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Award winning ideas: a look at the 2011 Halifax Business Awards finalists
The Halifax Business Awards are proudly sponsored by RBC.
A huge thank you to the Seaport Farmers' Market for graciously giving us full access on opening day for our BV cover shoot! To learn more about the Market and the products featured along with our finalists, click here.
Have you ever seen an award nominee and wondered, "why did they get nominated? What makes them so great?" - Well, here’s your chance to find out. Each year we interview the nominees for the Halifax Business Awards about the creation and success of their enterprises. We ask them to reveal how their businesses reached the point where their peers have singled them out for recognition. We want to know what they do and how they give back to the community that has fostered their growth. The following is a selection of answers from each nominee giving the rest of us some insight into what makes an award-worthy business.
NEW BUSINESS OF THE YEAR:
Sponsored by: Stewart McKelvey
Concrete Roots Productions
What would you say is your organization’s biggest achievement to date?
Our greatest achievement to date is the fact we’ve increased both the supply and demand for urban dance instruction throughout Halifax. Our dance instruction programs have leadership training built into them. This has led to the development and training of many of our youth participants as performers and instructors who are now teaching their own classes. During the past year and a half we have more than doubled our teaching staff.
How would you describe the culture at your organization?
As Hip Hop artists, Concrete Roots follows some of the basic principles of Hip Hop culture. One such principle is, “Each one teach one.” This is the basis of our core programming. Hip Hop is also rooted in entrepreneurship, in the idea that something can be created from nothing. This mentality has led us to continuously strive for innovative ways to deliver our programming and reach our audiences. Please tell us about your organization’s involvement in your community. Concrete Roots hosts free weekly practice sessions that are open to everyone at the Citadel High and St. Andrew’s Community Centres. These open practices are often attended by up to 20-25 youth and adults from all over Halifax. As well, we organize several events throughout the year that are free to the public, including the Hopscotch Urban Arts Festival. We also participate at many charity events, including the IWK Telethon and the Bust-a-Move fundraiser for breast cancer research.
What motivated you to go into business?
Our programs were inspired by an extracurricular program at Riverside Education Centre that led to the creation of a youth b-boy (breakdancing) crew. In 2008, The RECn Crew performed in the Royal Nova Scotia International Tattoo, the Atlantic Jazz Festival and the Halifax International Busker Festival. As members of the Halifax b-boy community, Igor Geshelin, Michael Richard, Chris Beck and Tony Ingram, along with Drew Moore who was motivated by his background as an educator, saw that by forming an organization that could provide similar programming at other schools, other youth could also achieve similar levels of success.
What were the biggest challenges to being a new business? How have you adapted to them?
One of the biggest challenges we’ve faced has been finding the time and energy needed to commit to the growth of the organization as all of the founders of Concrete Roots either had other careers or were university students. Fortunately, as an educator, a physiotherapy student, a graphic design student and a business student, we were able to incorporate our work with Concrete Roots into the other things we were doing.
Muir Murray Estate Winery
What would you say is your organization’s biggest achievement to date?
I would say the biggest achievement to date for Muir Murray Estate Winery are the medals we won through the International Taster’s Guild so soon after opening our doors. The number of people who have found their way through our doors to date just amazes us. We didn’t expect to have so much happening at the winery so quickly with music, picnics, wine run and so much more. It’s a true joy to see the number of supportive people come and enjoy the musical talents of people such as Matt Mays and then walking through our doors again the next week to enjoy our wines with their dinner. And to be able to compete on an international scale and bring home Gold Medals for our wines has astounded me. I would be proud to say these are our biggest achievements thus far and there will be so many more to come. I can’t wait to see what’s going to happen next; what we can make happen next!
Please tell us about your organization’s involvement in your community.
Muir Murray Estate Winery is heavilyinvolved in our community. We have had numerous fundraising activities with Mudcreek Rotary Club, research projects with Acadia University, a Liberal fundraising event with Scott Brison and our Wine Run was a charity event.We also hosted numerous musical events highlighting East Coast musicians, culinary seminars with Ross Patterson “The Noodle Guy,” and winemaking and grape growing seminars. The Annapolis Valley Vintners Association had its first meeting here at Muir Murray Estate Winery seven years ago and continues to hold its meetings here once in awhile. We hosted an “Iron Chef Competition” for the first time this fall during our fall festival and it featured all local chefs competing against one another. This was a huge success and we will be repeating this event in 2011 just in case anyone wants to have a public vote. We also hosted the 2010 IncrEDIBLE Picnic in support of the Buy Local Campaign and local farmers. In 2011, every month we have planned communityinvolved events!
Where do you see yourself in 10 years?
In 10 years, we’re going to have 170 acres of grapes producing a wide range of white wines, rosé and red wines. We will have a line of fruit wines, hard cider, port and apple jack. We’re going to export to China, the UK and Japan, as well as other Canadian markets. We will continue to host concerts, weddings, seminars, wine education and events. In 10 years, when people are looking to find a destination in Nova Scotia, they’re going to think Muir Murray Estate Winery!
What motivated you to go into business?
When my wife Lesley and I moved to Nova Scotia, I had just retired. I was only retired for two weeks when I became extremely bored and was looking for something to do. The obvious choice for me was the burgeoning wine industry in Nova Scotia – I wanted in on the ground floor. Land prices were low and it was a great way for me to contribute to society. I’m also an ambitious person and although I could have stayed practicing medicine, I found the wine industry exciting and there were so many new things for me to learn. I found that very satisfying.
What have been the biggest challenges to being a new business?
How have you adapted to them? The biggest challenge I’ve faced with Muir Murray Estate Winery is employees; pulling in the people to build the team and cultural environment, shared values and work ethic I seek. It took time to assess people’s qualities, find people with the knowledge necessary in the wine industry, and play on their strengths to build the team we have today. It has taken time and I think we’ve been very successful at doing this.
NewPace Technology Developments Inc.
What would you say is your organization’s biggest achievement to date?
Still being in business after our first year is probably the biggest achievement. In the past year we’ve established the company, landed a contract, hired 40 employees, transitioned all of the technical knowledge from an overseas team and (thankfully!) renewed our contract with our customer for an additional 18 months. All of this has given us the ambition to expand and do more in the future.
How would you describe the culture at your organization?
We have encouraged an environment that embraces these core values:
• Integrity – We do what’s right for our customer.
• Passion – We love our work.
• Communication –We are a straight-talking organization.
• Teamwork – We work as part of the customer’s team and together everyone achieves more.
• Innovation – We will be forward thinking.
• Entrepreneurialism – We do business with creativity and agility; we’re willing to take educated risks.
• Value Conscious – We don’t waste our or your time and money.
Where do you see your organization in 10 years?
Ten years from now is a long time in the technology world! Ten years ago the Internet was just emerging and technology was exploding into the mainstream. Ten years from now I would like NewPace to still exist, as a cutting edge developer of technology to resolve hard problems that need solutions. If we aren’t around in 10 years, then I hope the example of being entrepreneurial, developing technical skills and lessons learned would influence whatever we’re doing at that time. What motivated you to go into business? Opportunity. We had an opportunity to build a company to support a customer who needed our team’s skills. There was also a lack of local opportunity – many of our team left our former employer and found there was a lack of really good opportunities in our technical areas of expertise. We seized the opportunity to go for it and now we’re looking for more opportunities.
Rosson & Gordon - Organizational Development Consultants
What would you say is your organization’s biggest achievement to date?
In 18 months we’ve established the reputation of our business as a key player in the Human Resources Consulting field. Taking on the Atlantic region for KWA Partners and providing high quality, customized Career Management programs to meet the needs of our clients in a responsive, sensitive and caring way has resulted in the successful placement of many individuals in new positions. We continue to offer a full range of Organizational Development services through Rosson & Gordon and have seen significant growth in our overall business and achieved our financial goals for the first 18 months of operation.
How would you describe the culture at your organization?
The culture of our business is inclusive, customer- focused, flexible, responsive to organizational and individual requirements, positive and upbeat. We’re also very community focused and want to be known for the concern we feel for the environment and the well being of the people within our city and region.
Please tell us about your organization’s involvement in your community.
Community involvement is very important to us and integral to our belief in being good corporate citizens. Sue Rosson sits on the Board of Brigadoon, a society that’s building a year-round camp facility for children with chronic illness. Sue is also very involved with the International Women’s Forum and was co-chair of the organizing committee for a major fundraiser to help endow a scholarship at Mount Saint Vincent University. Karen is an active member of the executive at Lunenburg Yacht Club and has been very active in the Club’s management for more than seven years.
Where do you see your organization in 10 years?
We believe our company will continue to grow and provide services that reflect the changing organizational needs of our community. Our goal is to expand our business throughout the Atlantic region and provide employment opportunities for a number of people, and to develop partnerships and collaborate with other companies. We foresee being on the leading edge in responding to the human resource and career transition needs of organizations.
How is your business contributing to making Halifax a better place for all?
Our business is concerned with helping organizations meet their organizational goals. By providing responsible, high quality and customized solutions to their human resource needs and challenges, we believe we’re contributing to healthier and more respectful workplaces within Halifax. Our engagement in the community is supporting initiatives that benefit individuals facing financial, health and educational challenges.
Torusoft Ltd.
What would you say is your organization’s biggest achievement to date?
Success is measured by where it takes you. We started out modestly, but each small success laid the foundation for bigger projects, bigger risks and bigger opportunities. Some highlights have been launching our marketing campaign, shipping our first mobile web application, hosting a launch party for the international release of the iPad and beginning work on our first iPhone application. But throughout everything has been a consistent, healthy rate of growth. That’s the real achievement. What motivated you to go into business? Like many entrepreneurs, we were both once employees who wanted to do more for our respective organizations, despite themselves. Nobody likes to have limits imposed on their passion or initiative, but quite often, that’s how we felt working for others. So we took our motivation, drive and talent, and decided to channel it into something that had no limit. And it’s been extremely rewarding.
What makes your organization “a cut above the rest”?
We do business in three fields: I.T. support, web design and software development. Professionals in these fields are a dime a dozen. What separates us from the crowd is our focus on the mobile space. Most IT support firms administer computers and laptops, not phones and tablets. Most web designers build sites using WordPress or Joomla, which aren’t mobile-friendly. Smartphone programmers are a rare breed. Our products and services are future-proofed and that distinguishes us from the crowd nicely.
How is your business contributing to making Halifax a better place for all?
We make an effort to educate others about technology, as this empowers them in meaningful ways. This extends past the business community and into schools, nursing homes and community centres. We’re also committed to local job creation and retention (which is made easy by the abundance of technical and design talent in this city). Finally, we’re keen to form partnerships and collaborate with other local businesses. Mutual ties tend to make both parties stronger and more capable.
What have been the biggest challenges to being a new business?
How have you adapted to them? The biggest challenge we’ve faced as a new business has been managing our growth. We’ve needed to become very good at identifying opportunities that are worth pursuing and pursuing them aggressively. Taking on the right business at the right time has allowed us to do more, while building tools, resources and processes to do the work faster and better next time. Every project is an opportunity for improvement, so long as you plan to see it that way.
How would you describe the culture at your organization?
Everybody at Torusoft has one thing in common: we want the future before anybody else has it. We’ve built a business around smartphones and handheld computers – we deploy them, we support them, train people on them, we design websites and write software for them. Our culture is all about realizing the future and we get to share our culture with our clients every day.
SMALL BUSINESS OF THE YEAR
Sponsored by: Medavie Blue Cross
Atlantic News
What would you say is your organization's biggest achievement to date?
Our biggest achievement to date is that we have been satisfying customers for 37 years. Atlantic News is Halifax's original newsstand. Over the years there has been a large increase in the number of competitors; although they are now dwindling, we remain the destination store with the selection that customers want. As the industry changes we have tried to adapt by bringing in new technology and other complimentary product lines that satisfy our customers’ needs. This has been proven by the number of awards we've received: Best Newsstand of the East by Progress Magazine readers for the last five years in a row; best newsstand for the last nine years in a row before they retired the category at The Coast, and runner-up Convenience Store at least twice by Coast readers.
How would you describe the corporate culture at your organization?
Atlantic News has always been run as as family business. One of the reasons the original owner wanted to sell her business to my husband and I was that we would continue to operate it that way. Stephen and I have worked from the ground up. There is not a task that our staff do that we have not done. I really believe in the philosophy "do as I do, not as I say". I believe our corporate culture is based on respect and treating others (both customers and staff) how we would like to be treated. There is also strength in communication where at any time I can talk to the staff or they can come to me. Where do you see your organization in ten years? The print magazine industry is in a new era. Publishers have recognized that both print and digital editions compliment each other instead of one replacing the other. To borrow a slogan from a U.S. campaign, "Will the Internet kill magazines? Did instant coffee kill coffee?" So although there are challenges to the industry, I believe Atlantic News will continue to be Halifax's destination newsstand. There is a lot of growth in the neighborhood with new housing and the new library, which bodes well for our business.
What has been your organization's secret to success?
Our focus has always been our customers.We provide great products, but without the customers the periodicals don't matter. Our key to success has been to make Atlantic News a welcoming place for the great variety of people who come here. The store has the owners on site; friendly, knowledgeable staff; an excellent selection; live piano on Saturdays; and convienent hours that are all a part of our welcoming atmosphere. We know people by name, know their spouse is ill, that they have had a good day, acknowledge their birthday and have good conversations. We have become a part of their lives. How is your business contributing to making Halifax a better place for all? I think one of the most fascinating parts of this business is that we get all walks of life in the store. We have something for everyone - from a Danish newspaper to a magazine on fire trucks. I think it is a fabulous business when we are able to make so many diverse people happy. We are in the position of bringing the world to Halifax. Whether it's an architecture student, a health practitioner or a mother, different cultures, ideas and practices are available for people to read and apply to their lives in the city.
Moshka Yoga, Halifax
What would you say is your organization’s biggest achievement to date?
Since opening in August of 2008, Moksha Yoga Halifax has grown at an astonishing rate. Not only did we pay off our initial loans within our first year of operations, in our second year we started a major expansion, which has almost doubled the number of classes we’re able to offer. We have brought yoga to more than 11,000 Haligonians and we’ve given more than $50,000 to local charities.
How would you describe the corporate culture at your organization?
The corporate culture at Moksha Yoga Halifax is nonhierarchical, with a focus on clear and open communication and a shared vision of improving the health and well being of our city. Every employee is encouraged to voice his or her ideas and opinions and everyone takes part in decisionmaking.
Where do you see your organization in 10 years?
The possibilities are endless! We plan to continue to provide top-quality yoga instruction and we hope to make the studio a holistic health centre of sorts, providing access to not only yoga, but also other types of alternative health services, such as massage therapy, nutritional counseling, naturopathy and osteopathy.
What do you think has been your organization’s secret to success?
Our success comes from authenticity – basically, we believe in what we do and we love doing it! We are committed to living peaceful, ethical lives and we’re passionate about sharing that. While we recognize that being profitable is an important part of business, we have other considerations, namely how our actions impact the environment and the community as a whole. We see ourselves as part of a bigger picture and we do business accordingly.
What have been the biggest challenges to being a small business?
How have you adapted to them? Without the big marketing budget and PR team of a larger company, it has been challenging to really let people know who we are and what we’re about. We decided to take a grassroots approach – that is, we committed to providing an excellent product with hope the wordof- mouth machine would be all the marketing we’d need… and it’s worked! Word-of-mouth continues to be the number one way people hear of us.
DSM Telecom
Please tell us about your organization’s involvement in your community.
DSM has been involved in many volunteer activities and non-profit organizations. Our latest initiative, called ‘Help the Homeless’, is a new project in affiliation with the St. Francis Xavier (St. FX) University Alumni Association and the Sisters of St. Martha’s, whereby we assist disadvantaged people with food, shelter, counseling and professional resources. DSM’s President has served a number of years on the St. FX Alumni, Halifax Chapter executive board, currently as president, and sits on the St. FX National Alumni Board. Halifax is the largest St. FX chapter and DSM’s efforts have been instrumental in organizing major events that go to support student bursaries and athletics. DSM is also a proud supporter of the Nova Scotia Sport Hall of Fame, which helps support our local facilities and activities supporting non-profit sport associations, as well as minor hockey and baseball associations. Finally, DSM has participated in work projects with local organizations that cater to the disabled community, employing people with disabilities and employing students through community work programs.
Where do you see your organization in 10 years?
DSM has plans to grow in the coming years given our current market opportunities in all areas, from small-medium business to large enterprise. In 10 years I would expect to grow our business into international markets. Exporting a service like ours is native given the nature of IP telephony. Our switch in Halifax can provide service though the Internet ‘cloud’ all over the world. This is the nature of the ‘cloud’; it’s everywhere and DSM is simply an application within the ‘cloud’. If you think of Google and Facebook, these are examples of applications that you access through in Internet cloud. DSM’s new generation of telephone service is similar in nature, thus exporting services outside of this region are entirely possible.
What do you think has been your organization’s secret to success?
DSM has always put the customer first and our model reflects that. We provide the best technology available today backed by a team of professionals, delivering an excellent experience for our clients. Our back-office is designed to deliver easy-to-read phone bills and friendly on-line account tools. We answer the phone and respond to client inquiries immediately and strive to reduce costs while adding value. This is what we think today’s client wants in a phone company.
How is your business contributing to making Halifax a better place for all?
Aside from the new technology that DSM has brought to the region, DSM is involved at the grass roots through projects like ‘Help the Homeless’. We’re proud of our involvement in the community and continue to strive to do our part to make this a better place for all. We also believe that as business adopts new technology we’re helping stimulate further innovation that will have a positive effect on our economy and our community. How has your business grown and developed in the past year? Over the past year DSM has grown into a full service phone company adding many employees and services. We have acquired new technology, built processes and procedures for these services, implemented new software and hardware, tested and deployed our new technology, researched new markets and created a number of new partnerships, affiliations and clients.
What have been the biggest challenges to being a small business? How have you adapted to them?
The biggest challenge as a small business is expanding our business while maintaining existing clients and services. Often expansion requires spending time and resources for a return far into the future. It’s a difficult situation that requires will and determination. I have adapted to these challenges by surrounding myself with a team of experts that provides strategic direction and support.
The Be Well Spa
How would you describe the corporate culture at your organization?
Since the spa is in our home, we’re here daily. This doesn’t mean micro managing; our staff are professionals and we treat them as such. It does mean we help with keeping our spa a place to which our guests will return, be this just a welcoming hot cup of tea or simply keeping the premises clean and maintained. We strive for easy and open communication with staff that fosters a working-with and not a working-for environment. Based on this belief, happy staff makes everyone’s spa experience better. Our staff is given major discounts on services and products so that their knowledge of the spa and what it offers is personal, experiential and genuine.
Where do you see your organization in 10 years?
Within the next 10 years we will be adding more treatment rooms and a dedicated space for hair stylists. We will be developing online shopping on the spa website. We will be expanding the public part of the spa to include a garden and enclosed sun porch. We plan to add solar and wind power to our energy mix with the end goal of putting power back onto the grid, which is socially conscious and entrepreneurial. We will also be incorporating more locally grown produce into our spa treatments, e.g. applesauce body wrap for cellulite.
What do you think has been your organization’s secret to success?
I think we’ve filled a unique niche in the spa community in Halifax. We are a holistic medispa in a beautiful heritage home in central Halifax. Our space is beautiful, quiet, friendly and welcoming. We have very quickly become the “neighbourhood spa.” People trust that we do the research for them, assuring that our products and services are chemical- free but effective.
What have been the biggest challenges to being a small business?
How have you adapted to them? We unfortunately (and fortunately) timed our opening of the spa with the beginning of the economic downturn. This helped us get a better price for the building that houses the spa, but made it difficult to get financing and, in the beginning at least, harder to get people in the door. We have worked with this by exercising patience and watchfulness to allow the spa to expand when it’s ready, more of an organic growth rather than a forced one. Advertising money is being targeted as directly and as effectively as possible; our current strategy is direct mailing in our neighbourhood and adjacent areas. We are fully conscious of developing close ties with other small business owners and, secondly, it’s vitally important to cultivate a continuing relationship with the guests that have already enjoyed our spa.
Bishop's Cellar
What would you say is your organization’s biggest achievement to date?
Our organization’s biggest achievement to date is the success, growth and long-term employment standards we’ve adopted within our company. Since opening in 2003, four of the original seven employees continue to work for Bishop’s Cellar. We firmly believe our success is due to selective hiring and training resulting in a company environment that encourages innovation, creativity and a sense of ownership. Bishop’s Cellar assumes a mentoring role, because we consider ourselves to be an incubator of wine and grape professionals. Many former employees have moved on to work in the wine industry – including Simon Rafuse, head winemaker at Blomidon Estate Winery, Nova Scotia.
How would you describe the corporate culture at your organization?
Innovative and customer service-centric. Bishop’s Cellar prides itself on our commitment to innovation in the wine industry, continually staying ahead of consumer trends and technology implementation. We encourage our team to develop new, more efficient ways of conducting business and continually re-invest in the growth and development of our people and company infrastructure. These investments are made with one primary goal in mind: improving service to our customers. From the outset, Bishop’s Cellar has always strived to offer unparalleled customer service. This mentality continues to drive every decision and action. As a result, Bishop’s Cellar was awarded “Best Restaurant Supplier in 2009” by the Restaurant Association of Nova Scotia and has been named Best Wine/Liquor Store by The Coast for six consecutive years (2005-2010).
Where do you see your organization in 10 years?
A 10-year vision for Bishop’s Cellar is extremely difficult to project as we operate in a highly regulated structure with growth restrictions on our terms of operation, which are dictated by the Nova Scotia Liquor Corporation. We have attempted repeatedly over the past seven years to expand, but we’re always met with a stern no by the NSLC. The public and press often refer to us as the ‘Center of Wine Excellence,’ and our hope would be to develop stores throughout Nova Scotia and Eastern Canada as our population becomes introduced to a wider variety of quality wines. Our education programs have established our presence in the Maritime provinces. We know our relentless pursuit of innovation and change, combined with knowledgeable dedicated staff, can lead us to the front of the wine industry throughout Canada if the provincial monopolies are prepared to come into the future with privatization. Bishop’s Cellar will be an agent for change into the future.
What do you think has been your organization’s secret to success?
Listening. Bishop’s Cellar believes in the power of listening to our customers in order to meet their needs. Through listening to our customers, we continually change our wine selections to deliver new flavours, tastes and trends in the world of wine. Listening to our customers has also allowed us to modify our service options (delivery, hours of operation, website offering) to ensure we’re delivering exactly what our customers expect. Our strong service commitment combined with the best employees allows us to stand out in a market where contempt and less than good moral business practices were the norm. How is your business contributing to making Halifax a better place for all? Bishop’s Cellar makes Halifax a better place in many ways. Our community service and charitable work has been nationally and regionally recognized as stellar. Hundreds of students and average Nova Scotians have participated in our wine education programs, which contribute to enhanced personal enjoyment and trade knowledge for the province’s hospitality industry. Bishop’s dedication to working with the restaurant sector resulted in the elimination of NSLC surcharges and fees, which were a burden to all licensee operators. Formally giving leads the way as everyone in our organization is actively involved in donating their time and resources to helping those in need. Bishop’s Cellar has taken wine out of the world of booze and placed it in its true role of an agricultural product that’s always best with food.
BUSINESS OF THE YEAR
Sponsored by: BDC
JustUs! Coffee Roasters
How would you describe the corporate culture at your organization?
Our culture is one of co-operation and accountability. As a “worker owned” co-op, employee involvement and development is very important. We pride ourselves on transparency with staff and on professional development. In order to be a successful and sustainable business we also must be accountable to all our stakeholders – our customers, our producers, our investors and our employees.
Where do you see your organization in 10 years?
Our current plan calls for an expansion of our roaster capacity by 300 per cent. We plan to double our business in Atlantic Canada within four years and expand to New England within the next six years. Our strategic plan will see us develop our coffeehouse business both through ‘greenfield’ development, as well as through development of a specialty coffee shop ‘licensing’ program. We believe that Just Us! will grow to be a renowned advocate for “Fair Trade” and organic businesses.
What do you think has been your organization’s secret to success?
Our commitment to the shared values of our co-op is our proudest accomplishment.
• The three pillars of justice (social, environmental, quality);
• Co-operation – together we are stronger;
• Inclusion – there is no them and us, Just Us!;
• Integrity – being open and honest
• Sustainability; and
• Quality and excellence in everything we do. These core values guide us though all our decision- making. By being socially conscious and standing by these values, we will continue to be successful.
How is your business contributing to making Halifax a better place for all?
We are committed to creating a different space in Halifax for ethical and socially responsible consumers; a place where people can come and enjoy a great cup of coffee and share ideas openly; a place where the arts and freedom of speech are valued; a place that’s comfortable and inclusive for all.
Immunovacinne Inc.
Please tell us about your organization’s involvement in your community.
Key to Immunovaccine’s success is the strength of our science. To encourage youth to be inspired by science, we offer the Warwick Kimmins Memorial Science Scholarship and ask grade 12 science students to apply by writing an essay on what scientific breakthrough they would like to achieve. In our community, Immunovaccine makes presentations to local schools and cancer societies, supporting career days and fundraisers respectively. Corporately, we have joined the Chamber and play active roles on the boards of BioNova and Biotech Canada, to promote the biotech industry.
Where do you see your organization in 10 years?
In the next 10 years, Immunovaccine will have achieved its vision of delivering breakthrough vaccines. To achieve this vision, our company will expand clinical operations into the U.S., set up a global manufacturing facility and sign multiple licensing agreements with top pharmaceutical companies, which will sell our vaccine products around the world. Immunovaccine will be recognized as a leader in developing premium vaccines and doing our part for mankind by helping to prevent and treat disease.
What do you think has been your organization’s secret to success?
The secret to Immunovaccine’s success has been four things: the strength of our science to develop our own vaccines so we have control over our destiny; the can-do attitude of our team; excellence in executing our strategy to create value; and luck.
How has your business grown and developed in the past year?
Over the past year, Immunovaccine is proud to have grown from a privately funded, preclinical company into a publicly traded company, listed on the TSX venture exchange. We are now a clinical stage company having received FDA clearance to test the safety of our therapeutic cancer vaccine in humans. Since going public, Immunovaccine’s market cap has increased from $30 million to $50 million in just one year and the best is yet to come.
ISL Marketing and Web Development
What would you say is your organization’s biggest achievement to date?
How far we’ve come in the past 15 years. ISL has grown from an unstable start-up to a healthy, thriving company in an industry where most companies don’t last the first few years. Our reputation and longevity are directly linked to our talented and passionate employees. We take pride in our employees; in the quality of work we give valued clients; in our industry contribution; and in giving back to our community. With that comes the confidence ISL can continue to surpass expectations… because we appreciate how far we’ve come.
How would you describe the corporate culture at your organization?
ISL’s corporate culture is close-knit, committed and passionate. Work-life balance is a priority. We’ve done a tremendous job of hiring – not simply based on skill-set, but people who are the right “fit” to promote and enhance team building, share a passion for the web and willingness to go the extra mile. This is reflected in high customer loyalty and satisfaction rates and low employee turnover. Please tell us about your organization’s involvement in your community. ISL is proud to be recognized in our community as a great supporter of health, sport and the arts. Organizations that ISL has supported in thepast and continue to support, in the form of financial sponsorship and complimentary website services, include: Canada Winter Games 2011, Legs for Literacy, Mental Health Foundation of Nova Scotia, Techsploration: Women in Technology and Mocean Dance. What makes your organization “a cut above the rest”? A focus on people and not technology. ISL follows a Healthy Company Strategy, which has three elements: 1. Healthy Employees: Employees need to be recognized when they go above-and-beyond what is expected of them. 2. Healthy Financials: Financial success can only happen with full participation. Everyone who participates in the success of the company should share in the financial reward generated by this success. 3. Healthy Customers: Working with customers who are interested in our success as much as theirs.
Pete's
Please tell us about your organization’s involvement in your community.
Our primary focus for community involvement is “involvement at the community level.” In addition to regular Feed NS donations, we have donated both time and product to more than 100 organizations this year, allowing us to give back to the customers that support us as a local business. We also enable and encourage our team to give back through our Helping Hands Program, which allows staff to take paid time off to volunteer for a cause or organization of their choice.
Where do you see your organization in 10 years?
My vision for our organization in 10 years is to be the premier specialty food destination in Canada made possible through our goal of attaining the designation of Top 100 employers in Canada. I would like Pete’s to be known for acts of kindness to team members needing personal help and supporting education for our team members. My vision also includes seeing several more Pete’s To Go Go fun food fare locations successfully operating within Halifax and across Canada.
What do you think has been your organization’s secret to success?
The secret to our success is our founder. Pete Luckett’s vision, passion, resilience and entrepreneurism are unequalled. He is undaunted by barriers and remains passionate about high standards for quality and customer experience. He is a master merchandiser and has an innate understanding of what entices a buyer. His creative and innovative approach to challenges inspires. He is a strong supporter of his people and has created a legacy within his organization through passing down his entrepreneurial spirit.
RCR Hospitality Group
How would you describe the corporate culture at your organization?
The underlying essence of our company sits within our simple mission statement: “Yes, We Can!” All members of our team are encouraged to respond enthusiastically to client’s requests with these three words. The result is that everyone feels empowered knowing their decisions will be supported because they enhanced the guest experience. We seek creative input and feedback from our team and celebrate their individual achievements. This all helps to create a positive work environment where personnel are engaged. At RCR, we foster an entrepreneurial spirit where each team member feels a sense of pride and ownership and are inspired to take action on a daily basis. Please tell us about your organization’s involvement in your community. We are proud to sponsor several events on an annual basis and members of our management team sit on a number of volunteer boards and committees. Approximately three per cent of our company’s annual profits support various local charities. In addition to these financial contributions, we encourage our team to be involved with hands-on participation. As a corporate citizen we recognize our social responsibilities.
Where do you see your organization in 10 years?
At RCR, we are firm believers in the old adage, “If you’re not continually improving, then you’re falling behind.”We are constantly striving to improve our current facilities and we go to great lengths to research the latest trends and technology when developing a new product or service. In 10 years our plan is to be operating five additional new restaurants and to increase our catering revenues by 50 per cent. How is your business contributing to making Halifax a better place for all? We create memorable guest experiences. We aim to ensure the level of quality and service offered at our establishments rivals that found in all the great cities of the world.We also offer flexible employment to many students pursuing a post-secondary education in Halifax. We employ more than 150 people year-round and, during the high season the number exceeds 300.
T4G Ltd.
What would you say is your organization’s biggest achievement to date?
T4G has many accomplishments that we’re proud of. We have won many industry awards for great service (Sears Partners in Progress six years running) and recognition for innovation and technology (Online Innovation TIAC 2009, and Technological Advancement and Innovation KIRA, 2010). We are very proud that eight of our top 10 customers have been with us for more than five years. However, we’re most proud of our employees. None of this would be possible without the extremely talented workforce that’s here in Halifax and has chosen to work with us at T4G and be a part of our business success. T4G is built on a solid foundation with great people who are creative, dedicated and passionate about what they do. Our customers are loyal, collaborative and they place their trust in our ability to work with them to address big issues. This respect and partnership is confirmation we’ve built a successful platform for growth in this great city.
How would you describe the corporate culture at your organization?
T4G’s culture is a huge part of who we are and our brand. Everything we do is based on our values. We have built a culture of creativity and collaboration that drives not only innovation and revenue, but results in a place where people share ideas and create value for our customers. T4G’s workspace and corporate culture hasn’t gone unnoticed by those keeping track of great places to work. For the last three years, T4G has made the Great Place To Work Institute’s “Great Places To Work in Canada” list. This year, we were ranked 15 out of 30,000 companies in Canada – behind only Microsoft and Google in the technology space.
BUSINESS PERSON OF THE YEAR
Sponsored by: Grant Thornton
Boris Mircthev, Preident and CEO , The Hamachi Group of Restaurants
What would you say is your biggest accomplishment as a businessperson?
Taking the creation of the Hamachi Restaurants and all related businesses from an idea to a successful business venture. All the restaurants have been conceptualized with the dedication of myself and the team around me. All the restaurants are continuous with the brand and high standards that have been set, but yet they’re very unique from each other and have truly added to the landscape of dining and lifestyle in Halifax. In large part, these successes allow us to give back to the Halifax community, which is truly rewarding and humbling. The uniqueness of our group of companies is the diversity in offerings within the restaurant segment, as well as further diversification of related and vertically integrated businesses.
What leadership style do you take with your team?
My leadership style is that of an involved leader. The leadership skills came naturally and people look up to me for decision making, direction, structure creation, creativity and due diligence. I’m aware that I can’t do everything on my own and therefore have empowered my employees to get involved in appropriate decision- making and in the process improvement of the business. I have feelings towards the staff as if they were family, especially the people that we have helped bring from other parts of Canada. Over the past 10 years, since the first restaurant began, we have retained and developed some of the best staff in the industry and continue to provide them with skills and knowledge to further develop them and get inspired.
What’s the best business advice you’ve ever been given?
Hard work pays off and in business you rely on the people around you. I was taught at an early age in life that you have to work hard and diligently with a consistent effort. To be a successful businessperson you have to be passionate about what you’re doing, set goals, believe and envision the successes. There’s no turning back and failure isn’t an option. It’s always a team approach. The sum of the team combined is stronger than the individuals. Another lesson in business that I’ve been given is to never damage relationships, whether positive or negative. Always keep in mind that individual paths may cross again.
What’s one thing about you most people don’t know?
That I’m not just a restaurateur. I’m an entrepreneur and my mission is to be successful, but as well to create success for the people and community around me. I’m passionate about what I do, but humane and fair, first and foremost. Most people are pleasantly surprised at how I have become such a well-rounded individual as a result of my background, education, diverse business approach and compassion. Many people are also surprised at the young age that I am for all that I have accomplished in the last 15 years.
Name one extraordinary measure you’ve taken throughout your career.
The most extraordinary aspect about our group of businesses is that they have all been set up and established through internal financing from profits and cash flows. Banks and creditors don’t look at the restaurant sector favorably since many fail every year. We have established all these business units through my single-handed effort and financial sacrifice and this has been all done through a growing economy and a recessionary economy.
Charles Cartmill, President and CEO, LED Roadway Construction
Please tell us about your involvement in your community.
With our company growing so fast it I have tried to find time to help out where I can. I have been a guest speaker at many industry and academic events where I work to transfer the knowledge I have acquired over the years to people who are at the beginning of their business careers. I also donate time by serving on the Board of Directors for both Canadian Manufacturers (CME) and Aerospace and Defense Industry Association of Nova Scotia (ADIANS).
What’s the best business advice you’ve ever been given?
I’m not sure where I got the advice from, but the one thing that I keep advising myself to do is to do it right the first time and plan for the long term. The longer I’m in business, the more this concept proves itself to be completely true. When I look back at some of the major decisions I have had to make in my career, at the time they were really difficult to make. It may have been easier to do the easier thing, or go with the cheaper solution, but inevitably making the right decision has worked out every time.
Who is your business role model?
Laurie Savage of Liteco Enterprises has always impressed me. Not only does he run a successful electrical distribution company, but he has also achieved work/life balance. I’m an incurable workaholic and I’m trying to look to people like Laurie for how it should be.
If you weren’t in this line of work what would you be doing?
I would be working in the outdoors. I could see myself running a landscaping company. I would have other people working with the flowers and gardening aspects. I would want to be doing the digging, shoveling, hauling... all of the messy, dirty, heavy lifting jobs.
Joe Metlege, Vice President, Templeton Properties
What’s the best business advice you’ve ever been given?
I believe a good deal is one that both sides walk away from feeling good. My father passed along his motto to me, which I use as my own: ‘Be loved by those who know you and respected by those who know of you.’ If one can use this simple statement to guide both their professional and personal decisions and actions, they will certainly be successful in anything they do.
What’s one thing about you most people don’t know?
Although they say to be successful in business you should use your head not your heart, some of my most rewarding and best decisions were made the opposite way.
Name one extraordinary measure you’ve taken throughout your career.
The most recent one is my attempt to transform the most recognizable and tallest building east of Montréal, Fenwick Tower, into a cultural and architectural wonder of Canada. Through unprecedented public consultation and collaboration with neighborhood associations, business owners and local art groups, the Fenwick Tower redevelopment will transform not only the image of this iconic building, but will make a statement both nationally and internationally that there’s confidence in the City of Halifax and the East Coast. We’re ready to compete with any other city in the world.
What drives you to succeed?
The most powerful factors that drive me to succeed are my wife and daughter. I’m fortunate enough to absolutely love what I do for a living, but that wouldn’t be possible if I didn’t have a family that I knew counted on me to succeed. Through their love and support, it gives me the ability to focus on what I have to do to make them proud.
Malcolm Fraser, President and CEO, ISL Marketing and Web Development
What would you say is your biggest accomplishment as a businessperson?
I thrive on the need to have great minds around me. I believe my biggest accomplishment has been to assemble a team of committed and fun professionals who are great to work with and who give me the confidence to continue to grow the company.
What leadership style do you take with your team?
I’m a tyrant… just kidding ;) I have a style that allows anyone in the company to approach me on any issue. This open and trusted environment ensures everyone is respected for her or his contribution to the company; this in and of itself inspires others to lead in their own right.
Please tell us about your involvement in your community.
I’m a firm believer in giving back to the community that has supported me and my company throughout its development. I’ve been very focused lately on the arts community through my involvement as a governor of the Art Gallery of Nova Scotia. I’m also deeply involved in assisting the development of an economic strategy for Halifax. Working with the team at the GHP (Greater Halifax Partnership) has been very exciting. As a director of AIMS I’m also able to contribute to the development of practical policy options that will help our region grow.
What’s the best business advice you’ve ever been given?
From high school on, my father was consistent in delivering the message of entrepreneurship as a career choice. I’m sure I wouldn’t be doing what I do now without this guidance.
Robert Orr, Chair and Co-founder, Ocena Nutrition Canada
What would you say is your biggest accomplishment as a businessperson?
Taking Ocean Nutrition from an idea on a piece of paper to a successful and profitable company that’s a global leader in its sector. Assembling the Halifax and Mulgrave-based teams that built this $100 million Nova Scotia company into an organization that today generates more than 90 per cent of its revenue from outside of Canada. And this last year, being awarded the annual Nutrition Business Journal’s Life Time Achievement Award in the U.S. for my contributions to the dietary supplement industry.
What leadership style do you take with your team?
My leadership style is to identify and clearly define aggressive goals and the strategy to achieve them. That strategy must be based on helping our customers be more successful in the market place and creating sustainable differentiation. Then it’s about sharing my passion for the business and inspiring the team to be committed to those goals and ensuring the organization’s goals are more important than individual goals. The execution is about individual and corporate integrity and a commitment to being the best at what you do – everyone makes a difference.
What’s the best business advice you’ve ever been given?
There have been several influential leaders in my life and although each one expressed it in a different way, they all had the same core values. That your word matters; integrity matters (all the time, not just some of the time). That good people are the key to success in any business. Don’t forget your common sense (it’s not that common). Make sure you get the strategy right. If it’s worth doing, do it well. And lastly, there’s still no substitute for hard work.
What’s one thing about you most people don’t know?
That my most valuable learning experience was the year and a half of global traveling I did after I left university.
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