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Jon D. F. Stanfield
President, Stanfi eld’s Limited North America; Chairman & Vice President, Performance Apparel Corp.; Longworth Industries
“My family is the single most important thing to me, period. It is important that young children see their father and that fathers participate with their young babies/children.”
During the rough winter that just was on the Canadian East Coast, how many men and women peered into their closets and dresser drawers and muttered appreciatively, “Mr. Stanfield, you make good underwear”? Jon doesn’t know, but he might guess that his company’s numbers are up this year – broad and robust international sales notwithstanding.
The Canadian disadvantage? For Stanfield’s, the status quo is a wrestling match with the cost and relevance of manufacturing in Canada, combined with the constant consolidation and disappearance of retailers. Jon et al have countered with innovative products, creative marketing, e-commerce retail, corporate streamlining and a relentless search for new opportunities. Like the products they produce, their strategies may not always be visible — but they work.
Warm traditions Says Jon: “To me, accomplishments are a bunch of smaller things strung together. I am just focused on making the best business decisions that will allow Stanfield’s Limited and its 159-year-old legacy to move forward.” And, of course, on manufacturing the best thermal long-johns this side of the Arctic Circle.
Gaëtan Thomas
President & CEO
NB Power
“Basic values like honesty, openness, caring, respect, humility, ‘always give it your best’ and fairness are essential to good decision making.”
As New Brunswick’s energy czar, proud Acadian Gaëtan Thomas oversees one of Canada’s most diversified power generation mixes: coal, hydro, nuclear, wind and thermal. What’s more, since he assumed the top job in 2010, the utility has posted earnings each year, including a record $173 million in 2011-2012.
Plugged in Many traditional utilities are in a “death spiral”: as customers turn to disruptive technologies to reduce their reliance on expensive power utilities, power providers respond by upping rates to cover lost revenue – thus forcing more people to look elsewhere. Which is why Gaëtan is directing his attention to a “reduce and shift demand” program, partnering with Siemens for smart grid solutions. “Looking ahead, the final result will be an NB Power that is a truly customer-facing and efficient utility that will service as a global model.”
Renewable energy Thomas thinks of truly effective leadership as a perpetual energy source, one that renews and invigorates the organization it serves. “Leadership founded on sound values, coupled with equal doses of determination and humility can achieve great results.”
Ann Marie Vaughan
President & CEO
College of the North Atlantic
“If you want to motivate others, you have to empower them — allowing them to take risks and standing behind them regardless of the outcome.”
An aspiring lawyer as an undergraduate, Anne Marie Vaughan’s involvement with the Council of the Students’ Union at Memorial University and the Newfoundland and Labrador Federation of Students’ inspired a lifelong passion for post-secondary education. Since 2011, she has shepherded the College of the North Atlantic (CNA), the largest college system in Atlantic Canada.
Developing professionals Anne Marie embraces the idea that classrooms come in all shapes, sizes and locations. When industry players in Labrador West expressed a need for journey persons, the College didn’t let the prohibitive cost of on-site training stop them. Instead, students went to a virtual class in the morning (via videoconferencing, SMART boards and other technologies), and work in the afternoon. Students experienced 100 per cent success, and the lead faculty member for the project has since received national and international recognition.
Working it out When is a labour shortage a strategic opportunity? When you’re a proactive public college that aligns enrolment with industry needs, a move that simultaneously increased enrolment and produced graduates with in-demand skill sets.
John Volcko
Vice President & District Manager
PCL Constructors Canada Inc., Atlantic Canada District
“When I retire, my ultimate goal is to have people say that I made a significant difference.”
John Volcko manages his Dartmouth-based branch of the PCL family of companies with brio and commitment. After all, what’s not to like? It is Canada’s largest construction management firm with annual international revenues of approximately $8 billion, and core operations that include industrial projects across North America and Australia.
People are the cornerstones Over the past 10 years, John has built the PCL brand in Atlantic Canada, producing revenue growth from a base of $30 million to a peak of $165 million in 2012. His leadership principle focuses on the individuals behind the numbers: “I measure my success based on the impact that I have made on the careers of young managers.”
Thinking small Although John’s stretch goal is to transform PCL nationally into a $10 billion company (sooner rather than later), his regional attention is focused on the under-$5 million market. Reduced government funding, shrinking markets and increased competition is squeezing profits from large local projects — so John is looking to score big by going small.
Anne Whelan
President & CEO
Seafair Capital Inc.
“When I can accomplish new things, overcome challenges, grow the business, help develop people — then I feel successful.”
Between 2007 and 2010, Anne Whelan presided over a revenue spike at her diversified clutch of home care, real estate and child services companies that transformed $5 million into $20 million a year. And, over the past year, she’s embarked on an ambitious expansion.
Leaving home Anne’s “baby” moved away from her maternal care in 2014. Blue Sky, the home care agency that founded her empire, didn’t need her anymore — it needed someone who could navigate government programs, develop clinical teams and expand into new service offerings. Though Anne has stepped back as its direct CEO, Blue Sky remains a valued member of her Seafair family.
New horizons A poster on a teenaged Anne’s wall encouraged her to go as far as she could see. “When you get there, you will be able to see further.” The mantra translates well to her career. Now that Seafair has grown far beyond her boldest ambitions, she’s working on plans to double its size in the next four years. After that? We can only imagine.
Michael R. Whittaker
President & Co-owner
Trucorp Investments Ltd. (Bonte Foods/Chris Brothers; Grinner’s Food Systems)
“Great leaders don’t win popularity contests – they achieve difficult objectives that are in the best interest of everyone in the organization.”
Remember Greco Pizza’s 310-3030 marketing jingle from the mid-nineties? You have Mike Whittaker to thank (or blame) for that. This master marketer is behind many of the successful strategies that have fed the bottom lines of Bonte Foods (Chris Brothers and Natures Deli meat products) and Grinner’s Food Systems (Greco Pizza, Capt. Submarine and Frozu! franchises).
Unexpected turbulence When a significant airline customer switched gears to inhouse food production in 2012, Bonte lost 23 per cent of its revenues overnight — translating into huge losses and layoffs. Mike and his management team are turning the nightmare into a strategic realignment, focusing on key products and accelerated efficiencies.
Listen up Mike says his strategic plans are a collective assembly of everyone’s ideas. In 2013, the Bonte team decided to discontinue their bakery and the Grinner’s team integrated a new frozen yogurt chain into their restaurant system. The outcome? Awesome results with higher levels of profitability. “It’s not difficult to motivate a team to implement what they feel are their own ideas,” he says.
About the awards: Atlantic Business Magazine’s Top 50 CEO awards recognize corporate leadership excellence. Winners are bold, savvy and entrepreneurial in spirit. They are proud community supporters and active volunteers. They are dedicated to advancing their industry, increasing their organization’s financial well-being and improving the quality of life in Atlantic Canada. The first step in the Top 50 CEO selection process is a public call for nominations. Eligible nominees must lead a company or organization whose head office is in Atlantic Canada, or who is in charge of a provincial/regional head office that has significant decision-making and organizational autonomy. If an individual accepts their nomination, they complete a detailed Nominee Information Form and advance to the judging portion of the selection process. The judging panel is comprised of members of Atlantic Business Magazine’s Top 50 CEO Hall of Fame.
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