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At the interface between numbers and people

Throughout her career, Teri Shearer has immersed herself in business and accounting – numbers, yes, but also how those financial statements affect people and social structures.

[Teri Shearer]
Earlier this month, Teri Shearer became deputy provost of Queen's University. (University Communications)

“I’ve always been really interested in the interface between the numbers and people’s behaviour,” says Dr. Shearer, who took over from Laeeque Daneshmend as the university’s deputy provost this month. “My research has largely focused on management accounting – budgeting, incentive systems and cost-tracking – and the sociological and behavioural impacts of business practices.”

Dr. Shearer has stepped into the deputy provost role after 20 years at the Smith School of Business – a number that’s significant to her as she transitions to a senior administrative position.

“I’ve really enjoyed my time at Smith, but it seemed time to move to a more central position. Taking this position is a great opportunity to move beyond the walls of my faculty and get a view of the university as a whole,” says Dr. Shearer. “I want to experience the workings of the central university and expose myself to how other units approach operations.”

The deputy provost position is broad – in large part focused on the university’s finances and cost-containment, an area to which Dr. Shearer is well-suited, given her role in business education and the administration at Smith, where she was most recently associate dean. The position also oversees all academic appointments, as well as operations at the Agnes Etherington Art Centre. She will also play a key role in implementing the Employment Equity Strategic Framework.

“I am looking forward to this work on employment equity. It’s a very important area and one I am committed to pushing forward. The university – all universities – needs to be a model for students, and attracting more members of equity-seeking groups is a huge priority.”

Born in Iowa, Dr. Shearer started her career as a bookkeeper, and later as a certified accountant. She enjoyed the work, but craved more in-depth study of business practices, and so pursued a PhD at the University of Iowa. Soon after, she moved north to Canada, teaching at the University of Saskatchewan for three years before coming to Queen’s in 1996. Queen’s mid-sized status, along with its dual focus on research and the learning experience, have always appealed to her.

“This is a great place to be, as a student, faculty member, or administrator,” she says. “I am excited to see what I will learn in my new role.”

Learning is definitely part of the job, and she relishes the opportunity this career move provides. She also knows that, like everyone, she needs balance, something she says she finds in her garden, and with the animals she’s kept over the years on her hobby farm northwest of Kingston – everything from chickens and turkeys, to goats, sheep and llamas.

“The gardening and farming is something tangible I do to offset all the non-tangible work I do in the office,” she says.

Smith School partners with Scotiabank on customer analytics

A new research centre harnessing the power of data analytics has been established at Smith School of Business at Queen's University.

Scotiabank has provided $2.2 million to create the Scotiabank Centre for Customer Analytics at the Smith School of Business.

The Scotiabank Centre for Customer Analytics, created with $2.2 million provided by Scotiabank, will bring together professors and students to collaborate with Scotiabank teams on applied research in customer analytics to provide data-driven solutions.

“More and more organizations are realizing the power of using big data and analytics as a competitive advantage,” said David Saunders, Dean, Smith School of Business. “We are excited by the many opportunities the Scotiabank Centre for Customer Analytics will provide both students and faculty, as well as the data-driven solutions we will produce.”

The collaboration between Scotiabank and Smith School of Business will extend beyond applied research to include community building efforts that bring together analytics practitioners and innovators across industries. Scotiabank will also provide internship opportunities for Queen’s PhD, MSc, Master of Management Analytics and MBA students.

“Our customers expect simple, seamless and personalized services; and data and analytics are key to making this possible,” said Michael Zerbs, Executive Vice President and Co-Head, Information Technology, Enterprise Technology at Scotiabank. “We recognize that analytics will fundamentally reshape the customer experience and Scotiabank will be a leader in this transformation. By using analytics, we can identify the right products and advice for our customers, at the right stage of life, helping them become better off. At Scotiabank, we know that partnerships, such as this one with Queen’s, are essential for driving success and evolving with our customers’ expectations.”   

The centre will be co-led by two Smith School of Business faculty: Yuri Levin, Chaired Professor of Operations Management and Director of the Master of Management Analytics program, and Mikhail Nediak, Associate Professor and Toller Family Fellow of Operations Management, with participation from Smith School faculty members in Management Science, Operations Management, Marketing, and Business Economics, as well as from the Queen’s School of Computing.

The Scotiabank Centre for Customer Analytics at the Smith School of Business is slated to open in February 2016.

Summit inspires responsible leaders

As Shirley Wang, Com’17, prepares to attend the Social Impact Summit for the third straight year, she remembers fondly last year’s keynote address by Johann Olav Koss. The former Olympic speed skater from Norway shared his experience as the founder of Right to Play, an international organization dedicated to helping children overcome the effects of poverty, conflict and disease through playing sports and games.

[social impact summit reception]
The Social Impact Summit offers delegates a variety of learning and networking activities.

“I have followed his career and the organization for many years, so listening to him was a dream come true,” Ms. Wang says. “I was able to connect with him on LinkedIn afterwards and have since reached out for advice. The level of exposure to the speakers has had a profound impact in shaping my goals and aspirations as a business student.”

For the past 11 years, the Social Impact Summit has helped delegates make those important life-long connections. Ms. Wang says it’s one of the major reasons she is once again attending the summit as a delegate and volunteer.

“The summit has exposed me to the breadth of careers that are booming in the social impact space. Since I have been keeping in touch with some people I have met at the summit, I intend to reach out to them as I am looking to start my career after fourth year,” she says.

Johann Olav Koss (right), founder of Right to Play, spoke at last year's Social Impact Summit. He is joined here by David Saunders, Dean, Smith School of Business, and Tina Dacin, Director, Centre for Social Impact.

The two-day summit, hosted by the Centre for Social Impact at Smith School of Business, features a mix of keynote speakers, panel discussions and workshops aimed at inspiring delegates to become impactful and responsible leaders in both their careers and their local communities.

“We are dedicated to amplifying business as a force for good,” says Tina Dacin, Director, Centre for Social Impact, Smith School of Business. “Every year, the Social Impact Summit attracts exciting and dynamic speakers whose insightful thoughts, lessons and stories get students excited about becoming effective and responsible leaders.”

Harry Kraemer, an author of two bestselling leadership books and executive partner of a private equity firm, will deliver the keynote address on the topic of becoming a values-based leader. Other noteworthy speakers include Canadian social entrepreneur, Al Etmanski, Assaf Weisz from Purpose Capital, Vicki Saunders, founder of SheEO, Jerry Koh from MaRS Discovery District and Jessica Bolduc from 4Rs Youth Movement.

More than 165 delegates are expected to attend the summit that takes place Oct. 16-17. The delegates include Queen’s commerce, MBA and Master of International Business students, many of whom are enrolled in the Certificate in Responsible Leadership Program.

Visit the Centre for Social Impact for the complete agenda.

The Centre for Social Impact at Smith School of Business was established in 2004 with a mission to educate students and foster outreach, research and advocacy on issues impacting our local and global communities. Every year, the centre presents and supports a wide range of programming for students, staff, faculty and members of the Queen’s community to learn more about the processes and practices that drive social impact – including the business practice of responsible leadership and, more recently, social innovation, which refers to an innovative product, process or program that profoundly and positively changes a social system and is widely recognized a key driver of solutions to such complex issues. For more information please contact the centre at csi@queensu.ca.

Introducing the Smith School of Business

  • [Stephen Smith School of Business]
    Stephen Smith speaks at Goodes Hall after unveiling his $50-million gift. In recognition of Mr. Smith’s vision and generosity, Daniel Woolf, Principal and Vice-Chancellor, announced a new name for the school: the Stephen J.R. Smith School of Business.
  • [Stephen Smith School of Business]
    Daniel Woolf, Principal and Vice-Chancellor, introduces Stephen Smith after it was revealed that he had donated $50-million to Queen's University. In recognition of the gift, Principal Woolf announced a new name for the school: the Stephen J.R. Smith School of Business.
  • [Stephen Smith School of Business]
    From left: Board chair Barbara Palk; Initiative Campaign chair Gord Nixon; Dean David Saunders; Stephen Smith; Principal Daniel Woolf; and Chancellor Jim Leech, attend the announcement that Mr. Smith donated $50 million to Queen's.
  • [Stephen Smith School of Business]
    Chancellor Jim Leech, Stephen Smith and Principal Daniel Woolf react to the unveiling of new banners after it was announced that Queen's School of Business has been renamed the Stephen J.R. Smith School of Business in recognition of Mr. Smith's vision and generosity.
  • [Stephen Smith School of Business]
    Students wearing T-shirts marking the renaming of the Queen's School of Business as the Stephen J.R. Smith School of Business in recognition of his vision and generosity in donating $50 million to Queen's University, attend Thursday's announcement.

Business education has a new name at Queen’s University, following a historic $50-million gift from alumnus Stephen Smith (Sc’72).

The donation is the largest-ever gift to any business school in Canada, and one of the largest in Queen’s history. It comes as part of the university’s Initiative Campaign.

In recognition of Mr. Smith’s vision and generosity, Daniel Woolf, Principal and Vice-Chancellor, announced a new name for the school: the Stephen J.R. Smith School of Business.

“Queen’s is thrilled to receive this remarkable gift from such a distinguished alumnus and outstanding Canadian. On behalf of Queen’s, I would like to express our deepest gratitude to Stephen Smith for his vision and generosity,” says Principal Woolf. “This gift will help strengthen the university’s global reputation for excellence in business education and provide a legacy that will benefit students and faculty for generations to come.”

Stephen Smith (Sc’72)
Photo credit: Margaret Mulligan for First National Financial Corp.

Mr. Smith is a leading Canadian financial services entrepreneur and philanthropist, who believes deeply in the importance of education and its power to drive the prosperity of our country. He made his donation to advance the leadership position of Queen’s and its school of business within Canada and internationally.

“I have been very fortunate in both my professional and personal life and I am proud to have this opportunity to give back to Queen’s. The university provided me with a transformative education that served as a foundation for all of my endeavours,” Mr. Smith says. “The school of business has the energy and strategy to advance its international influence and recognition, which will be good for students, the university and for Canada.”

The donation will be endowed to provide ongoing resources to attract top talent to the business school and further raise the excellence of business education at Queen’s, ultimately benefiting the economic competiveness of Ontario and Canada.

The gift will fund new chairs and professorships to help recruit and retain leading faculty members, and will significantly increase the number of scholarships to attract top students.

“This extraordinary gift will enable the school to continue to transform business education and further its leadership position both nationally and internationally,” says David Saunders, Dean of the Stephen J. R. Smith School of Business. “It will allow the school to bring together the best minds from around the world to deliver innovative learning experiences and pursue leading business research.”

Mr. Smith earned a Bachelor of Science (Honours) in electrical engineering from Queen’s University in 1972 and is the co-founder, chairman and chief executive officer of First National Financial Corporation, Canada’s largest non-bank lender of residential and commercial mortgages. He is also chairman and co-owner of Canada Guaranty Mortgage Insurance, the country’s third-largest mortgage insurance provider.

Learn more about Stephen Smith and his gift to Queen’s

 

https://youtu.be/d5lRqe0CABg

New Policy Studies director to draw on diverse experience

Scott Carson believes his new role as executive director of Queen’s School of Policy Studies perfectly fits his diverse academic and professional experiences.

[Scott Carson]
Scott Carson

“I have always been fascinated by how different institutions and social groups in society interact,” says Dr. Carson, who took over from Kim Richard Nossal in July. “I have been fortunate to work in multiple sectors in my career, in business, education, government and the not-for-profit sectors, and I plan to draw on all of those experiences in my new role.”

Dr. Carson traces his deep intellectual curiosity back to his undergraduate days as a commerce student at Mount Allison University in the 1960s. Influenced by the social dynamism of the Vietnam War era, he pursued a minor in sociology to go along with his major in economics.

Throughout his career, Dr. Carson has grappled with the social values underlying change and restructuring. One example he cites is his experience as chief executive officer of the Ontario government’s Privatization Secretariat from 1988-89. A major initiative during that period included a study to determine future options for Highway 407, which the government owned at the time. Dr. Carson recalls his surprise in observing how the various stakeholders struggled to understand each other’s language, motivations and decision-making processes. Often what appeared to be deep-seated and unresolvable divisions were bridged by developing shared understandings among the different stakeholders.

Background
A few of Dr. Carson’s career highlights:
Academic
Director, The Monieson Centre for Business Research in Healthcare, 2011-2015; Director, Queen’s MBA, 2007-2011; Dean, School of Business and Economics, Wilfrid Laurier University, 1996-2006 (On leave from 1998-99); Dean, Sobey School of Business at Saint Mary’s University, 1993-1996
Government
Chief Executive Officer, Government of Ontario’s Privatization Secretariat, 1998-99
Business
Vice-President and Division Head, Corporate Finance Division, Canadian Imperial Bank of Commerce
Education
PhD Philosophy of Education, University College London (UK), 1980

Dr. Carson has already started thinking about possible new directions for the school’s programming and research. He is meeting his new colleagues to get their ideas for the future of the school.

“It’s still early days, but three themes around the future of Queen’s School of Policy Studies strike me as important: focusing on what we do well, differentiating ourselves from other schools, and potentially growing our programs and enrollment,” he says. “I am excited to build upon the school’s intellectually engaging array of programs, research activity, conferences and speakers.”

One development is already in the works, with The Monieson Centre for Business Research in Healthcare moving from Queen’s School of Business into Queen’s School of Policy Studies. Dr. Carson has served as director of the research centre since 2011. Dr. Carson notes that for the past three years, the health-care policy work of the Monieson Centre was conducted in collaboration with School of Policy Studies and the Faculty of Health Sciences.

“Relocating to the School of Policy Studies will have two benefits: it will broaden the scope of the centre’s work, and the centre will add a new dimension to the existing health-care courses offered by the School of Policy Studies,” he says.

Learn more by visiting the Queen’s School of Policy Studies website

Students to tackle social issues in new lab

The Centre for Social Impact is unveiling a new Collective Impact Launchpad, which will bring together students, faculty, staff and the Kingston community with the goal of identifying and exploring new social innovation initiatives.

[Social Innovation]
Ara Dungca (Com’16), Kirsten MacMillan (Sci’17), Adam Beaudoin (Kin’15), John Sibbald (Com’18) and George Henry (EMBA’16) participate in the Social Innovation Bootcamp Pitch Competition hosted by the Centre for Social Impact in March 2015. Students will have  more opportunities to explore social innovation initiatives this fall through the centre's Community Solutions Lab. (University Communications file photo)

The Collective Impact Launchpad will soon embark on its first initiative, the Community Solutions Lab (CSL), giving Queen’s students another venue to make a difference in the local community.

The CSL will deploy multi-disciplinary teams of students to examine complex problems faced by community organizations. The teams will use a social innovation lab approach with people from diverse backgrounds collaborating to develop solutions and quickly determine their applicability in the real world.

“This initiative fits well with the guiding principle of ‘doing better together,’” says Tina Dacin, Director, Centre for Social Impact. “The goal of the lab is to create opportunities for student teams to design and test action-based solutions that community stakeholders can implement.”

Community organizations in the Kingston area can submit issues or problem statements by email to the Centre for Social Impact. For each selected issue, the centre will assemble an impact team from across faculties, schools and departments. The multi-disciplinary team will hold a series of workshops with the community stakeholder to develop a set of prototype solutions for issues raised by the community organization.

“The Community Solutions Lab will allow students to apply what they learn in the classroom while community organizations walk away with a set of action-based solutions and recommendations. It’s really a win-win proposition for everyone involved,” Dr. Dacin says.

The Centre for Social Impact will offer CSL as an extracurricular activity during the pilot phase. The centre is examining opportunities for incorporating the CSL into the curriculum. Each project is expected to take students at least a term to complete, if not longer depending on the issue and process.

The centre has already started engaging community organizations to encourage their involvement in the social innovation lab. The first cohort of CSL is expected to commence this fall.

If you would like more information or want to get involved, contact Catherine McGill, Program Coordinator (Research and Curriculum), by email.

The Queen’s School of Business Centre for Social Impact was established in 2004 with a mission to educate students and foster outreach, research and advocacy on issues impacting our local and global communities. Every year. the centre presents and supports a wide range of programming for students, staff, faculty and members of the Queen’s community to learn more about the processes and practices that drive social impact – including the business practice of responsible leadership and, more recently, social innovation, which refers to an innovative product, process or program that profoundly and positively changes a social system and is widely recognized a key driver of solutions to such complex issues. For more information please contact the centre at csi@queensu.ca.

Next head of COU a Queen's grad, fellow

The Council of Ontario Universities (COU) has appointed David Lindsay as its next president and CEO.

David Lindsay will become the president and CEO of the Council of Ontario Universities on Jan. 1, 2016

In a release, the COU said that Mr. Lindsay, currently president and CEO of the Forest Products Association of Canada (FPAC), will take up the position as of Jan. 1, 2016.

A graduate of Queen’s University (Com’81), Mr. Lindsay is also a fellow at the School of Policy Studies.

To his new role Mr. Lindsay brings a wealth of public policy experience and a proven track record in the leadership of public sector organizations, the release says.

Before joining the FPAC, Mr. Lindsay held deputy minister positions in the Government of Ontario in Energy and Infrastructure, Northern Development, Mines and Forestry, Natural Resources, and Tourism and Culture. Earlier in his career he served as president and CEO of Colleges Ontario and was the founding president of the Ontario SuperBuild Corporation responsible for infrastructure planning for the Ontario government from 1999 to 2003. He also was president and CEO of the Ontario Jobs and Investment Board from 1997 to 1999, and from 1995 to 1997 he served as principal secretary and chief of staff to the premier of Ontario.

“As an alumnus and a fellow of the School of Policy Studies, Queen’s University congratulates David Lindsay on his appointment as the next president and CEO of the Council of Ontario Universities,” says Jill Scott, Vice-Provost (Teaching and Learning). “We are certain that he will provide excellent leadership and guidance at a time when the province’s universities face both exciting opportunities and significant challenges.”

Mr. Lindsay will replace Bonnie Patterson, president and CEO of the COU for the past six years.

Working to beat breast cancer

Four Queen’s researchers receive funding from the Canadian Breast Cancer Foundation.

The Canadian Breast Cancer Foundation (CBCF) is providing over $1 million in funding to four Queen’s University researchers who are investigating different aspects of breast cancer including testing, metastasis and the immune system.

Tomas Babak (Biology) has received $446,575 over three years. Dr. Babak is working on uncovering the causes of breast cancer that act by disrupting gene regulation and using this information to develop a diagnostic test. This will help guide a therapeutic course of action.

Tomas Baldassarre and Binbing Ling have earned fellowships through the Canadian Breast Cancer Foundation.

Peter Greer (Pathology and Molecular Medicine) has received $450,000 over three years. Dr. Greer’s research explores interactions between cancer cells and the immune system. He is working to coax the immune system back into action and stimulate cancer immunity against invading cancer cells using oncolytic viruses.

Two trainees in Andrew Craig’s lab (Cancer Biology & Genetics) also received fellowship awards after their research projects were selected as two of the top research projects in Ontario. Tomas Baldassarre received a doctoral fellowship worth $35,000 and Binbing (Erica) Ling earned a post-doctoral fellowship valued at $45,000.

“It’s not easy to earn these fellowships as we are competing against students from across Ontario,” says Mr. Baldassarre. “This funding takes the financial burden off of us and allows us to concentrate on our research.”

Mr. Baldassarre is focusing on the driving forces behind breast cancer metastasis and to develop better therapies against this deadly stage of the disease. His research has identified a protein called endophilin that promotes breast cancer metastasis, and he will attempt to target this pathway to provide better treatment options.

Dr. Ling is working to develop antibodies that block the key components that drive breast cancer progression and metastasis leading to the development of more effective and selective therapies to treat the most aggressive forms of breast cancer.

“I’ve been researching breast cancer since 2007 after I had a friend go through it,” says Dr. Ling. “This award recognizes my work and allows me to focus on moving my research forward.”

Supervisor Andrew Craig is understandably proud of his trainees and the opportunities the funding provides.

“Portions of the students’ stipend can now be redirected towards research now that Erica and Tomas have earned these fellowships. We can leverage the new funds into more vibrant research projects,” says Dr. Craig. “Winning these awards is an incredible honour. It shows our overarching research program is moving in the right direction to stop breast cancer in its tracks.”

For information about the CBCF visit the website.

Strengthening the research culture

[Research Mentors Yolande Chan]
Yolande Chan, Associate Vice-Principal (Research), the Queen’s Social Sciences and Humanities Research Council (SSHRC) leader, says she has seen increased engagement for faculty through the Research Mentors program. (University Communications)

The Vice-Principal (Research) portfolio is aiming to increase research engagement, collaboration and funding for faculty conducting their research in the social sciences, humanities and the creative arts through a research mentorship pilot initiative.

While the newly created Research Mentors program definitely has a mentoring aspect, it actually provides much more. The 16 Research Mentors act as leaders in peer review processes for grant applications to improve funding success. They also help to identify potential nominees for awards and research celebrations, like the recent PechaKucha Research Showcase.

The Research Mentors are mid-career to senior faculty in the social sciences, humanities and the creative arts with a high level of experience and knowledge of the grant application processes. The role is voluntary, and each Research Mentor has the freedom to approach the position differently – but they are all encouraged to start peer review processes in their cognate groups, and to develop awards committees.

“The early results have been positive,” says Yolande Chan, Associate Vice-Principal (Research), the Queen’s Social Sciences and Humanities Research Council (SSHRC) leader, and an E. Marie Shantz Professor of Management Information Systems in the Queen’s School of Business. “Some mentors are very much on fire and they themselves have been renewed as a result of being part of this program and are now acting in catalytic ways, assisting others.”

The effects of the Research Mentors can also be seen in the turnout for events such as a recent information session on SSHRC Insight Grant applications where many more people registered than in the recent past. “We are already seeing greater SSHRC engagement,” she says. “The program is designed to strengthen the research culture by creating excitement and a buzz. The Research Mentors are actively promoting, giving visibility to, and celebrating their colleagues’ success.”

Further information can be found at the Research Mentors webpage. Questions about the program may be directed to Dr. Yolande Chan, Associate Vice-Principal (Research).

A plan tailored for success

Talon Lloyd
Talon Lloyd (Comm’15) recently won the Paul and Tom Kinnear Business Plan Competition, hosted by the Queen’s School of Business, for his business Lloyd and Company Bespoke Tailoring. (Supplied photo)

As Talon Lloyd (Comm’15) explains it, his company – Lloyd and Company Bespoke Tailoring – is a meeting of an old world business with 21st century technology.

In a time when so many young entrepreneurs are focused on apps, Mr. Lloyd has taken a different tack, introducing bespoke tailoring – where garments are custom-made – to the needs of today’s consumer – a quality product without a lengthy wait.

Like apps, however, the key to the startup is the use of the Internet along with understanding the needs and wants of the market, in particular young professionals in the financial district of Toronto.

The premise is simple. He has taken a specialized industry and put it in the hands of the consumer. Forget the traditional visit to the tailor in his shop.

“What I am doing is utilizing technology so that it optimizes this business for today’s consumer,” he says. “The way we run online appointments, the way that we use our mobile POS (point of sale) system that allows me to go into offices and collect payments locally, the way that we can take measurements through our online system where we actually teach somebody how to measure themselves and then they can submit their own measurements.”

With a supplier in Hong Kong, where expert tailoring is still available and affordable, Mr. Lloyd is able to provide a high-quality product quicker and cheaper compared to the traditional model.

This meshing of old and new recently earned him the $5,000 top prize at the annual Paul and Tom Kinnear Business Plan Competition, hosted by the Queen’s School of Business.

With Lloyd and Company Bespoke Tailoring successfully up and running for two years now, Mr. Lloyd’s business plan for the competition was based on improving the delivery system and more suited to the customer. The money will now be put to adding QR codes to the product so the customer can track exactly where their orders are, from the measurements up to delivery.

“The approach that I took in my presentation was how do we optimize the customer relationship, specifically looking at after somebody places their order, how can I not only track that order from manufacturing to delivery, but how can a customer maintain an understanding of where their order is,” he says. “Right now we send everything off to our supplier and then it arrives in a box a few weeks later. Then, when I have it in my hand, I can reach out to the customer and say I have your product. In the meantime I don’t know whether the product is in the air or if it is in the cutting stage, the sewing stage.”

Today’s customers, he explains, aren’t willing to merely sit back and wait for their orders to show up. They want to know exactly where it is and what is going on. The other benefit to the QR code system is that he will also be able to keep track of the orders and deal with any delay-causing issues as they arise, such as a fabric being out of stock.

The other key is the minimal overhead required for his concept. Owning or renting a store in downtown Toronto means a massive initial investment, while a “pop-up” shop that sets up temporarily at a hotel lacks the image his clientele are looking for.

So Mr. Lloyd is using a shared-office model, where another company that owns the entire floor of a building at Bay and Wellington streets in Toronto’s financial district, segments out offices to smaller businesses, such as Lloyd and Company.

There’s also a shared reception, providing the professionalism he wants and his customers demand.

As for the future Mr. Lloyd has big plans, including expanding to other financial centres around the world and taking on more of a management role.

“Ultimately, I’m a business student. I would like to see this operated and use what I’ve learned at school to advance the business end as opposed to being the salesperson,” he says. “You can only be in one place at a time as a salesperson. But the way that we’ve started this business it can be leveraged and scaled. I can’t be in every financial centre selling at the same time so ideally I would like to remain as involved as I can on the sales side but I’ d like to be in a position where this business can run on its own without me involved day-to-day.”

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