Navigating Crisis: How Darvonda Nurseries Pivoted with Avison Young’s Strategic Advisory

The horticulture industry, a cornerstone of local economies and a provider of vibrant greenery, faced unprecedented challenges in early 2020. Among those grappling with the sudden shifts was Darvonda Nurseries, a prominent third-generation plant grower based in Langley, British Columbia, and Redcliff, Alberta. As March drew to a close, Darvonda received devastating news: its largest wholesale buyer could not accept the vast majority of its anticipated spring plant order. This abrupt cancellation presented a dire threat, putting up to 80 percent of their annual vegetable and potting plant production—cultivated meticulously across their B.C. and Alberta facilities—at risk of going unsold. For owner Lawrence Jansen, the survival of his family’s long-standing business hung precariously in the balance, necessitating an immediate and innovative solution.

Facing a looming crisis that could cripple his operations, Jansen reached out for expert guidance. He connected with James Heaps, the esteemed head of M&A and business advisory services at Avison Young, a global commercial real estate services firm renowned for its strategic insights and problem-solving capabilities. This initial conversation marked the crucial first step in devising a comprehensive strategy that would not only rescue Darvonda Nurseries but also redefine its operational model in response to the rapidly changing market landscape. The groundwork for an extraordinary pivot was laid, fueled by urgency, expertise, and a shared commitment to resilience.

Rapid Innovation: Creating Seven Businesses in One Month

The urgency of Darvonda Nurseries’ situation demanded an accelerated response. Over an intense four-week period, Lawrence Jansen collaborated closely with a dedicated team from Avison Young, including James Heaps, Hani Abdelkader, and Travis McElroy. Their mission: to conceptualize, plan, and execute a viable sales channel for Darvonda’s massive inventory. The strategic breakthrough came in the form of pop-up retail locations – a direct-to-consumer model that could quickly adapt to evolving public health guidelines and consumer behaviors. This ambitious plan saw the creation of seven distinct pop-up nurseries strategically placed throughout Alberta and Saskatchewan, effectively establishing seven new business units in a remarkably short timeframe. Heaps proudly reflects on this feat, stating, “We worked with Lawrence to effectively create seven businesses in one month,” underscoring the extraordinary pace and collaborative effort involved.

This rapid deployment of pop-up shops was more than just a quick fix; it represented a complete rethinking of Darvonda’s distribution strategy. Instead of relying solely on traditional wholesale channels, the nursery directly engaged with communities, offering a diverse selection of high-quality vegetable and potting plants to eager consumers. This direct-to-consumer approach allowed Darvonda to maintain revenue streams, reduce waste, and build brand recognition in new markets. The initiative highlighted the critical role of agile business strategies and the power of strategic partnerships in navigating severe market disruptions, turning a potential disaster into a compelling success story of adaptation and innovation within the horticulture sector.

A Symbiotic Solution: The “Win-Win-Win” Business Model

The pop-up nursery initiative was ingeniously designed to deliver mutual benefits for all involved parties, embodying what Lawrence Jansen eloquently describes as a “win, win, win solution.” For Darvonda Nurseries, it was a lifeline. “We win by working with communities and providing our product to our customers,” Jansen explains, highlighting the dual victory of business survival and direct consumer engagement. This innovative sales channel ensured that the vast quantities of perishable plants, cultivated over months, found their way into the hands of gardeners and home growers, saving the third-generation business from potential collapse. The direct interaction also provided invaluable market feedback and fostered a deeper connection with the end-users of their products, paving the way for future growth and diversification.

Real estate owners, many of whom were facing increased vacancies and reduced foot traffic due to the pandemic, also emerged as clear beneficiaries. The pop-up nurseries offered a creative solution for activating underutilized commercial spaces, providing short-term tenants with minimal setup costs and effort. “Real estate owners win by gaining a short-term solution with no additional cost,” Jansen notes, emphasizing the symbiotic relationship forged between distressed businesses and landlords. This arrangement provided real estate owners with an opportunity to generate some activity and visibility for their properties, while also demonstrating community support during a challenging period. It showcased a flexible approach to property utilization, proving that even temporary leases could offer significant value in a dynamic market.

Finally, the communities themselves benefited immensely. Access to fresh, locally grown plants became a source of solace and productivity for many individuals confined to their homes during lockdowns. The pop-up nurseries provided a convenient and safe way for residents across Alberta and Saskatchewan to purchase gardening supplies, fostering hobbies and providing a much-needed connection to nature. This community engagement aspect further solidified the “win-win-win” framework, demonstrating how strategic business solutions can extend beyond mere profitability to deliver broader social and economic value. The initiative proved that in times of crisis, collaborative approaches can yield powerful and positive outcomes for entire ecosystems of businesses and communities.

Collaboration and Community Support: Key to Navigating New Realities

The success of Darvonda Nurseries’ pivot was not solely due to clever strategy; it relied heavily on an unprecedented outpouring of community support and a collaborative “rallying around business attitude.” Hani Abdelkader from Avison Young highlighted the critical role played by various public and private entities. “The support and rallying around business attitude we have seen has been unprecedented,” Abdelkader remarked, underscoring the collective effort required to bring the pop-up concept to fruition. Key partners included the Tsuut’ina Nation, the City of Calgary, the City of Edmonton, and the City of Red Deer, alongside numerous private real estate landlords.

These stakeholders played a pivotal role in facilitating the rapid establishment of the pop-up locations, navigating complex permitting processes, and ensuring compliance with evolving health and safety regulations. Their willingness to embrace unconventional business models and expedite approvals demonstrated a profound understanding of the economic pressures facing local enterprises. This collaborative spirit allowed Darvonda Nurseries to quickly secure prime locations, set up operations, and begin selling its plants without unnecessary delays. The engagement of these municipal and indigenous governments, along with private property owners, showcased how critical public-private partnerships are in fostering economic resilience and innovation, especially during times of widespread uncertainty. It became clear that navigating a new way of doing business required collective flexibility and a shared vision for community well-being.

Adapting to the New Normal: Business Rethinking and Opportunity

The challenges brought about by the global pandemic forced businesses worldwide to confront their operational models and value propositions head-on. As James Heaps articulated, “The impact of COVID-19 is challenging the survival of many Canadian businesses, but at the same time businesses are rethinking how they operate, how to get their value proposition in front of consumers differently than in the past and how to implement new ways of doing business that align with social distancing and health practices.” Darvonda Nurseries’ story is a prime example of this widespread re-evaluation, demonstrating a proactive approach to disruption rather than succumbing to its pressures.

The shift to a direct-to-consumer pop-up model directly addressed the need for social distancing and reduced physical contact, offering a safe and convenient shopping experience for consumers. This adaptation wasn’t just about survival; it was about discovering new avenues for growth and engagement that might have otherwise remained unexplored. Businesses are learning that rigidity can be a fatal flaw in dynamic environments, and that embracing agility, creativity, and customer-centric approaches are paramount for long-term success. The pandemic, while disruptive, has also served as a powerful catalyst for innovation, prompting companies to overhaul outdated systems and explore digital or hybrid models that better serve the modern consumer.

Avison Young’s role in this transformative period extends beyond crisis management. Heaps elaborated on their broader mission: “At Avison Young, we are working closely with our clients to navigate these unprecedented times and to see new opportunity for growth through new ways of doing business.” This philosophy underpins their advisory services, guiding clients like Darvonda Nurseries not just to weather the storm, but to emerge stronger and more adaptable. By leveraging their expertise in market analysis, strategic planning, and real estate solutions, Avison Young helps businesses identify emerging trends, mitigate risks, and capitalize on new market dynamics. Their work with Darvonda Nurseries stands as a testament to the power of strategic partnerships in fostering resilience, innovation, and sustainable growth in an ever-evolving global economy, proving that even in the face of profound adversity, opportunity can flourish with the right vision and support.