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Marilyn Luscombe
President & CEO
New Brunswick Community College
“I measure my personal success in terms of the legacy I create and leave, and the difference I make in the world for positive change.”
Since becoming the first president and CEO of the newly minted provincial Crown Corporation, New Brunswick Community College, in 2010, Marilyn Luscombe has spent her time productively renovating the wheelhouse of public education. From her Fredericton digs, she has established an Applied Research Office, increased seat capacity by 600, created an awardwinning alumni association, and launched an innovative institute in community leadership.
Squaring the circle of public education Marilyn’s consuming preoccupation is to ensure that the institution she leads remains “relevant and inspiring” to the broadest possible community of what she calls “learners”. As she states, “given the increasing diversity of learner needs, innovative and relevant programming and service responses are key to successful student experiences.”
Rewriting the book of learning In Marilyn’s world, one size definitely does not fit all. That’s why, under her leadership, the College has been engaging directly with the full spectrum of communities in the province it serves. This means, she says, “creating multiple pathways for learning” and, not incidentally, “building stronger relationships with indigenous” communities.
Allan MacIntosh
President
MARCO Group of Companies
“My career path of ‘rising through the ranks’ has allowed me not only to understand the industry from the ground up, but also have a better understanding.”
Allan MacIntosh is unequivocal, which one tends to be when one runs a superbly successful construction business from Dartmouth. “MARCO,” he says, “was founded on three indelible principles: Integrity, teamwork and commitment.” Since assuming the top job in 2003, Allan seems to have fulfilled that corporate vision with hundreds of millions of dollars on the books for projects ranging from St. John’s to Calgary.
Building by design When a youthful line in the sand with a previous employer backfired (“I learned that ultimatums don’t work.”), Allan learned to follow the direction of his inner planner. Specifically, to own his own company and assert control over his destiny.
Start with strong foundations Allan is bullish on MARCO’s prospects in Atlantic Canada over the next two years, forecasting that a number of significant projects will come to fruition. In anticipation of the potential contracts to come, he has been hard at work forming alliances with national developers, consulting and construction firms. “We are,” he says, “well positioned for the opportunities to come.”
Stuart MacLean
Chief Executive Officer
WCB Nova Scotia
“Leading people is often about seeing the person first, being open to ideas and most of all, about listening.”
Stuart MacLean might describe himself as a workplace shepherd. But as Nova Scotia’s chief safety officer, he’s also the guy who has managed to improve the organization’s income by $114 million in one recent year even as his various outreach programs have contributed to a drop of 30 per cent in subscribers’ injuries and 40 per cent fewer days lost due to accidents.
Safety girds the bottom line “Workplace injury is a big part of what keeps Nova Scotia from being all it can be,” boldly states Stuart MacLean. The solution, he believes, is to have all stakeholders working together to decrease workplace injuries and their associated costs. It’s a proven strategy that worked well in the aftermath of a 2013 fishing tragedy: a broad-based communications strategy promoting personal flotation devices has since saved fishers’ lives.
The heart knows best Stuart counts passion and the ability to connect with people as the most important qualities in any prospective employee: “When people feel their work makes a difference, they can move mountains. It’s the caring and compassion and can-do attitude that I call ‘heart’.”
Al MacPhee
President
MacPhee Holdings Limited
“Leadership means showing by example. Through my actions, I hope to inspire dedication and a strong work ethic in my employees.”
For decades, Al MacPhee has been “Mr. Car and Truck” for one of the largest consumer markets in the Maritimes. From his driver’s seat at the starting line of Dartmouth’s autodealerships, he has dominated his sector with a mix of brio, humour and commitment to customer service. So much so that MacPhee Chevrolet Buick Cadillac GMC Ltd. became the largest General Motors dealership in the Atlantic region.
Balanced alignment “A successful individual is one who balances their professional and personal life,” Al says. Noting that the retail automotive sector demands a great deal of time and commitment, he says that he would not have achieved his business accomplishments without the support of his family.
Leadership rebate What Al loves best about success is the extent it enables him to give back to the community. The co-chair (with his wife, Mary) of the Capital Campaign for Bridge Centre for Arts and Technologies — a creative learning facility, as well as Honourary Chair of a Children’s Clean Air Network campaign, Al says such initiatives are essential investments in strong, vibrant societies.
Travis McDonough
Founder & CEO
Kinduct Technologies
“My mother taught me that large visionary changes only get accomplished with intense passion, unwavering belief and enormous commitment.”
When Halifax-raised Travis McDonough (a six-time south of Ireland tennis champion) isn’t beating his competitors into the ground, he’s saving them from a lifetime of pain. His company employs 35 people deploying the latest technology to develop health, wellness and human performance software for both the athletic and not-so-inclined among us. With markets all over the world, his corporate muscles are growing.
There’s no “I” in “team” Travis is a hardcore cheerleader for the collective way of getting things done. That doesn’t mean he’s a pushover: “People don’t always have to agree on everything. In fact, creative abrasion is very constructive. However, if disagreements are disruptive and distracting, they won’t be around our company for very long.”
Leading from the service line This tech entrepreneur can’t help his volleys: “I believe we owe it to ourselves to continue our crusade to put us on the global technology map and spread the philosophy that you can create globally reaching companies from our part of the world.” Game, set, match.
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