It was brought to my attention, Shane "Spike" DesLoges, that I haven't yet shared how my unique journey and experiences distinctly qualify me to create this invaluable resource for the recreational boating industry.
Embarking on this journey in 1996, I was extended an invitation by Jill (Dagg) Snider to join the Marine Technology and Recreation program at Georgian College. Concurrently, I was reconnecting with my mother, Jennifer Monteith, and her enterprise, The Exhibitor Support Center (TESC), which specialized in trade shows and conventions. This experience, starting from the age of 12, laid the groundwork for my understanding of business dynamics and relationship building.
Before this turning point, I faced significant challenges. Following my father, Paul Emiel Joseph DesLoges', passing in 1992, I found myself without a home at 14. This led me to a youth shelter named "Second Base." It was a tough and complex environment, but it also became a crucible where my resolve was tested and strengthened. The shelter, while providing the bare minimum – a modest daily allowance and bus tokens – became the launchpad from which I sought to change my life trajectory.
My quest for personal and professional growth led me through various terrains – advertising, coupon book sales, telemarketing, collections, and ultimately, human resources. In this last role, I evaluated numerous resumes, seeking the right individuals for direct sales positions. It was this meticulous scrutiny and interaction with diverse professional backgrounds that honed my ability to identify and cultivate potential.
A resume mentioning "Diamond Investments" caught my eye and led me to a pivotal phone call. The interaction with a recruiter who had no memory of the candidate highlighted a gap in the industry that I was confident I could fill. Embracing this realization, I attended their orientation, marking the beginning of a new chapter.
At 15, from the confines of the youth shelter, I made my way to Carlingview Avenue near Pearson Airport. In a suit lent by Mike, a figure whose narrative interwove with mine, I embarked on a journey that profoundly shaped my life. This path led me to Diamond Investments, a Kirby Distributor, and into the mentorship of Paul Valliear. Over the next two years, traversing Ontario and advocating for the G4 home maintenance system, I not only honed my sales acumen but also absorbed invaluable lessons in perseverance, strategy, and human relations.
This period was marked by rapid growth and notable achievements, including significant commissions and a record-breaking sales streak. However, it also taught me the harsh realities of the industry and the importance of self-reliance and comprehensive mastery over one's field.
The trajectory that followed – from the highs of early success in car sales to the reflective period after leaving the dealership, and the subsequent return to the foundational world of TESC – all contributed to a rich tapestry of experiences. Each phase, with its unique challenges and learnings, was instrumental in shaping my perspective and skill set.
When I received the brochure for the Marine Technology and Recreation program at the Toronto International Boat Show, and when my grandmother, Alice (DeBlois) DesLoges, offered her support, it signified more than just new opportunities; it symbolized the culmination of diverse experiences converging into a singular, focused path.
Today, as I stand at the helm of this endeavor, each milestone, each setback, and each triumph in my journey underscores my unique qualification to develop a resource that caters to the nuanced needs of the recreational boating industry. It's a narrative of resilience, adaptability, and profound understanding, all of which are embedded in the very core of the Boaters Operating System.
The place I moved into for my studies was a shared apartment in Orillia with a bible study community leader. Every evening, there were bible study sessions in our common room, and I was expected to join in to keep my living arrangement.
However, things took a turn during the Labour Day Weekend. That's when I got my first taste of bar service at the ZOO bar. They had brought in 10 temporary staff, including me, to handle the tourist rush. By the end of the weekend, I had proven myself. The other bartenders vouched for me, convincing Kathy Miller, the owner, to keep me on. As winter approached, one by one, the permanent staff handed their shifts over to me, until I was the only one left.
My OSAP (Ontario Stereo Assistance Program) funds had come in by then. I paid my tuition and moved to an apartment on Mississaga Street, just a few blocks from the Zoo bar.
Starting school in September while working full-time at the bar, I quickly became part of the local community. This gave me an edge in connecting with fellow students from all over Canada who had come for this unique, 3-and-a-half-year co-op program.
Being a person of colour, I found Orillia to be a huge cultural shock, both in the town and at the college. Fortunately, I managed to secure my own co-op placements back in the city.
I started working at Marina 4, run by Mary and Walter Oster. My first job there was as a Dockmaster. I negotiated my wage from $15/hour to $17/hour by handling the co-op subsidy paperwork for Mary. She agreed!
At Marina 4, I began to understand the boat owners' culture. They often voiced concerns about maintenance and yearned to enjoy their days on the water. Many times, these turned into drunken days and nights on the dock, and I was responsible for keeping everyone safe and secure.
During my three seasons at Pier 4, I formed enduring relationships. All the Pier 4 boaters remember the loud sound of me rolling the bridge steps on my rollerblades each morning to open the dockmaster's office.
I also greatly exceeded my co-op hours by serving as a shuttle driver for the Ontario Place Marina north channel after being disqualified as a Toronto Island Marina shuttle driver.
Simultaneously, I was working nights as a tow boat captain with Towboat Canada, assisting the Toronto Marine unit in rescues and performing numerous salvage operations around Lake Ontario.
It was the summer of 1999, a 120-foot Broward yacht docked at Pier 4. The captain came to the dockmaster's office asking if anyone could wash the yacht quickly. I volunteered for $2/foot. This job was my introduction to yacht detailing.
Back in the Marine Technology and Recreation (MTR) program, I developed a passion for naval architecture and hydrodynamics. My sales and entrepreneurial background gave me an advanced knowledge of spreadsheets. I started selling spreadsheet templates to help my classmates gain an advantage.
After finishing the MTR program in 2000, I took a position with the City of Mississauga as the Marina Operator of Credit Village Marina and as an Administrative Assistant to Kelly Flood at the Lakefront Promenade Marina for the 2001 season.
The City of Mississauga planned to exhibit at the 2002 Toronto International Boat Show, and I felt I was the perfect candidate to continue representing my position there. However, my boss, Dave Broderick, didn't think I was the right fit for the event. After some debate, we agreed that I would join the parks department or leave my job altogether.
Accepting the new role, I found myself painting garbage cans, trimming dogwood, and shovelling snow in key locations around Mississauga. As the boat show approached, I pleaded with Mr. Broderick to let me help with the event. He refused, so I resigned.
At that 2002 boat show, I marketed my skills and experience to everyone, only to realize that no one wanted me on their team. This rejection hit me hard, and I stepped away from the recreational boating industry for the next two years.
A few months later, my younger brother Christopher DesLoges told me that the Liberty Grand was hiring. We applied together and were among the first few to be hired.
I poured my energy into every task at the Liberty Grand. Starting as a banquet server, I quickly moved up to special event bartender and head table server. I took on extra shifts as a porter to increase my overtime hours and even helped out in the marketing department part-time.
During the Christmas season, the Liberty Grand was an elegant but hectic place. I juggled multiple roles to stay indispensable and maximize my income. It was during this time that I met Muguette Moreau, an exceptionally talented décor technician. One day, as she was high up on a ladder installing fabric, I offered to help, partly to be near her a bit longer.
Our friendship grew, and Muguette asked if I could assist her with other design and décor installations. I jumped at every chance to learn from her.
The skills I developed led me to work with several décor and design companies, assisting Muguette and eventually being hired as a fabric installer for various events. My driver's license and stamina became assets for tear downs, extending my work hours into the early morning across various Toronto venues, including private residences, nightclubs, and banquet halls.
In 2003, while working with Muguette at the Toronto home of Norman Jewison, I received a troubling phone call from my partner at the time. Muguette, sensing the negative energy, gave me a stern talking-to for disrupting our workflow. Afterward, she handed me a gift—a copy of "The Artist's Way" by Julia Cameron—and suggested I channel my energy into something more positive if I wanted to be part of her personal and professional life again.
I took this advice to heart and dedicated the next 12 weeks to practicing "The Artist's Way." Many of the habits I developed, especially Morning Pages, are still part of my routine 20 years later.
Before finishing "The Artist's Way," I left my partner, having improved her life, and completed the first draft of my business plan for Spike On The Water.
Rayne Tunley kindly helped me finish "The Artist's Way," guiding me back to the water and mentoring me in Adobe Photoshop as we created the first service brochure for Spike On The Water - a boat cleaning service.
Spike On The Water - mission statement 2003:
"To cultivate opportunities in the marine environment through the education and invigoration of all those, old and new, to the marine industry."
With a modest personal loan of $5000 from Rayne Tunley, I embarked on a mission to rejuvenate the recreational boating industry. That initial investment was the seed that grew into a thriving enterprise. At its zenith, the business boasted a team of 10 dedicated yacht detailing crew members and achieved an impressive gross revenue of $450k in 2018.
My journey began in a humble apartment at 1534 King St West, with a view of The Boulevard Club. With just a brush, a bucket, some boat soap, and a freshly printed brochure for my newly registered business, I was set to make waves.
Strapping on my roller skates, I channeled the energy and principles I gleaned from "The Artist's Way" into every stride. My life's purpose was crystal clear, distilled into three unwavering commitments:
Be on the water - EVERY DAY
Be of service - EVERY DAY
Empty the tank - EVERY DAY
In the summer of 2003, I commenced my odyssey from Parkdale, weaving through the diverse landscapes between the Scarborough Bluffs and Port Credit Harbour Marina. My mission was singular and fervent: to persuade boat owners to trust me with the care of their prized vessels, to transform and enhance their beauty.
Day after day, with relentless determination and skates on my feet, I approached each potential client, offering not just a service, but a promise – a promise to infuse every boat with the care, dedication, and excellence that only Spike On The Water could deliver.
My inaugural assignment as a "professional" was to polish the mast of a boat named "Chammyz," captained by Ronald Rodney, a name that, to this day, pops up in my inbox with amusing videos. The task was at the Toronto Outer Harbour Marina. I approached this job with utmost seriousness, armed with Flitz metal polish, an assortment of scrubbing pads, and a toothbrush for the intricate creases. With earnest dedication, I polished the anodized surface of the mast until it gleamed brilliantly – albeit temporarily, a lesson learned the hard way.
Despite the mishap with the mast, Capt. Rodney entrusted me with the next task: polishing the deck with a jug of rubbing compound and a bag of t-shirts. I devoted an entire week to this task, painstakingly ensuring every inch of the deck was polished to perfection. The interior of Chammyz was next, and I excelled, setting a high standard for myself. Interiors became my signature strength, though mastering the art of polishing would require a few more boats' worth of experience.
Conveniently, Captain Rodney was a member of the Boulevard Club, situated just across the highway from my home and head office on King St W. This proximity allowed me to easily skate over at dawn for Chammyz's regular touch-ups, a task I was prepaid to perform.
It was at the Boulevard Club where I crossed paths with two pivotal figures in my journey, my greatest mentors. First was Mr. Bernie Luttmer of Swans Marina and Yacht Sales. "Uncle Bernie" presented me with significant opportunities, entrusting me with a fleet of boats including his Catalina Swans-B, Tartans, and C&C 99', 115's, and 121's. Tending to these vessels, I learned the essence of a delivery detail – meticulous, comprehensive, and meeting the exacting standards of Mr. Luttmer, also known as "The Wall."
The tasks were exhaustive and intricate: wet-sanding mold wax, high-speed compounding, polishing to perfect the gelcoat finish, and detailing interiors down to the bilges and keel bolts. Every hose, hidden compartment, lazarette, locker, and cupboard was expected to be pristine. Hull polishing and waxing were performed in the water, requiring me to balance off the dock or navigate via dinghy.
I honed the skill of spinning boats when no captain was available, single-handedly maneuvering half-million-dollar sailboats just to prepare them for Uncle Bernie's delivery.
Then came Captain Gordon Russell, owner of Windwept III, a 52' 1935 Ditchburn, a genuine jewel of Canadian yachting history. Constructed entirely of mahogany, it was an honor to step aboard and a profound privilege to be tasked with keeping this majestic vessel in impeccable condition year-round.
Captain Russell, an entrepreneur and inventor (known for the hot diggety dogger and the oopee ball), generously shared his wisdom during our numerous service sessions and any moment I could volunteer around Windwept III.
By 2008, my team and I had established a premier presence across Southern Ontario, elevating yacht detailing service expectations to unprecedented heights. We embodied our values, forming an unstoppable force, insatiable for ever greater challenges, competing only with ourselves through deliberate and dedicated practice.
In those early days, our biggest challenge at Spike On the Water was managing the overwhelming demand for our services. We became meticulous in our operations, obsessed with creating a seamless system that not only scaled the business but also streamlined our efficiency. Every service was timed, every minute of labor was accounted for, fuel consumption was optimized, and seasonal service contracts were established to maintain a dependable schedule for our team. Our business was not just about making boats beautiful—it was about creating a robust structure that supported growth and consistency.
Despite the burgeoning success, personal balance was a foreign concept to me. My life was the business. Every waking moment was dedicated to managing, improving, and working within Spike On the Water, leaving no room for anything else.
In 2008, with the incorporation of Spike On the Water, we transitioned to a more formal business model. Cash deals and discounts became a thing of the past as the demand for our services soared to new heights. It was a period of affirmation; our services had become indispensable.
By 2015, our presentation at the Toronto International Boat Show marked a pivotal moment. The focus shifted towards apprenticeship, carving out a clear career path for our crew members to ascend through the ranks—from apprentices to masters—following a well-defined journey akin to my own.
Drawing inspiration from "Collaborative Intelligence," I devised our first AI-powered intake exam using Typeform. With 90 carefully curated questions, we were able to score applicants and pre-qualify the numerous hopefuls eager to join our ranks.
Our company values underwent a transformation as well, influenced by the book "Traction." It helped us refine the roles and responsibilities of our team at every level, from crew members to regional managers, and eventually to the managerial helm of a Spike's Marine Station.
The integration of our values into every aspect of our operations was monumental in our growth, making our progress truly measurable. The apprenticeship model proved ideal for fostering careers in the marine industry. However, my search for institutions offering marine trade crafts highlighted a glaring gap—the siloed nature of the industry.
The marine industry rests on three pillars: Storage, Service, and Sales. Licensing and certifications for marine equipment are typically exclusive to dealerships, which in turn qualify their sales teams and provide them access to further education, parts, and support. As an independent operator, I was compelled to source parts and equipment through these dealerships, a reality that would shape the future of Spike On the Water and our approach to industry partnerships and self-reliance.
We built our team on the principles outlined in the images provided, fostering a culture of continuous improvement, deliberate practice, and a commitment to excellence. These principles were not just slogans; they were the foundational ethos that propelled our team to live our values—becoming an unstoppable force in the marine services industry.
As an independent service provider, I've encountered the same challenges faced by hundreds of other specialized technicians over my 25 years of boat service. We operate on the fringes of the traditional dealership model and the scarce authorized marine service departments within marinas. This industry structure has given rise to vast service deserts.
We independents carry the burden of liability insurance, often find ourselves subcontracted by authorized service locations, and are subjected to hefty mark-ups. Despite frequently being overlooked for service requests at these locations, we remain in high demand by boat owners. We provide specialized services that authorized locations can't, and a quality of service that usually requires a personal reference, often working off the books for cash payments and, unfortunately, sometimes face severe gaslighting from boat owners. This is the often unseen side of the marine industry.
We Beautify Boats journeyed through these industry dysfunctions, but through a steadfast application of our values and the establishment of robust structures, we've managed to thrive.
We introduced LOA Billing, offering a straightforward measure for boat owners to understand and assess our services for their vessels. Our rates have always been transparent, published openly for all to see before any engagement. We broke down our services into four major sections—Deck, Hull, Interior, and Bottom—each with its own defined service levels based on the vessel's condition.
We implemented NABS (Notes About Boats) to foster accountability, which includes before-and-after selfies of crew members responsible for the service, alongside start and finish times and a reflective note on the task.
Stretch goals were set to inspire the crew to exceed the scope of a project, promoting growth and innovation. We introduced a booking fee to ensure that each boat's unique needs were assessed in person, offering a non-refundable rebate to guarantee our presence across Ontario.
The EER (Earnings-to-Expense Ratio) became a crucial financial metric, gauging the efficiency of our earnings in relation to expenses. Crew Check-Ins served as a means to resolve disputes, allowing crew members to voice concerns or praise anonymously.
Our Inventory Gallery gave the crew a visual and informative database of every tool, product, and piece of equipment, complete with service codes and best practices.
With the gradual integration of these KPIs, our team embraced Kaizen—continuous improvement became the heartbeat of every action. Weekly EER values and monthly crew check-ins led to individual meetings to address areas of improvement. Those who demonstrated measurable betterment received cash bonuses, fuelling their motivation.
Now, with a finely tuned operation, our crew is driven to excel every day, tackling challenges with teamwork and grit. Our reputation for excellence became well-known; boat owners, yacht brokers, marina operators, and other service providers knew that for impeccable service, Spike was the call to make.
BoatersOS was conceived from reflecting on our success and the dissatisfaction boat owners had with the rest of the service industry. The concept originated as MSNN, the Marine Service Now Network, an idea entrusted to a retired boat broker who sympathized with our service level but was appalled by the industry's dysfunction.
His task was to catalog every marine service provider in Ontario, creating a reliable resource for boat owners. However, the venture was ahead of its time—many service providers were untraceable online in 2007, with outdated contact details and no digital footprint.
The financial crisis of 2008 brought a wave of new clients and saltwater-damaged boats, prompting us to upgrade our service levels. This led to an expansion of our crew and services, and the implementation of the KPIs previously mentioned.
Leading up to the COVID shutdowns, We Beautify Boats was servicing 800 ft LOA weekly, with an average rate of $8/ft and an impressive EER of 1.76—indicative of a thriving business powered by a dedicated team, equipped with trucks, and even a boat named The White Pearl.
With this success in hand, the vision for the next stage of Spike on the Water was fully realized and ready to set sail.
Spikes Marine Station (SMS) represents the culmination of a vision fueled by innovation, sustainability, and the desire to revolutionize marine maintenance. The inception of SMS was driven by three pivotal elements, with the Drive In Boat Wash being a cornerstone.
This groundbreaking system presented an eco-friendly alternative to traditional antifouling practices—a revelation that came after years of dealing with the laborious and health-compromising task of prepping and painting boats.
How the Drive In Boat Wash Works:
- Upon arrival, the boat enters the wash area, and a gate lowers, securing the vessel between guide beams.
- The boat is moored in place, ensuring stability during the cleaning process.
- Operators use a handheld remote control unit to activate the cleaning system.
- Rotating brushes, designed to accommodate various hull shapes, including bulb keels up to 45 cm in width, automatically align with the hull.
- These brushes travel the length of the boat, from bow to stern and back, efficiently removing marine fouling without the need for manual scrubbing.
- The process is remarkably quick—a 10-meter (approximately 30-foot) boat is thoroughly cleaned in less than 15 minutes.
The effectiveness and efficiency of the Drive In Boat Wash left a lasting impression, compelling me to witness its capabilities firsthand. My journey to Stockholm was a testament to my commitment to bringing innovative solutions to the boating community. Watching this marvel of engineering in action solidified my resolve to integrate such transformative technology into SMS.
The vision for SMS extends beyond the boat wash—it's about creating a hub where advanced technology, sustainable practices, and exceptional service converge to redefine the boating experience. It's a place where boat owners can find respite from the cumbersome aspects of maintenance, allowing them more time to enjoy the waters with peace of mind.
Here's a glimpse into the future: [Stockholm's Drive In Boat Wash in action]
a preview of what we aspire to implement at Spikes Marine Station. SMS is not just a station; it's a movement towards a cleaner, more efficient, and environmentally conscious marine industry.
Urban Rigger presents a forward-thinking approach to urban living, reimagining the use of city space through a floating, sustainable community concept. This innovative design introduces a new kind of micro-district, seamlessly integrating with the urban landscape while expanding it onto the water.
These floating communities infuse harbors and ports with year-round vibrancy, offering a breath of fresh air—literally and figuratively—to city dwellers. Urban Rigger’s vision is to provide not just housing, but an affordable, eco-friendly lifestyle with the allure of sea views and the comfort of modern amenities. It’s a marriage of private living quarters with generous communal spaces, ensuring that while individual privacy is respected, community interaction is also nurtured.
Residents of Urban Rigger enjoy the dual benefits of urban living—proximity to the city's hustle and bustle, services, and culture—with the tranquility and unique experience of a maritime environment. It's a lifestyle choice that speaks to the environmentally conscious, the community-oriented, and those seeking a connection to the water without forgoing the conveniences of city life.
Urban Rigger is more than a housing solution; it's a paradigm shift in urban development, promoting a lifestyle that is comfortable, eco-conscious, and deeply connected to both the city and the sea. This is the essence of Urban Rigger—living in harmony with the water, right in the heart of the city.
Spikes Marine Station (SMS) is envisioned as a floating epicenter for the recreational boating community, embodying the multifaceted spirit of the Urban Rigger concept. This innovative platform extends beyond the provision of services—it's an aquatic micro-district where boaters can recalibrate their compass to a new kind of nautical experience.
Envisioned to float atop the urban waterscape, SMS is not just a destination but a journey in itself, offering an array of services and experiences:
Service Hub:Â Central to SMS is the state-of-the-art service station, complete with the revolutionary Drive In Boat Wash, minimizing environmental impact and maximizing efficiency. Boaters can access comprehensive maintenance and repair services, leveraging the latest in marine technology.
Knowledge Center:Â SMS aims to be a bastion of maritime knowledge. From navigation courses to marine conservation workshops, it will be a place for boaters and enthusiasts to expand their horizons through education and shared wisdom.
Sustenance and Social Space:Â Recognizing the importance of community and comfort, SMS will feature a waterfront bistro and communal spaces where boaters can enjoy fresh, locally-sourced cuisine, exchange tales of the sea, or simply relax with a stunning backdrop of the city skyline.
Independence:Â By positioning itself away from the conventional marina or yacht club, SMS offers a refreshing level of autonomy. Free from the usual politics and constraints of traditional marine establishments, it will foster a culture of independence and innovation.
In this floating enclave, every aspect is designed with the community in mind—encouraging sustainable living, promoting lifelong learning, and providing a space for social interaction and mutual support. SMS is more than a waypoint; it's a new course charted for the future of recreational boating, providing a haven that nurtures the body, mind, and spirit of the maritime community.
While developing the multifaceted services at Spikes Marine Station, another eco-conscious initiative was taking shape: promoting sustainable hydration solutions with Springbox water. My friend Mathew P. Groves and I recognized a prevalent issue among boat owners—the routine of lugging cases of bottled water to their vessels for weekend getaways. This practice was not only cumbersome but also environmentally detrimental.
Understanding the necessity for hydration, especially for our crews who spent long hours under the sun and against the wind, we sought to address this with a practical yet sustainable solution. The solution came in the form of Springbox water's 10L box water.
These boxes were a convenient, eco-friendly alternative to single-use plastic bottles that were increasingly recognized as pollutants in our waterways and oceans.
We Beautify Boats embraced this initiative by supplying our crews with reusable containers and introducing Springbox water aboard the boats we serviced. This move wasn't just about convenience; it was about setting an example for the boating community. By adopting and promoting Springbox water, we demonstrated a commitment to sustainability that resonated with the growing environmental consciousness of the day.
The adoption of box water by our crews and the subsequent introduction to our clients served as a tangible representation of change. It signaled a shift in mindset, showcasing that responsible choices could seamlessly integrate with the boating lifestyle without sacrificing convenience.
This endeavour was more than just about providing water; it was about contributing to a larger movement, one that sought to protect the very environment that the boating community cherishes. By aligning the business with sustainable practices, We Beautify Boats positioned itself as a leader in environmental stewardship within the marine industry.
My journey with Spikes Marine Station led me to cross paths with inspiring figures, one of whom was Autumn Peltier. As a young advocate for clean water and Indigenous rights in Canada, her commitment deeply resonated with my own values and the mission of Spikes Marine Station—to create a space not only for marine service but also for environmental and social responsibility.
When I learned that Autumn Peltier was scheduled to speak at Central Toronto Academy, I saw an opportunity to support her cause in a tangible way. Packing two Springboxes, I set out to attend the event, which was focused on the critical issue of providing clean water to Indigenous communities. My intent was to present Autumn with a token of support—a supply of clean water—while also seizing the chance to learn from her and perhaps forge a connection that could inspire further collaborative efforts.
Autumn Peltier's work extends beyond the fight for clean water; she is a prominent voice for Indigenous rights, tirelessly advocating against the systemic racism and injustices faced by her people. She speaks for the missing and murdered Indigenous women, for the future generations, and for the stewardship of the land and ecosystems they will inherit.
In aligning with advocates like Autumn, Spikes Marine Station embodied more than an innovative service hub. It became a platform for climate change innovation and a haven for community activists. The station aimed to function as a climate change incubator, fostering solutions and partnerships that address urgent environmental issues. With its unique position in the marine industry and its connection to water, the station was poised to play a critical role in championing initiatives for clean water access and environmental preservation.
This synergy of innovative marine services and a commitment to environmental and social stewardship is what defines Spikes Marine Station. It's a testament to the power of community and the impact of uniting around shared goals for a sustainable future.
- A Service Hub for vessels up to 65’ LOA.
- A Knowledge Center that shares the wisdom of the sea and its conservation.
- A Marine Supply Depot for all boating needs.
- A Central Station where community and culture converge.
- A Café where stories and sustenance are shared in equal measure.
- A Water Lab and Indoor Gardens that champion environmental consciousness.
Our initiative with Springbox water, spearheaded alongside Matthew P. Groves, tackled the pervasive issue of plastic waste, demonstrating a viable, sustainable alternative to bottled water. This move wasn't just operational; it was symbolic, a signal to the community that change is not only necessary but achievable.
When the opportunity arose to support Autumn Peltier, a young warrior fighting for the right to clean water, we didn't just see a cause; we saw the embodiment of our own principles. Autumn's dedication galvanized us, compelling SMS to become more than a service station—it became a climate change incubator, a center for advocacy, and a bastion for the guardians of our waters.
SMS's journey, fuelled by such inspiring individuals, took a promising turn during an extensive engagement with the Ontario Redevelopment Board. The project, which morphed a 30-minute pitch into a 90-minute discussion, echoed our dedication to this revolutionary vision.
The trials of the pandemic years shifted the SMS journey to tech first. As the world retreated indoors, we continued to service those who found sanctuary on their vessels. Our commitment to beautifying boats was unwavering, as we strove to maintain a semblance of normalcy and excellence in a time of global upheaval.
SMS, therefore, is more than just a service—it's a testament to the tireless innovators, the dedicated environmentalists, and the community that supports it. It's a dream molded by the hands of those who believe in a cleaner, more sustainable future for our waters and our world.
 " To cultivate opportunities in the marine environment through the education and invigoration of all those, old and new, to the marine industry."
This is BoatersOS
With the cancellation of the 2022 Toronto International Boat Show and the closing of my mothers business The Exhibitor Support Center due to covid restrictions on public gatherings, Spikes Marine Station was also put on untold hold.
Successfully maintaining our schedule was inspiring, invigorating and completely in line with the mission, until I broke in August 2021.
It was 6 hours in St Joseph's health center, where I was born 43 years earlier, I learned what a duodenum ulcer was and that it had exploded putting my body in sepsis. After much pleading for assistance with the unbelievable pain all the while maintaining my best possible presentation of calm it was finally accepted that I was not a drug addict and in fact needed an emergency surgery to save my life.
Those four days in recovery were the hardest days of my life. Being told 90 days was the average stay in hospital for people that experience this type of trauma. This was unacceptable. Thankfully my godson Jamie Ashley and Lisa Repac were able to maintain the schedule during my unscheduled absence.
In those four days it was decided to kill the star client program before it killed me and bring all the lessons and applications that made We Beautify Boats successful to marine service providers everywhere.
 I will save marine techs like me from the stress and risk of untimely death by stress I had just successfully avoided. I will re commit to the Artists Way manifested mission statement I had penned 25 years ago.
Every entrepreneur in social media was pitching a pivot. Create a way forward. Have faith in a future that resembles normalcy. Redirect energy and resources online. Everyone, literally everyone is online and learning to Zoom. Online courses and schools are completely online. Every executive in every office across planet earth is now online.
How will I bring after sales recreational marine service online?
How will I protect boat owners from the reality of receding human resources?
How will I create an inclusive digital environment for all mariners?
How will I shape the discourse of an industry for a generation that works and lives online?
Step one . Attend an online business accelerator.
The acumen I required to stage a digital start up business was presented by an organization named Empowered4X
E4X offered an accelerator program presented over 16 weeks culminating with a business plan and a plethora of new knowledge on the start up business universe. The cost of this program was a bit exorbitant but in exchange for the investment is a boat show exhibition, in made sense.
Meetings were hosted workshops and collaborative conversations with other entrepreneurs at different stages on entrepreneurship. I learned quickly my participation was more beneficial for the cohort than it was for me. While I learned a lot, this accelerator came at a cost which I later learned was irregular.
Notable business accelerators like Y Combinator and TechStars qualify and recruit entrepreneurs at no cost but offer significant seed capital investment for companies that complete their arduous training.
My experience with E4X introduced me to a business manager and a great cost and a software developer at an even greater cost, both professionals sub contracted to me by E4X.
By the end of those relationships our business plan and financials were partially complete and our digital product was incomplete and completely scrapped.
Reeling from 100's of hours and 10's of thousands of dollars developing BoatersOS, I sought out a new development team to get our business back on the rails. It was our first appearance at the Collision Conference was were bombarded by software development firm from across the world.
A transition team was finally selected after a number of presentations from over 15 different developers with the highest proposal to deliver our minimum viable product at 25 million dollars claiming extensive experience producing banking applications.
We selected our new developer base on values.
Did they do the research on the boating industry?
Could they visualize the personas BoatersOS will serve?
Is the team excited to work with boats?
Did they offer innovations we had not considered ?
With Flexsin all the answers were an emphatic YES!!! and the financial commitment was much more reasonably accepted at under 200K.
The tipping point was the micro service construction allowing an agile approach to continuous improvement. Our original build with E4X was a waterfall method that was destined to fail and any alteration to the UI - user interface case a complete halt to production and a restart that understandably frustrated all timeline expectations.
With Flexsin we realized professional delegation, agile collaboration, clear communication and logistical clarity provided for a rapid renewal of BoatersOS.
Our founders team of 5 initially, was rapidly reduced to 4 then 3 and now 2. We will save these adventures for the movie!
BoatersOS successfully landed in the iOS and Android stores August 2023 after 17 attempts, we finally had our MVP.
Bi-weekly recorded meetings will be rehashed to tell our development story one day exemplifying the grit and determination required to achieve this milestone few ever reach. We did it!
BoatersOS 1.0 lives!!!
Build a basic digital twin of your boat(s)
Design one-time and recurring tasks for your boat
Receive an automatic required safety equipment check list
Communicate with 200+ marine service providers
Link to a growing list of marine training programs
On the BoatersOS website you have FREE access to
The worlds first Marine Tech Ai , prepared to guide visitors to 10 step workflows for almost any task you can imagine with the help of Chat GPT.
Register your recreational marine service business = Be a BoatersOS resource to mariners across North America
Register your marine training and certification opportunities = Increase awareness of these educational opportunities to mariners across North America
Subscribers to our app get
More boats! Managing, monitoring and maintaining more than 2 boats? Subscribe to BoatersOS and have all these details, tasks and responsibilities organized in one place!
Unlimited access to the BoatersOS Ai chatbot to guide you with 24/7 access to a digital marine tech that knows your boat!
At Collison 2023 recalibrated our service category from Hospitality and Tourism to Data Science and Analytics. Its our task and responsibility to resolve the service deserts, lack of education and maximize the sustainability of the recreational boating lifestyle. It is data, marine after sales service data, today and forevermore that will make these goals achievable
100's more entrepreneurs, investors and marketers are now thinking about the recreational boating business because of BoatersOS.
Its a very clear and present reality of the start up story that cashflow makes or murders businesses. BoatersOS as a vision is revolutionary.
BoatersOS as this founders reality feels a lot like what I imagine a drug addict experiences when they run out of money.
Thankfully I have the water and really big boats to beautify which have bootstrapped 100% of this journey to date. Its hard. It is also very important to never give up!
If you believe in my grit and determination to change the world I would love to hear from you!
It has taken 2 weeks to write this blog and after much review I see a book to be published by expanding on a few topics.
What parts of this story did you find most interesting?
If you have enjoyed this story in part or in full, please leave a comment or question below and I will respond as quickly as I can!
See you on the water!
Spike
