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Pay Invoice2012 Halifax Business Awards
Presented by: RBC
Have you ever dreamed of finding Utopia? Or maybe just a better Nova Scotia? Maybe you dream of the life of a rock star? If you have, then you have something in common with this year’s nominees for the Halifax Business Awards.
Regardless of which type of business they’re in, all the nominees share certain traits: drive, enthusiasm, a certain stubbornness in terms of seeing their plans through to fruition and an interest in life – and their community – outside of the office walls. To see what really makes these entrepreneurs tick, read on! Business Voice has asked this year’s nominees to share with our readers their inspirations, greatest achievements and motivations – as well as few things most people might not know about them – to reveal why they’re contenders for the coveted 2012 Halifax Business Award trophy.
New Business of the Year Finalists
Sponsored by: Stewart McKelvey
COMPANY NAME:e3 Office Furniture & Interiors Inc.
NAME AND TITLE: Terry Hickey, President
What would you say is your organiza- tion’s biggest achievement to date?
Our greatest achievement to date has been realizing our goal of creating a customer-fo- cused company that delivers higher quality products and services at lower prices. Our focus on having the lowest carbon footprint has been instrumental in making us the most efficient supplier of goods and services in our industry. Giving our customers more for less is the guiding principle behind our business.
Please tell us about your organization’s involvement in your community.
During the planning, start-up and opera- tion of our business, my wife and I actually increased our involvement in the community. Having been actively involved with Dart- mouth United Soccer as a team manager every year, Barb also took on the role and duties of vice president of the boys division for Dart- mouth United Soccer and I took on the role of team fundraiser. In addition, I also became a volunteer mentor with the Canadian Youth Business Foundation and took on a second young entrepreneur this year when there was need for another mentor.
What motivated you to go into business?
Having successfully started, operated and grown businesses for others in Atlantic Canada, I felt the time had come for me to lead an organization according my values and principles. I prefer people to “work with me” and not “for me.” To create that type of environment requires actions, not words. It requires you to trust your employees, empower your employees and collaborate with your employees. Most of all, it requires owners, managers and employees to respect each other and to treat people as they wish to be treated. I guess I’m the quintessential “Gen Xer” looking for Utopia.
How is your business contributing to making Halifax a better place for all?
We offer solutions that can save N.S. tax- payers money and stop old office furniture from going into our landfill. We’re a dealer for the largest remanufacturer of office furniture in North America and I expect within the next six to eight months we’ll see both the province and HRM adding us as an approved vendor. Departments will be able to get competitive prices on products that were traditionally only available from one office furniture dealer. Com- petition tends to lead to lower prices. Also, departments will be able to trade in old and surplus furniture for new remanufactured Haworth Systems. Instead of buying new furniture or paying to store and handle old surplus furniture, government departments will be able to send it to us and the government will receive a credit that can be used to purchase new remanufactured furniture at a later date.
COMPANY NAME: I Heart Bikes Inc.
NAME AND TITLE: Sarah Craig, Founder
What would you say is your organization’s biggest achievement to date?
Being seen as a symbol of progress in this region by young people.
How would you describe the culture at your organization?
At the core of I Heart Bikes’ organizational culture is the belief that business should be fun. If it’s not (at least most of the time), then we’re probably doing the wrong thing and should thus re-evaluate and consider a change in direction. Another strong emphasis is placed on action. By propelling ourselves towards action we attract other people and organizations that want to act with us. By acting, we try; we either succeed or fail, but we learn and then we try again. Other principles that influence our organi- zational culture include: a keen sense of adventure, inquisitive nature, a willingness to learn, playfulness, an open mind and the ability to work hard when it’s needed.
Please tell us about your organization’s involvement in your community.
I Heart Bikes strives to be an active member of our community by working with a variety of sectors to promote positive social, environ- mental, aesthetic and economic progress. Activities include, but aren’t limited to: • Being a member of BR100 – a group of non-profit, government and private sector organizations working together to facilitate the installation of 100 bike racks in Downtown Halifax in 30 days. • Targeting key bicycle policy upgrades in HRM as a result of feedback from our customers and community members. • Designing a Bike City Map and sponsor- a-bike program that directly provides organizations with the opportunity to show their support and actively improve HRM’s burgeoning bicycle culture.
What motivated you to go into business?
It’s my firm belief that the bicycle is an excellent tool for improving one’s quality of life. The bicycle encompasses a monsoon of economic, environmental, social and not to forget aesthetic benefits. Having experienced the direct impact of my own personal choice to ride a bicycle I wanted to share that experience with others.
How is your business contributing to making Halifax a better place for all?
During our first season I Heart Bikes is happy to report that more than 1,000 bicycle trips in the HRM were incurred as a direct result of this program. Having this program available meant: more visitors out and about exploring our city, visiting local businesses, engaging in our cityscape and enjoying our public green spaces; enabling locals, young and old, families, couples, and local professionals the opportunity to experience their city and waterfront in a new and exciting way; providing more green tourism, healthy lifestyle and active transportation options to visitors and locals alike; and adding to our city’s draw as a green, vi- brant, interactive and playful destination. I’d also like to add that we helped people fall in love and be happy — that certainly contributes to making Halifax a better place for all!
COMPANY NAME: Keller Williams Realty
NAME AND TITLE: Jerry Murphy, Operating Principal
What would you say is your organiza- tion’s biggest achievement to date?
Keller Williams MBF Real Estate Group is the first company to open a Keller Williams franchise east of Ottawa. The risk was intro- ducing a new brand, which had been relatively unheard of locally, to a real estate industry in Halifax that has not seen a new franchise company introduced in close to 10 years. In our first year of business we are currently at 85 agents. We have training initiatives in place to help our agents grow their business and achieve success, which is our commit- ment to them.
Please tell us about your organization’s involvement in your community?
At the core of the Keller Williams culture is RED day (Renew, Energize and Donate), an initiative dedicated to celebrating Keller Williams’ year-round commitment to improv- ing our local communities. Each year in May, tens of thousands of associates from across the United States and Canada participate in a wide range of projects, devoting time and energy in the neighbourhoods they serve. RED day is a one-day expression of what happens 24/7 in the Keller Williams culture. It’s seeing a need, discovering who can meet that need and getting it done.
What motivated you to go into business?
Having been involved in the real estate business for 30 plus years, I saw a need for a different type of real estate company; a company that focuses on training and culture. We also wanted to give back to a community that has provided us with a good living. We’ve developed a mentoring program, which gives newer agents an experienced agent to work with as they learn the business. A variety of training programs are conducted regularly for agents of various levels to ensure they’re always sharpening their skills sets. Our training events are open to all realtors, regardless of what company they work for.
How is your business contributing to making Halifax a better place for all?
We are constantly involved in various fund raising activities in our community, such as the Run for the Cure, Breast Cancer, Ride for Life, as well as various sports teams and advisory boards. We have agents who travel to the United Kingdom twice a year to participate in emigration trade shows to provide Nova Scotia and HRM as a place to live. They bring numerous families to the area to purchase homes, vehicles, as well as create new jobs.
COMPANY NAME: Liquid Gold Olive Oils & Vinegars
NAME AND TITLE: Myrna Burlock, Owner
What would you say is your organization’s biggest achievement to date?
Our most noteworthy achievement is to have successfully trail-blazed a new business idea where no one else had gone before. We measure success financially, of course, and also in the diversity of our loyal, enthused and rapidly growing customer base. We have also already opened a second location – all within the first 12 months.
How would you describe the culture at your organization?
We are the gatekeepers of a new experi- ence. As such, we try to be trustworthy retail navigators who guide our customers through new tastes and experiences. We believe what we do can change consumer expectations of food health, food quality and food variety.
Please tell us about your organization’s involvement in your community.
We’re responsibly engaged in our commu- nity. We provide complimentary product to almost every community group looking to raise funds. We’re active members of the newly-minted Hydrostone District Business Associaiton and keen sponsors of events such as Music-in-The-Park. We take our message of food health, freshness and food variety to community gatherings and we’re keen business partners with others in supporting their local promotions and events.
What motivated you to go into business?
I had tasted fresh olive oils and magnificent balsamic vinegars elsewhere and knew they weren’t available locally. So what was I to do? Liquid Gold grew out of my husband’s entre- preneurial instincts, my love of food quality and passion for healthy food choices.
COMPANY NAME: Schoolhouse Gluten-Free Gourmet Ltd.
NAME AND TITLE: Jennifer Laughlin, General Manager/Co-Owner & Aidan Brunn, Head Chef/Co-Owner
What would you say is your organiza- tion’s biggest achievement to date?
Our biggest achievement to date has been the ability to sustain the employment of four amaz- ing staff members in our second year of busi- ness. Year two of our business growth has focused on recruiting and retaining employees. To accomplish this goal, we created an em- ployee benefits package, birthday and holiday incentives, job descriptions, work pro- cedures and an occupational health and safety program. We also took on a student from a high-school co-operative program, which re- sulted in a part-time position once the student completed her program. We’re very proud to be offering employment in our area and look for- ward to these opportunities expanding further.
Please tell us about your organization’s involvement in your community.
To consistently live and demonstrate our values through community involvement and contribution we have:
• Developed and delivered cooking classes in partnership with the PC Cooking School • Made numerous donations and presentations to local schools, hospitals, healthy eating workshops, allergy awareness groups and local Celiac Association events• Participated in the Maritime Heart Centre Eat Your Heart Out Cookbook • Annually sponsor a gluten-free family for the holiday season and organize the donation of the entire holiday feast • Donated to the Diabetes Children’s Camp to ensure kids are receiving safe and tasty gluten-free foods when away from home.
What motivated you to go into business?
Aidan was diagnosed with Celiac Disease in 2007 and, in his quest to find delicious and nutritious gluten-free products, we discovered that almost all of the current products on the market were frozen and full of preservatives, sugar, nutritionally empty flours and fat – basically, gluten-free junk food from your grocer’s freezer. To fill this gap, we decided to open a business that focused on fresh, nutrient dense whole foods that taste deli- cious. As a result of this, more than 30 per cent of our regular customer base doesn’t require a gluten-free lifestyle, but have discovered and enjoyed our products because they’re looking for on-the-go delicious, nutritious and locally made foods.
How is your business contributing to making Halifax a better place for all?
We’re providing safe and delicious gluten- free options for folks at farmers’ markets, cafeĢs, hotels, hospitals and independent retail stores. We’re members of Taste of Nova Scotia, Smart Select, Celiac Association and Balle (Business Alliance for Living Local Economies). We’re proud to use as many local ingredients as possible to support other Nova Scotian producers.
Small Business of the Year Finalists
Sponsored by: Medavie Blue Cross
COMPANY NAME: Cedar Bay Grilling Company
NAME AND TITLE: Doug Park, Owner/President
What would you say is your organization’s biggest achievement to date?
Winning top prize in the Boston Interna- tional Seafood Show was a huge achievement for us. This international show recognizes ex- cellence in innovation with seafood and we won Best Retail Product for 2010. Winning this award was key to our securing listings with the major grocery chains across Canada and with the major top tier accounts in the U.S.
How would you describe the corporate culture at your organization?
Our corporate culture is very much tied to the small traditional fishing community to which we belong. Many of our employees are independent fisherman and traders. They have a strong sense of hard work and take pride in a good work ethic. We take what our employees have to say about their work environment very seriously. Our management and line workers are close and work together to create a safe, comfortable and enjoyable culture where everyone’s opinions matter.
How is your business contributing to making Halifax a better place for all?
We pride ourselves on the fact 75 per cent of our suppliers and materials come out of Halifax. We believe in supporting local business and have been able to source much of what we need right here. We also under- stand that Halifax is recognized globally as a culinary destination for fish and seafood. We’ve brought new and innovative products to Halifax’s grocery market in seafood, and take pride in their production being here, for both visitors and locals to enjoy.
What have been the biggest challenges to being a small business? How have you adapted to them?
The biggest challenges are credibility and getting the attention of suppliers and customers. We accomplished this with no advertising. This is why the Boston Seafood Show and Canadian Grocers Grand Prix awards were so important. They gave us the introduction we needed to key accounts. There’s also a continual struggle with capital. To overcome this you have to use your imagination. In a manufacturing environment, we had to be innovative with only the equipment and resources we had.
COMPANY NAME: GreenGym Outdoor Fitness Equipment
NAME AND TITLE: Deb Merry and Guy Chaham, Co-owners and Founders
What would you say is your organization’s biggest achievement to date?
Canadian manufacturing. In 2010 we made the bold decision to move our production to Canada. We designed our own brand of units and opened a 12,000 sq.ft. facility to manufacture all our products locally. This has enabled us to offer superior quality and premium service to our customers. Our locally made product is now the market- leading brand in Canada.
How would you describe the corporate culture at your organization?
We have a team structure in our all our departments. Working in teams ensures we leverage a collective skill set to better meet our goals. The team atmosphere is the foundation of our corporate culture. All for one! We also strive to create a culture of collaboration and open communication and we encourage all staff to be proactive in decision-making. We are 100 per cent customer-focused.
How is your business contributing to making Halifax a better place for all?
We introduced the concept of outdoor fitness equipment to Halifax and now the city has multiple locations. In 2012 we will execute the MyFitCity project, which aims to make Halifax the most fit city in Canada by installing as many as 40 outdoor fitness parks throughout the city.
What have been the biggest challenges to being a small business? How have you adapted to them?
Obtaining and managing finance has been the biggest challenge in starting a new factory. We hired a professional finance manager from New World Merchant Bank to help us manage our credit and to guide us on how to develop stronger relationships with lenders and government organizations. We’ve learned a lot by working with a professional finance manager and we’ve become very organized with how we leverage our assets and manage our finances.
COMPANY NAME: Harbourside Engineering Consultants
NAME AND TITLE: Robbie Fraser, M.Sc., P.Eng., Senior Structural Engineer, Principal
How would you describe the corporate culture at your organization?
Harbourside Engineering Consultants corporate culture is one of dedicated team- work in which employees are committed to creating innovative design solutions that both the employee and HEC can be proud of. HEC strives to create a relaxed, flexible atmosphere and schedule where employees can challenge themselves to excel within the field, while still balancing the demands of family and work successfully. This culture helps to create a successful work environment and allows employees to grow.
Where do you see your organization in 10 years?
In 10 years Harbourside Engineering Consultants sees itself working on some of the most innovative and challenging engineering designs nationally as well as internationally, while continuing to expand the engineering knowledge base in the Atlantic region. As HEC continues to expand our relationships to include more clients within the Atlantic region and beyond, we’re opening the doors to more national and international opportuni- ties. We’re excited at the real opportunity fac- ing us to expand into other regions and fields.
How is your business contributing to making Halifax a better place for all?
Harbourside Engineering Consultants prides itself on providing challenging employment opportunities to local professionals in the field, allowing these professionals to stay in the region to work and raise their families. By keeping our professionals here, HEC is helping to fight the “brain drain” and to enhance the engineering capabilities within the region. With aging infrastructure, it’s essential that local engineering expertise exist in our region.
How has your business grown and developed in the past year?
Over the last year Harbourside Engineer- ing Consultants has grown to include more than 100 new projects and five clients (two of which are Ontario-based clients working on national projects). We’ve also expanded our services by partnering with other local firms to offer highway design services to our clients. As we continue to grow, more oppor- tunities present themselves and HEC is able to further expand our services and relation- ships and enhance the skill level of local professionals.
COMPANY NAME: MHPM Project Managers Inc.
NAME AND TITLE: Stephen Vaslet, Vice President
What would you say is your organization’s biggest accomplishment to date?
Creating, introducing and developing our professional project management practice and specialized service offering in the Nova Scotia marketplace has been without a doubt our proudest accomplishment. Our success in educating the marketplace about the value of independent and objective project management for capital projects has allowed us to grow our team from two to 19 employees while increasing our revenues by more than 1,900 per cent over the last five years.
What do you think has been your organization's secret to success?
Without question, employee engagement is key – and it really isn’t a secret! We strive to meet the needs of our employees by providing an exciting work environment, professional development and career growth opportunities and competitive compensation that rewards exceptional performance.
How is your business contributing to making Halifax a better place for all?MHPM is passionate about giving back to the community. All employees, as well as our company, volunteer time and financial resources in support of many organizations, including: The Sports Celebrity Dinner, Continuing Care Association of Nova Scotia and The Great Big Dig in support of the IWK Health Centre. MHPM also conducts a workplace campaign for the United Way of Halifax Region. Our involvement includes attending the Celebration and Pacesetter breakfasts, volunteering at their National Day of Caring held twice per year, and annual pledges by employees (matched by MHPM). Recently, we donated project management services (human resources and expertise) to the Home of the Guardian Angel Single Parent Centre project. Through our leadership, this project was delivered on time and on budget, ensuring this important not-for-profit organi- zation is able to continue its mission to nurture and enhance the quality of life for parents and children, with special focus on single parent families. Several members of our Halifax team volunteer as directors on a variety of boards, including Canadian Cancer Society, Ashburn Golf Club, Bide-A-While Animal Shelter and the Design and Construction Institute of Nova Scotia.
How has your business grown and developed in the past year?
In 2004 MHPM project leaders had two full-time employees in its Halifax office. Today we have a roster of 19 full-time employees, including management, project management specialists and administrative support per- sonnel (two of these employees are new to MHPM, added to our team in 2011). This steady growth has been accomplished while developing a sustainable business base; 60 per cent of our annual business comes from existing clients. The primary driver for our growth is our people and our staff have gained the trust and confidence of our customers. In the last two years MHPM has expanded its reach into Newfoundland and New Brunswick, and now has two project manage- ment professionals in each of our new St. John’s and Moncton branch offices. Supported administratively by our Halifax office and managed by the company’s Halifax leadership team, these two teams are forecast to grow by a total of three new positions in 2012. We’re currently recruiting three full-time professional positions in our Halifax office for a total of 25 full-time employees in Atlantic Canada by 2012.
COMPANY NAME: Two If By Sea Cafe
NAME AND TITLE: Tara MacDonald/ Zane Kelsall, Co-Owners
How would you describe the corporate culture at your organization?
Punk rock! As owners, we’re very hands on. We work in the trenches with our staff and know all of our customers by name. We’re the anti- corporate corporation and it’s working for us.
What do you think has been your organization’s secret to success?
Honesty, transparency and wearing our hearts on our sleeves. We keep our mission to bring great coffee and pastries clear and simple. We believe being convoluted with your product breeds uncertainty. Having a clear focus is key.
How has your business grown and developed in the past year?
The demand on us as a business has been quite high since day one, and we’re only beginning to feel settled in. It’s been a crazy ride so far.
What have been the biggest challenges to being a small business? How have you adapted to them?
Never enough time or energy. The work/life balance has been a difficult one. We’re now learning that saying no can sometimes be the best thing for yourself and your business. Being stretched too thin as a business can only lead to trouble. It’s all about the healthy balance.
Business of the Year Finalists
Sponsored by: BDC
COMPANY NAME: Farnell Packaging Limited
NAME AND TITLE: Danny Christianson, Vice President of Operations
Please tell us about your organization’s involvement in your community.
Farnell has been built on a foundation of relationships inside and outside the company. We have a long history of financial support to numerous local charities and campaigns, from the United Way, where Judy Farnell holds a seat on the social Capital Strategy Council, to pitching in with paintbrushes at the Hope for Wildlife Society. Farnell is proud to have representation in industry associations at both the provincial and national levels, as well as a long history of involvement with Clean Nova Scotia, The Eco Efficiency Centre, CAFE and CFIB.
Where do you see your organization in 10 years?
Our goal is to be the “packaging supplier of choice.” We want to be the choice of not only the customer base, but also the employer of choice and the suppliers’ choice. As we move toward our industry’s goal of a world without packaging waste, our history of innovative sustainable packaging solutions will only be more important. We value knowledge, as is evidenced in our training programs, but we put at least as high a value on imagination. This will allow us to maintain our sustainable competitive advantage.
How is your business contributing to making Halifax a better place for all?
We believe there’s no better way of contributing to making Halifax a better place for all than by being a positive role model. This has extended through the support and promotion of health initiatives from the capital campaigns of our local hospitals to wellness incentives for our staff and litter bags provided for Clean Nova Scotia’s annual clean up. Our modeling of environmentally sustainable business practices has been well documented by Dalhousie’s Eco-Efficiency Centre and has afforded us many opportuni- ties to share best practices throughout the community.
How has your business grown and developed in the past year?
Capital equipment investment and tech- nology upgrades are ongoing at Farnell. Our 2011 Gold Award for the Most Environmen- tally Progressive Packaging Project illustrates our commitment to innovative packaging solutions and food safety. Farnell recently achieved a Gold Standard for compliance with the HACCP/PACSecure Food Safety Programs, which address biological, chemical and phys- ical hazards, and a commitment to a superior supply chain. This – coupled with a focus on internal process improvement and staff development – has positively impacted our competitive advantage.
COMPANY NAME: Halifax 2011 Canada Games Host Society
NAME AND TITLE: Chris Morrissey, CEO
What would you say is your organization’s biggest achievement to date?
Successfully hosting the largest and best attended Canada Games to date. More than $130 million of economic activity was real- ized and Halifax and Nova Scotia came alive last year in February. It also resulted in signif- icant infrastructure benefits, including the Canada Games Centre, the Oval and several other significant investments in venues in Halifax and across Nova Scotia.
How would you describe the corporate culture at your organization?
It’s inclusive, high energy and high per- forming. Volunteers and the general public could feel the sense of pride and positive energy as soon as they walked into one of our offices. We invested in our staff to encourage ongoing professional development. When we engaged more than 500 competent planning volunteers, these individuals made a signifi- cant impact on our overall corporate culture.
Please tell us about your organization’s involvement in your community.
The Games had three main goals, one of which was to engage as much of the commu- nity as possible. We did this in many aspects, such as volunteer recruitment (more than 5,200 volunteers participated to stage the Games), venues were spread across HRM (St. Margaret’s, Cole Harbor, Sackville, Dartmouth, downtown Halifax, Mainland Common and Halifax Common to name a few) and the torch relay, which made more than 30 community visits and numerous school visits leading up to the Games in February.
How is your business contributing to making Halifax a better place for all?
The Games have left many positive lasting legacies and it was an important objective in hosting Canada’s premier national multi-sport event. More than $15 million in capital up- grades were invested in sport and recreations facilities, in addition to the construction of the new $42 million Canada Games Centre. More than $1.6 million will be left in a legacy fund that will provide access to sport organizations across the province for the next 10 years. A community trained and ready to host even larger events, including a database of more than 3,200 people who signed up to be Games time volunteers and agreed to be contacted for future events in the city and province.
COMPANY NAME: Jazz Aviation LP
NAME AND TITLE: Jolene Mahody, Chief Operating Officer
What would you say is your organization’s biggest achievement to date?
One of the most important achievements in our history was to launch Jazz as a publicly traded company in 2006. In September 2004, Jazz entered a period of enormous growth and soon became Canada’s second largest airline based on flight size. The new commercial agreement with Air Canada gave Jazz the fi- nancial stability and predictability required to be an attractive income fund. The initial pub- lic offering (IPO) was successfully completed on February 2, 2006. The IPO was the first important step in gaining our independence.
Please tell us about your organization’s involvement in your community.
Jazz has developed an overall community involvement program for Jazz employees that supports volunteerism. Since 2007, Jazz has sponsored company build days with Habitat for Humanity Canada in various cities includ- ing Halifax, and many volunteer events with local food banks and shelters. Jazz contributes toward the registration fees of Jazz teams in charitable events and donates merchandise in support of local community fundraisers. Also, Jazz strongly supports the United Way and Junior Achievement of Nova Scotia.
How is your business contributing to making Halifax a better place for all?
In addition to our charitable and business community involvement with local organiza- tions – such as the United Way, Multiple Sclerosis Society, Junior Achievement, Halifax Chamber of Commerce and the Atlantic Gateway Council to name a few – Jazz is a sig- nificant contributor to the Halifax economy. Our facility at the Halifax Stanfield Interna- tional Airport is home to more than 730 Jazz employees. We’ve built and maintained Jazz’s headquarter here in Halifax, thereby creating business spinoffs and employment opportu- nities for Nova Scotians.
How has your business grown and developed in the past year?
Last year was one of Jazz’s most productive in its history. Jazz announced its intention to acquire 15 new Q400 NextGen aircraft. Jazz’s quest to grow and diversify its business took a meaningful turn when it established a flight services agreement with Thomas Cook to operate six Boeing 757 aircraft in the winter season to southern destinations. Jazz reached another milestone when it took a 25 per cent equity stake in South American regional airline, Pluna. Jazz also added one regional jet to its charter fleet.
COMPANY NAME: Miller Tirecraft
NAME AND TITLE: Joel Miller, Co-Owner
What would you say is your organiza- tion’s biggest achievement to date?
Our biggest achievement was taking the success of Miller Tirecraft and developing partners across the rest of Atlantic Canada to double our footprint from 11 to 26 locations in just two years.
How would you describe the corporate culture at your organization?
Pitching in. A majority of our staff are cross- trained at all levels; so if it’s particularly busy, you shouldn’t be too surprised to see even our CEO selling tires behind the counter.
How is your business contributing to making Halifax a better place for all?
Our facility in the Burnside Business Park retreads 40,000 truck tires every year that would otherwise end up in our landfills.
How has your business grown and developed in the past year?
When Brian Miller passed away in February, a new generation took over the reins at our family business. Our succession planning enabled us to move smoothly through what can be a terrible time for a company. Even through this dark period, we continued to grow and add locations with two new corporate stores and six new partners coming aboard.
COMPANY NAME: The Shaw Group
NAME AND TITLE: Dean Robertson, President
What would you say is your organiza- tion’s biggest achievement to date?
Our biggest achievement is that this year we celebrate 150 successful years in business. Our company is one of only a tiny handful of Maritime Canadian businesses that has en- dured for a century and a half and is still thriv- ing in our founding business. The Shaw Group products have been used to help create just about every modern landmark building and highway across Atlantic Canada. We’re proud of our contributions to Halifax and the economy of Atlantic Canada.
What do you think has been your organization’s secret to success?
Our recipe for success is a combination of ingredients that include the following: loyal, hard working employees; consistently high quality products and services; access to diverse markets; and efficient production that keeps costs under control. In addition, we’ve found that being senior management-owned and operated has given our company a competitive advantage. This ownership struc- ture, supported by high quality advisors, has ensured sound decision-making and business practices that have guided our company to much growth and success.
How is your business contributing to making Halifax a better place for all?
We do this by maintaining a healthy envi- ronment and vibrant communities. Environ- mental considerations are central to every corporate decision and each division actively ensures lean operations. Of note is the ‘green community’ Clayton Developments and our Cresco partner are building in West Bedford. We donate funds to post secondary institu- tions, health care facilities and charitable organizations in Halifax. Over the last six years, the company and our employees have contributed more than $500,000 to the Halifax region through the United Way.
How has your business grown and developed in the past year?
This year, we continued to invest capital and human resources in growing our existing core businesses, while continually identifying and pursuing new product opportunities. We created a new company called Innu-Shaw, in partnership with the Innu Development Limited Partnership (IDLP) — a for-profit corporation registered in the Province of Newfoundland and Labrador. Our work in this growing region involves three of our divisions — Clayton Developments, Prestige Homes and Ven-Rez — working together to build homes, hotels and develop land.
International Business of the Year Finalists
Sponsored by: Nova Scotia Business Inc.
COMPANY NAME: Acadian Seaplants Limited
NAME AND TITLE: Acadian Seaplants
What inspired your company to become involved in international business?
We knew early there wasn’t a market in Canada to support our business – so really it was a matter of necessity. We knew our prod- ucts served niche markets that were difficult to identify and penetrate and needed to ensure each market was large enough to warrant the investment. We began exporting to the U.S. and, based on early success, steadily increased exports to where we now sell technical marine-plant products for plants, animals and people in 70 countries.
What is your organization’s biggest achievement to date?
ASL created a Canadian seaweed industry and is recognized as the world leader in everything we do. And it shows in the accolades and high ratings we’ve received in customer surveys.several areas such as: the advanced methods used to harvest local seaweeds as a sustain- able, renewable resource; and the technolo- gies created to process the marine resources into value-added finished products for sale in exacting global markets. Development of the world’s largest land-based seaweed cultivation system for edible seaweeds, biological seaweed extracts for global agricultural and horticultural markets, and technical products for animal feed markets.
What has been the biggest challenge you have faced as an International Business?
The biggest challenge we’ve faced through- out the years has been dealing with volatile currencies. Given that we conduct business in 70 countries around the world, we’re highly exposed to fluctuations in exchange rates. Even though we’ve established a sophisticated currency hedging program, we’ve constantly had to adapt to a rapidly rising Canadian dollar. Our people continue to rise to this challenge and every other one that comes their way.
What do you feel is your biggest contri- bution to the local business community?
I had the opportunity to Chair the 2011 Canada Winter Games – an event that created confidence that will resonate in the commu- nity for a long time. In addition to that, I believe our company sets an example in the business community of what can be done. We took an under-utilized raw material and turned it into value-added products; recruited people from all over the world, who now call Halifax and N.S. home; and created a local seaweed industry with global reach.
COMPANY NAME:Clearwater Seafoods Limited Partnership
NAME AND TITLE: Ian Smith, Chief Executive Officer
What is your organization’s biggest achievement to date?
At Clearwater, our two biggest achieve- ments to date are:
A. The successful creation of a truly vertically integrated and global harvesting, processing, marketing, sales and distribution operation. At Clearwater we’re truly “Ocean to Fork.” Today more than 85 per cent of our business is with retail and food service customers outside of Canada and more than 65 per cent is outside North America.
B. The recognition we’ve received from our global customers for wild, sustainable seafood excellence. At Clearwater, we put superior customer value and satisfaction at the centre
What has been the biggest challenge you have faced as an international business?
Upholding our reputation, along with the highest standards in the industry for taste, quality, food safety and on time delivery of our wild seafood to more than 40 countries around the world is a daily focus. In the seafood business, your reputation is only as good as your last delivery and our in-house logistics team is plugged into the necessary critical control points to ensure a customs compliant and quality product is delivered to our customers each and every time.
What do you enjoy most about working with international markets?
It’s not just that 85 per cent of our business comes from outside of Canada; it’s about the diverse relationships we’ve successfully nur- tured with our international customers and suppliers over the last 35 years. Many of our international customers have been with us for well over 25 years. They’re extremely loyal and often work collaboratively to uncover new market opportunities. In the process, our customers have changed us and we’ve changed them. In a small but important way, we have all helped bring our companies, countries and peoples closer together.
What do you feel is your biggest contri- bution to the local business community?
Clearwater has always been a generous con- tributor to numerous local organizations, both large and small. For example, led by our Chair Colin MacDonald, our close relationship with the IWK Children’s Hospital is well known. However, our biggest contribution to the local business community comes from being a large employer (in the top 10 in HRM). Clearwater provides quality employment and advance- ment opportunities right in our local com- munity and for our university graduates. For many of our employees, the opportunity to work for a global company such as Clearwa- ter, without having to leave their local com- munities, is something they truly appreciate.
COMPANY NAME: EduNova
NAME AND TITLE: Ava Czapalay, President and CEO
What inspired your company to become involved in international business?
Unlike many companies in Nova Scotia, EduNova was established specifically to grow Nova Scotia’s education and training exports. The buying and selling of education and train- ing services is a $2 trillion global market. In- dividually, many members of the EduNova cooperative were involved in international commerce, but we saw a bigger opportunity to grow market share through collaboration. This concept was piloted for five years during which time the universities and NSCC partic- ipated in collaborative activities that generated more than $150 million in revenues. This suc- cess led to the establishment of EduNova and a broadening of the membership to include the K-12 sector, private language schools and other education and training partners.
What has been the biggest challenge you have faced as an International Business?
It’s sometimes challenging, as a service exporter, to get the same recognition and attention that product exporters receive. For- tunately, both ACOA and the province have been extremely supportive and recognize that education and training exports are sustainable and important to growing Nova Scotia’s econ- omy. Also, on the international consulting side, several of our consultants are subject matter experts, but have little to no interna- tional consulting experience. We have been trying to mentor and support our members while, at the same time, compete with others who are more experienced for international contracts.
What do you enjoy most about working with international markets?
Working with students, families, NGOs and governments to improve access to quality education and training has to be the best work in the world. The work we do is perva- sive and has the potential to improve lives at every level.
What do you feel is your biggest contri- bution to the local business community?
Although initially set up to foster growth in the education and training sector, EduNova has discovered that many sectors can benefit from partnering with the education sector, which can add tremendous value to exports. Because we’re service exporters, we rely on large networks in key markets. These net- works can also support other businesses. A nice example, EduNova partnered with the Lunenburg Balsam Fir Co-operative to send a container load (440 trees) of Christmas trees to the United Arab Emirates where we have an office. The tree growers partnered with the Nova Scotia Agricultural College to determine optimal times for pruning and cutting and shipping the trees. EduNova partnered with Atlantic Gateway and NSBI to ship the trees (showcasing the faster Suez canal shipping route) and we’ve pre-sold the entire shipment of trees through our connection with the Abu Dhabi-based Canada Business Council.
COMPANY NAME: Nautel Limited
NAME AND TITLE: Peter Conlon, President and Chief Executive Officer
What inspired your company to become involved in international business?
When Nautel was formed, the only tech- nology that was used in radio navigation beacons used vacuum tubes. The founders believed a more reliable solution could be built using transistor technology, even though everyone said it wasn’t possible. The invest- ment required to design this game-changing technology could never have been recovered in Nova Scotia, or even in Canada. So, there was a kind of ‘pressure’ on the company to look to export right from the beginning. Once the product was developed, this pressure went from ‘push’ to ‘pull’ as navigation service providers in other jurisdictions learned about the new, solid-state beacon. The company had the proverbial better mousetrap and the world beat a path to its doors. The story of Nautel shows it is possible for a small Nova Scotia com- pany to innovate and to reach global markets. What it takes is confidence and perseverance.
What is your organization’s biggest achievement to date?
Our biggest personal achievement has been the creation of an opportunity for more than 500 rural Nova Scotians to find meaningful and rewarding careers (and, lives!) in a com- pany that’s respected around the world. Our biggest business achievement has been the transformation of Nautel from a second tier supplier into the most respected and success- ful supplier in our market. We did this by boldly expanding while our competitors were contracting. Investments in market-leading new technology and the addition of a number of highly skilled employees in engineering, sales, marketing and customer service have painted a new picture of Nautel in our cus- tomer’s eyes... and in the eyes of organizations that had never been Nautel customers. We’re now the company our competitors try to em- ulate. This is an immensely rewarding, but truly humbling position to be in.
What do you enjoy most about working with international markets?
The world truly has become smaller as globalization has accelerated. This affords an international business the unparalleled opportunity to operate in circumstances that a locally focused business may never truly appreciate. The excitement of dealing with such a diverse set of customers, geographies, competitors and opportunities can be breath- taking. The icing on the cake is to be able to do all of this from our rural Nova Scotia loca- tion. It’s quite a contrast when you think about it. Everyday we get to work along side the calming waters of St. Margaret’s Bay while dipping our hands into the buzz of a vast and fast moving multicultural customer base. We find it exhausting and rejuvenating at the same time. No two days are ever the same.
What do you feel is your biggest contribution to the local business community?
The stability we’ve brought to the lives of the more than 500 employees that have passed through our doors over the last 42 years. That and the example we set for other Nova Scotia companies. We show that in Nova Scotia we have the talent to design and build products that can challenge any com- petitor, anywhere in the world.
COMPANY NAME: The Orb Factory
NAME AND TITLE: Stephen Kay, President
What is your organization’s biggest achievement to date?
Creating a sense of artistic achievement in millions of children all over the world!
What has been the biggest challenge you have faced as an International Business?
Regulatory requirements for safety, ship- ping, logistics and specific customers are technical and demanding. We’ve created a resource and support structure that allows us to thoroughly and accurately address customer requirements, no matter how demanding they seem. This is something that many North American companies aren't interested in doing due to the perceived costs/complications associated with it. With practice and determination, the rewards asso- ciated with dealing with these requirements more than make up for the short-term costs.
What do you enjoy most about working with international markets?
Knowing that every country that’s added to our international portfolio is a new opportu- nity to increase our global market share and to decrease our dependence on the North American market.
What do you think has been your organization’s secret to success?
Not being afraid to have the ambition to be a leader in the industry and to be innovative in how we approach our growth. It may seem like we’re creating systems that are more appropriate for a larger business, but we bring a small business sensibility to the model that allows us the best of both worlds.
What do you feel is your biggest contri- bution to the local business community?
Aside from raising the profile of Halifax as a global leader in toy design, our greatest impact has been on creating a challenging and rewarding work environment for local artists and designers. We train people to be innova- tors and leaders in the area of design. We expose our designers to international trade shows (Hong Kong, China, the U.S. and Germany) and manufacturing facilities, and have them work directly with our customers so they’re a full part of the design process.
Business Person of the Year
sponsored by: Grant Thornton
NAME AND TITLE: Jean-Paul Deveau, President
COMPANY NAME: Acadian SeaPlants
What’s your involvement in your community?
I volunteered to chair the 2011 Halifax Canada Winter Games – the largest commu- nity-driven event ever held in Halifax and Nova Scotia. We put on a great show for the athletes – making sure they were wowed by the Canada Games, by Halifax and Nova Sco- tia. We engaged the community: immigrants, elderly, francophones, aboriginal and people with disabilities; and left sport infrastructure and a legacy. We created pride and confidence in Halifax and Nova Scotia – setting the tone for future events.
What’s the best business advice you’ve ever been given?
Just after I earned by Bachelor Degree in Engineering, I was offered a sales job with Im- perial Oil in St. John’s, Newfoundland. No one in engineering wanted to do sales. When I told my father I was ready to quit he told me it was a “great opportunity. You should seriously consider it.” I took the job and he was right. The communication and negotia- tion skills I learned put me on the path to where I am today.
What’s one thing about you most people don’t know?
I’m a ski instructor for people with disabil- ities. I got interested when I was trying to help a friend take his disabled son down a hill in a child’s sit-ski. After that I took the train- ing on how to help individuals with disabili- ties learn how to have fun on the snow and then started to teach sit-skiing techniques to other instructors. Nothing compares to seeing someone with limited mobility ski down a hill – you’ll never forget smiles like that.
Who is your business role model?My father, Louis Deveau, is my business role model. He started the company when he was 50 out my childhood bedroom in 1981. He had one customer, one product and a positive cash flow, which is significant for a start-up company. I have been most struck by my father’s ability to attract people who share his vision and passion. As an entrepreneur, the work is always changing, fast-paced and very exciting – I’m grateful that even today, I can rely on his advice.
NAME AND TITLE: Chris Morrissey, CEO
COMPANY NAME: Halifax 2011 Canada Games Host Society
What would you say is your biggest accomplishment to date as a business person?
Successfully leading and hosting the largest Canada Winter Games to date in Canada in the largest city ever to host. The support of the community, staff, volunteers and sponsors has been tremendous and this has provided many lasting legacies for years to come.
What’s the best business advice you’ve ever been given?
Never let someone tell you it can’t be done. Having stretch goals and lofty ambitions is an important part of being successful in business. This may mean taking some risks, but the rewards of attaining these stretch goals will be more rewarding than just mediocrity.
What’s one thing about you most people don’t know?
I was very “artistic” as a young boy in New- foundland. It gave me the opportunity to travel and meet some very interesting people, including popes, royalty and high ranking elected officials.
If you weren’t in this line of work what would you be doing?
On tour as a roadie with a rock and roll band.
NAME AND TITLE: Steve Durrell, President
COMPANY NAME: Irving Shipbuilding Inc.
What would you say is your biggest accomplishment to date as a business person?
The NSPS announcement on October 19 was certainly an amazing accomplishment to be involved in, but I would have to say, regardless of the NSPS outcome, I’m most proud of the tangible shift at Irving Shipbuilding over the past several years, in terms of business growth, investment in people and facilities and the general outlook on the industry both within the organization and outside, in the community.
What’s one thing about you most people don’t know?
I once worked with Harrison Ford and Liam Neeson on the movie K-19: The Widowmaker, which was filmed at Halifax Shipyard. And my sons are actually in the movie.
Who is your business role model?
My business role models would have to be those who have anchored the leadership of Irving Shipbuilding for my entire career, Jim D. Irving and his father James K. Irving – they have a hands-on approach to leadership that’s centered around core values, which rubs off on all who work closely with them. They unfail- ingly focus on their people and how they’re doing. It’s always the first question they ask.
If you weren’t in this line of work what would you be doing?
Well, the tests I took in high school said I should either be a member of the Merchant Marine or enter law enforcement. This helped me select Maine Maritime Academy and my Marine Engineering education. But I did sail for a short time as a Marine Engineer (merchant Marine) before starting in the engineering department at Saint John Ship- building.
NAME AND TITLE: Sean O’Regan, President & CEO
COMPANY NAME: O’Regan’s Automotive Group
What would you say is your biggest accomplishment to date as a business person?
In 2009, we sold 10,000 vehicles. This was the highest volume in the company’s 35-year history and we did it in a down economy. When dealers and businesses across the coun- try were having one of their toughest years, we had our best.
Please tell us about your involvement in your community.
O’Regan’s sponsors hundreds of local, provincial and national organizations annu- ally with cash and in-kind contributions to- taling more than $300,000. I’m active in the community with current board involvement on Symphony Nova Scotia and Churchill Academy. I also led the successful $1.5 million capital campaign for the first L’Arche commu- nity in Halifax in 2010.
What’s the best business advice you’ve ever been given?
“You have two ears and one mouth, use them accordingly.”
Who is your business role model?
My father, Paul O’Regan. When you read about great leaders, there are certain qualities that are common among them. Of these, Paul is particularly good at developing teams – identifying the who... and then the what. He’s exceptional at putting the right people in front of the problem and letting the solution come from them. This is something I always re- member when I’m assembling a team to tackle a project.
If you weren’t in this line of work what would you be doing?
When I was in grade 12 I met with the guidance counselor for a consult on careers. At that time we did a questionnaire that was put into a computer that matched each student’s profiles against hundreds of possible careers. The test helped determine career path.
I remember my guidance counselor being quite perplexed when the test couldn’t rec- ommend a career for me. I wasn’t particularly concerned. I knew what career I wanted to follow. I had found myself in leadership positions throughout my life and enjoyed them. The automotive business was the industry I chose, but leadership skills are transferrable across many industries. If I wasn’t in automotive, there are a number of other industries that interest me.
NAME AND TITLE: Aileen Reid, Founder
COMPANY NAME: A. P. Reid Insurance
What would you say is your biggest accomplishment to date as a business person?
In July of 1980, I left my job to start my own business. I was not quite 25-years-old and a single mother of a small five-year-old little boy, Jamie. That business is now 31 years old. That little boy is now 36 years old. In 2010, my son Jamie Reid took over my company after working and being by my side since a small child. It’s considered the second largest Insurance brokerage purchase in Nova Scotia and we’re both very proud this life-long dream is now a reality.
What’s the best business advice you’ve ever been given?
The same advice I give to others: Don’t give up. Don’t give up. If this is really your dream, then don’t give up.
What drives you to succeed?
I’ve simply always wanted to be the best at what I do. As a professional insurance broker working for another firm, I wanted to be the best, the smartest, the first to accomplish this or that. When I started A. P. REID, I wanted to “be everything,” a great mom to Jamie and a great entrepreneur. Those goals aren’t easy – so you drive yourself to work harder than almost anyone else, study harder than almost anyone else and work longer than almost anyone else. In the last decade or so, I would say my son’s respect for me as a businessperson of merit has driven me the most.
If you weren’t in this line of work what would you be doing?
I probably would have started a garden center. Outside of A. P. REID and my family, my ruling passion is to someday have the perfect garden. I would have started a garden center with a beautiful public garden that my customers could stroll through, have a seat and enjoy.
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