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WWW.BUSINESSVIEWMAGAZINE.COM Email for all inquiries: info@businessviewmagazine.com 2422 Palm Ridge Road, Suite 820 Sanibel FL, 33957 239.220.5554 CONTACT US TITLE SPONSORS GREAT NEWS! Business View Publishing was named to the 2020 Inc. 5000 list of America’s Fastest-Growing Private Companies! Read the press release Editor in Chief Karen Surca Research Directors Varakunan Somas Contributing Writers Dan Macharia Vice President of Production Jared Ali Director of Marketing Nora Saliken Director of Administration Michelle Siewah Digital Strategist Jon Bartlow Art Director Renée Yearwood Managing Director Alexander Wynne-Jones COO Matthew Mitchell Executive Publisher / CEO Marcus VandenBrink 1 BUSINESS VIEW CARIBBEAN VOLUME 12, ISSUE 12
EDITOR’S NOTES February continues to draw tourists from across different regions of the world to the stunning beaches and ideal setting of the Caribbean islands. While visitors flock to the many tourist attractions the area has to offer, the local economy is also fired up and showing no signs of slowing down. Karen Surca Editor in Chief Dear Readers, 2 BUSINESS VIEW CARIBBEAN VOLUME 12, ISSUE 12
VOLUME 12, ISSUE 12 15 CHIEF BRAND PRODUCTS A Taste of the Caribbean COVER TBD 2 EDITOR’S NOTES 7 OPENING LINES BEST PRACTICES IN FOOD AND BEVERAGE CORPORATE ELECTRIC 15 3 BUSINESS VIEW CARIBBEAN VOLUME 12, ISSUE 12
27 CORPORATE ELECTRIC Grand Cayman’s Power Partner BEST PRACTICES IN PROFESSIONAL SERVICES The articles in this publication are for information purposes only. Business View Publishing assumes no liability or responsibility for any inaccurate, delayed, or incomplete information, nor for any actions taken in reliance thereon. The information contained about each individual or organization has been provided by such individual or organization without verification by us. The opinion expressed in each article is that of its author and does not necessarily reflect the opinion of Business View Publishing. CAPITAL SIGNAL COMPANY 27 4 BUSINESS VIEW CARIBBEAN VOLUME 12, ISSUE 12
Business View Caribbean provides media coverage for organizations operating within select industries. Our publication satisfies the need for industry-specific information and intel on key businesses across the Caribbean! Get BVC delivered straight to your inbox. Get updates on the latest business news. 100% FREE to subscribe! We respect your privacy, now & always. Click below to sign up for a FREE SUBSCRIPTION to Business View Caribbean and get each new issue sent directly to your inbox! SUBSCRIBE STAY INFORMED WITH CORE BUSINESSES FROM THE CARIBBEAN
USVI LAUNCHES ONLINE ED CARD SYSTEM Source: https://thecaribbeannewsnow.com/, News Editor, First Published Jan 24th, 2025 His Majesty’s Customs has collaborated with the Department of Immigration to implement a comprehensive online card processing system, upgrading border entrance protocols in the Virgin Islands. Opening Lines 7 BUSINESS VIEW CARIBBEAN VOLUME 12, ISSUE 12
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Source: https://thecaribbeannewsnow.com/, News Editor, First Published Jan 24th, 2025 Dominica’s Prime Minister, Roosevelt Skerrit, delivered a compelling address advocating for the government’s recent electoral reform proposals scheduled for second and third readings in Parliament. Skerrit addressed a public forum hosted by t SKERRIT ADDRESSES DOMINICA’S ELECTORAL REFORM 9 BUSINESS VIEW CARIBBEAN VOLUME 12, ISSUE 12 OPENING LINES
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Source: https://thecaribbeannewsnow.com/, News Editor, First Published Jan 20th, 2025 Dominica was included in BBC’s list of 25 destinations to visit in 2025. The list was created to encourage eco-tourism and was a collaboration between BBC Travel journalists and some of the foremost experts in the field. DOMINICA INCLUDED IN BBC’S LIST OF BEST PLACES TO VISIT 11 BUSINESS VIEW CARIBBEAN VOLUME 12, ISSUE 12 OPENING LINES
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CHIEF BRAND PRODUCTS A TASTE OF THE CARIBBEAN best practices IN FOOD AND BEVERAGE 13 BUSINESS VIEW CARIBBEAN VOLUME 12, ISSUE 12
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A TASTE OF THE CA CHIEF BRAND PRODUCTS AT A GLANCE CHIEF BRAND PRODUCTS WHAT: T he leading producer of authentic spices and flavorings that personify Island cooking WHERE: T rinidad & Tobago, Caribbean WEBSITE: www.chief-brand.com WHERE CARIBBEAN TRADITION MEETS GLOB 15 BUSINESS VIEW CARIBBEAN VOLUME 12, ISSUE 12
ARIBBEAN From a basket of hand-mixed spices on the back of a bicycle to a globally recognized Caribbean food brand, Chief Brand Products has built a legacy on one simple promise: authentic flavor that feels like home. Founded in 1957 by the late Saeed Khan in Trinidad and Tobago, Chief Brand Products began as a true cottage industry. Khan would blend spices in his family kitchen, testing and tweaking each mix by taste, then pedal from house to house selling to BAL AMBITION Photo Credit: Neeshad Mohammed Photography 16 BUSINESS VIEW CARIBBEAN VOLUME 12, ISSUE 12
neighbours. Nearly seven decades later, that same hands-on ethos still guides a company that has become a household name across the Caribbean diaspora and beyond. “Chief Brand Products was founded in 1957 with a simple mission – to bring authentic Caribbean flavors to every kitchen,” says Marketing Manager, Nyla Mohamed. “What started as a small cottage industry has grown into a huge legacy built on quality, tradition, and innovation. We’ve become a household name, but we’ve never lost that familyowned spirit.” Today, under the leadership of Executive Chairman Roshan Khan, Saeed’s son, Chief Brand Products remains proudly family-owned and firmly rooted in its Trinidadian heritage, even as it modernizes, diversifies, and expands its global reach. A CARIBBEAN CLASSIC WITH WORLDWIDE REACH In its home market, Chief Brand Products is ubiquitous. The company supplies both islands of the twin-island Republic of Trinidad and Tobago, serving everything from small village shops to major supermarket chains. The brand is firmly established as the primary provider of spices and curry in the country, occupying shelf space in everything from small downtrend groceries to the largest retail outlets. Across CARICOM, Chief’s presence is just as strong. Its products can be found up and down the Caribbean, with Guyana emerging as its single largest CARICOM customer. Beyond the region, the company has successfully penetrated major export markets and today enjoys a strong presence in the United States, Canada, and the United Kingdom. That reach is supported by a remarkably broad product portfolio. Chief now offers more than 150 SKUs, spanning dry spices, curry powders, seasoning blends, sauces, green seasonings, and ready-to-use marinades and mixes. In addition, the company manufactures a growing snack line that has gained popularity in the wider Caribbean, expanding Chief’s brand presence into new consumption occasions and demographics. “We’re not only into spices and curry,” Mohamed notes. “We also manufacture snacks and have a snack line with a huge presence in the Caribbean market. We’ve positioned Chief as more than just ‘the curry factory’– we’re a full-spectrum Caribbean flavor house.” FROM HAND-MIXED TO HIGH-TECH – WITHOUT LOSING THE SOUL For Chief Brand Products, innovation begins in the factory but never comes at the expense of taste or 17 BUSINESS VIEW CARIBBEAN VOLUME 12, ISSUE 12 CHIEF BRAND PRODUCTS
authenticity. Meeting the growing global demand for its products has required significant investment in manufacturing technology. “Because of the volume and great demand for our products, we’ve invested in some of the most highcapacity grinders and blenders to ensure consistent spice mixes with the exact taste profile every time,” Mohamed explains. “We also have very effective roasting equipment, because our seeds and grains have to be roasted to perfection to get the optimum taste and quality.” This precision is especially critical for iconic staples such as curry and jira (cumin), where flavor profiles are deeply tied to national identity and family tradition. Getting those notes wrong is simply not an option. To support this, Chief has installed top-of-the-line automated packaging lines that improve hygiene, increase speed to market, and extend shelf life with airtight, tamper-evident packaging. A dedicated quality assurance and food safety team oversees batch tracking, in-house laboratory testing, and Photo Credit: Neeshad Mohammed Photography 18 BUSINESS VIEW CARIBBEAN VOLUME 12, ISSUE 12
digital quality logs. These measures allow the company to meet and exceed local and international food and beverage standards. Despite the high-tech infrastructure, the company’s most defining quality check remains decidedly traditional. Every new blend still goes through what is essentially a family taste test. “Even now, in 2025, when we do new mixes, that’s exactly what will happen,” Mohamed says. “The directors and the executive chairman get the samples, we actually cook with them, and they try it themselves. With a new pepper sauce, for example, we did a whole batch and had the entire factory taste it. If we can’t enjoy a product, we can’t sell it.” It is this balance of modern manufacturing and deeply personal quality control that sets Chief apart and connects each new product back to the company’s origins in a family kitchen. A PEOPLE-FIRST CULTURE WITH DEEP ROOTS As much as Chief Brand Products is in the business of flavor, it is equally in the business of people. Employee loyalty, generational continuity, and a genuine family atmosphere are hallmarks of the company’s culture. From Mohamed’s perspective, the appeal of working at Chief begins with the strength of the brand itself. Employees contribute to a leading Caribbean name that proved its resilience even during the most uncertain times. The COVID-19 pandemic, for example, became one of the company’s most profitable years, underscoring just how essential food manufacturing is, regardless of external shocks. For staff, that translated into job security when many other industries were struggling. Chief also offers meaningful opportunities for professional growth. Internal promotion is not the exception but the expectation. Employees move Photo Credit: Neeshad Mohammed Photography 19 BUSINESS VIEW CARIBBEAN VOLUME 12, ISSUE 12 CHIEF BRAND PRODUCTS
from entry-level roles into supervisory and senior positions across departments such as marketing, production, logistics, sales, accounting, and IT. One oft-cited example is a young woman who began her career in the showroom selling products and, after gaining qualifications, rose into a senior role in the accounting department. Generational continuity is another defining characteristic. Families have built their lives around the company, with parents working in production and their children later joining the business in more specialized roles. In some cases, second-generation employees are now contributing in technical or professional capacities, reflecting both the company’s growth and its commitment to retaining talent over the long term. At the center of this culture is a rare degree of accessibility. Executive Chairman Roshan Khan maintains an open-door policy that extends beyond the management ranks. It is not unusual for a production worker or security guard to request a few minutes with him to discuss a personal issue or concern, and to be met with empathy and practical support. “There are not many corporate companies where a production worker or a security guard can call and ask the Chairman, ‘Can I see you for five minutes?’” Mohamed points out.“Here, that happens. He knows their families, their histories. It genuinely operates like a family.” This environment fosters not only loyalty but also intrinsic motivation.Employees are well compensated, but they are also valued as individuals with families, responsibilities, and ambitions beyond the factory floor. Flexible arrangements, understanding of family commitments, and a culture that prioritizes mental well-being and stability have resulted in a workforce that views Chief as more than a job, but as a community. 20 BUSINESS VIEW CARIBBEAN VOLUME 12, ISSUE 12
INNOVATION ON THE SHELF: SNACKS, VEGAN ICE CREAM, AND INTERNATIONAL BLENDS Chief’s growth story is also being written in its product pipeline. In recent years, the company has deliberately broadened its portfolio to meet changing consumer preferences and to capture new segments both locally and abroad. One major area of innovation is the snack category. Chief has launched a number of snack products, including Hula Hoops, a cereal-style snack for children that emphasizes health-conscious attributes such as reduced sugar.The idea is to present families with options that are fun and familiar yet more nutritionally balanced than many traditional snack offerings on the market. The company’s sister operation, Sudis Ice Cream, adds another dimension to this strategy. Sudis produces 100 percent vegan, all-natural frozen treats that are free from artificial colors and flavors and crafted using local produce and concentrates. For a company best known for bold, savory spice blends, the move into vegan desserts may seem unexpected at first glance, but the connection becomes clear when viewed through the lens of holistic, familyoriented eating. To Mohamed, the alignment is obvious. Consumers who trust Chief to bring flavor to their main dishes are likely to appreciate a dessert option that reinforces the same commitment to quality and wellness. In a region where spice-forward meals are the norm, offering a clean-label frozen treat that cools the palate and fits into modern dietary choices is a natural extension of Chief’s culinary ecosystem. On the spice side, the company is equally ambitious. Building on Trinidad and Tobago’s famously multicultural food culture, Chief has been developing 21 BUSINESS VIEW CARIBBEAN VOLUME 12, ISSUE 12 CHIEF BRAND PRODUCTS
international blends that go beyond traditional Caribbean profiles. New ranges such as a Hakkainspired line and a Mediterranean line featuring spices like sumac are in various stages of launch and testing. “In Trinidad and Tobago, you can drive down any street and find Spanish food, Chinese food, Middle Eastern food, Indian food, and local Creole dishes,” Mohamed says. “Launching international blends keeps us in step with how people actually eat today.” This approach acknowledges that Chief’s consumers now span the globe. Whether shopping in Port of Spain, New York, Toronto, or London, they are increasingly looking for products that reflect both their Caribbean roots and their international tastes. Chief is investing heavily in research and development to ensure its product pipeline satisfies both impulses. SUSTAINABILITY, DIGITAL TRANSFORMATION, AND THE ROAD AHEAD The company’s forward-looking agenda extends into sustainability and digital transformation. Chief is actively exploring eco-friendly packaging solutions, aiming to reduce single-use plastics and incorporate biodegradable labels and shrink wraps wherever feasible. These initiatives are being pursued while maintaining the rigorous quality and safety standards for which the brand is known. On the marketing front, Chief is undergoing a significant evolution. Historically strong in traditional channels such as print and television, the company is now investing in digital marketing and e-commerce capabilities.A growing social media presence allows for more direct engagement with consumers, while digital campaigns and collaborations across the Caribbean help reinforce brand relevance with younger, more connected audiences. Photo Credit: Neeshad Mohammed Photography 22 BUSINESS VIEW CARIBBEAN VOLUME 12, ISSUE 12
Strategic partnerships and co-branding initiatives are becoming more common, both within Trinidad and Tobago and across the region. Recent promotions in markets such as Grenada underscore the company’s commitment to staying visible and accessible throughout CARICOM. Parallel to that, ongoing investment in food safety, quality, and research and development ensures Chief is prepared to meet the stringent demands of international markets. Looking out over the next 18 to 24 months, Chief Brand Products has set clear priorities.The company intends to deepen its penetration in existing export markets and to grow its presence in North America, the United Kingdom, and the wider Caribbean. It is working on region-specific product lines tailored to international tastes, while holding fast to its Caribbean authenticity. Product innovation will continue to focus on health-conscious, convenient meal solutions and fusion flavors that reflect the increasingly global palate of its consumers. Digital transformation remains high on the agenda, as Chief refines its online presence and modernizes its brand aesthetic to be “global-ready” without losing the heritage that makes it distinct. Internally, the company is also focused on operational excellence and talent development, with in-house training and development programs already underway as part of a multi-year plan to strengthen both the business and its people. Photo Credit: Neeshad Mohammed Photography 23 BUSINESS VIEW CARIBBEAN VOLUME 12, ISSUE 12 CHIEF BRAND PRODUCTS
PREFERRED VENDOR/PARTNER n Insurance Brokers West Indies www.ibwil.com Insurance Brokers West Indies Limited (IBWIL) founded in 1947 is the oldest Insurance Broker in Trinidad & Tobago. We design and implement comprehensive risk management solutions with professionalism, integrity and unrivalled technical competence. We are recognized by the UK’s Chartered Insurance Institute as the sole International Professional Partner Firm in Trinidad & Tobago. For Mohamed, the future of Chief Brand Products can be summed up in a single phrase: tradition meets innovation. The company aims to be seen not only as a beloved heritage brand, but also as a forwardlooking, innovation-driven player in the global food and beverage arena. Its expanding presence in the snack category, its alignment with Sudis’ vegan ice cream offering, and its embrace of new international blends all speak to a strategic vision that is both ambitious and firmly grounded. From the days of Saeed Khan’s bicycle to the shelves of supermarkets around the world, Chief Brand Products has stayed true to its essence. The heartbeat of the company still comes from its people, its culture, and its Caribbean roots. As it continues to grow and evolve, one thing remains constant: the chief reason, as their tagline promises, is always taste. 24 BUSINESS VIEW CARIBBEAN VOLUME 12, ISSUE 12
CORPORATE ELECTRIC GRAND CAYMAN’S POWER PARTNER best practices IN PROFESSIONAL SERVICES 25 BUSINESS VIEW CARIBBEAN VOLUME 12, ISSUE 12
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GRAND CAYMAN’S P CORPORATE ELECTRIC AT A GLANCE CORPORATE ELECTRIC WHAT: A leading electrical technology contractor that has spent the last 25 years designing, supplying, and installing electrical systems across the Caribbean WHERE: G rand Cayman Islands NAVIGATING COSTS, COMPLEXITY, A 27 BUSINESS VIEW CARIBBEAN VOLUME 12, ISSUE 12
POWER PARTNER In one of the most expensive places to live on the planet, keeping the lights on—literally and figuratively—is no small feat. For Corporate Electric, a Cayman-based electrical technology contractor, it is all in a day’s work. This leading electricity contractor has spent the last 25 years designing, supplying, and installing electrical systems across the Caribbean and staying competitive means constantly recalibrating to rising costs, shifting supply chains, and an increasingly complex construction landscape. AND CHANGE 28 BUSINESS VIEW CARIBBEAN VOLUME 12, ISSUE 12
“We are an electrical technology or electrical contractor,” explains Shavana, Executive Assitant, who supports the company’s leadership team.“We supply electrical products and also carry out construction for electrical works—installations, design. We supply across the Caribbean and we’re based here in Cayman, which is where we do most of the servicing of products and working on construction sites.” From that base in Grand Cayman, the company has grown from a small, service-led operation into a multi-disciplinary electrical powerhouse with an in-house engineering department, 16 major product lines, and a central role in many of the island’s largest commercial and hospitality projects. Along the way, it has weathered an economic downturn, a global pandemic, and some of the most volatile supplychain conditions in modern memory. SUPPLY CHAIN REALITY CHECK: NO EASY REVERSAL ON PRICING While lead times have improved since the peak of the pandemic, the underlying pressures that reshaped global supply chains have hardly evaporated. “Supply chain challenges still exist,” says Managing Director David Johnston. “There are still material shortages. We’re seeing tariffs, increasing costs, and market uncertainty. Lead times have improved, and many manufacturers have streamlined their processes, but I’m not seeing any real ease in pricing. Shipping costs are still challenging.” With the Cayman Islands depending heavily on imported materials, shipping logistics are more than an inconvenience; they’re a strategic constraint.The company has been forced to get creative, exploring new routes and sourcing options to bring product into Cayman more efficiently and cost-effectively. “We’re looking at ways to get products to Cayman without going through the States,” Johnston notes. “We’re being forced to rely more on new partnerships, new relationships, new supply chains, new processes, new technology. It’s all part and parcel of what’s transpired inside the last five years.” What hasn’t changed is the fundamental imperative: remain competitive in a market where everyone is sharpening their edge.The result is a more deliberate approach to both purchasing and pricing, buttressed by deeper relationships with manufacturers and a broader portfolio of brands. HIGH COST OF LIVING, HIGHER STAKES FOR BUSINESS Grand Cayman consistently ranks among the top three most expensive places to live globally. For a labour-intensive, service-driven business, that reality permeates every decision. “If you were to Google the highest cost of living, you’d quickly realize that Grand Cayman is either one, two, or maybe third on the list,” Johnston points out. 29 BUSINESS VIEW CARIBBEAN VOLUME 12, ISSUE 12 CORPORATE ELECTRIC
“You’ve got two Caribbean islands and Switzerland in the top three.” He traces a significant part of that cost escalation to the rapid growth of short-term rental platforms such as Airbnb and VRBO, which removed hundreds of apartments from the long-term rental pool. “By allowing this to occur, they considered the boom in construction, but they never considered what would happen to the cost of living,” he says. “When rent goes up, you have to start paying employees more, across the board, because you have to pay them enough to live here.” That cost-of-living squeeze has a direct impact on talent attraction and retention. In years past, skilled professionals were willing to relocate with little hesitation. Today, compensation conversations start with a hard look at housing and everyday living costs. “Labor is a big challenge, whether it’s here or abroad,” Johnston says. “Skilled labor and affordable skilled labor is very, very challenging.The first thing people look at now is the cost of living, and that makes attracting very skilled, talented people even more difficult than before.” Against that backdrop, the company has leaned into technology, process improvements, and smarter organization-wide efficiencies to maintain profitability without sacrificing service. 30 BUSINESS VIEW CARIBBEAN VOLUME 12, ISSUE 12
TECHNOLOGY, PROCESSES, AND THE HUMAN TOUCH Internally, the company’s mantra is simple: adapt or be left behind. “Yes, technology and processes are huge for us,” Johnston explains. “But in this modern age, people still want that human interaction. I don’t like when a bot answers my questions; I don’t care for it.” This philosophy guides their operational design.The team has built communication processes to keep phones answered, responses timely, and customers connected to real people. “We’ve got processes that, if this person is on lunch, the phone rolls to this person or that person,” he says. “We always try to answer the phone and get back to people. Communication is big. We’re less than perfect, but we’re always trying to improve.” Technology meanwhile underpins everything from design and estimating to marketing. What once demanded an external agency and full-time specialists can now be executed in-house thanks to modern software and digital platforms. “Fifteen years ago, we’d have had to hire an advertising company to do what Shavana is doing,” Johnston comments. “Now with technology and applications, she’s able to kind of do things herself— and she’s doing a good job.” This blend of human-centered service and techenabled efficiency has allowed the company to scale while keeping overhead in check and responsiveness high. FROM SERVICE-FOCUSED TO PROJECT POWERHOUSE When the company started 25 years ago, its service department played a crucial role in keeping the business afloat through lean times. That servicefirst positioning also gave it a front-row seat to the installed base of electrical equipment across Cayman. 31 BUSINESS VIEW CARIBBEAN VOLUME 12, ISSUE 12 CORPORATE ELECTRIC
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now supports 16 major lines across the electrical spectrum. Many of these manufacturers see the firm’s integrated engineering and design capabilities as a strategic advantage. “Since COVID, we’ve expanded in terms of distributorships and brands, becoming dealers and distributors,” Shavana says. “That allows us to offer our products and services at a competitive price with what’s going on in the economy. Having these partnerships with the brands we support helps us stay on top of pricing and service, and us being well “When I was tasked with starting the service department, I went out and looked at all the products that were currently installed in Cayman that didn’t have any representation,” Johnston recalls. “I reached out to manufacturers and said, ‘I see all this equipment here. There’s nobody here to service it.’ That’s how I started slowly obtaining distributorships.” Over time, those relationships evolved into a robust distributorship portfolio. Where the company previously represented around eight brands, it 33 BUSINESS VIEW CARIBBEAN VOLUME 12, ISSUE 12 CORPORATE ELECTRIC
“We take all those lines of distribution, we drive them into our drawings, and we put them out to the public,”Johnston explains. “Then the public sometimes reaches out to us and purchases the products we specify.” As planning changes in 2012 opened the door for high-rise development—10-storey hotels and large condominium complexes—the company made a conscious pivot to compete for larger projects. It has since more than doubled in size, operating with between 100 and 120 people, including subcontractors. “The major growth, and the major segment of our revenue, is based on large construction,” Johnston notes. “Once you get to a certain size, you’ve got to feed the engine.You need a couple of large jobs and a whole bunch of small stuff to feed it.” CYCLES, STAKEHOLDERS, AND THE LONG VIEW Like the AC sine wave David references, the company’s workload cycles through peaks and troughs—waiting for new projects, straining to deliver at maximum capacity, then sliding down as jobs wrap up. “Right now, there’s one stagnant hotel, two hotels being planned, one that’s being built, and a couple of large condo complexes,” he says. “We’re at the tail end of several projects. Are we well positioned to take on a new project? Yes. Are they out there? Yes. It’s all about the numbers and the right fit and where we’re going.” To navigate that cycle, stakeholder management has become a central priority. “We’re being faced with increased red tape and bureaucratic challenges,” he explains. “Some developers are getting frustrated, and those challenges exist for us too, on multiple levels. Stakeholder management is still, and continues to be, the biggest challenge we deal with on a daily basis.” The company has built a disciplined framework around profit-sharing and reinvestment, balancing shareholder returns with the capital needed to trained on all the brands we support helps us offer a wider range of services and products, while being affordable at the same time.” Today, the company’s in-house engineering department is heavily involved in residential, commercial, and hospitality design. Even though it only installs around a quarter of the projects it designs, this design influence feeds the supply arm of the business and solidifies its role as a trusted technical authority. 34 BUSINESS VIEW CARIBBEAN VOLUME 12, ISSUE 12
invest in equipment, training, and growth. Perhaps most impressively, it has done so without posting a negative year in a quarter century. “We’ve got a very clear matrix in terms of how we deal with shareholders, profit sharing, and reinvestment in the organization,” Johnston says. “Those are set numbers that we adhere to. Based on our performance every year, we take the profitsharing pool and divide it up. It’s never easy, but it’s worked for the last few years. And we haven’t had a negative year in 25 years—let’s cross our fingers.” LESSONS FROM A PANDEMIC—AND AN EARLIER CRISIS Counterintuitively, one of the company’s best years arrived during the COVID-19 pandemic. Thanks to decisive local measures, Cayman became a kind of bubble, opened internally after a brief lockdown, while strict quarantine rules applied to those entering the island. The government’s temporary decision to allow people to access their pensions injected short-term liquidity into the economy, spurring spending and home improvements. “As challenging as the pandemic was, it had a short life here,”Johnston reflects. “Oddly enough, one of our best years was actually during the pandemic.” The economic downturn that preceded it, however, was far more punishing. “The economic downturn was the hardest part of my business career,” he says. “That period really tested the model. We relied heavily on our service work to get through those challenging years.” Those lessons—about diversification, resilience, and agility—continue to inform the company’s strategy as new uncertainties emerge, from geopolitical tensions and tariffs to labor shortages and rising interest rates. THE ROAD AHEAD: EFFICIENCY, INNOVATION, AND LOCAL INSIGHT Looking 18 to 24 months out, the company’s focus is clear: execute large projects well, refine processes, and deepen the capabilities that set it apart. 35 BUSINESS VIEW CARIBBEAN VOLUME 12, ISSUE 12 CORPORATE ELECTRIC
PREFERRED VENDOR/PARTNER n Schneider Electric www.se.com Schneider Electric is a global leader in energy technology, delivering efficiency and sustainability through electrification, automation, and digitalization. Its intelligent devices, software, AI systems, and services enable interconnected buildings, data centers, factories, and grids. With 160,000 employees worldwide, it remains one of the world’s most sustainable companies to this day. “As long as the large projects materialize, our energy will go into creating efficiencies, streamlining processes, and dealing with stakeholders in a way that allows everything to be profitable,” Johnston says. Armed with a growing suite of brands, a strong engineering backbone, and a willingness to evolve with each economic “season,” this Cayman-based electrical contractor is intent on staying at the forefront of Caribbean construction—no matter how the global currents shift. 36 BUSINESS VIEW CARIBBEAN VOLUME 12, ISSUE 12
USA n Canada n Caribbean n Oceania WWW.BUSINESSVIEWCARIBBEAN.COM DEC 2025 VOL 12 BUSINESS VIEW CARIBBEAN
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