COMMUNITY ACTIVIST From her volunteer work with an organization for at-risk youth who require academic and life skills support but do not fit within the traditional high school system, Duke knows that funding for alternative academic models is fragmented and insufficient. If she could, she would change public policy to guarantee long-term core funding for such facilities. “The negative consequences of these young people not attaining high school education are known and significant,” she says.

Wadih Fares
President & CEO
WM Fares Group

RISK TAKER Wadih Fares was a poor country boy from war-torn Lebanon, a teenaged immigrant who couldn’t speak a lick of English, yet still managed to learn the language and earn two engineering degrees from Halifax universities. He became a husband, father and dutiful Irving Oil employee; then a self-employed property developer of the first order with assets worth millions, employing thousands through his several projects; and, finally, a ringing advocate for immigration reform.

LEADER Says the man who once hunkered down as a post-adolescent soldier in a ditch as bombs were lobbed his way in the 1975 Lebanon civil war: “You treat people with respect, you carry yourself with integrity, you work hard and you enjoy the work you do. I lead my staff by this example. When I say I’m going to do something, I don’t duck.”

GROUND-BREAKER Fares’s 22-storey, $40-million Trillium condominium complex in downtown Halifax is the first high-rise development approved by city council in a quarter-century. Its design and architecture have won awards. Though it won’t open for months, it’s already 75 per cent occupied. Fares is clear: “It is the finest piece of urban property in Atlantic Canada.”

PERSONAL MOTTO “Impossible is a word that should be stricken from the dictionary.”

Scott Ferguson
President & CEO
Trade Centre Limited

LET THE GOOD TIMES ROLL Scott Ferguson is a big believer in the power of events to improve a community’s cultural and economic environment. And, through his influence as leader of Trade Centre Limited (it includes five facilities that comprise Halifax’s premiere meeting, convention and entertainment venues), he’s been working to prove just that. Notable examples of his philosophy at work include: the 2011 Canada Winter Games; 2008 Men’s World Hockey Championship; 2003 World Junior Hockey Championship; 2004 World Women’s Hockey Championship; 2004 International Basketball Federation Under 21 Tournament; and the 2006 Juno awards show.

TOUGHEST CHALLENGE For the past two years, the majority of Ferguson’s time has been consumed with the proposed new convention centre in downtown Halifax. From cost to location, it’s been a contentious issue; as a leading government advisor on the project, TCL has been on the receiving end of much of the commentary. Despite the sometimes heated discussion (or perhaps because of it), Ferguson says he has enjoyed the experience. “This project presented us (TCL) with many challenges that have caused us to pause, reflect and do better while at the same time creating various opportunities that have invigorated our team. What we learned has provided us with the perspective we need to push this organization to new and greater heights.”

Malcolm Fraser
CEO
ISL web marketing and development

NEAR-DEATH EXPERIENCE Nine years ago, the web marketing and development firm Malcolm Fraser had founded was, well, foundering. He had left ISL four years earlier to start another company. He returned; ISL blossomed. It is now the region’s largest firm of its type, boasting an A-list of well-known corporate clients. Not only has the company been recognized for its innovation in mobile, social media and mapping technologies, but Fraser has been invited to share his expertise as far afield as Mexico, Germany and California.

KNOWLEDGE IS KING Losing key employees can be difficult for any business. For ISL, it could be potentially disastrous. This is why Fraser was concerned by his company’s growth. He worried he was losing touch with staff, a situation which could lead to staff turnovers. He proactively hired a HR manager to measure team engagement and improve staff relations. The results are already evident. Not only has the company received an award for its workplace practices, it has also found that 65 per cent of its staff feel “highly engaged” in the organization. Most companies rate around 35 per cent.

THE BUCKET LIST This year, Fraser achieved his dream of building a custom-designed facility for his company. What’s next? He isn’t ready to share that one yet.

Bert Frizzell
President & CEO
The Shaw Group Limited

BIGGEST ACCOMPLISHMENT “I like to think I haven’t achieved it yet,” says Bert Frizzell. “My goal is to have the organization well positioned for the future when it’s time to vacate the CEO chair. This means ensuring that we have . . . a strong balance sheet coupled with a strong leadership team. These two assets will ensure the continued success and longevity of the company. I believe that would be a worthwhile legacy and an accomplishment worth waiting for.”

STAYING POWER Frizzell was a fresh Acadia graduate when he joined The Shaw Group in 1974, moving consistently up the corporate ladder until reaching his current pinnacle position in 2005. He credits Shaw’s corporate culture as well as its previous president (Wayne MacLean) for his 37 years of loyalty. By being encouraged to try new things, make mistakes, test his abilities and grow both in business acumen and as a person, Frizzell says the job never became stale. For someone who thrives on being challenged, it was — and still is — the ideal work environment.

NEXT MOUNTAIN TO CLIMB After several years of significant investment in physical assets, The Shaw Group is shifting focus to its people and processes. “We are committed to enhancing our sustainable competitive advantages through more widespread employee training and increased productivity in all business units.”

Greer Hunt
President
Hunt’s Transport Limited

HUNTER-GATHERER This aptly named entrepeneur has an insatiable appetite for business — and an uncanny ability to sniff out opportunity. When he started Hunt’s Transport in the early 1980s, he had one truck (he was the driver). Today, he has 50 tractors, 150 trailers and 120 employees. Greer the Hunter has also: established a truck driver training institute; acquired and developed commercial and residential real estate; constructed an office terminal and warehouse; formed an Innu transportation company to service the Voisey’s Bay nickel project; acquired an Ontario transport company (where he also operates a 50,000 sq. ft. terminal and warehouse); constructed a rail siding to that terminal; and, formed a partnership to strengthen his capacity for heavy haul and over-dimensional projects. It is his latest endeavour, however, which has generated the biggest headlines.

UNLEASHING THE BEAST One thing you never, ever, want to do is stand between Greer Hunt and his business. One way or another, he will find a work-around — not even geography can slow him down. Fact: Newfoundland is an island, ergo, Newfoundland is heavily reliant on marine transportation. Fact: aging vessels and a new booking system rendered the island’s only ferry system less than reliable. Greer’s solution? To start his own barge service. He anticipates his barge will make nine to 12 round trips annually between Port Hamilton, Ontario and Newfoundland’s Avalon Peninsula.

Capt. Sidney Hynes
Executive Chairman
Oceanex Inc.

MASTER MARINER It’s as much a description as a professional designation. In technical terms, “master mariner” is the qualification required for someone in charge of a commercial vessel. More descriptively, it seems to connote someone who is at home on the sea. In the case of Captain Sid Hynes (who has worked on and around marine environments for over 35 years), it’s both. From seaman to master to owner to president and chairman, it’s clearly Hynes’ natural environment.

KEEPING AN EVEN KEEL Since acquiring Oceanex in 2007, Captain Hynes has focused on making it the most successful transportation provider in eastern Canada. He seems to be on the right path: with two ice-class roll on-roll off vessels and a fleet of more than 2,500 shipping containers plus year-round weekly service from any point in North America to Newfoundland, Oceanex enjoys a solid reputation as a reliable transportation provider. The only forseeable turbulence relates to human resources. Captain Hynes found out how difficult staff recruitment can be when he began searching for new personnel to fit his expansion plans. He literally had to search the seven seas before finally filling two positions. Immediate crisis averted, the Captain is now working on training and recruiting from within the company. When the next call goes out, the response will be “ready-aye-ready”.

Ray Ivany
President & Vice-Chancellor
Acadia University

EMERGENCY MEASURES Declining enrolment. Unhealthy finances. Frustrated faculty and staff. This is what Ray Ivany faced when he arrived at Acadia. To top if off, a new round of collective bargaining was about to begin (two previous negotiations had ended in strikes). Luckily for Acadia, Ivany was no stranger to transformative change, having honed his skills at the Nova Scotia Community College and the University College of Cape Breton before that. He immediately initiated an aggressive change agenda and created new opportunities for dialogue while focusing on the positives that the university had accomplished (such as its superior academic quality). With considerable input from the entire university community, Ivany has Acadia back on track. Enrolment, financial performance and student satisfaction are all improving. As well, the faculty contract negotiations ended successfully with a four-year deal. “There is still much work to do,” says Ivany, “but . . . we have achieved very strong results and set the stage for continued success.”

MODELLING MANDELA “I have long believed that leadership requires the courage to ‘do the right thing’ and that leaders must attach a pre-eminence to the ‘organizational good’. Nelson Mandela’s tremendous courage to ‘do the right thing’ for South Africa, and his grace and equanimity in doing so, is a powerful source of inspiration.”

Pierre-Yves Julien
President & CEO
Medavie Blue Cross

SELF-PROPELLED Whether the challenge is mental or physical, Pierre-Yves Julien describes himself as a self-motivated individual. He says his passion for the health and life insurance industry is the only inspiration he needs to conquer its challenges and maximize opportunities. But don’t just take his word for it — the proof is in the results. Under Julien’s leadership, Medavie not only provides insurance coverage to individuals and private organizations, but it also manages major government programs (such as Medicare in Nova Scotia and health benefits for veterans, the RCMP and the armed forces). In addition, it manages ambulance services in New Brunswick, Nova Scotia, Prince Edward Island and Muskoka, Ontario.

PASSING THE TORCH How do you transfer knowledge from a mature group of experts to the next generation? That’s just one of the questions Julien sought to answer when he led Medavie’s recent development of a long-term corporate vision. A vision which he affirms will see the company grow and diversify, positioning Medavie as a key player in the transformation of health care.

ACHILLES’ HEEL “Over time, I have had to manage very challenging technology projects and they presented my worst experience in business.”

ADVICE FOR POLICY MAKERS “Allow for more private delivery of health care while keeping health care publicly funded.”

Karl Kenny
President & CEO
Marport Deep Sea Technologies Inc.

NOT TOO SHABBY In 1996, Kenny founded Telepix Imaging Inc. and grew it into a world leader in digital imaging software. He sold the company in 1999 to a European photo equipment manufacturer for almost $100 million. In 2003, he co-founded Marport Deep Sea Technologies, a company now known as the world’s leading sonar developer. Not bad for the son of a small Newfoundland fishing village.

DO OR DIE After winning a major patent case in Norway, 2010 started on a high note for Marport — until they were told their competitor was appealing the decision. The legal fees consumed about $1 million of the company’s working capital at a time when the company was going through a major growth cycle. Kenny rebounded by securing private equity financing from a Boston firm. Even better, the Oslo Court of Appeal dismissed the appeal and ordered the competitor to pay Marport’s fees — in less than two weeks.

RAGS TO RICHES Following a disastrous 1996 deal that saw him being kicked out of a company he had founded and almost losing his entire savings, a seed investment enabled Kenny to bounce back with Telepix. “The experience gave me mental strength, awareness and the unwavering self-confidence to face tough problems. Since then, I have never looked back.”

Jamie King
President & CEO
Verafin

GUARANTEED CLIENT BASE It’s ironic, but Jamie King seems to be trying to work himself out of business. King and the company he co-founded specialize in the detection of fraud and money laundering for the financial services industry. They use advanced technologies (think intelligent algorithms) to fight financial crime. It’s an impressive mandate, but King says he’s even prouder of the collaborative culture he’s contributed to building at Verafin. “We have very little turnover and most employees are genuinely happy to come to work.”

ROLE MODELS The two people who’ve had the most significant impact on King’s leadership style are his co-founders, Raymond Pretty and Brendan Brothers. He says Pretty’s management style softens his own rough edges while Brothers teaches him practicality and work/life balance. “By observing them and the effect they have on people, I’ve learned where I need to change.”

SURREAL MOMENT It’s a situation so incredible, it sounds more like science fiction than reality. Picture it: a young company with little experience in the financial services sector becomes a world-leading fraud and anti-money laundering software developer working primarily for U.S. institutions. And it’s based in St. John’s, Newfoundland. The idea that his company is doing something critics think they shouldn’t be able to do is a thought that King finds “motivating.”

Gordon Laing
President & CEO
Southwest Properties Limited

BIG FOOTPRINT Over 1,250 apartments and condominiums. One million square feet of commercial space. Mixed-use and multi-unit development. Office, retail and warehouse properties. Hotel developments. As head of the largest privately-owned and operated developer of residential and commercial property in Atlantic Canada, it’s obvious that Gordon Laing is an important regional decision maker.

ON DOING THE RIGHT THING Mergers and acquisitions are always tricky, particularly so for Southwest’s recent purchase of Premiere Executive Suites. Though there had been a gradual share purchase over a period of years, the final 10 per cent proved especially challenging. Its market value had declined, the two owners were friends and the deal would terminate the founder’s involvement with the company. The owners stepped back, leaving Laing and the seller’s accountant to negotiate the deal. The subsequent arrangement was so fair, and the owners kept so well informed throughout the process, that the final transaction was completed in a single meeting.

CLEAR MESSAGING When it comes to motivating employees, Laing believes leaders should set high and clear expectations, treat people with respect, provide flexibility in how they accomplish their goals and support them. And when something goes wrong? You talk about it, discover what happened and, hopefully, learn not to make the same mistake again.

Suzanne LaRochelle-Bachur
President
Premiere Executive Suites/Atlantic Limited

WELCOME HOME You’re excited to oversee the opening of your company’s new office, but you aren’t looking forward to spending the next four to six weeks in a hotel room. You want somewhere to relax at the end of the day, maybe even cook your favorite comfort food. You want the kind of home-like environment Premiere Executive Suites provides. The company offers short- and long-term fully-furnished accommodations across the country.

STRATEGIC REALIGNMENT When a planned 2010 expansion wasn’t received as anticipated, LaRochelle-Baker quickly refocused her energies. She exited one market and concentrated the company’s resources on those markets deemed ready to expand. “By reassigning our assets and personnel . . . our efficiency has increased and our occupancy metrics are improving.”

MULTI-TALENTED This bilingual Quebec native is a computer programmer by trade and entrepreneur by nature. She and her husband have been in the hospitality industry for 35 years, including 30 years as the franchisee for three Swiss Chalet restaurants.

ON COMPATIBILITY Working with Tim Moore, founder of Premiere Executive Suites and AMJ Van Lines, gave her the opportunity to witness and appreciate his “magnetic personality and entrepreneurial spirit.” He taught her that, while skills can be learned and developed, complementary personalities cannot. Which is why a winning personality is as important to LaRochelle-Baker as a great skill set.

Ron Lovett
President & CEO
RFL Group of Companies

SERIAL ENTREPRENEUR You’d think owning and managing a nation-wide security service company providing trained security professionals for large outdoor rock concerts and nightclubs would be enough to keep anyone busy. Well, most people perhaps, but not Ron Lovett. No, he had to find other ways to keep himself occupied . . . like Castone Construction (his full-service residential and commercial construction firm) . . . VEP Mechanical (his plumbing, heating and electrical company) . . . Lovett Consulting (he owns 25,000 sq. ft. of commercial property) . . . Urban Allure (his landscaping and snow removal company) . . . and Silver IT Solutions (best known for teaching ways to spot fake identification). Will someone please find out how he fits more than 24 hours in a day? And share that with the rest of us mere mortals?

BEST BUSINESS TIP Make smart hiring decisions because, ultimately, the success of your business depends on the people who are running the ship. “I’ve been very lucky with my team,” notes Lovett. “Our employees in each region have a vast and diverse skill set, which has resulted in a number of contract wins over the past year.”

CORE VALUES “Respect, fairness, tenacity — I think these values are ingrained in all Atlantic Canadians.”

Earl Ludlow
President & CEO
Newfoundland Power Inc.

PRIORITY #1 Nothing is more important to Earl Ludlow than workplace safety. It’s easy to see why. He and his approximately 600 employees are responsible for selling a lethal commodity. As if that’s not enough to keep you awake at night, they also have to contend with falls, confined spaces, traffic, dog bites, insect stings and severe weather conditions on an almost daily basis. “Newfoundland Power employees endure dangerous driving conditions, backwoods terrain accumulated with deep snow, often over their heads, and countless other hazards all the time — it is what we do to ensure the power stays on. But safety always must come first,” asserts Ludlow.

ALWAYS ON Ludlow is one of the few individuals to achieve the triple crown: a three-way balance between family/personal life, work and volunteerism. “While my commitment to my family is unwavering, I also feel it is important to be recognized for leadership both on and off the job.”

ROLE MODEL “When choosing a mentor, you must choose a person not only because of what they have accomplished, but also because you admire them as a person. (Former Newfoundland Power CEO) Dr. Angus Bruneau is one such person for me.”

MOTTO “We make a living by what we get, and we make a life by what we give.”

Stephen Lund
President & CEO
Nova Scotia Business Inc.

WHEN LIFE THROWS YOU LEMONS As goes the economy, so goes Stephen Lund’s job. In other words, it’s been a tough year. Economic uncertainty, declines in foreign direct investment and losses in the contact centre industry all made it harder for his organization to fulfill its mandate as Nova Scotia’s business development agency. The challenge became even more pronounced with ongoing organizational changes (their field staff now operate under the Department of Economic and Rural Development and Tourism). Throughout it all, NSBI has continued to deliver positive results. Notable past successes include the attraction to the province of Research in Motion, Citco Fund Services (number one hedge fund administrator in the world), Lockheeed (number one defence company in the world) and Marsh (number one reinsurance company in the world).

ENGAGING EMPLOYEES Lund says he’s “always shocked” when he reads statistics about how few people are really engaged in their work. This is why he resists the temptation to micromanage, preferring instead to ensure staff understand the importance of their role in realizing the corporate vision. “You don’t tell people it’s their job to carry stones; you make them see that, together, we are building a cathedral.” How does he communicate that message? Through his daily interactions, informal town hall style staff meetings in the office kitchen and an internal blog.

Shannon MacDonald
Atlantic Practice Managing Partner
Deloitte & Touche LLP

TRAILBLAZER Throughout her career, Shannon MacDonald has accepted and excelled at increasingly responsible leadership roles. At present, she is a member of the Deloitte board of directors and leads the advisory, tax and consulting firm in the Atlantic marketplace, overseeing offices in Saint John, Halifax and St. John’s. She is the second woman at Deloitte to have such a critical role; the first in Atlantic Canada. She takes that accomplishment seriously, using it as an opportunity to encourage other women to follow the leadership path. She was a founding member of the company’s Diversity Council and founded Atlantic Canada’s Talent and Diversity Counsel. She counsels hundreds of women throughout the firm and has led initiatives to help immigrants integrate with Deloitte.

PARENTING AND LEADERSHIP

BIGGEST FAN “The person who has truly impacted me as a business leader is my husband David . . . he believes in me”

Al MacPhee
President
MacPhee Chevrolet Buick GMC Cadillac Ltd.

BEHIND THE WHEEL Since bcoming president of MacPhee Pontiac Buick GMC in 1983, Al MacPhee has grown it into the largest General Motors dealership in Atlantic Canada and one of the top 10 in the country. His commitment to superior customer service has resulted in 17 GM Triple Crown awards for outstanding achievement and standards of excellence. Other wins? The MacLean’s Dealer of Excellence award, the Time Quality Dealer award and The Summit award. Most impressive of all? Customer satisfaction surveys consistently rate MacPhee’s as one of the top dealerships in Canada.

SHIFTING GEARS By default, General Motors’ discontinuation of the Pontiac brand led to considerable restructuring at MacPhee Pontiac Buick GMC. In June 2010, Al MacPhee amalgamated his company with Forbes Chevrolet. Thanks to solid leadership and the dedication of many, the transition went smoothly. As of June 1, 2010, the company is now known as MacPhee Chevrolet Buick GMC Cadillac Limited.

MOST THANKFUL FOR His wife. “Our relationship has taught me, and continues to confirm, that no one person can succeed without the help of others. Mary is my confidante, my advisor and my joy.”

FRUSTRATED BY “The repeated waste of money by . . . government. As a businessman, controlling expenses is a key component to survival. This is sometimes not done by our elected officials.”

Anne McGuire
President & CEO
IWK Health Centre

DOCTORS IN THE HOUSE Because physicians are not among IWK’s 3,000 employees (they are independent practitioners governed by medical staff bylaws), they historically haven’t fit within existing organizational leadership structures. Anne McGuire is redesigning the system in an effort to change that. To date, she and her team have created a co-leadership model, new committee structure and included senior physicians as members of the executive leadership team. As well, in partnership with Capital District Health Authority, IWK is developing a training and education program for current and aspiring physician leaders.

MOTIVATIONAL MOMENTS As the head of a health centre that specializes in providing quality care to women, children, youth and families, McGuire encounters inspirational stories on a regular basis. “These experiences . . . are a constant reminder of the strength of love and caring. I see daily evidence of the need that IWK is able to meet and that motivates me and my team to get better and better at what we do.”

WISH LIST “I would like to see early childhood development, especially for marginalized and poor families, become as common as a school curriculum. Intervention can provide outcomes that ensure success in life. We should be piling resources into the first years of life to see a healthier population in the next generation.”

Dr. Brian McMillan
President
Holland College

HE SHOOTS, HE SCORES As a post-secondary student, Brian McMillan was heavily involved with varsity sports (specifically football and hockey). We don’t know what positions he played, but it’s doubtful he came anywhere near the diversity of talent he now displays. At P.E.I.’s community college, he’s the general manager, coach, star quarterback and goaltender. Since his arrival in 2005, he’s been providing strategic direction, forging private sector partnerships, liaising with government, raising capital, supporting extracurricular activities (music and sports), upgrading infrastructure, expanding student housing and increasing enrolment. Altogether, they add up to unparalled growth in facilities and programs, providing full- and part-time students with quality learning experiences. Did we mention he’s also the head cheerleader? Dr. McMillan proudly attributes all of those accomplishments to the dedication of the College’s “exemplary staff.”

CO-CAPTAIN “My wife, Jane, has been a true partner, loyal, unequivocally supportive and one of my biggest champions. (In) so many ways, she has been my compass.”

THE OTHER WOMAN Dr. McMillan’s first mentor was his mother. The co-owner of a retail store, she taught her newspaper-delivering son the importance of commitment and responsibility, how to balance a budget, the significance of knowing your client and the importance of good products. She was passionate about her job, and nothing makes Dr. McMillan prouder than being described the same way.

Bret Mitchell
President & CEO
The Nova Scotia Liquor Corporation

RIGHT MAN FOR THE JOB Bret Mitchell has an impressive retail pedigree. He began his career with A&P supermarkets, then joined Sobeys in 1991 where he progressed through several roles before landing a senior VP position. His next move was to Forzani Group where he took care of marketing, merchandising, advertising and purchasing for all Sport Chek, Coast Mountain stores plus supply chain and private lable development for all Forzani brands. As head of Nova Scotia’s alcohol retailer/distributor, a position he’s held for the past five years, he’s responsible for 1,500 employees, more than 160 retail stores and a supply chain acquiring products from 30 different countries. Under his leadership, NSLC has been reinvented from a slumbering crown corporation to a dynamic retailer recognized national and internationally for its customer service, business performance and corporate responsibility.

MANAGING EXPECTATIONS With five years of stellar growth under his belt, Mitchell is now in a situation where shareholders and customers expect more of the same. “There will be resting on our laurels,” he says before describing his next five-year plan. “Online commerce, mobile devices, tablets and the new world of digital apps is changing all business and customer expectations, especially in retail. (Our) improved retail environment will . . . integrate digital channels with the retail shopping experience.

Stephen Murphy
Senior Vice President, Atlantic Provinces Division
BMO Bank of Montreal

RACE TO THE TOP Born into an entrepreneurial family, Steve Murphy was raised with an appreciation of hard work and teamwork. Those characteristics, combined with his impressive mental acuity and strong business instincts, were noticed soon after he starting working with BMO in 1985. The next 10 years saw his rapid ascent through a series of progressively responsible banking roles. Then, in 1996 — still only 34 years of age — he was offered a position of VP of the bank’s personal and commercial business in central Alberta. A scant three years later he was promoted again, this time serving as senior vice president of southwestern Ontario. By 2004, he had advanced into a corporate role where he was responsible for strengthening performance management across the bank. Once again, he impressed and in 2007, he was asked to head BMO operations for the entire Atlantic region. What’s he done lately? Only grown business by 10 per cent annually. Seems like Steve Murphy is due for another promotion.

WUNDERDOG? The accomplished Mr. Murphy affirms that he is naturally attracted to challenging situations. If a business is underperforming, expectations are low or complacency has set in, he relishes the opportunity to get the right people on the team, set new directions, build capabilities, implement change and watch performance improve. “Being the underdog motivates me.”

Sean Murray
President & CEO
Advocate Printing and Publishing Company Ltd.

THE RADICAL Desperate times call for desperate measures. Or do they? Following double digit declines in 2008 and 2009, print shipments in Canada dropped another 5.4 per cent in 2010. And, according to Sean Murray, the country’s top 10 printers suffered average sales declines over 22 per cent. That led to aggressive competition for a dwindling pool of business. What was a regional company to do? It could change lower standards to be more price competitive. It could liquidate. It could shrink to serve core clients. Or, it could do something radical. Murray chose to go radical. Instead of lowering Advocate’s standards, he protected and promoted them. He enhanced his customer service and sales teams. And he proactively approached his largest clients to outline the Advocate value proposition and develop personalized service plans. The result? Long-term agreements that locked in over 60 per cent of their base revenue for years to come. Simultaneously, Advocate acquired a 14-title publishing company, increased its number of new clients and is developing an innovative ad management system for clients. The latter, known inhouse as “Project Advolution”, is scheduled to launch later this year.

TORCH CARRIER “I am the third generation to lead this family business. I want to honour the legacies of my father and grandfather and continue to grow the dream.”