Jean-Paul Bouchard

"During his brief stays back home, Jean-Paul Bouchard would take them on an activity that left a deep impression. After they piled into his old car, the family embarked on driving tours of businesses of the region: garages, hardware stores, restaurants, trailer parks. Jean-Paul nurtured a single dream in his heart: to enter the business world once again. His children, brought along on these strange adventures, would see first-hand his yearning to find his way back to that road, that pathway to restoring his dignity. The unusual team would disembark, arrive unannounced abruptly and begin to examine the premises and question the owner about his or her revenue, traffic levels, the price of rent, inventory, employees and their wages, profit margins and sales prices. Then their father, who had only a third-grade education and had trouble with basic math, would turn to his son Alain. “He would say, ‘Alain, do the totals,’” Alain Bouchard recalls. Though the boy was just 12 years old, his father was conferring on him, symbolically at least, the responsibility of understanding the workings of a business, of identifying ways to alter the variables and increase profits. The task became deeply connected with having enough food on the table, restoring his father’s honour and lifting his mother’s spirits. It was the dream of returning to the life they had led before the tragedy. It would be hard to overstate the invisible weight carried by this exercise of mental calculation or the profound impression it would make on him."

"During his brief stays back home, Jean-Paul Bouchard would take them on an activity that left a deep impression. After they piled into his old car, the family embarked on driving tours of businesses of the region: garages, hardware stores, restaurants, trailer parks. Jean-Paul nurtured a single dream in his heart: to enter the business world once again. His children, brought along on these strange adventures, would see first-hand his yearning to find his way back to that road, that pathway to restoring his dignity. The unusual team would disembark, arrive unannounced abruptly and begin to examine the premises and question the owner about his or her revenue, traffic levels, the price of rent, inventory, employees and their wages, profit margins and sales prices. Then their father, who had only a third-grade education and had trouble with basic math, would turn to his son Alain. “He would say, ‘Alain, do the totals,’” Alain Bouchard recalls. Though"