President & CEO, DSM Telecom
“Too often business fails to push through the low points and stay focused”
On the Line Merzetti’s principles of leadership involve leading by example: “Get the right people on the bus, build a reputation for success, set a clear vision for the future and communicate it often to your team.” In other words, perhaps, don’t just be on the line; but stay there.
A linked-inFuture Merzetti recently aligned his company with two large multinational companies to synergize products, services and market strategies in this fast moving industry. As he says, “We all compete against a couple other large industry players and together we complement and help drive each other’s services and operations.”
Managing Director, Technip Canada Ltd.
(St. John’s, N.L.)
“My favorite definition of a leader is as a conductor of an orchestra”
Caution Don’t Enter Muise, an engineering graduate of Memorial University in St. John’s, thinks Canadians are cautious by nature. He says this has to change: “Innovation in our industry is essential. We need to innovate to grow our business.” Presently, Technip is getting ready to commence a “Marginal Field R&D program”. In 2016, the managing director says this will be his big goal.
Leading the Orchestra Muise notes that his role is to help define the vision for the company, and set overall targets: “I have learned you have to empower your managers, involve them in developing a common vision. I have to ensure they keep the beat.”
Co-chairman of Pennecon and CEO of Newcrete Investments Partnership Inc.
(St. John’s, N.L.)
“Great leaders possess the skill to gather people around them”
The Platinum Rule For Puddister, leadership is about recognizing that everyone is different and that people work best when leaders appreciate this. As he says, “Some of my team members need oceans of autonomy; others need daily guidance. Some members need very clear boundaries and direction, while others thrive in a more flexible environment.”
Dismiss all Fear The future, Puddister suggests, is for the bold. In 2015, Pennecon penned a strategic plan and growth strategy to help increase revenue by 50 per cent over the next five years, and 300 per cent in the next 10. “Recognizing that organic growth cannot support that goal during this economic climate,” he says, “we have pinpointed geographical expansion as the main way of achieving our plan. Never let fear get in your way.”
CEO & Owner, Mary Brown’s Inc.
(Pilley’s Island, N.L.)
“Be a part of something where peers push one another to another level”
Scaling for Growth Roberts says his goal is to make Mary Brown’s one of the most respected brands in the industry. He notes that in the past three years the company grew by nearly 70 per cent. Still, he says, the company has chosen to manage its expansion responsibly. Specifically, he says, “In 2016 the company will grow by 27-30 per cent.” The system for Mary Brown’s, he says, is all about creating trust..
Food for Thought As a Quick Service Restaurant (QSR) chain, Mary Brown’s is breaking new ground. Roberts says he’s using hospitality professionals and trainers from leading hotels to bring “guest experience to the quick-service industry.” He’s also removing frozen products from his restaurants. All of which, he believes, will maintain Mary Brown’s as the fastest-growing QSR operation in the country.
President, Medavie EMS
“Leaders need to understand the skills and capabilities of their organizations”
A People Company Employing 4,000 healthcare clinicians and support staff, MEMS is a world leader in designing and implementing innovative and award-winning Mobile Integrated Health Programs. Its paramedic teams provide mobile, 24/7 primary care services that deliver healthcare in the home and the community. Its organization commits 10 per cent of its annual net income to health-related community programs through the Medavie Health Foundation. Since late 2011, the Foundation has committed more than $6.4 million in support of its two core health causes, with some $4.5 million of that committed in Atlantic Canada.
Chief Customer Advocate Sande says: “A CEO requires a keen eye for strategy and an even sharper sense for operations. As a wise leader said, ‘strategy is easy but execution is hard’ and the organizations I have led have been known for their ability to focus.” What’s more, he notes, a team needs to understand its goals.