Canadian CEO of the Year Awards 2024 Featuring:
Welcome to the Canadian CEO of the Year Awards CEO Monthly is committed to shining a spotlight on the best and brightest CEOs from wide range of regions and industries. With great excitement, we can now announce that we will be expanding our reach by adding a brand-new programme to our current awards portfolio! Being introduced for the first time in 2024 is the Canadian CEO of the Year Awards! Canada boasts a highly developed and diversified economy, which last year was ranked as the tenth largest GDP in the world. With over 1.3 million employer businesses across the country, it is the CEO’s role to lead these enterprises to growth and prosperity. Whether that be through overseeing short and long-term profitability, developing organisational strategies, fostering innovation, mitigating risks, or creating value for both customers and shareholders – these duties are imperative to the overall direction of a business, and come with both internal and external pressures. Some immediate pressures and concerns that CEOs in Canada are currently navigating include geopolitical tensions, supply chain instability, climate change, and integration of new technologies. Most Canadian chief executives are adjusting their strategies to stay competitive in these key areas. A study conducted by Ernst & Young reported that Canadian businesses are much more proactive regarding sustainability than their global counterparts, with almost half of the participating CEOs planning to invest in ESG as a top priority in the coming year. Sofi Parry, Senior Editor Website: www.ceo-review.com AI Global Media, Ltd. (AI) takes reasonable measures to ensure the quality of the information on this web site. However, AI will not assume any legal liability or responsibility for the accuracy, correctness or completeness of any information that is available through this web site. If errors are brought to our attention, we will try to correct them. The information available through the website and our partner publications is for your general information and use and is not intended to address any particular finance or investment requirements. In particular, the information does not constitute any form of advice or recommendation by us or any of our partner publications and is not intended to be relied upon by users in making or refraining from making any investment or financial decisions. Appropriate independent advice should be obtained before making any such decision. Any arrangement made between you and any third party named in the site is at your sole risk and responsibility.
4. Rising Action Publishing: Publishing CEO of the Year 2024: Alexandria Brown 5. CivicAction: Civic Engagement CEO of the Year 2024: Leslie Woo 7. Land Services Group: Most Dedicated Real Estate Development CEO & Entrepreneur 2024: Reza Esmaeili 8. Key to Building Trust in Remote Teams 9. Entrepreneurial Leadership: Balancing Vision with Execution in New Ventures 10. A CEOs Guide to Navigating Uncertain Times Contents
CEO MONTHLY / CANADIAN CEO OF THE YEAR AWARDS 2024 4 longside Tina Beier, Alexandria Brown established Rising Action Publishing in 2020, realising a vision of a space where budding authors are able to share their stories with the world. Leveraging a background as a writer, editor, and a media and marketing specialist in a number of roles, Alexandria more than had the experience and knowledge required to build Rising Action into the standout, awardwinning firm that it is today. Rising Action is much more than just a publisher, and it strives to be a partner capable of guiding its authors across this challenging landscape. Despite advancements in the accessibility of the broader sector thanks to the likes of digital platforms and self-publishing, securing a strong foothold in the traditional publishing sphere is still tough. Embracing the recent industry-wide demand for more diverse, inclusive stories has been this firm’s secret to success, as this shift has seen priorities change almost overnight. Even though it is a relatively young company, this deep understanding of the market and an ability to remain flexible to its everchanging nature has paved the way for Rising Action to achieve things that many independent presses of around the same age have yet to. The best example of this came earlier this year, when the firm secured a distribution deal with Simon & Schuster, one of the world’s leading publishers. The incredible support that has been afforded to Alexandira and co. by this publisher in the months since has made all the difference and set up Rising Action for an ever brighter future than it would already have had. Beyond this, Alexandria excitedly shares with us that Rising Action has just recently sold the rights for the adaptation of one its most beloved books to a major streaming service, which is not only the culmination of a lifelong dream for the author, but also a huge milestone for a publishing company that is continuing to make waves in this space. Things have not always been easy for Alexandria however, and since she is the youngest female CEO in many of the rooms she enters, she frequently finds herself surrounded by individuals with more experience than her. She admits this is very humbling but recognises that her journey so far has only been made possible by the Publishing CEO of the Year 2024: Alexandria Brown Alexandria Brown is the CEO of Rising Action Publishing, a firm that is all about helping authors from any background to bring their unique stories to life. A traditional publisher with a difference, Rising Action champions those whose voices may otherwise go unheard, collaborating closely with them on their projects to see that their visions are brought to life across the finished pages. As one of its two co-founders, Alexendria is responsible for overseeing the company’s editorial direction, ensuring that it remains true to its aim of creating something meaningful, together. people who have cleared a path for her and her firm to ascend the top. “Their support and guidance have been invaluable in helping Tina and I grow Rising Action Publishing”, shares Alexandria. This exemplary publishing firm has also been subject to the usual scepticism surrounding its disruptive vision of diversity and inclusion from the wider industry, especially given that it is both young and independent. Pushing these barriers is something that Alexandria recognised would be important early on, and the advice she shares with others is always to embrace collaboration with like-minded mentors and peers who support your goals, and this is exactly what has happened for Rising Action with the likes of Simon & Schuster. As 2024 draws to a close, Rising Action looks back on a year that has been absolutely pivotal in ensuring its future success. For the rest of year and beyond into 2025, the small team here remain committed to supporting the work of their authors holistically across all formats (print, digital, audio), and growing Rising Action Publishing into a driving force of lasting change in the literary world. From continuing to explore adaptation opportunities in the film and television world, to collaborating with more industry giants to further its reach, the steps we are seeing Rising Action Publishing take now are the planting of seeds, seeds which are sure to blossom into an enterprise that will one day lead the charge in the wider publishing landscape. For Alexandria Brown’s instrumental role in this, it is our privilege to present her with this award. A Contact: Alexandra Brown Company: Rising Action Publishing Web Address: https://www. risingactionpublishingco.com/
CEO MONTHLY / CANADIAN CEO OF THE YEAR AWARDS 2024 5 Civic Engagement CEO of the Year 2024: Leslie Woo Founded in 2003, CivicAction is a leading civic engagement organisation on a mission to elevate civic engagement to build liveable and inclusive cities in the Greater Toronto and Hamilton regions. Renowned for its history of making waves with bold actions and impactful change, CivicAction demonstrates a unique ability to convene a diverse array of civic leaders and individuals with lived experiences to co-create solutions to the region’s most pressing challenges. Helmed by CEO Leslie Woo, the organisation has made significant meaningful contributions to its community under her leadership. As Leslie receives recognition in the Canadian CEO of the Year Awards 2024, we take a closer look at the ways in which she has led CivicAction to success. For over two decades, CivicAction has been dedicated to building the collective leadership capacity of the Greater Toronto and Hamilton area – or GTHA – by effectively preparing and empowering rising leaders. The organisation provides free, highimpact leadership programmes that open doors, minds, and opportunities for thousands of diverse ringleaders within the GTHA. Designed to inspire and educate, these world-class programmes have successfully built inclusive leadership and prepared the leaders of tomorrow for their future responsibility. With more than 25 years of experience in building sustainable communities and shaping urban development, Leslie Woo is a tri-sector leader on a mission to enact change. Appointed as CEO of CivicAction in 2020, Leslie steers a dedicated team, and works alongside a passionate board to catalyse action on urban challenges by forming partnerships across all sectors. An experienced urban planner, architect, and community activator, Leslie held senior executive roles in the provincial public service sector prior to her appointment at CivicAction. Her illustrious career includes a 12 and a half year as Chief Planning Officer at Metrolinx, and two years as Chief Development Officer with Infrastructure Ontario. Before joining Metrolinx, Leslie was the key author of the Province of Ontario’s first ever growth management plan for the Greater Golden Horseshoe, the fastest growing metropolitan region in Canada. As a CEO, Leslie views her work as not merely a job, but a vocation. She utilises her intellectual curiosity to cultivate inclusion as a team coach, naturally inspiring and engaging others on issues that collectively impact the future of the GTHA. “I took on my current CEO role in the early days of the COVID-19 pandemic,” Leslie reflects. “The pandemic changed both the work environment and the role of leaders, at a scale that could never have been anticipated. Like many others in the not-forprofit sector, I had to lead the organisation with the Board to recalibrate strategic priorities. The organisational focus shifted to support rising leaders more deeply, especially those from Indigenous, Black, and racialised communities.” Prior to taking on the role at CivicAction, Leslie had achieved great change, even establishing two firsts; a regional growth management policy, playing a key role in implementing the Places to Grow Act, a legislation that has governed growth in Canada’s largest metropolitan area for more than two decades. As well as this, Leslie saw remarkable success in creating a regional integrated transportation plan, which helped justify the legislation and secured over $60 billion in transit expansion capital expenditures. She managed the public and stakeholder engagement and building consensus from elected leaders, developers, environmentalists, businesses, and residents across the region. Not only has Leslie significantly impacted regional planning and transportation, but she has also championed women’s leadership in the industry. Within the infrastructure and land development sectors, Leslie has been instrumental in initiating women’s leader networks to support and profile women city builders. Throughout the course of her career, it has been made clear that Leslie is here to shake up the region. Through involvement in civic initiatives, strong networking skills, and delivering quality educational programmes, Leslie is working relentlessly to ensure a better future for the GTHA. As for the future of CivicAction, Leslie tells us, “The state of the Greater Toronto and Hamilton Area’s liveability is at risk.” Moving forward, the organisation will continue to collaborate with decisionmakers, catalyse more action and train the next generation of leaders to aid in combatting the risks. Leslie herself will be focusing on establishing a legacy for her work, more specifically, “Being able to share my learnings, as well as supporting up and coming leaders.” Leslie is on a straight trajectory to excellence, with no signs of slowing down. In the upcoming months, Leslie will continue on her philanthropic mission to enhance the lives of the GTHA community, a mission that has earned her the apt title of the Civic Engagement CEO of the Year 2024. Contact: [email protected] Company: CivicAction Web Address: https:// leadership.civicaction.ca/ Aug24523
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CEO MONTHLY / CANADIAN CEO OF THE YEAR AWARDS 2024 7 Most Dedicated Real Estate Development CEO & Entrepreneur 2024: Reza Esmaeili As one of this region’s premier real estate development and investment firms, Land Services Group (LSG) is on a mission to transform the field of land development for good, something it is achieving through the unique combination of global partnerships and strategic innovation. Servicing existing and prospective landowners alike, the expert guidance afforded to all by LSG sees clients connected with the right buyers and sellers for them, guaranteeing that the full potential of every real estate investment is realised – and then some. LSG’s full range of services spans real estate development in its entirety, and includes the likes of land acquisition, development and construction management, as well as strategic investment, to name just a few. Be it a residential, commercial or industrial development project, this team help clients to evaluate, plan, and work out the best strategy for their unique needs. Then, when it comes to a land parcel in an urban, suburban, or even a rural area, LSG can manage everything from assembly and infill to a total redevelopment. In essence, LSG thrives by helping clients to optimise their land to enhance its value to them, be this developing it or selling it so as to buy a new parcel and continue the cycle. Regardless of the specific service a client approaches LSG for, they are guaranteed to receive a high-level of service complete with tailored solutions and market-driven strategies. The company’s commitment to ‘LAND’ even goes one step further, with this acronym also defining the brand’s values, namely leadership, accountability, networking, and dedication. The embodiment of these values starts at the very top, with LSG’s Founder and CEO, Reza Esmaeili. Having established the business more than five years ago as a way of putting his unique real estate expertise and deep knowledge of the land in which he deals into the hands of as many people as possible, Reza is today one of the leading brokers in his field. Reza’s speciality areas lie in low-rise residential, mid-rise residential, and mixed-use land, all of which have benefited from this CEO’s expertise over the past two decades. To offer up just a taste of the countless land development projects that Reza has been involved in over the course of his storied career, some examples include Maffey Glen, a one-of-a-kind townhouse development project located in Richmond Hill, as well as Prince Parque Towns, a condo townhouse development in the same area. With a nearunrivalled portfolio to boot, Reza is able to lead his team of seasoned professionals to greatness, encouraging creativity, innovation, and excellence across every development. Like Reza, the rest of this team specialise in the acquisition and disposition of development land across the GTA region, and their multifaceted expertise sees investors, developers, and landowners alike afforded detailed guidance that is backed by accurate data and a wealth of knowledge. Since the company is comprised of two primary divisions, LSG Partners which focuses on land optimisation, rezoning, and approving site plans, and LSG Realty which specialises in marketing and selling offmarket real estate, this team is also incredibly diverse in terms of skillsets. Further aiding this team has been their seamless integration of Crowda.io, a global, data-driven platform that Reza founded in late 2022 and serves as the CEO of. This platform is demonstrably transforming the real estate investment sphere, using the power of AI and a number of tokenised assets to lower the entry and exit barriers, essentially making it more straightforward for investors to operate across the market. Disrupting the industry, Crowda.io is making real estate accessible and transparent for the next generation of investors, all whilst ensuring that every transaction is secure, compliant, and breaks new ground. The pivotal role that Reza Esmaeili has played in the success of both Land Services Group and Crowda.io represents this entrepreneur’s pioneering and encompassing approach to the wider field of land development and real estate, making him a worthy recipient of the award for the Most Dedicated Real Estate Development CEO & Entrepreneur 2024. Contact: Reza Esmaeili Company: Land Services Group Web Address: https://landservicesgroup.ca/ Sep24313 Offering comprehensive solutions for all of its clients’ real estate needs, Land Services Group is a premier real estate broker and commercial land developer serving both Toronto and the Greater Toronto Area (GTA). At the helm of this operation is Founder and CEO Reza Esmaeili, whose almost 20-year career in this field has seen him play a crucial role in many of the GTA’s most remarkable land development projects, to the amount of more than 500 units and millions of dollars.
CEO MONTHLY / CANADIAN CEO OF THE YEAR AWARDS 2024 8 rust in the workplace is generally defined from the employee perspective. To employees, trust means that leaders listen and hear them, that the leader supports and values them and their work through tools from technology to downtime, and that the leader champions them. There is another aspect of trust in the workplace and that is the leader’s perspective. To leaders, trust means loyalty. Regardless of the perspective, trust must be earned. It is hard in in person environment, and even more so in remote environment and for that reason, it is more important to build. In the remote workplace, employees are assessing work and making decisions without the ability to pop into the next office or walk down the hall and ask a question. But the employee needs to know that this is okay, especially if an issue develops. Although if the environment is structured properly, that can and does happen. However, if there is not a foundation of trust between leaders and employees that sets these expectations, then leaders will not trust employees. If the employees do not believe that the leader trusts them, then there is a good chance the employee will not reach out for assistance because they don’t believe the leader or the organization has their back and respects them and their opinions. Key to Building Trust in Remote Teams By Cheryl L. Mason, J.D. The best way to build trust in remote teams is communication between team members including leaders. Setting the expectations that it is ok or even expect to reach out and ask questions, discuss issues, and bring problems forward. Teamwork should be the same whether in person or remote – always with faces present. This means turning on the cameras and participating. Depending on the type of work, check ins among team members may need to occur daily, at the very least weekly. These should be scheduled at times that work for the entire team, not just the leader. Finally, suggestions, solutions, and concerns should be encouraged and openly discussed. Having worked and led in both in person and remote situations, the leader often sets the tone through encouragement, respect, listening, and be open to discussion. T
CEO MONTHLY / CANADIAN CEO OF THE YEAR AWARDS 2024 9 Entrepreneurial Leadership: Balancing Vision with Execution in New Ventures By Devin Partida Balancing visionary foresight with pragmatic execution is a well-known tightrope walk for successful entrepreneurs. Vision drives the team to pursue a common goal, while execution turns it into reality. However, they’re not always aligned and can sometimes conflict, plunging the venture into distress before it even gets off the ground. How can startup leaders navigate the nuanced interplay between these critical considerations and ensure they both get due attention? Involve the Team in Vision Creation It’s a common mistake for entrepreneurs to impose their vision on the team rather than co-create it with them. Soliciting feedback and ideas from relevant parties is crucial to ensuring the vision is realistic and resonant. Involving the team in the creation process also helps business leaders increase their ownership and commitment to its execution. Communicate the Vision Clearly and Frequently The success of a new venture hinges on having a cohesive organization that shares its values and core objectives. Communicating the vision to all stakeholders fosters a sense of alignment and purpose, inspiring everyone to work toward common goals. A clear, well-communicated vision also stimulates creativity and innovation, which are necessary for staying competitive in a dynamic market. Delegate Execution Tasks It can be tempting to micromanage the execution process, especially at the nascent stages. However, delegating tasks and responsibilities to the team and empowering them to make decisions is far more effective. Doing so frees up precious time for leaders and builds trust across the organization. The ability to distribute workload productively can also result in a 33% revenue increase and reduced staff turnover. Track and Measure the Execution Progress Monitoring and measuring execution progress against the organization’s vision ensures alignment. Tracking key performance indicators and milestones helps leaders identify deviations early, make timely adjustments and hold teams accountable for results. This process allows startups to stay on course toward the overarching vision and provides valuable insights into the effectiveness of implantation strategies. Leaders must also celebrate achievements and execution successes. Recognizing and rewarding the team for their efforts in actualizing the company vision encourages further contributions. Refine the Vision and Execution as Needed The vision and implementation framework cannot be rigid because the landscape constantly changes. Inflexibility restricts an organization’s potential to adapt. Instead, it should be agile enough to respond to evolving market conditions and customer needs adequately. A survey of C-suite executives from 450 profitable companies identified a dynamic culture of embracing change as the foundation of success for sustained growth. These involve a strong focus on continuous improvement and iterating on strategies without losing sight of the overarching vision. How to Align Strategic Objectives With Vision Execution Three primary considerations stand out for ensuring vision and execution work hand in hand to drive growth. 1. Resource Management New ventures often have limited resources, highlighting the need for efficient mapping and allocation. The key is identifying and categorizing the most critical financial, human and technological functions required to achieve strategic goals. An effective workaround is outsourcing certain responsibilities to AI based on strategic importance to free up resources for more critical concerns. 2. Task Prioritization Prioritizing tasks is essential to focus efforts on activities that directly contribute to realizing the organization’s vision. The goal is to ensure every action contributes toward the desired outcomes. For example, creating a marketready product that meets customer needs takes precedence over developing an email marketing strategy. 3. Adaptability Startups operate in a dynamic environment where adaptability is crucial in responding to evolving market shifts. Business leaders must foster a culture of agility where teams are encouraged to experiment, learn from failures and pivot quickly in response to changes. Establishing feedback mechanisms from customers and employees to gather insights for continuous improvement and adaptation is equally important. Entrepreneurs Must Master the Art of Balancing Vision and Execution Vision and execution are interdependent — one is meaningless without the other. Today’s business leaders must harmonize visionary goals with actionable steps to steer their organizations toward enduring success. Communicating organizational values effectively, delegating responsibilities and measuring progress allows startups to achieve long-term strategic objectives and stay ahead in the ever-evolving business landscape.
CEO MONTHLY / CANADIAN CEO OF THE YEAR AWARDS 2024 10 A CEOs Guide to Navigating Uncertain Times f there’s one thing that’s guaranteed to happen in business, it’s change. How you respond to change and navigate through it is the difference between a business that thrives and a business that barely survives. Your team and your clients and customers want to know that you are consistent, and that you are doing the right thing, for the company and for them. This is especially true when you grow, when change can often seem overwhelming. Change isn’t always a huge catastrophic crisis, but if you’re not paying attention it can become negative and snowball into a bigger issue. Here are three effective strategies to use when those uncertain times are keeping you up at night. 1. Cultivate trust: Early in my career, my favorite boss and mentor gave me sage advice. He said, “People in real estate want to shake your hand and look you in the eye. This is how we build trust.” I don’t know what’s happened to the handshake in today’s world but the concept is the same and it applies to any business. Since so many of us are working remotely or in a hybrid environment, establishing and earning trust has to come first, no matter where your team is based. People want to work with those they like and trust. 2. Communication counts: Communication really is everything. When change is in the air, transparency, genuineness and authenticity should be at the top of their list. Here’s why: when our communication is light or even non-existent, people filI in the gaps. By Shannon Alter I Follow along with what I call the “Exploding Engine Theory”. If I take my car in for service at 9:00 am and my service rep Jack says “Shannon, I’ll be back by 9:30 to tell you our status- what’s good, and what isn’t.” and he does exactly that, what happens? My shoulders relax and I believe him. If he doesn’t come back as planned and I have to find him, my mind fills in those gaps. I figure something must have gone very wrong if Jack doesn’t return: perhaps the engine exploded. Of course, that’s highly unlikely but it’s the consequence of poor communication. 3. Spend time with your people: This sounds simple, but it often isn’t. As CEOs we have many demands on our time. Our employees want to know, and see that we’re paying attention. This can be especially challenging when change is going on all around us and we have in-person, hybrid and remote teams. Remember why your leaders joined your organization in the first place. It can be lonely for team members out there. Seeing and hearing you and your leadership team can make all the difference. Try these strategies to improve communication and clarity: 1. Onboarding is key and can be difficult in a hybrid or remote work environment. What you want is to get new hires’ buy-in quickly and in advance. Don’t wait until the day they start to bring them into the fold. Send them a little company swag or have “thank you” notes sent by their leaders-to-be. 2. This sounds simple, but often we forget to provide people with the who/where/what and they may be too shy or hesitant to ask. This works for both new and existing employees. Let them know how communication works in your environment, how decisions are made and what you’ll need to do to be able to do it quickly for them. 3. Providing a mentor or “buddy” can be key. Again, this works for new and even existing team members, especially with a distributed workforce. You have to figure out how to replace or add onto that “water cooler” effect when there is no water cooler. It’s great to offer a peer buddy across departments, for example. You can also mentor both ways. Have younger professionals mentor seasoned professionals in certain areas too. 4. Especially when working with newer leaders, it’s critical to help them understand that a big part of their job is to pave the way and remove obstacles for their team. To do that, their ability to communicate with clarity is key. The transition from manager to leader can be a tough one and it often shows up right away when their teams aren’t right in front of them; they are in another city, or their only contact is on a screen. Often, the key is simply to ask “how can I help you today?” KEEP CALM AND COMMUNICATE Your team really is paying attention to you and they will notice your actions. They are looking to you for guidance and reassurance. Being able to communicate effectively under the pressures of the day will help the team feel like they’re coming together as one entity and focusing on what needs to be done at any given moment. The last thing you want is for rumours to start circulating as this creates a fractured team who will feel like they’re working against each other. The best thing to do in any situation of uncertainty is to address everyone within the organization at the same time, as soon as possible, that way everyone is hearing the same information at the same time from the same person. It eliminates doubt and reduces the anxiety that people naturally feel during uncertain times. Emotional intelligence is a huge priority when navigating uncertainty, so it’s important to remember that you’re a human being communicating with other human beings. In a crisis situation it’s natural for people to go into freeze, fight or flight mode, so the sooner you can allay their fears and insecurities, the better. LISTEN TO UNDERSTAND When you’re in a leadership position it’s easy to fall into a hierarchy model where you sit at the top, call all the shots and make all the decisions, but this isn’t always the best approach to take as you’re making assumptions on what you think people need, rather than listening to what they actually need. People want to feel seen and heard, they don’t want to feel dictated to. Not only does this impact their morale but it will also affect their performance and willingness to work towards the vision and mission of the business. One way to help employees feel more engaged is to create a weekly ‘open door’ policy, where people can spend time
CEO MONTHLY / CANADIAN CEO OF THE YEAR AWARDS 2024 11 with you to discuss their ideas or challenges and get input from you. This will help you to feel more connected to those driving your business forward, but also improves their sense of belonging. When people feel like they’re being taken seriously and that their voice matters, they’re more motivated and committed to doing good work over a longer period of time. AN OPPORTUNITY FOR GROWTH The most successful leaders know that they can’t predict the future, but they certainly have plans in place for when the inevitable does happen. Resilience is key in navigating choppy waters, so investing in building resilience at a team and individual level will pay off in the long run. This means professional development for your team is a must. You may have heard the saying “Pay me now or pay me later”. This is especially true when you consider the cost of professional development. If you don’t offer it, encourage it and put it on your agenda, you’ll soon discover your employees will leave you for another organization that does. Don’t wait! Hiring specialist consultants and trainers throughout the year helps to equip employees with the skills needed to not only navigate but successfully pivot during uncertain times and forge ahead regardless of the situation. Resilient teams tend to perform better under pressure and can adapt and evolve when needed, with limited disruption to the overall performance of the organization. While navigating uncertainty can be challenging, the best leaders recognize that this can be their “secret”. It provides opportunities for innovation and growth and gives them a competitive edge. The comeback is always greater than the setback and there’s always a lesson to be learned, sometimes that lesson is to be better prepared for uncertainty.
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