Frank Coleman

President & CEO, Coleman Group of Companies/Humber Valley Paving Ltd.

The Unforgiving Minute To some, Rudyard Kipling’s ‘If’ is an enjoyable, though perhaps forgetful, doggerel. Not so for Frank Coleman. His appreciation extends to its deeper poetic caution against human frailty, and one line in particular: “If you can fill the unforgiving minute with 60 seconds’ worth of distance run.” Though his time is far from over, Coleman has already run a marathon: he heads the Coleman Group of Companies (a diversified retail and real estate company) and Humber Valley Paving; he serves on the board for North West Company and chairs the for Rocky Mountain Liquor; he was named Atlantic Canada’s CEO of the Year in 2010; his company was named one of Canada’s best managed for five years running; he’s Honourary Lieutenant-Colonel of the Royal Newfoundland Regiment second battalion; and was the first Newfoundlander and Labradorian to receive the highest honour awarded by the Canadian Food Industry Association. And he shows no signs of slowing. In 2011, Humber Valley Paving won two large road construction contracts in Labrador, each of which was worth more than the company’s total sales volume at the time.

Moral of the Story Coleman says his proudest moments have nothing to do with either fame or fortune, but with the love, respect and unity of his family.

Keith Collins

President & CEO, St. John’s International Airport Authority

Clearing the Air As the foggiest city in Canada, the ebb and flow of reduced visibility in St. John’s has given Keith Collins any number of migraines over the years. It has caused flight delays and cancellations and diverted meetings and conventions to other jurisdictions. Installing the solution – the Cat 3 Instrument Landing System – required NavCanada support, an upgrade commitment from airlines servicing YYT, and a $28.5-million civil works project that was beyond the airport’s fiscal capacity. But that didn’t stop Collins. He explained the business case for the investment to multiple levels of government (better regional brand, more travellers and higher tourist/business spending). Thanks to his persuasive talents, Cat 3 will be operational in 2013, making St. John’s International the third airport in the country to have this technology and putting the airport’s accessibility on par with other major Canadian airports. What’s next? Moving up the ranks in terms of size, from tenth to ninth largest in the country.

Flight Plan Collins believes that the most important qualities for a leader to have are strategic intelligence, the ability to engage stakeholders, emotional maturity, integrity, and self-confidence. “You need to be able to surround yourself with people who are as smart as, or smarter than you, without feeling threatened.”

Peter Conlon

President & CEO, Nautel Limited

Tuned in to Change Nautel changed owners in 2011; Peter Conlon knew about the proposed deal a year before that. What he didn’t know was whether or not he’d have a job after the sale took place – CEOs are typically the first position changed. Putting his own worries aside, he continued to do as he had always done: working to enhance his company’s position as a global leader in the design, manufacture, sales and support of high power radio frequency products. As a result, both vendors and purchasers were pleased with the transaction, customers didn’t notice the change, employees were comfortable with the transition, business grew … and Conlon is still at the helm. “The fact that we are still the same Nautel (the way we treat our customers, our innovation skills, our relentless focus on quality, etc…), but with a new, invigorated view of the future indicates how successful we were in navigating these challenging waters.”

Organized Chaos “Being organized is incredibly difficult for me,” admits Conlon. Which is why he created a Management Advisory Team comprised of all the “well organized, structured senior managers of the company.” Getting them to manage the company’s everyday affairs gives Conlon the opportunity to “create the chaos that leads to new opportunities.”

Henry Demone

President & CEO, High Liner Foods Inc.

Great Expectations He steered his fish harvesting company from near bankruptcy in 1989 (with $40 million in operating losses) to today’s position of financial strength. Ensured its survival despite disappearing fish stocks by sourcing product internationally and becoming North America’s leading value-added seafood supplier. Transformed High Liner into one of the top 100 employers in Canada. Created an award-winning corporate culture. And changed his industry’s international competitive landscape with the acquisition of Icelandic USA. It’s a career of record accomplishments that would satisfy any CEO – except Henry Demone. He has bigger and better fish to fry. Even with corporate revenues projected to top the billion dollar mark this year, he believes “High Liner has the potential to double sales and earnings over the next five years.”

Looking to his Legacy If offered the opportunity to speak to any leader in the world, either past or present, Henry Demone’s response should be a comforting one for High Liner shareholders. “I’d like to talk to Caesar Augustus, to find out how he was able to build institutions that served the Roman Empire well for four centuries.”

Nora Duke

President & CEO, Fortis Properties Corporation

Tug of War There’s a nationwide hospitality business on one side, and a sizable portfolio of commercial real estate on the other. In the middle sits the multi-tasking genius of Nora Duke. Whether she’s overseeing property acquisitions (i.e. Fortis’s 2011 purchase of the Hilton Suites Winnipeg airport hotel) or breaking ground on Fortis Place (a 150,000 sq. ft. class A office building in downtown St. John’s), Duke manages both with equal dexterity. How? By focusing on financial initiatives, ensuring costs are controlled and revenues maximized. Regular briefings with her leadership team are also invaluable, ensuring a clear understanding of corporate goals and expectations. Her team-based strategy has served Fortis well: most of the company’s franchised hotels achieved guest service ratings above their national brand averages even as non-critical capital projects originally planned for 2011 had to be deferred or reduced.

Solid Foundation In addition to several exceptional leaders she has worked with, Nora Duke also credits her parents for her professional success. “Our family had strong ties to outport Newfoundland, and our upbringing, though modest in many ways, was ‘rich’ in terms of core values of honesty, integrity, respect and support for others. These lessons hold true in all areas of life – whether in business, at home or in the community.”

Wadih Fares

President & CEO, WM Fares Group

Reach for the Top Ask him what his biggest challenges in life have been and Wadih Fares does not mention that he once fought, as a child-soldier, in the 1975 Lebanon civil war or that when he arrived as an immigrant in Halifax, he couldn’t speak a sentence in English. No, the man who now operates one of the most successful building design, project management and development companies in Nova Scotia talks about mortar and concrete – specifically, his $40-million, 22-storey condominium project in downtown Halifax, the first high-rise approved by city council in many years, and now under construction. Still, Mr. Fares, a professional engineer by education and experience, loves tackling a good problem if it improves his sight line to success. “When I first started, providing a comfortable lifestyle for my family motivated me,” he says. “Now, helping people around me succeed motivates me.”

Social Architect In fact, despite appearances, Mr. Fares is not all business. “My biggest accomplishment is becoming a example of the importance of immigration to our city. This is a personal cause that I am very passionate about, and I continue to advocate it through the public and private sectors.”

Malcolm Fraser

CEO, ISL web marketing and development

Rise of the Phoenix Malcolm Fraser admits there was a time when it would have been easier for him to abandon his entrepreneurial dream and find a 9-to-5 position. But he refused to give up on Halifax-based ISL, which was drowning in debt in a tough market. “About 10 years ago, this business was hanging by a thread,” he explains. “I had left the company four years before to start another business, and when I returned . . . I dug in and was determined to not let the only asset I had disappear.” His determination paid off. Today, ISL is Atlantic Canada’s largest and most experienced web marketing and development firm, whose clients include such heavy hitters as Empire Company Limited and Stewart McKelvey. The lesson is clear: Never say die. Of course, he adds, “I could not have done it without a lot of support from the community, my team and family.”

Knowing What’s Important Given his experiences, Mr. Fraser’s motivations are understandable. “My team motivates me. I feel my role is to provide the best opportunity possible for everyone in our company. The one thing that keeps me engaged is to make sure we have a stable, innovative and fun workplace.”