Description
Entrepreneur Of The Year
PROGRESS, DECEMBER/JANUARY 35
They’re modest. They’re all about the team. They have a nose for oppor-
tunity. They could sell coal in Newcastle. And they’ve spent a lifetime
striving to balance family with the demands of growing businesses. Or
they’re just getting started and “fearless” is still the watchword. Meet
seven champion business builders who’ve been selected from a stellar
group of nominees to be named regional finalists for the 2007 Ernst &
Young Entrepreneur of the Year awards. Sure, they look pretty good in
tuxedos, as our back page photo essay attests. But on the following
pages, our interviews reveal the complex and varied personalities behind
the success stories. The dreams, the missteps, the apprehensions, and
the lessons learned. It’s all here. And you can profit from it. –THE EDITORS
Entrepreneur
of the year
I
PROGRESS, DECEMBER/JANUARY 36
In 1985 a 20-year-old Glenn Cooke applied for a license to buy a salmon-farming lease in Kelly Cove, N.B. Over
the next 22 years, Cooke, along with his older brother, Michael, and his father, Gifford, turned 5,000 fish into Cooke
Aquaculture Inc., one of the largest salmon-farming businesses in the world. Today the company employs more
than 1,300 people and has annual sales of $230 million.
Cooke, now 42, was recently named the Ernst and Young 2007 Entrepreneur of the Year for Atlantic Canada.
“I’ve had business in my blood my whole life,” he says. In the last four years, he has overseen massive growth
with the purchase of three multinationally owned companies: Atlantic Salmon in Machiasport, Maine; the east
coast operations of Heritage Salmon in Blacks Harbour, N.B.; and the east coast operations of Marine Harvest in
St. George, N.B. He recently signed a letter of intent with Salmones Cupquelan S.A., a Chilean company with 30,000
metric tonnes of production and annual sales of about $100 million.
While Cooke is being showered with accolades, he’s quick to point out that any success is a result of a group
effort. “We have an incredible team,” he says. “My brother and father are also involved in the operations. They
have been a big part of the company and have helped drive it.”
Recently, Glenn Cooke sat down with contributor Mark Bolton to share the secrets of his business success.
e n t r e p r e n e u r o f t h e y e a r
How did you get into salmon farming? I was
brought up around the water and around the
sea, and I had a desire to start my own
business. Salmon farming certainly looked
like an opportunity for growth, so we started
out small and had big plans. Did you expect
the business to grow as big as it has?
Certainly part of my vision was to grow the
company to the size it is today, and grow it
even further from where we are. How did
your childhood influence the entrepreneur
you are today? I was born in Blacks Harbour
in New Brunswick, which was a company
town. It was a place where the company,
Connors Bros., owned all of the homes. It
owned a farm that produced all the milk for
the people. It had its own dairy. It supplied
its own potatoes. It owned the grocery store.
So growing up in that kind of an environment,
I had a desire to succeed and to hopefully
use our people better. What was the first
business you were involved in? I graduated
in 1983 and started my own business
straightaway. I was buying and selling
seafood. We were shipping lobsters to
Europe and a whole lot of things. It didn’t pan
out. Looking back, I was 18, just out of
school, and jumping into an export-style
business. With no major financer or bank
supporting you, you can understand why you
fail. I’ve always claimed that I got my college
education the hard way, through experience
and going through a lot of stressful times.
When you fail once, you never want to fail
again. I think my biggest driver today is that
I’m going to make sure the business is
always positioned to grow and succeed.
What else drives you? Seeing some of the
communities that we put our businesses in
and seeing those areas recover and people
earn good livings. The social benefits we
provide really give me the kicks. Right now
we’re going into places in Newfoundland that
have been hard hit with the fishery closing,
and we get quite excited when we create
jobs and employ people. Are there any
people you draw from? I’ve always picked
from the best, I guess. I’m an avid reader of
some of the biographies of successful
people, such as the Irvings, who have done a
good job in our region. I look up to them.
What characteristics are needed to run a
successful business? You must have an
optimistic take on life. And I think to make
any business succeed, you must have the
ability to understand risk. You must take
risks, but they have to be calculated risks.
You must be committed. You must under-
stand what it means to work 16 to 20 hours
a day and be on call on a regular basis. You
must have some serious stamina to do that.
I also think I’m a good listener. I’m not just a
dictator saying, “You do this, you do that.” I
listen to our employees’ views. I think that’s
important in a leader. If you can’t listen to
your people, that’s a problem. Has running a
large company changed you? I’m busier
now, and I think sometimes people might
think that because I’m hard to get hold of,
I’m more removed. That’s not true; I’m a
people person. There’s no way anyone can
build a business today without having people
around you, and the right people around you.
What do you do in your spare time? In the
last year, I’ve started salmon fishing as a
hobby. That’s basically my only hobby. I do
own a set of golf clubs, but I find golf
the most frustrating game in the world.
What would you do if you weren’t running
Cooke Aquaculture? I’d be running another
company. As a kid I’d make crafts and sell
THE COMMUNITY BUILDER
AGE: 42
COMPANY: COOKE AQUACULTURE INC.,
KELLY COVE, N.B.
BUSINESS: FISH FARMING
2007 EOY CATEGORY: TURNAROUND ENTREPRENEUR;
ENTREPRENEUR OF THE YEAR
them. I sold eggs once. I’ve always had
business in my blood. Can entrepreneur-
ship be taught? Absolutely. I think our high
schools should have more entrepreneurial
programs. I remember early on we had one
small class, a shop class when I was in
Grade 7 or 8. We built and sold products.
It’s interesting how many of my classmates
ended up going out and building businesses,
and [I think that shop class encouraged
them] a bit. That was a very, very small
course. I think it can be developed in a much
bigger way. How else can Atlantic Canada
develop more of a capital culture? Atlantic
Canada has to realize that, if we’re sitting
around waiting for a big company to come in
to create the jobs and get the wealth in our
area, it’s not going to happen. We’ve seen it
before. You get multinationals that come in
and leave. If we’re going to drive Atlantic
Canada, you have to look to the Irvings, to
the McCains, to the John Risleys, to the
John Braggs. They are driving the economy
in Atlantic Canada. We need to build some
more entrepreneurs like those.
PROGRESS, DECEMBER/JANUARY 37
T
PROGRESS, DECEMBER/JANUARY 38
To flourish in an industry that depends on a large population base, Robert Risley
has conquered all odds. To do so, the Halifax native has taken more risks in his
33 years in the hospitality industry than few would likely have been able to
stomach. “The only time it’s been a problem is when we haven’t researched a
market fully,” says Risley, the president of Halifax–based RCR Hospitality Group,
a restaurant and catering company. “Even though they were exceptional restau-
rants, they became financial disasters.”
In the late 1960s, Risley founded the first of a string of companies, Markland
Associates Ltd., a successful construction business that he still owns with a
partner. A decade later he had moved into the hospitality industry, opening a
succession of restaurants, some that worked well, others that didn’t. In 1994 Risley
grew RCR into a regional leader in catering with the creation of Pier 22 Event
Centre in Halifax. “I rapidly found out that this sector yields much better margins
than the restaurant business,” he says.
Today Risley, 65, boasts more than 500 employees spread across Nova Scotia
and more than 10 companies, including Nova Scotia’s venerable White Point
Beach Resort and Halifax’s much-loved event venue the Cunard Centre. In
November he opened his 12th restaurant, CUT Grill & Steakhouse in Halifax,
which promises to be among North America’s finest.
Risely is quick to point out his success is intimately tied to his senior manage-
ment team, who coined the company’s “Yes we can” slogan. His only regret:
“I wish I was in the same situation that I am in now but 15 or 20 years ago. That
way I’d be able to build the company that much more.” —Corrie Fletcher-Naylor
e n t r e p r e n e u r o f t h e y e a r
THE MENTOR
AGE: 65
COMPANY: RCR HOSPITALITY GROUP,
HALIFAX, N.S.
BUSINESS: RESTAURANT, CATERING, RESORT
2007 EOY CATEGORY: HOSPITALITY
How would you describe your personality
type? Anal! I’m fanatical about detail. What
are you most afraid of? Losing my senior
management team. I have an exceptional
team, but it isn’t composed of a lot of
people. If anything happened to any one of
them, it would be very difficult to replace
them. Did you ever think you might lose
everything you’d worked so hard for? I did
in the early years. I remember a few times
sitting at my desk wondering how I was
going to come up with payroll. And
somehow, I was always able to scrimp and
scrounge enough to come up with it. What is
your biggest opportunity right now? I’ve
always believed that if you research a
market thoroughly about what isn’t being
properly serviced, you’ll find opportunity.
What is the biggest challenge you’re
facing? Finding good staff. The younger
generation seems to have more disposable
income and wants to work fewer hours than
they did in my generation. We’re now trying
to create a work environment that
addresses these needs. Who was your
most important business mentor? My kid
brother, John Risley. We have different
business philosophies; he’s good at seeing
the forest for the trees. I’m the opposite, so
he reminds me to also think of the big
picture. When should entrepreneurship be
introduced into the education system? As
early as possible. You can’t teach it. It needs
to be ingrained, and that needs to start at
an early age. If you introduce it in a child’s
formative years, it will become part of their
culture. How can Atlantic Canada develop
more of a capital culture? We need more
mentorship programs, and to do that we
need more funding. We also need programs
to help young entrepreneurs get access to
financing. For you, what is progress? It’s a
number of factors, ranging from developing
your people—particularly mentoring them—
to enhancing the balance sheet. As an
entrepreneur I believe that if all you’re doing
is maintaining the status quo, then you’re
falling behind.
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PROGRESS, DECEMBER/JANUARY 40
In 2002 Jonathan Brett was laid off from his job at a St. John’s-based IT company. A programmer
by trade, he started developing custom software applications in his parent’s basement. The
following year, a family friend was searching for a software program for his optometry practice.
Enter Brett and his newsoftware solution called Eyesistant. Eight months and more than two dozen
optometrists buying his software later, Brett launched his own company.
Brett, 28, is the founder and CEO of MedicLINKSystems Ltd., which specializes in developing
software for medical clinics to make their workflow more efficient. With his software being
used across Canada, the company had recently signed a partnership in California to apply the
Eyesistant software to the dermatology industry in the U.S. “This business is my life,” says Brett.
“If I didn’t have this, I have no idea what I’d be doing, but I know I wouldn’t be as happy as I am
right now.”
Since starting the company three years ago, Brett says his commitment to customer feedback
has been the company’s greatest competitive advantage. So has his belief in hiring young,
promising university graduates. MedicLINK has also forced Brett to push the boundaries and
step outside his comfort zone, fromintroverted programmer to charismatic entrepreneur. But he
knows that “as fast as you can build something up, it can tumble down.” As his company
expands, Brett views his missteps as learning experiences. “I just try not to have the same learning
experience more than once.” —Heather MacLean
e n t r e p r e n e u r o f t h e y e a r
THE PROGRAMMER
AGE: 28
COMPANY: MEDICLINK SYSTEMS LTD.,
ST.JOHN’S, N.L.
BUSINESS: SOFTWARE FOR MEDICAL
PROFESSIONALS
2007 EOY CATEGORY: EMERGING
PROGRESS, DECEMBER/JANUARY 41
What was your defining moment as
an entrepreneur? I have a new
defining moment whenever we hire a
new person. It hits me that this
person is relying on the success of
the business to help them achieve
their goals and put food on the table.
For you, what is progress? It’s the
magazine I wait to read every month!
To me it means having more money in
the bank account, being able to hire
new people, and getting new
customers. What is the best thing
about doing business from this
region? People are really willing to
help your business grow. Our staff is
truly dedicated to the success of the
company and they make sacrifices to
help achieve that. Business people in
the community are always more than
willing to offer advice and tips. What
would you describe as your best
strength? I’m good at not looking
back and thinking “what if?” and I’m
good at finding the right people to do
the job. But if you ask my employees,
they’ll say it’s karaoke. What was
your first job? My first real job was
washing cars at a car rental agency.
But I used to hold weekly yard sales
when I was five years old. I remember
finding tons of things to sell in my
father’s shed. He came home one
day and I had sold all of his tools. That
was my first taste of being an
entrepreneur. Biggest regret? No
regrets. Mistakes have helped me to
fall a few times when learning to walk.
What are you reading right now? I’m
rereading The World According to
Trump. He has done a lot of things
that people can learn from, other than
his hair. When should entrepreneur-
ship be introduced into the educa-
tion system? At an early age. If you
can convince children to open a
lemonade stand on a Saturday, it will
help their personal growth more than
playing video games ever will.
Describe your personality type? I am
determined when I decide to do some-
thing and yet easygoing. What was your
defining moment as an entrepreneur?
When I was 12 years old I raised a beef
cow, eventually selling that to buy six baby
pigs to fatten and resell. Did you ever
think you might lose everything you’d
worked for? In 2000 a contract that repre-
sented around 65% of my sales was not
renewed by a large buyer. As a show of
support for progress I had made on a
council that represented growers to large
processors, other farmers willingly took a
cut in their contracts with other proces-
sors which allowed me to survive. Your
biggest opportunity right now? Building
export markets worldwide through Frito
Lay. Who was your most important busi-
ness mentor? My father. What was your
most significant business triumph? For
the past four years, my partner, Rod
MacNeill, and I have been sending pota-
toes halfway around the world and have
figured out how to ensure they arrive well
within the quality grade. We are now the
largest supplier for Frito Lay in the world.
What was your biggest business mis-
take? Selling too much to one local pro-
cessor. Having too many eggs in one bas-
ket, you could say. Where is your opera-
tion is in its lifecycle? Our youngest is
ten and our business will continue at least
until he is old enough to decide whether
he wants a career on the farm. For you,
what is progress? Finding ways to bal-
ance growing a successful business while
maintaining a healthy and active family life.
When should entrepreneurship be intro-
duced into the education system? As
early as possible. Our 11-year-old daugh-
ter just finished ACOA’s Young
Millionaires Program—it teaches kids how
to start their own business. Your best
strength? To look at problems as chal-
lenges and get excited about solving
them. I’ve learned the value of gathering
good people around me and willingly dele-
gating responsibilities to them. I always
look for informed advice and take that into
consideration when making decisions.
What are you afraid of? Sacrificing family
for the sake of business. What are you
reading right now? These days I amin the
middle of harvest. With 16-hour days,
there is little time for reading.
THE INNOVATOR
COMPANY: MONAGHAN FARMS LTD.,
KENSINGTON, P.E.I..
BUSINESS: AGRICULTURE
2007 EOY CATEGORY: BUSINESS TO BUSINESS
Terry Curley wanted to be an RCMP officer, but growing up on a farm is a
powerful lure. His Prince Edward Island based business, Monaghan Farms
Ltd., is a grower, dealer, and exporter of processing potatoes. It employs five to
25 people, depending on the season, and is owned by Curley and his wife,
Shelley. In 2006 it sold more than $6 million worth of processing potatoes.
Curley’s entrepreneurial edge proves the adage that necessity is the mother
of invention. Working with a partner, he designed and built many prototypes
and systems to improve the storage and transportation of his spuds, some of
which were sold. He is focused on exports, finding a partner to help grow that
side of the business with a focus on quality and niche markets such as large
potato chip makers. An avid volunteer, he has represented his industry to
processors and has helped farmers stay competitive by pooling buying contracts
for improved cost structures. These days he sees compliance with environ-
mental regulations as among his industry’s greatest challenges, and seasonal
employment is hard on good employees. The toughest thing he has found about
doing business in this region? Limited markets close at hand. The best? Major
shipping ports are only hours away.
T
PROGRESS, DECEMBER/JANUARY 42
e n t r e p r e n e u r o f t h e y e a r
Peter, what is your personality type? Casual and
laid back. What was your most significant
business triumph? I would have to say acquiring
major contracts from companies such as Imperial
Oil and Michelin. Did you ever think you might
lose everything you’d worked for? There were
some rough times, especially during the mid-’90s,
when the market was weak and there was no
work to be had. Instead of laying off employees,
we opted for work sharing and salary cuts.
Biggest regret? Not winning everything we’ve
gone after. Who was your most important
business mentor? Doug Skinner, my prede-
cessor, has definitely been the most influential. He
joined Neill & Gunter in 1966 and led the Nova
Scotia office until I took over as president and
CEO in 1999. For you, what is progress?
Growing and developing new opportunities while
continuing to do the things you do well. What is
the best thing about doing business from this
region? The attitude and work ethic of the
people, as well as the quality of personnel
resources. The worst? Overcoming the percep-
tion that we’re not capable of doing certain jobs
here. People still think you have to go outside of
the region to get things done. How do we
develop more of a capital culture? I think capital
culture is something that’s inbred and can’t
necessarily be learned or acquired. Some people
are cut out for it, while others aren’t. What would
you describe as your best strength? My work
ethic. I’m not afraid of challenges or trying things
that haven’t been done before. As a child, what
did you want to be when you grew up? I started
out wanting to be fireman or a police officer. I
was always good at math, so I soon zeroed in on
being involved with science. What was your first
job? A carry-out boy for a grocery store. What
are you reading right now? Stephen King’s
Lisey’s Story. Assuming you have spare time,
what do you do? Yard work and home renova-
tions. Anything hands on.
The players: Peter Rent and Don Belliveau have a lot of things in common, but personality type
isn’t one of them. Belliveau is a typical Type A—outgoing, talkative, always on the move—while
Rent takes a more laid-back easygoing approach to life. Perhaps it’s their shared family values
or similar impeccable work ethic that have brought this yin-and-yang team to such a high
level of business success. For this dynamic duo, it’s all about balance.
The story: Rent and Belliveau have led the Neill and Gunter Ltd. management team in their
Halifax and Fredericton offices for the past several years. Together they have struck a vision
of leadership and growth for the company, developing opportunities in Atlantic Canada and
around the globe.
Neill and Gunter was recently acquired by Stantec Inc., a global engineering firmheadquar-
tered in Edmonton. Rent and Belliveau see this move as both their biggest opportunity—and
challenge. Though excited about the growth opportunities being presented through Stantecs’
100 offices, they also realize the hurdles of transitioning a new, largely unrecognized brand into
the Atlantic region. But as Belliveau points out, the company has the advantage of starting a
new lifecycle with 43 years of experience to guide it. — Lauren Leal
THE PRODUCERS
COMPANY: NEILL AND GUNTER LTD.,
HALIFAX AND FREDERICTON
BUSINESS: ENGINEERING SERVICES
2007 EOY CATEGORY: SERVICES
Don, what was your defining
moment as an entrepreneur? For
me, it has been the gradual progres-
sion, growth, and continuous
improvement that have been the
most meaningful. Did you ever think
you might lose everything you’d
worked for? There have been times in
the past where our business volume
was very low, and during those times
I wondered howdire things could get.
I had to take a step back, reassess
our position, and decide to either
increase our efforts or take a new
direction. I decided that increased
effort would help turn things around,
and it did. Who was your most
important business mentor? I
learned at a young age fromwatching
my father that there is no substitute
for hard work and ingenuity. Although
he came from very humble begin-
nings, he invested and then worked
hard to nurture his assets. What was
your most significant business
triumph? When I assumed the
leadership role of the Fredericton
office in 2005, we were under
pressure to find enough work for our
staff. Through the establishment of a
new vision and with much effort by
our leadership team, we prompted a
shift in mind-set and an external
focus, which resulted in an increase of
50% in revenues over the next year
and an additional 15%growth to date
this year. What was your biggest
business mistake? I would say one
big recent mistake was to underesti-
mate the level of difficulty in growing
organically into new geographic
areas. Our push into Canada’s
western provinces had mixed results.
Biggest regret? Without question, I
could have been more focused in my
younger years. What is the best
thing about doing business fromthis
region? The people. It is a pleasure to
work with people from the Atlantic
provinces, whether they are clients,
colleagues, contractors, or other
forms of associates. Although
business-minded, they incorporate
PROGRESS, DECEMBER/JANUARY 43
Twenty-seven-year-old Richard
Calder put his savings, his
house, and his car on the line in
1972 to open the first Charm
Jewellery store in Dartmouth,
N.S. Thirty-five years later,
Charm Diamond Centres, as
they are now known, is the
largest Canadian-owned jewelry
chain, with 65 stores across the
country and 580 employees.
The company’s organizational
chart is designed in the reverse of
most companies, with Calder and
his management teamon the bottomand the sales associates on the top. “We’re
here to listen, support, and help in whatever has to be done,” says Calder.
Through creative marketing and an in-house advertising department (providing
consistency and professionalism in their branding and promotions), trendy
merchandizing, and employee empowerment, Calder’s retail formula has
proven successful. He continues to add two to four newstores in quality markets
each year, and a succession plan for his retirement is already in place: his son,
Troy, has assumed the lead. —Heather MacLean
Has there been a defining moment in
your business? In the beginning, when I
sold my house and my car to start the
business. Everything I had and every
moment of every day was invested into
its creation. We have taken many risks
over the years, but in the early days it
was a roller-coaster ride. What is your
biggest opportunity right now? To grow
with our winning strategy. We have a lot
of markets across Canada that suit our
business plan. The challenge is to get the
right people, so we can execute our
strategy effectively. They need to be
dedicated to customer service and per-
formance driven. They need to fit our
family culture and share our passion for
the business. Where is your company in
its lifecycle? We are in a healthy growth
period. Much like other 35-year-olds, we
are settled in our profession, know what
to do, are committed to the business,
and have many years of growth left. With
the Y Generation coming of age and
baby boomers gaining more disposable
income, we are in a perfect position to
provide keepsakes to celebrate love and
life. What is the best thing about doing
business from this region? You stay
grounded. Many Atlantic markets are
tough to do business in, so you have
to keep your eye on costs, focus on
customer service, and value your prod-
ucts. I think that our tradition of keeping
overhead down so we can pass on
savings to consumers has helped build
our clientele across Canada. Another
strength is that Atlantic Canadians are
naturally social and, therefore, have
great customer-service skills. The
worst? Breaking out of a stereotype
across Canada. There is a lack of confi-
dence about the region from within and
from other provinces. We have lots of
great companies and great people here,
but we have to market ourselves better.
When should entrepreneurship be
introduced into the education system?
Late in junior high or early in high school.
Young adults begin to think of the future
and their role in society at that time. How
would you describe your personality
type? Focused, passionate, and hard
working. The retail industry isn’t easy,
and it requires close attention to details
and a love for the business. You can’t
spend the long hours needed for suc-
cess unless you enjoy it. What do you
do in your spare time? I have a sailboat,
called Brilliance, which I race in the sum-
mer. It’s great to be involved in a team
sport. I have a terrific crew. We are com-
petitive and we love to win, but we also
have a lot of laughs.
good humour and a friendly attitude in
their approach. They are true to their
word and generally have an excellent
work ethic. What is the worst? The
lower level of economic activity and
investment, due primarily to our
demographics, makes it difficult to
sustain growth in an organization
when it has reached the point of
regional saturation. When should
entrepreneurship be introduced into
the education system? Starting in
middle school, we should encourage
and teach children the difference
between personal assets and liabili-
ties and how to effectively grow a
business. How do we develop more
of a capital culture? Through educa-
tion. In our debt-ridden world, the
value of assets is not recognized by
many people, especially young adults.
We must recognize this value and
teach it so that a new generation of
entrepreneurs will invest in cash
generating assets, as opposed to
using a large portion of their income
paying down debt. How would you
describe your personality type? I am
certainly a Type A+. I am always
working at something. I never stop.
Your best strength? I expect those
around me would likely say it is my
perseverance. What are you most
afraid of? In my view, the moral fabric
of society is becoming stretched. I
fear that future generations will not
have a proper foundation, placing our
children’s children at risk in a degener-
ated cultural state. What did you want
to be when you grew up? I thought
I’d like to be a scientist; specifically,
an archaeologist. What was your first
job? Aside from working on my
family’s hobby farm, I started my first
paying part-time job as a clerk in a
grocery store at age 14. Soon after I
took the opportunity to move into the
meat department, which was an inter-
esting mini-business within the larger
entity. What are you reading right
now? Mindset by John Naisbitt, a
futurist who has written other inter-
esting books such as MegaTrends.
What do you do in your spare time?
Last year I returned to the ski hill after
a 20-year hiatus, but on a snowboard.
Chasing a teenager down the slopes
helps keep you young and sharp! I
also like nature and try to get out as
often as I can to enjoy it. What do you
never leave home without? Apositive
attitude and good humour.
THE RETAILER
COMPANY: CHARM DIAMOND CENTRES,
DARTMOUTH, N.S.
BUSINESS: RETAIL JEWELRY CHAIN
2007 EOY CATEGORY: BUSINESS-TO
CONSUMER PRODUCTS & SERVICES
I
PROGRESS, DECEMBER/JANUARY 44
If you ask Jerry Byrne what his biggest regret is, he’ll channel Frank
Sinatra and say, “I’ve had a few, but then again, too fewto mention.” The
57-year-old is president of St. John’s–based D.F. Barnes Group of Compa-
nies (DFB), which manufactures, fabricates, services, and repairs
products, machinery, and equipment in the marine, shipbuilding,
offshore, and industrial sectors. Born and raised in Newfoundland,
Byrne founded instrumentation company SEA Systems in 1983 and has
established businesses on a local, national, and international scale ever
since including SEA Systems and affiliates Glamox Canada Ltd. (now
Mariteam Lighting), Cantech Systems Ltd., and Navalco Canada Ltd.
Byrne took the helm of DFB in 2003 and since then has helped it
develop international partnerships, joint ventures, and one of the best
safety records in the industry. Byrne also implemented a Group RSP
and deferred profit sharing and directed two shareholder buyouts,
resulting in a company that is owned 100% by key employees. He
believes that investing in employee morale and retention pays huge
dividends. A self-described Type A personality, Byrne cites “life” as
his biggest business mentor and believes that progress is “sharing
the wealth with those who make it—and bringing our people home.”
—Heather MacLean
e n t r e p r e n e u r o f t h e y e a r
What was your biggest business mistake?
Trusting the wrong people. What is the
best thing about doing business from
this region? The people are real—our
employees, the customers, our vendors, and
the community. What is the worst thing
about doing business in this region? There
are not enough people. Did you ever think
you might lose everything you’d worked
for? It has always haunted me, and it did
happen in 2002. My car was towed out of
the driveway of my house that was in
foreclosure. What was your most signifi-
cant business triumph? Facing the demons
during and after my bankruptcy. How do we
develop more of a capital culture? Create
more opportunity and business awareness
here—and sell, sell, sell. The capital will
follow. What are you reading right now?
Thousands of e-mails a day. What kind of
car do you drive? A plain pick-up truck.
What is your most treasured possession?
My health. What did you want to be when
you grew up? A survivor.
THE SURVIVOR
AGE: 57
COMPANY: D.F. BARNES GROUP OF
COMPANIES, ST. JOHN’S, N.L.
BUSINESS: SERVICE PROVIDER TO OIL
AND GAS INDUSTRY
2007 EOY CATEGORY: MANUFACTURING
doc_465077247.pdf
Entrepreneur Of The Year
PROGRESS, DECEMBER/JANUARY 35
They’re modest. They’re all about the team. They have a nose for oppor-
tunity. They could sell coal in Newcastle. And they’ve spent a lifetime
striving to balance family with the demands of growing businesses. Or
they’re just getting started and “fearless” is still the watchword. Meet
seven champion business builders who’ve been selected from a stellar
group of nominees to be named regional finalists for the 2007 Ernst &
Young Entrepreneur of the Year awards. Sure, they look pretty good in
tuxedos, as our back page photo essay attests. But on the following
pages, our interviews reveal the complex and varied personalities behind
the success stories. The dreams, the missteps, the apprehensions, and
the lessons learned. It’s all here. And you can profit from it. –THE EDITORS
Entrepreneur
of the year
I
PROGRESS, DECEMBER/JANUARY 36
In 1985 a 20-year-old Glenn Cooke applied for a license to buy a salmon-farming lease in Kelly Cove, N.B. Over
the next 22 years, Cooke, along with his older brother, Michael, and his father, Gifford, turned 5,000 fish into Cooke
Aquaculture Inc., one of the largest salmon-farming businesses in the world. Today the company employs more
than 1,300 people and has annual sales of $230 million.
Cooke, now 42, was recently named the Ernst and Young 2007 Entrepreneur of the Year for Atlantic Canada.
“I’ve had business in my blood my whole life,” he says. In the last four years, he has overseen massive growth
with the purchase of three multinationally owned companies: Atlantic Salmon in Machiasport, Maine; the east
coast operations of Heritage Salmon in Blacks Harbour, N.B.; and the east coast operations of Marine Harvest in
St. George, N.B. He recently signed a letter of intent with Salmones Cupquelan S.A., a Chilean company with 30,000
metric tonnes of production and annual sales of about $100 million.
While Cooke is being showered with accolades, he’s quick to point out that any success is a result of a group
effort. “We have an incredible team,” he says. “My brother and father are also involved in the operations. They
have been a big part of the company and have helped drive it.”
Recently, Glenn Cooke sat down with contributor Mark Bolton to share the secrets of his business success.
e n t r e p r e n e u r o f t h e y e a r
How did you get into salmon farming? I was
brought up around the water and around the
sea, and I had a desire to start my own
business. Salmon farming certainly looked
like an opportunity for growth, so we started
out small and had big plans. Did you expect
the business to grow as big as it has?
Certainly part of my vision was to grow the
company to the size it is today, and grow it
even further from where we are. How did
your childhood influence the entrepreneur
you are today? I was born in Blacks Harbour
in New Brunswick, which was a company
town. It was a place where the company,
Connors Bros., owned all of the homes. It
owned a farm that produced all the milk for
the people. It had its own dairy. It supplied
its own potatoes. It owned the grocery store.
So growing up in that kind of an environment,
I had a desire to succeed and to hopefully
use our people better. What was the first
business you were involved in? I graduated
in 1983 and started my own business
straightaway. I was buying and selling
seafood. We were shipping lobsters to
Europe and a whole lot of things. It didn’t pan
out. Looking back, I was 18, just out of
school, and jumping into an export-style
business. With no major financer or bank
supporting you, you can understand why you
fail. I’ve always claimed that I got my college
education the hard way, through experience
and going through a lot of stressful times.
When you fail once, you never want to fail
again. I think my biggest driver today is that
I’m going to make sure the business is
always positioned to grow and succeed.
What else drives you? Seeing some of the
communities that we put our businesses in
and seeing those areas recover and people
earn good livings. The social benefits we
provide really give me the kicks. Right now
we’re going into places in Newfoundland that
have been hard hit with the fishery closing,
and we get quite excited when we create
jobs and employ people. Are there any
people you draw from? I’ve always picked
from the best, I guess. I’m an avid reader of
some of the biographies of successful
people, such as the Irvings, who have done a
good job in our region. I look up to them.
What characteristics are needed to run a
successful business? You must have an
optimistic take on life. And I think to make
any business succeed, you must have the
ability to understand risk. You must take
risks, but they have to be calculated risks.
You must be committed. You must under-
stand what it means to work 16 to 20 hours
a day and be on call on a regular basis. You
must have some serious stamina to do that.
I also think I’m a good listener. I’m not just a
dictator saying, “You do this, you do that.” I
listen to our employees’ views. I think that’s
important in a leader. If you can’t listen to
your people, that’s a problem. Has running a
large company changed you? I’m busier
now, and I think sometimes people might
think that because I’m hard to get hold of,
I’m more removed. That’s not true; I’m a
people person. There’s no way anyone can
build a business today without having people
around you, and the right people around you.
What do you do in your spare time? In the
last year, I’ve started salmon fishing as a
hobby. That’s basically my only hobby. I do
own a set of golf clubs, but I find golf
the most frustrating game in the world.
What would you do if you weren’t running
Cooke Aquaculture? I’d be running another
company. As a kid I’d make crafts and sell
THE COMMUNITY BUILDER
AGE: 42
COMPANY: COOKE AQUACULTURE INC.,
KELLY COVE, N.B.
BUSINESS: FISH FARMING
2007 EOY CATEGORY: TURNAROUND ENTREPRENEUR;
ENTREPRENEUR OF THE YEAR
them. I sold eggs once. I’ve always had
business in my blood. Can entrepreneur-
ship be taught? Absolutely. I think our high
schools should have more entrepreneurial
programs. I remember early on we had one
small class, a shop class when I was in
Grade 7 or 8. We built and sold products.
It’s interesting how many of my classmates
ended up going out and building businesses,
and [I think that shop class encouraged
them] a bit. That was a very, very small
course. I think it can be developed in a much
bigger way. How else can Atlantic Canada
develop more of a capital culture? Atlantic
Canada has to realize that, if we’re sitting
around waiting for a big company to come in
to create the jobs and get the wealth in our
area, it’s not going to happen. We’ve seen it
before. You get multinationals that come in
and leave. If we’re going to drive Atlantic
Canada, you have to look to the Irvings, to
the McCains, to the John Risleys, to the
John Braggs. They are driving the economy
in Atlantic Canada. We need to build some
more entrepreneurs like those.
PROGRESS, DECEMBER/JANUARY 37
T
PROGRESS, DECEMBER/JANUARY 38
To flourish in an industry that depends on a large population base, Robert Risley
has conquered all odds. To do so, the Halifax native has taken more risks in his
33 years in the hospitality industry than few would likely have been able to
stomach. “The only time it’s been a problem is when we haven’t researched a
market fully,” says Risley, the president of Halifax–based RCR Hospitality Group,
a restaurant and catering company. “Even though they were exceptional restau-
rants, they became financial disasters.”
In the late 1960s, Risley founded the first of a string of companies, Markland
Associates Ltd., a successful construction business that he still owns with a
partner. A decade later he had moved into the hospitality industry, opening a
succession of restaurants, some that worked well, others that didn’t. In 1994 Risley
grew RCR into a regional leader in catering with the creation of Pier 22 Event
Centre in Halifax. “I rapidly found out that this sector yields much better margins
than the restaurant business,” he says.
Today Risley, 65, boasts more than 500 employees spread across Nova Scotia
and more than 10 companies, including Nova Scotia’s venerable White Point
Beach Resort and Halifax’s much-loved event venue the Cunard Centre. In
November he opened his 12th restaurant, CUT Grill & Steakhouse in Halifax,
which promises to be among North America’s finest.
Risely is quick to point out his success is intimately tied to his senior manage-
ment team, who coined the company’s “Yes we can” slogan. His only regret:
“I wish I was in the same situation that I am in now but 15 or 20 years ago. That
way I’d be able to build the company that much more.” —Corrie Fletcher-Naylor
e n t r e p r e n e u r o f t h e y e a r
THE MENTOR
AGE: 65
COMPANY: RCR HOSPITALITY GROUP,
HALIFAX, N.S.
BUSINESS: RESTAURANT, CATERING, RESORT
2007 EOY CATEGORY: HOSPITALITY
How would you describe your personality
type? Anal! I’m fanatical about detail. What
are you most afraid of? Losing my senior
management team. I have an exceptional
team, but it isn’t composed of a lot of
people. If anything happened to any one of
them, it would be very difficult to replace
them. Did you ever think you might lose
everything you’d worked so hard for? I did
in the early years. I remember a few times
sitting at my desk wondering how I was
going to come up with payroll. And
somehow, I was always able to scrimp and
scrounge enough to come up with it. What is
your biggest opportunity right now? I’ve
always believed that if you research a
market thoroughly about what isn’t being
properly serviced, you’ll find opportunity.
What is the biggest challenge you’re
facing? Finding good staff. The younger
generation seems to have more disposable
income and wants to work fewer hours than
they did in my generation. We’re now trying
to create a work environment that
addresses these needs. Who was your
most important business mentor? My kid
brother, John Risley. We have different
business philosophies; he’s good at seeing
the forest for the trees. I’m the opposite, so
he reminds me to also think of the big
picture. When should entrepreneurship be
introduced into the education system? As
early as possible. You can’t teach it. It needs
to be ingrained, and that needs to start at
an early age. If you introduce it in a child’s
formative years, it will become part of their
culture. How can Atlantic Canada develop
more of a capital culture? We need more
mentorship programs, and to do that we
need more funding. We also need programs
to help young entrepreneurs get access to
financing. For you, what is progress? It’s a
number of factors, ranging from developing
your people—particularly mentoring them—
to enhancing the balance sheet. As an
entrepreneur I believe that if all you’re doing
is maintaining the status quo, then you’re
falling behind.
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PROGRESS, DECEMBER/JANUARY 40
In 2002 Jonathan Brett was laid off from his job at a St. John’s-based IT company. A programmer
by trade, he started developing custom software applications in his parent’s basement. The
following year, a family friend was searching for a software program for his optometry practice.
Enter Brett and his newsoftware solution called Eyesistant. Eight months and more than two dozen
optometrists buying his software later, Brett launched his own company.
Brett, 28, is the founder and CEO of MedicLINKSystems Ltd., which specializes in developing
software for medical clinics to make their workflow more efficient. With his software being
used across Canada, the company had recently signed a partnership in California to apply the
Eyesistant software to the dermatology industry in the U.S. “This business is my life,” says Brett.
“If I didn’t have this, I have no idea what I’d be doing, but I know I wouldn’t be as happy as I am
right now.”
Since starting the company three years ago, Brett says his commitment to customer feedback
has been the company’s greatest competitive advantage. So has his belief in hiring young,
promising university graduates. MedicLINK has also forced Brett to push the boundaries and
step outside his comfort zone, fromintroverted programmer to charismatic entrepreneur. But he
knows that “as fast as you can build something up, it can tumble down.” As his company
expands, Brett views his missteps as learning experiences. “I just try not to have the same learning
experience more than once.” —Heather MacLean
e n t r e p r e n e u r o f t h e y e a r
THE PROGRAMMER
AGE: 28
COMPANY: MEDICLINK SYSTEMS LTD.,
ST.JOHN’S, N.L.
BUSINESS: SOFTWARE FOR MEDICAL
PROFESSIONALS
2007 EOY CATEGORY: EMERGING
PROGRESS, DECEMBER/JANUARY 41
What was your defining moment as
an entrepreneur? I have a new
defining moment whenever we hire a
new person. It hits me that this
person is relying on the success of
the business to help them achieve
their goals and put food on the table.
For you, what is progress? It’s the
magazine I wait to read every month!
To me it means having more money in
the bank account, being able to hire
new people, and getting new
customers. What is the best thing
about doing business from this
region? People are really willing to
help your business grow. Our staff is
truly dedicated to the success of the
company and they make sacrifices to
help achieve that. Business people in
the community are always more than
willing to offer advice and tips. What
would you describe as your best
strength? I’m good at not looking
back and thinking “what if?” and I’m
good at finding the right people to do
the job. But if you ask my employees,
they’ll say it’s karaoke. What was
your first job? My first real job was
washing cars at a car rental agency.
But I used to hold weekly yard sales
when I was five years old. I remember
finding tons of things to sell in my
father’s shed. He came home one
day and I had sold all of his tools. That
was my first taste of being an
entrepreneur. Biggest regret? No
regrets. Mistakes have helped me to
fall a few times when learning to walk.
What are you reading right now? I’m
rereading The World According to
Trump. He has done a lot of things
that people can learn from, other than
his hair. When should entrepreneur-
ship be introduced into the educa-
tion system? At an early age. If you
can convince children to open a
lemonade stand on a Saturday, it will
help their personal growth more than
playing video games ever will.
Describe your personality type? I am
determined when I decide to do some-
thing and yet easygoing. What was your
defining moment as an entrepreneur?
When I was 12 years old I raised a beef
cow, eventually selling that to buy six baby
pigs to fatten and resell. Did you ever
think you might lose everything you’d
worked for? In 2000 a contract that repre-
sented around 65% of my sales was not
renewed by a large buyer. As a show of
support for progress I had made on a
council that represented growers to large
processors, other farmers willingly took a
cut in their contracts with other proces-
sors which allowed me to survive. Your
biggest opportunity right now? Building
export markets worldwide through Frito
Lay. Who was your most important busi-
ness mentor? My father. What was your
most significant business triumph? For
the past four years, my partner, Rod
MacNeill, and I have been sending pota-
toes halfway around the world and have
figured out how to ensure they arrive well
within the quality grade. We are now the
largest supplier for Frito Lay in the world.
What was your biggest business mis-
take? Selling too much to one local pro-
cessor. Having too many eggs in one bas-
ket, you could say. Where is your opera-
tion is in its lifecycle? Our youngest is
ten and our business will continue at least
until he is old enough to decide whether
he wants a career on the farm. For you,
what is progress? Finding ways to bal-
ance growing a successful business while
maintaining a healthy and active family life.
When should entrepreneurship be intro-
duced into the education system? As
early as possible. Our 11-year-old daugh-
ter just finished ACOA’s Young
Millionaires Program—it teaches kids how
to start their own business. Your best
strength? To look at problems as chal-
lenges and get excited about solving
them. I’ve learned the value of gathering
good people around me and willingly dele-
gating responsibilities to them. I always
look for informed advice and take that into
consideration when making decisions.
What are you afraid of? Sacrificing family
for the sake of business. What are you
reading right now? These days I amin the
middle of harvest. With 16-hour days,
there is little time for reading.
THE INNOVATOR
COMPANY: MONAGHAN FARMS LTD.,
KENSINGTON, P.E.I..
BUSINESS: AGRICULTURE
2007 EOY CATEGORY: BUSINESS TO BUSINESS
Terry Curley wanted to be an RCMP officer, but growing up on a farm is a
powerful lure. His Prince Edward Island based business, Monaghan Farms
Ltd., is a grower, dealer, and exporter of processing potatoes. It employs five to
25 people, depending on the season, and is owned by Curley and his wife,
Shelley. In 2006 it sold more than $6 million worth of processing potatoes.
Curley’s entrepreneurial edge proves the adage that necessity is the mother
of invention. Working with a partner, he designed and built many prototypes
and systems to improve the storage and transportation of his spuds, some of
which were sold. He is focused on exports, finding a partner to help grow that
side of the business with a focus on quality and niche markets such as large
potato chip makers. An avid volunteer, he has represented his industry to
processors and has helped farmers stay competitive by pooling buying contracts
for improved cost structures. These days he sees compliance with environ-
mental regulations as among his industry’s greatest challenges, and seasonal
employment is hard on good employees. The toughest thing he has found about
doing business in this region? Limited markets close at hand. The best? Major
shipping ports are only hours away.
T
PROGRESS, DECEMBER/JANUARY 42
e n t r e p r e n e u r o f t h e y e a r
Peter, what is your personality type? Casual and
laid back. What was your most significant
business triumph? I would have to say acquiring
major contracts from companies such as Imperial
Oil and Michelin. Did you ever think you might
lose everything you’d worked for? There were
some rough times, especially during the mid-’90s,
when the market was weak and there was no
work to be had. Instead of laying off employees,
we opted for work sharing and salary cuts.
Biggest regret? Not winning everything we’ve
gone after. Who was your most important
business mentor? Doug Skinner, my prede-
cessor, has definitely been the most influential. He
joined Neill & Gunter in 1966 and led the Nova
Scotia office until I took over as president and
CEO in 1999. For you, what is progress?
Growing and developing new opportunities while
continuing to do the things you do well. What is
the best thing about doing business from this
region? The attitude and work ethic of the
people, as well as the quality of personnel
resources. The worst? Overcoming the percep-
tion that we’re not capable of doing certain jobs
here. People still think you have to go outside of
the region to get things done. How do we
develop more of a capital culture? I think capital
culture is something that’s inbred and can’t
necessarily be learned or acquired. Some people
are cut out for it, while others aren’t. What would
you describe as your best strength? My work
ethic. I’m not afraid of challenges or trying things
that haven’t been done before. As a child, what
did you want to be when you grew up? I started
out wanting to be fireman or a police officer. I
was always good at math, so I soon zeroed in on
being involved with science. What was your first
job? A carry-out boy for a grocery store. What
are you reading right now? Stephen King’s
Lisey’s Story. Assuming you have spare time,
what do you do? Yard work and home renova-
tions. Anything hands on.
The players: Peter Rent and Don Belliveau have a lot of things in common, but personality type
isn’t one of them. Belliveau is a typical Type A—outgoing, talkative, always on the move—while
Rent takes a more laid-back easygoing approach to life. Perhaps it’s their shared family values
or similar impeccable work ethic that have brought this yin-and-yang team to such a high
level of business success. For this dynamic duo, it’s all about balance.
The story: Rent and Belliveau have led the Neill and Gunter Ltd. management team in their
Halifax and Fredericton offices for the past several years. Together they have struck a vision
of leadership and growth for the company, developing opportunities in Atlantic Canada and
around the globe.
Neill and Gunter was recently acquired by Stantec Inc., a global engineering firmheadquar-
tered in Edmonton. Rent and Belliveau see this move as both their biggest opportunity—and
challenge. Though excited about the growth opportunities being presented through Stantecs’
100 offices, they also realize the hurdles of transitioning a new, largely unrecognized brand into
the Atlantic region. But as Belliveau points out, the company has the advantage of starting a
new lifecycle with 43 years of experience to guide it. — Lauren Leal
THE PRODUCERS
COMPANY: NEILL AND GUNTER LTD.,
HALIFAX AND FREDERICTON
BUSINESS: ENGINEERING SERVICES
2007 EOY CATEGORY: SERVICES
Don, what was your defining
moment as an entrepreneur? For
me, it has been the gradual progres-
sion, growth, and continuous
improvement that have been the
most meaningful. Did you ever think
you might lose everything you’d
worked for? There have been times in
the past where our business volume
was very low, and during those times
I wondered howdire things could get.
I had to take a step back, reassess
our position, and decide to either
increase our efforts or take a new
direction. I decided that increased
effort would help turn things around,
and it did. Who was your most
important business mentor? I
learned at a young age fromwatching
my father that there is no substitute
for hard work and ingenuity. Although
he came from very humble begin-
nings, he invested and then worked
hard to nurture his assets. What was
your most significant business
triumph? When I assumed the
leadership role of the Fredericton
office in 2005, we were under
pressure to find enough work for our
staff. Through the establishment of a
new vision and with much effort by
our leadership team, we prompted a
shift in mind-set and an external
focus, which resulted in an increase of
50% in revenues over the next year
and an additional 15%growth to date
this year. What was your biggest
business mistake? I would say one
big recent mistake was to underesti-
mate the level of difficulty in growing
organically into new geographic
areas. Our push into Canada’s
western provinces had mixed results.
Biggest regret? Without question, I
could have been more focused in my
younger years. What is the best
thing about doing business fromthis
region? The people. It is a pleasure to
work with people from the Atlantic
provinces, whether they are clients,
colleagues, contractors, or other
forms of associates. Although
business-minded, they incorporate
PROGRESS, DECEMBER/JANUARY 43
Twenty-seven-year-old Richard
Calder put his savings, his
house, and his car on the line in
1972 to open the first Charm
Jewellery store in Dartmouth,
N.S. Thirty-five years later,
Charm Diamond Centres, as
they are now known, is the
largest Canadian-owned jewelry
chain, with 65 stores across the
country and 580 employees.
The company’s organizational
chart is designed in the reverse of
most companies, with Calder and
his management teamon the bottomand the sales associates on the top. “We’re
here to listen, support, and help in whatever has to be done,” says Calder.
Through creative marketing and an in-house advertising department (providing
consistency and professionalism in their branding and promotions), trendy
merchandizing, and employee empowerment, Calder’s retail formula has
proven successful. He continues to add two to four newstores in quality markets
each year, and a succession plan for his retirement is already in place: his son,
Troy, has assumed the lead. —Heather MacLean
Has there been a defining moment in
your business? In the beginning, when I
sold my house and my car to start the
business. Everything I had and every
moment of every day was invested into
its creation. We have taken many risks
over the years, but in the early days it
was a roller-coaster ride. What is your
biggest opportunity right now? To grow
with our winning strategy. We have a lot
of markets across Canada that suit our
business plan. The challenge is to get the
right people, so we can execute our
strategy effectively. They need to be
dedicated to customer service and per-
formance driven. They need to fit our
family culture and share our passion for
the business. Where is your company in
its lifecycle? We are in a healthy growth
period. Much like other 35-year-olds, we
are settled in our profession, know what
to do, are committed to the business,
and have many years of growth left. With
the Y Generation coming of age and
baby boomers gaining more disposable
income, we are in a perfect position to
provide keepsakes to celebrate love and
life. What is the best thing about doing
business from this region? You stay
grounded. Many Atlantic markets are
tough to do business in, so you have
to keep your eye on costs, focus on
customer service, and value your prod-
ucts. I think that our tradition of keeping
overhead down so we can pass on
savings to consumers has helped build
our clientele across Canada. Another
strength is that Atlantic Canadians are
naturally social and, therefore, have
great customer-service skills. The
worst? Breaking out of a stereotype
across Canada. There is a lack of confi-
dence about the region from within and
from other provinces. We have lots of
great companies and great people here,
but we have to market ourselves better.
When should entrepreneurship be
introduced into the education system?
Late in junior high or early in high school.
Young adults begin to think of the future
and their role in society at that time. How
would you describe your personality
type? Focused, passionate, and hard
working. The retail industry isn’t easy,
and it requires close attention to details
and a love for the business. You can’t
spend the long hours needed for suc-
cess unless you enjoy it. What do you
do in your spare time? I have a sailboat,
called Brilliance, which I race in the sum-
mer. It’s great to be involved in a team
sport. I have a terrific crew. We are com-
petitive and we love to win, but we also
have a lot of laughs.
good humour and a friendly attitude in
their approach. They are true to their
word and generally have an excellent
work ethic. What is the worst? The
lower level of economic activity and
investment, due primarily to our
demographics, makes it difficult to
sustain growth in an organization
when it has reached the point of
regional saturation. When should
entrepreneurship be introduced into
the education system? Starting in
middle school, we should encourage
and teach children the difference
between personal assets and liabili-
ties and how to effectively grow a
business. How do we develop more
of a capital culture? Through educa-
tion. In our debt-ridden world, the
value of assets is not recognized by
many people, especially young adults.
We must recognize this value and
teach it so that a new generation of
entrepreneurs will invest in cash
generating assets, as opposed to
using a large portion of their income
paying down debt. How would you
describe your personality type? I am
certainly a Type A+. I am always
working at something. I never stop.
Your best strength? I expect those
around me would likely say it is my
perseverance. What are you most
afraid of? In my view, the moral fabric
of society is becoming stretched. I
fear that future generations will not
have a proper foundation, placing our
children’s children at risk in a degener-
ated cultural state. What did you want
to be when you grew up? I thought
I’d like to be a scientist; specifically,
an archaeologist. What was your first
job? Aside from working on my
family’s hobby farm, I started my first
paying part-time job as a clerk in a
grocery store at age 14. Soon after I
took the opportunity to move into the
meat department, which was an inter-
esting mini-business within the larger
entity. What are you reading right
now? Mindset by John Naisbitt, a
futurist who has written other inter-
esting books such as MegaTrends.
What do you do in your spare time?
Last year I returned to the ski hill after
a 20-year hiatus, but on a snowboard.
Chasing a teenager down the slopes
helps keep you young and sharp! I
also like nature and try to get out as
often as I can to enjoy it. What do you
never leave home without? Apositive
attitude and good humour.
THE RETAILER
COMPANY: CHARM DIAMOND CENTRES,
DARTMOUTH, N.S.
BUSINESS: RETAIL JEWELRY CHAIN
2007 EOY CATEGORY: BUSINESS-TO
CONSUMER PRODUCTS & SERVICES
I
PROGRESS, DECEMBER/JANUARY 44
If you ask Jerry Byrne what his biggest regret is, he’ll channel Frank
Sinatra and say, “I’ve had a few, but then again, too fewto mention.” The
57-year-old is president of St. John’s–based D.F. Barnes Group of Compa-
nies (DFB), which manufactures, fabricates, services, and repairs
products, machinery, and equipment in the marine, shipbuilding,
offshore, and industrial sectors. Born and raised in Newfoundland,
Byrne founded instrumentation company SEA Systems in 1983 and has
established businesses on a local, national, and international scale ever
since including SEA Systems and affiliates Glamox Canada Ltd. (now
Mariteam Lighting), Cantech Systems Ltd., and Navalco Canada Ltd.
Byrne took the helm of DFB in 2003 and since then has helped it
develop international partnerships, joint ventures, and one of the best
safety records in the industry. Byrne also implemented a Group RSP
and deferred profit sharing and directed two shareholder buyouts,
resulting in a company that is owned 100% by key employees. He
believes that investing in employee morale and retention pays huge
dividends. A self-described Type A personality, Byrne cites “life” as
his biggest business mentor and believes that progress is “sharing
the wealth with those who make it—and bringing our people home.”
—Heather MacLean
e n t r e p r e n e u r o f t h e y e a r
What was your biggest business mistake?
Trusting the wrong people. What is the
best thing about doing business from
this region? The people are real—our
employees, the customers, our vendors, and
the community. What is the worst thing
about doing business in this region? There
are not enough people. Did you ever think
you might lose everything you’d worked
for? It has always haunted me, and it did
happen in 2002. My car was towed out of
the driveway of my house that was in
foreclosure. What was your most signifi-
cant business triumph? Facing the demons
during and after my bankruptcy. How do we
develop more of a capital culture? Create
more opportunity and business awareness
here—and sell, sell, sell. The capital will
follow. What are you reading right now?
Thousands of e-mails a day. What kind of
car do you drive? A plain pick-up truck.
What is your most treasured possession?
My health. What did you want to be when
you grew up? A survivor.
THE SURVIVOR
AGE: 57
COMPANY: D.F. BARNES GROUP OF
COMPANIES, ST. JOHN’S, N.L.
BUSINESS: SERVICE PROVIDER TO OIL
AND GAS INDUSTRY
2007 EOY CATEGORY: MANUFACTURING
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