Ian Smith

CEO, Clearwater Seafoods Inc.

Marching Orders A former captain in the Canadian Armed Forces Reserves, Ian Smith is enviably strategic in his leadership. His expectations are clear — for himself and others — as are the steps he wants executed. Professionally trained to direct campaigns, he knows that people must “choose” to give their best and that they will only do so in an environment characterized by trust; clear direction with personal relevance; execution alignment; empowerment with empathy; and continuous learning and improvement. They are characteristics which define Smith’s personal leadership style. The effectiveness of that style is in clear evidence at Clearwater. Twenty months in, he has taken the international seafood company from good to great, converting it from an industry lagging financial performer to top quartile performance in revenue, margins, EBITDA and return on assets – and he’s done it with the help of virtually the same management team that was in place before he arrived.

Primary Target Good soldier that he is, Ian Smith says the protection of Clearwater’s good name is his primary responsibility. “Upholding our reputation, along with the highest standards in the industry for taste, quality, food safety and on-time delivery … to more than 40 countries around the world is a daily focus.”

Anne Squires

CEO & Franchisee, Exit Realty on the Rock

Force of Nature This fisherman’s daughter from outport Newfoundland has come a long way in her quest for success. From her arrival in St. John’s at 16 with a suitcase and $30, through eight years of slinging fries in a downtown restaurant, she was determined to put poverty behind her. She had no money for higher education, but she was sustained on her journey by remembering the days when her family couldn’t spare a nickel for recess. She became a real estate agent – then top producer for her brokerage in all Atlantic Canada. And when she had the chancce to buy the Exit Realty franchise for Newfoundland, she grabbed the brass ring for all she was worth. She’s been polishing it ever since: growing to seven locations with over 100 employees and number one in market share, as well as North America Brokerage of the Year (2009) and Canadian Brokerage of the Year (2010). In November 2011, she was given the Alberta Exit franchise rights.

Soft Touch, Warm Heart Squires is an indefatigable champion of the underdog. She has rescued Greyhounds; hosted two charitable black tie galas; organized a “mall rockers” fundraiser – and that’s just to name a few. “Isn’t it wonderful what passion can do?” she asks. Passion, and a certain tireless dynamo named Anne.

Jon Stanfield

President, Stanfield’s Canada, Stanfield’s Limited

Not as Easy as it Looks The small-minded might begrudge Jon Stanfield’s good fortune at being born into a fifth-generation family business. The small-minded would be well advised to reconsider. Yes, Stanfield’s is a legendary Canadian apparel manufacturer and Jon essentially inherited a job. At the same time, he’s earned his stripes, punching time as a stock boy before gradually graduating to harder work and increased responsibilities. Now that he’s in charge, he’s not only entrusted with protecting the legacy of those preceding generations, he’s also expected to move it forward. This in spite of competition from bigger companies who outsource to developing countries with accordingly low wage rates and production standards. Stanfield’s, meanwhile, continues to produce more than 90 per cent of its product in Canada – specifically Truro, Nova Scotia. Which adds yet another dimension to the job: the responsibility that comes with knowing your decisions affect hundreds of families in your home community. Yeah, he has it easy all right.

Making His Mark Determined to build on Stanfield’s past triumphs, Jon has launched an innovative brand campaign and increased web-based sales activity, He’s also working on a growth-through-acquisition strategy. “I am constantly pressing management to think differently about process and future.”

Ed Stratton

President & CEO, Big Erics Inc./Terra Nova Foods Inc.

Like Father, Like Son Ed Stratton says his father conducted business with “the highest principles for honesty, integrity, quality and above all, an intense passion for everything he undertook, with a ‘never quit’ attitude.” He may not realize it, but Ed Stratton is also describing himself. From his earliest career as an accountant through his 15-year management of the Matchless Group of Companies to his eventual acquisition of Sani Pro Inc. and Terra Nova Foods and on to his current role as president and CEO of product distribution firm Big Erics and food manufacturer/distributor Terra Nova Foods, Ed Stratton has built an impermeable reputation for being an ethical man. Which probably explains why, back in 2002, he was trusted negotiator for all parties involved with the sale/acquisition of Sani Pro and Terra Nova Foods: vendor and purchasers alike (himself included). It’s also why, during the sometimes contentious negotiations for his company’s 2011 acquisition of Janitor’s Market, harsh words were never spoken – and the deal was successfully concluded.

No Pushover Nice guy Ed Stratton is nobody’s fool. One of his responsibilities is to ensure that everyone on his management team is doing their job properly. Proof of his effectiveness can be found in the strength of his company’s bottom line.

Anne Whelan

President, Whelan Capital Inc.

Serial Entrepreneur If there’s such as thing as an addiction to business building, Anne Whelan has it. She agreed to manage CareGivers for 12 months (it was her mother’s home care agency); five years later, she owned it – and has since grown revenue 600 per cent. Then she acquired shares in BrenKir Industrial Supply – an industrial, fire and safety products company – and has been diligently growing that too. That same year, she bought and renovated a 120-year-old building into a restaurant/pub. And within the past 24 months, she has expanded her real estate holdings and launched several start-up companies: Care Connection, a home health technology company; and SHINE, an executive cleaning service. Addicted as she is to seizing opportunity, Whelan is smart enough to know that she can no longer direct every aspect of her many businesses. “Nowadays, my role is mostly to set out strategy … I have a great group of managers who make things happen.”

Gauntlet Thrown A former business school associate dean can be credited with Anne Whelan’s MBA designation. She/he suggested that Anne – a single parent working full-time, studying part-time – might be better off in a communications program because “a lot of women find the quantitative part of the MBA difficult.” No more encouragement was needed.

Ian Wilson

President, Wilson Fuel Company Ltd.

Genetic Engineering Ian Wilson was literally born to run his family’s eight-generation fuel marketing and distribution business. Though thrust into the leadership role much too soon (following his father’s untimely death at 59), his performance thus far is of the high octane variety. A Top 40 Under 40™ alumnus, he has steered his company into platinum status as one of Canada’s 50 Best Managed – and averaged 20 per cent growth in the process. What fuels this go-getter’s ambitions? In a word, legacy. For staff, customers and everyone involved, he is determined that Wilson Fuel will continue to be successful under his watch.

Reinventing the Wheel How does a company established in the early 1800s retain its competitive edge in 2012? Ian Wilson does it by sharing the challenge – and the accomplishment – with everyone he works with. “We have competed against the largest companies in the world … by being nimble, innovative and staying close to the market. We continuously work to lower our costs, improve our processes and have great people. A tough environment opens up opportunities … and we are always looking to take advantage of those opportunities.” Safe to say, when the ninth generation is ready to step in, Wilson Fuel will be gassed up and ready to go.