Account Login
Don't have an account? Create One
Dr. Andrew
Furey
President & CEO, Team Broken Earth; Associate Professor Surgery, Memorial University of Newfoundland
(St. John’s, N.L.)
“ Leading by perseverance and commitment to education and patient care has allowed us to be sustainable where others have not.”
Helping hands After witnessing the horror of the aftermath of the earthquake that devastated Port au Prince, Haiti, Andrew Furey founded the charitable non-profit Team Broken Earth. Since 2010, they’ve expanded to include over 1,000 volunteers from seven provinces who are committed to a sustained medical relief effort in Haiti.
In the fall of 2015, Team Broken Earth opened a new hospital wing with funds primarily raised by the Team itself, and in fall of 2016, they expanded their efforts to include Nicaragua and Guatemala.
Caring for the community Not only has Furey’s organization helped numerous people internationally, Furey also does his part to aid the local community. In addition to being an Associate Professor of Surgery at Memorial University, Furey initiated and organized the Tri for Health, a triathlon to raise funds in support of mental health. He’s also the co-chair of the Jack Hand Legacy Foundation, and sits on multiple committees in the Canadian Orthopedic Association, and co-chairs the Canadian Orthopedic Association Global Surgery Committee.
Worlds collide Furey believes that there are economic and social benefits to allowing immigrants the opportunity to establish their lives in Atlantic Canada, and points out that there is evidence that suggests cross-cultural teams are more innovative, creative and effective problem solvers.
“Not taking immigrants, keeping poverty out of sight out of mind, is not the moral or ethical trail we need to be blazing.”
Jennifer Gillivan
President & CEO, IWK Foundation
(Halifax, N.S.)
“ I am proud to have the opportunity every day to help make a difference and leave a legacy for generations to come.”
Career of service Jennifer Gillivan has devoted her career to helping others. In addition to her current role as president and CEO of the IWK Foundation (the fundraising organization for the IWK Health Centre), Gillivan continues to support her community on various boards, and her many achievements include being selected as the Halifax Business Person of the Year 2017. A defining moment for her as both an immigrant and a Canadian citizen was when she was appointed by the Prime Minister to be Nova Scotia’s representative on the Independent Advisory Board for Senate Appointments for Canada.
Doing more with less As a non-profit leader, Gillivan must find new ways of being a “disruptive” and competitive organization while simultaneously doing her best to limit overhead costs. The answer, she says, lies in creative partnerships and maximizing existing resources. “We are working with the IWK Health Centre on building a new innovation hub and social investment opportunity.”
Progressive values Gillivan believes that in order for Atlantic Canada to be truly prosperous, it’s important for different sectors to “look at the great whole and work together.” Gillivan also feels it is important to provide: a standard wage so all citizens can live above the poverty line; institute a universal drug plan; encourage children to be creative thinkers; support veterans and first responders; find a new way to support Aboriginal peoples; and, promote gender equality.
Jill Green
CEO, Green Imaging Technologies / H2 Laboratories
(Fredericton, N.B.)
“ New, creative ways to solve problems can be discovered if you aren’t focused on the rules and the way it has always been done.”
Enthusiasm Jill Green may have more than 20 years of experience in engineering, management, and consulting, but Green Imaging Technologies (GIT) has a youthful, dynamic vibe. As leaders in the field of Nuclear Magnetic Resonance (NMR) services, GIT hosts a sharp, enthusiastic team of high-skill employees who are driven to succeed. “At GIT, we draw the right team members and empower them to find the most innovative and robust solutions to offer to our customers. This approach has made GIT the industry leader in its market segment.”
Innovation through collaboration Oxford Instruments is the largest supplier of NMR equipment to the oil and gas sector. Rather than compete with them directly, GIT wrote the software that runs on their gear, and now they jointly market and sell NMR equipment together.
GIT has likewise partnered with researchers at the University of New Brunswick in a first-of-its-kind Framework Agreement, working together to stay at the cutting edge of technology.
“The more people/organizations involved in advancing technology and business allows for more opportunities for innovation to occur.”
Strong roots “We’re a successful company that gets 99 per cent of its revenue from exports. We’re known globally as leaders in NMR technology and applications for rock core analysis in the oil and gas sector… I’m proud that a little company from Atlantic Canada can compete on the world stage.”
John Griffin
President & General Manager, W.P. Griffin Inc.
(Elmsdale, P.E.I.)
“We manage change unequivocally—new customers, new products, new technologies—we like to keep moving forward.”
Building market share In 2012, on reconnaissance to Sobeys stores in Ontario, John Griffin discovered a U.S.-based program that was leveraging market share of potato sales. “If Sobeys adopted that program, I’d lose market share in Atlantic Canada.” For this family-owned business that grows, packages and ships traditional and value-added potato products to retail, food-service and processing industries, Sobeys accounts for a substantial chunk of sales.
Adopting international sale practises, Griffin introduced Sobeys to the marketing potatoes by usage program from New Zealand. When he presented the concept, “they jumped on board.” After piloting the program nationally, “We achieved our goal of moving into the Sobeys Compliments family of products. That was a big win.”
The big picture Griffin serves the agricultural industry by volunteering locally, nationally, and internationally. Current responsibilities include the role of Director with the World Potato Congress, among others. “These broadened my views and marketing insight,” he says. And they underscore the importance of regular participation in trade shows and trade missions.
Controlled expansion and modernization In 2015, as part of the largest modernization project since Griffin’s father Wilfred started the business in 1947, they expanded their packaging plant, “and brought the business into the 21st century.”
In 2016, as part of long-term plans to grow the business, the company added 500 acres to their existing 4,000 acres and constructed a storage warehouse with a ten-million pound capacity
Brian Harriman
President & CEO, Alcool New Brunswick Liquor
(Fredericton, N.B.)
“ Building trust and showing people you care about them are critical elements of successful leadership.”
Sharing the glory Brian Harriman’s had many opportunities to reflect on the ingredients for brewing success. From Miramichi, N.B., he graduated from Mount Allison University with his B. Comm. in 1999 and quickly advanced his career in the beverage alcohol industry. At DiaGeo Canada and at Molson Coors Brewing Company he helped build national and regional sales teams who delivered record sales. Now he’s doing the same thing at ANBL with growing profits and exciting new business partnerships. He credits success to the support of his team and his family.
Learning to motivate The big turning point in Harriman’s career came at age 28, when he earned the position of sales manager for Diageo Canada. There he learned about motivating people and building a team culture. That experience reinforced a piece of folk wisdom he first heard from his father: “Your people won’t care how much you know, until they know how much you care!”
Leading change Harriman’s mission at ANBL is to transition from government agency to world-class retailer. Under his leadership, the corporation has refocused its strategy and provides an enhanced in-store experience and, for consumer occasions, provides education and solutions. The result is strong revenue growth and 30 per cent more supplier investment in programming. A key component is innovative marketing such as a 14-week promotion to match Quebec beer prices. The result? Sixteen per cent growth in beer sales.
Comment policy
Comments are moderated to ensure thoughtful and respectful conversations. First and last names will appear with each submission; anonymous comments and pseudonyms will not be permitted.
By submitting a comment, you accept that Atlantic Business Magazine has the right to reproduce and publish that comment in whole or in part, in any manner it chooses. Publication of a comment does not constitute endorsement of that comment. We reserve the right to close comments at any time.