Friday 23 August 2019

Rajinder Mann's contribution with Janta Sevak Society


In a world where people seem to be becoming increasingly self-centered, there are still some noble souls who are making an effort to help the underprivileged. One such organization dedicated to social service is the Janta Sewak Society (JSS). For almost 3 decades now, this organization has been working towards the welfare of needy, helping children and families across Canada and abroad achieve a better life.

JSS has found various means of helping the underprivileged covering many aspects of the society and their economic needs. They offer contributions for education, healthcare, and other services to children and other helpless persons. Since 1988, JSS has donated total of more than $400,000 to B.C. Children's Hospital, memorial scholarships at local high schools, and the education and healthcare of orphans through the International Red Cross. Various children in the Lower Mainland have also been extended a lot of help through JSS. It is heart-warming to see how JSS has been feeding the hungry special-needs children with hot meals. Not just that, numerous children have received electronic wheelchairs too.

JSS has many compassionate people associated with them who donate for these noble causes in many ways. Mr. Rajinder Mann, a Canada based entrepreneur who hails from a humble background in India is one of those many donors who understand the struggles of life and have achieved their status by hard work and diligence. “I come from a background which taught me both dedication and hard work. I know life is unfair to some people and feel fortunate to be able to donate for a cause.” Mann’s business supplies cedar singles and other building materials, throughout the lower mainland in Surrey, British Columbia.
Dedicated volunteers like Mann and many other donors help JSS in achieving their community goals. They ensure that all the funds that are raised are straight away directed towards charities.


Saturday 20 July 2019

Rajinder Mann: Entrepreneur interview


The candidate that will be used as an example of an entrepreneur in the paper is my uncle, Rajinder Mann.  The paper will illustrate Mann’s entrepreneur behavior in direct comparison with the description by Jeffry Timmons, author of New Venture Creation.  In 1989, Mann opened All American Cedar in Surrey, British Columbia (Appendix A).  His business supplies cedar singles and other building materials, throughout the lower mainland.  As a result of hard work and long hours, Mann has put a huge dent in the roofing market in Surrey. 

Born and raised in small village in northern India, he was the youngest of seven children.  His parents came from a long line of farmers; they produced just enough to get by.  Mann was fortunate enough to get a grade eleven education, during a time where some would say his hands were deeply needed on the farm.  Attending school and managing the farm, Mann learned the importance of hard work and dedication.  At a young age of twenty-one Mann was married to my aunt and told to leave the farm and move to Canada.  In 1979, Mann left his family and friends in India, and settled in Fort St. James, British Columbia (Appendix A).  In the small community of 2,000 he found his first job as a lumber grader in a sawmill.  Mann realized quickly that line of work was not for him describing the work as repetitive, tedious, and non-stimulating.  He dreamed of moving to the big city and opening a business, where he was in-charge and able to make more money.  After working for nine years at the sawmill, he moved his family to Surrey. 

Mann’s wife never worked outside of the home as she had her hands full raising three children.  Mann took a risk by leaving a well-paid job with rich benefits.  Without a job in place, Mann realized that he had to move fast, in order to put food on the table.  Being the sole bread winner in the family, Mann accepted a temporary job to drive a truck for Hayer Roofing.  While driving the truck and making deliveries Mann calculated that he could open up a business and compete directly with All Canadian Cedar (largest cedar roofing supplier in the lower mainland).  It appeared to the rest of the family that Mann was taking additional risk opening a business.  Mann replied, “Its all perception, risk is minimal.”  This statement is in accordance with Timmons; in summary, entrepreneurs take calculated risks, and to them the venture appears as an opportunity not a risk.  As a result of Mann’s hard work and vision his dream came true.  Within six years, All Canadian Cedar was put out of business after having been the dominant market leader in Surrey for over twenty-four years.  The owner of All Canadian Cedar had eighteen employees (three truck drivers, six office personnel/salespeople, five-yard workers, four forklift operators).  Mann figures that he is doing three times the sales of his predecessor and is proud to say that he only has three employees (one sectary, and two truck drivers).

During the last seven years Mann has pushed himself to higher limits.  He has built over fourteen residential houses while managing the roofing business, but more importantly, he has managed to squeeze himself into a very competitive yet lucrative commercial development market.  Mann has built five huge warehouses, opened a truck park, and currently has his hands full in two new warehouse projects (one of which at completion will carry a healthy value of $48 million CDN and the other $14 million CDN).  Mann’s future plans include making huge warehouses, sky-scrapers, and expanding his roofing business.  Although it is tough to swallow, Mann just as Timmons, states it is important to think big.  He feels that the opportunity should be large, or have the potential to be enlarged.  Of all the concepts that I have studied to this date, this is the hardest to digest.  Working in commercial banking, I was trained to tell clients to start off small.
With all of Mann’s success and personal achievements he still works over twelve hours per day, six days per week.  On his only day off, Sunday, Mann is mentally preparing for the week ahead.  One of Mann’s biggest gaps when he started his business was the fact that he was brown.  The majority of businessmen, and if not all the employees at Surrey City office were white.  Mann feels having an accent in his voice has prevented him from opportunities.  This is in direct contrast to Timmons statement that race, creed, and other differences play a smaller role for entrepreneurs.  Secondly, having access to funds at critical times was a shortcoming.  Mann reflects back and says “now the situation is the opposite, bankers and private investors throw money at me.” 
Mann sometimes thinks of slowing down his business and perhaps hiring a manager to manage his roofing business.  He says that is very hard to do, as he has spent so much time and effort in starting the company.  His clients treat him with respect, and he still likes the challenges the company presents.  Furthermore, he has a craving for the commercial development arena and is determined to do a couple of big projects before he steps aside.  Mann considers himself very entrepreneurial, but at times admits that in the past he was managerial.  Sitting idle is very hard for him; Mann is always seeking new opportunities and ventures to undertake. 
He is starting to realize that his success has come at a high price; his health and family have been left on the backburner.  Mann’s has gained a lot of weight in the last couple of years; nevertheless, three years ago he started to go to the gym.  When he is extremely busy, he may go weeks without the gym.  The main reason why Mann pushes himself to higher limits is his family; he wants his children to have a better life than he had.  As the children are getting older Mann feels that he has to slow down and spend more time with them.  However, reflecting back on his success and satisfaction from his business, he would not change anything.
Mann passes on very valuable advice from his experience to his two sons.  Both of the boys have a keen interest for business and want to walk the path of their father.  One of the key lessons Mann passes on to his sons is a paradox that Timmons discusses, “Entrepreneurship requires a bias toward action and a sense of urgency, but also demands patience and perseverance.”  Basically, one ought to have keen senses and be ready to seize an opportunity, but that may mean waiting in the meantime.
Mann refers to any newcomer into his roofing business as a blind person.  He has a very loyal clientele and his operations are very lean.  His long-term relationship with his supplier has allowed him to purchase goods at a very low cost.  There is not a roofer in the lower-mainland that has not heard of his business.  Consistent with Timmons’ description of entrepreneurs, Mann can be characterized as very competitive and motivated to excel.  Many describe entrepreneurs as people with huge egos, having known Mann for many years he certainly does not fit that stereotype.  He is very humble, generous, and shares recognition with others.   
Important characteristics Mann believes that an entrepreneur should posses include: desire, go-getter, very organized and time management skills.  Mann clearly stated that one does not need a passion for a particular venture; however, one needs desire.  When Mann started his roofing business, he claims he had no passion for selling roofing supplies.  But over time, his passion has evolved, and now he dearly loves the business.  He says it is like another child of his, which he has to care for and manage.
Reflecting back on Timmons’ Model and Mann’s business, I would have to agree with the textbook that a lot of balancing needs to be done.  As in Mann’s instance, the opportunity was huge in comparison to his team and resources.  He managed to balance out the model and slowly nibble away on the opportunity.  To this day his model is in constant need of modification with regard to the commercial development ventures.  Mann’s experience has allowed him to more quickly and effectively shape the Timmons Model.  Obviously, he is not aware of such a model, but from the conversation one can quickly conclude that such a model is being analyzed.  A key learning principle I have learned from the model is that one should not get discouraged, but should be open-minded and ready to make the necessary modifications. 

PERSONAL THOUGHTS
I have known my uncle for many years, and we have a very strong personal relationship.  Even with his hectic schedule, he manages to squeeze in time for me.  After having conducted the interview, I think of Mann from new perspective.  I always knew that he put in a lot of time, but we never discussed how he went about in establishing the business.  I have more respect for my uncle, as he is trying to juggle many parts of his life.  Having studied Mann’s entrepreneur struggle and rewards, I am more interested in starting my own business.  With his experience, I know he will be a great coach and mentor.  To say that Mann is anything other than an entrepreneur would be a great injustice to the word.