President, ACME Group of Companies
(St. John’s, N.L.)
“While cutting needless costs is always prudent, I look for ways to grow revenue instead”
The Evangelist As someone who describes his leadership style as “transformational,” Bruce sees his role as three-old: to inspire an entrepreneurial mindset among his employees; to educate team members by sharing project knowledge with everyone involved; and, to plan for his own succession. ACME Financial Services is an example of the latter; Bruce’s first hire (Roch Martin) and fellow employee Rob Thomas are taking over the company.
Boutique is Innovative Lying outside both the comforts and requirements of the big banks gives Bruce the headspace to work on his passion: increased financial literacy. “I am working on e-books and partnerships with others to get myself out there to volunteer when necessary and get my message to a greater number of people.”
President & CEO, Nova Scotia Community College
“I believe that we must be clear on our destiny, our cause and our calling”
Leading by Sharing Bureaux says he works each day to create an environment in which individuals are able to assume leadership roles regardless of their positions within the College. With a shared leadership style, he’s able to focus on inspiring individuals, on opportunities, skills and passions.
Change the Curriculum Bureaux suggests that instead of asking someone if they have what it takes to be an entrepreneur, try asking them what kind of entrepreneur they want to be. “To truly provide our region with the promising future that is within our reach, we need to empower our future workforce, our future leaders.”
Dr. Robert Campbell
President & Vice-Chancellor,
Mount Allison University (Sackville, N.B.)
“We are going places and I want you all to come along for the ride”
Positive, Personal, Professional As principles of leadership, Campbell strives to project energy and momentum, exude and demonstrate competence and experience, and communicate humanity, empathy, and caring. A leader, he says, “must have strong values and must self-consciously work to inject them into the organization’s strategic goals.”
Creating beyond Classrooms According to Campbell, Mount Allison epitomizes innovation in real time. It maintains a flat, horizontal organization, with very little hierarchy or bureaucracy to get in the way of creativity and inventiveness. Although its budgets are tight, considerable opportunities for innovation exist within, of course, “a fiscal constraint”. Up to now, he notes, “we have experienced very little government intervention or regulation. Our Board is independent and highly supportive of management, if it stays on budget.”
President & CEO, Crombie REIT
(New Glasgow, N.S.)
“To grow our economy, we need to remain committed to providing jobs”
Creative Disruption Innovation is inextricably linked to Crombie’s mode of operation. The company is currently developing 14 major mixed-use properties (each valued at more than $50 million) – where customers will live, work, shop and play – by creating new grocery stores in tandem with complimentary retail outlets, residential apartments or condominiums in downtown locations in cities across Canada. Though potentially very profitable, these developments also pose significant risk. Under Clow’s supervision, Crombie’s exposure is minimized via a dedicated task force and joint venture partners.
Sky’s the Limit “During 2015, we announced our intention to develop a major mixed-use development strategy including the development of up to 4,700 rental apartment units worth approximately $1-2 billion as well as plans to renovate and redevelop several of our benchmark properties in St. John’s and Halifax over the next five-15 years. These new developments will unlock significant value and new cash flow from our portfolio.”
President & CEO, Altius Minerals Corporation
(St. John’s, N.L.)
“I’ve never had a serious job that involved me reporting to an individual”
Against the Herd During the current mining market downturn Dalton led Altius to acquire royalty interests in 12 producing mines that have resulted in increasing high-margin royalty revenue from $3 million to $40 million per year. “Our contrarian conviction continues to grow,” he notes, “and we will take advantage of the continuing implosion of real asset values while remaining nimble enough to switch gears when the inevitable cyclical turn happens.”
Full Global In the end, Dalton is bent towards growth. His definition of innovation can be summed up in a few, choice words: “We are brave when others are fearful, and vice-versa.” As for the future of Altius, he will settle for nothing less than “full-cycle returns” that are unrivalled anywhere in the world.