President & CEO, Team Broken Earth; Associate Professor Surgery, Memorial University of Newfoundland
(St. John’s, N.L.)
“Leading by perseverance and commitment to education and patient care has allowed us to be sustainable where others have not.”
In the fall of 2015, Team Broken Earth opened a new hospital wing with funds primarily raised by the Team itself, and in fall of 2016, they expanded their efforts to include Nicaragua and Guatemala.
Caring for the community Not only has Furey’s organization helped numerous people internationally, Furey also does his part to aid the local community. In addition to being an Associate Professor of Surgery at Memorial University, Furey initiated and organized the Tri for Health, a triathlon to raise funds in support of mental health. He’s also the co-chair of the Jack Hand Legacy Foundation, and sits on multiple committees in the Canadian Orthopedic Association, and co-chairs the Canadian Orthopedic Association Global Surgery Committee.
Worlds collide Furey believes that there are economic and social benefits to allowing immigrants the opportunity to establish their lives in Atlantic Canada, and points out that there is evidence that suggests cross-cultural teams are more innovative, creative and effective problem solvers.
“Not taking immigrants, keeping poverty out of sight out of mind, is not the moral or ethical trail we need to be blazing.”
President & CEO, IWK Foundation
“I am proud to have the opportunity every day to help make a difference and leave a legacy for generations to come.”
Doing more with less As a non-profit leader, Gillivan must find new ways of being a “disruptive” and competitive organization while simultaneously doing her best to limit overhead costs. The answer, she says, lies in creative partnerships and maximizing existing resources. “We are working with the IWK Health Centre on building a new innovation hub and social investment opportunity.”
Progressive values Gillivan believes that in order for Atlantic Canada to be truly prosperous, it’s important for different sectors to “look at the great whole and work together.” Gillivan also feels it is important to provide: a standard wage so all citizens can live above the poverty line; institute a universal drug plan; encourage children to be creative thinkers; support veterans and first responders; find a new way to support Aboriginal peoples; and, promote gender equality.
CEO, Green Imaging Technologies / H2 Laboratories
“New, creative ways to solve problems can be discovered if you aren’t focused on the rules and the way it has always been done.”
Innovation through collaboration Oxford Instruments is the largest supplier of NMR equipment to the oil and gas sector. Rather than compete with them directly, GIT wrote the software that runs on their gear, and now they jointly market and sell NMR equipment together.
GIT has likewise partnered with researchers at the University of New Brunswick in a first-of-its-kind Framework Agreement, working together to stay at the cutting edge of technology.
“The more people/organizations involved in advancing technology and business allows for more opportunities for innovation to occur.”
Strong roots “We’re a successful company that gets 99 per cent of its revenue from exports. We’re known globally as leaders in NMR technology and applications for rock core analysis in the oil and gas sector… I’m proud that a little company from Atlantic Canada can compete on the world stage.”
President & General Manager, W.P. Griffin Inc.
“We manage change unequivocally—new customers, new products, new technologies—we like to keep moving forward.”
Adopting international sale practises, Griffin introduced Sobeys to the marketing potatoes by usage program from New Zealand. When he presented the concept, “they jumped on board.” After piloting the program nationally, “We achieved our goal of moving into the Sobeys Compliments family of products. That was a big win.”
The big picture Griffin serves the agricultural industry by volunteering locally, nationally, and internationally. Current responsibilities include the role of Director with the World Potato Congress, among others. “These broadened my views and marketing insight,” he says. And they underscore the importance of regular participation in trade shows and trade missions.
Controlled expansion and modernization In 2015, as part of the largest modernization project since Griffin’s father Wilfred started the business in 1947, they expanded their packaging plant, “and brought the business into the 21st century.”
In 2016, as part of long-term plans to grow the business, the company added 500 acres to their existing 4,000 acres and constructed a storage warehouse with a ten-million pound capacity
President & CEO, Alcool New Brunswick Liquor
“Building trust and showing people you care about them are critical elements of successful leadership.”
Learning to motivate The big turning point in Harriman’s career came at age 28, when he earned the position of sales manager for Diageo Canada. There he learned about motivating people and building a team culture. That experience reinforced a piece of folk wisdom he first heard from his father: “Your people won’t care how much you know, until they know how much you care!”
Leading change Harriman’s mission at ANBL is to transition from government agency to world-class retailer. Under his leadership, the corporation has refocused its strategy and provides an enhanced in-store experience and, for consumer occasions, provides education and solutions. The result is strong revenue growth and 30 per cent more supplier investment in programming. A key component is innovative marketing such as a 14-week promotion to match Quebec beer prices. The result? Sixteen per cent growth in beer sales.