so intense that an individual loses track of time, other chores, or the surrounding environment. This level of intensity can be channeled into difficult tasks, such as work or homework. As such, due the ability to hyperfocus, people with ASD can be excellent at doing elaborate research or other tasks that are (relatively) narrow in scope but (very) deep in extent. If this ends up being the case, one must check up on them to ensure they’re doing okay and that their needs are met. They’re doing this for you as a service, so don’t forget to say thanks.

Additionally, as people with ASD produce dopamine for hard work, they tend to work harder, and are willing to do the work for lesser rewards. By contrast, neurotypicals do not get a reward for work, but from social interaction instead.

There is a well-known Temple Grandin quote, “What would happen if the autism gene was eliminated from the gene pool? You would have a bunch of people standing around in a cave, chatting and socializing and not getting anything done”

Pattern Recognition: Some people on the spectrum excel at “pattern thinking” as a cognitive type. Pattern thinkers often excel in math and music but may have problems with reading or writing. Pattern thinkers are often remarkable at solving complex math problems. It is generally considered that Albert Einstein would be diagnosed today with high functioning autism. He is in good company, with other probably autistic innovators such as Steve Jobs, Isaac Newton, Charles Darwin, Bill Gates and Nicola Tesla. This a major factor in their ability to write and troubleshoot computer code, as well as an ability to think “far outside the box”. Pattern thinking cognitive types are highly prized in the Microsoft development environment.

Attention to detail:  Attention to detail< 5 minutes>

The National Institutes of Health http://bit.ly/2ZKWWMM argues that extreme attention to detail, or hyper-systemizing predisposes individuals to show talent, and is part of the cognitive style of people with autism spectrum conditions. These people are often experts in recognizing repeating patterns. This is called ‘systemizing’. It may be any kind of system, such as abstract systems (syntax of language or musical notes), natural systems, such as weather patterns, or numerical systems, such as train schedules or calendars. An example of this remarkable ability is seen in the following video. Stephen Wilshire drew a very accurate representation of the city of Rome after a 15 minute tour in an aircraft: Steven Wiltshire https://www.youtube.com/watch?v=jVqRT_kCOLI
Intro Steven Wiltshire Video????



People on the spectrum can be honest “to a fault” – they can be blunt. They often tend to be less deceptive. While individuals with autism can have the ability to deceive and to tell simple, white lies, research suggests that they’re less likely to cover up their initial lie. This means that they’re often unable to maintain consistency between the initial lie and subsequent statements. It’s also believed that lie-telling in people with autism is learned behavior rather than an intentional act of deception.

People who are more comfortable with honesty and transparency are less likely to engage in time-wasting gossip and the associated negative impacts of deflated employee morale. Creating an atmosphere of honesty also fosters an environment for self-accountability and responsibility. Assessing for honesty in a potential employment candidate will contribute greatly to their success in their new job, if indeed the employer genuinely fosters honesty in their workplace.


Research by scientists at Kings College, London, shows why people with autistic spectrum disorder (ASD) are more logical in their decision-making compared to people who do not have the disorder. Think Mr. Spock on Star Trek. They discovered people with autism are not influenced by the so-called “Framing Effect” — a way of thinking described by the nobel-prize-winning psychologist Daniel Kahneman in the 1980s.

The theory is that people make decisions based on the way choices are framed. Kahneman and his colleagues showed that this was because people use their emotions when making decisions, hence some options appear more desirable than others, even when choices offer the same reward.

For example, when people are presented with an opportunity to gamble, their choices are often based on the emotional response around fear of losing money and they will choose to gamble to “prevent” losing, believing that they will win.

Emotional awareness is often impaired in people with alexithymia, otherwise known as “emotional blindness”. As “emotional blindness” is more common in people with autism, this could mean autistic individuals are less susceptible to the emotionally driven Framing Effect. As such, people with “emotional blindness” are more likely to make decisions based on a more rule-based rational strategy rather than emotion, hence the “Spock” metaphor. This is clearly an advantage.

Repetitive Tasks:

Able to perform repetitive tasks with great accuracy without losing interest

Why this is important to employers?

These characteristics can prove invaluable to employers. It is of critical importance to build an evaluation process into the ‘profiling’ process for your clients to best match them with job descriptions. Also, important to guide employers to build these elements into a detailed job description. Important to work with HR groups to this end.

1:37 – 1:52 PM

Mc to present ??????

1:52 – 1:54 PM

???? presenting

2:24 – 2:40 PM

Mc thanking ??? and presenting ?????

2:10 – 2:12 PM

??? presenting

2:12 – 2:22 PM

Mc thanking ???? and presenting ??????

2:22 – 2:24 PM

???? presenting

2:24 – 2:40 PM

panel discussion

2:30 PM

VI. Covid’s Impact on Neurodiversity & work Copy

<John’s Section>

  • How routines are disrupted
    • Bring structure back
  • A catalyst to cultural change
    • Social stories can be a solution
  • Nutritional challenges around covid
    • ASD individuals often need specific diets
  • COVID-19 can increase symptoms of autism
    • respond with empathy
  • Calm is contagious
    • calm spreads to empathetic employees
  • Depression and covid 19
    • Difficulty of socialize is amplified



John’s lesson was made in the speaker notes section, and as such, it is a big wall of text. I’ve included it at the bottom for when I have a second to parse it out

1:54 – 2:10 PM

MC thanking ???? and presenting ?????

2:40 – 2:42 PM

???? presenting

2:42 – 3:00 PM

MC to thank ????? and present ??????

3:00 – 3:02 PM

???? present ????

3:02 – 3:17 PM

MC thanks presenter ??? and opens the floor for discussion

3:17 – 3:20 PM

Floor open for discussion and questions to panellists

3:20 – 4:00 PM

Closing remarks, MC to thank everybody and end of conference

4:00 – 4:02 PM

Conference Ends

4:02 – 4:03 PM


One great night

We’re honoured to have 4 amazing industry experts Mike Kus, Jeremy Keith, Robin Christopherson and Sarah Parmenter!


We’re honoured to have 4 amazing industry experts Mike Kus, Jeremy Keith, Robin Christopherson and Sarah Parmenter!

Free food and drink!

We’re honoured to have 4 amazing industry experts Mike Kus, Jeremy Keith, Robin Christopherson and Sarah Parmenter!


We’re honoured to have 4 amazing industry experts Mike Kus, Jeremy Keith, Robin Christopherson and Sarah Parmenter!


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