BELIZE CITY COASTAL TRANSFORMATION Also in this issue BUREAU OF STANDARDS JAMAICA • VISTA REAL ESTATE VOLUME 11, ISSUE 11 | NOV 2024
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 Mike Luchetta Andrew Alleyne Contributing Writers Dan Macharia Director 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 11, ISSUE 11
EDITOR’S NOTES November has been a buoyant month for the Beautiful Caribbean region. Business growth is tangible and the housing sector is booming. As we quickly march towards 2025, the skies remain clear for this region as it rides an economic wave. Business View captured this economic vitality for our November issue. We spoke to some leaders in their field and took the business temperature by profiling several dynamic organizations based in the region, focusing on their business-savvy approach and continued efforts to capture growth opportunities throughout the islands. We offer our readers a glimpse into the recent developments with the Sheraton Mall in beautiful Barbados and discover some upcoming plans for this popular island shopping venue. We also had a chance to sit down with the Marketing Director of the internationally recognized Jamaica Pegasus Hotel to talk about its fascinating history, notable guests over the years, and anticipated projects leading into 2025. This month’s issue also covered the workings of the Bureau of Standards Jamaica. With a leading approach and plans for 2025, the last half of the fourth 2024 fiscal quarter looks sunny. We also sat down with Vista Real Estate to discover how this leading real estate company is capturing the hot real estate market. November’s issue also brings our valued readers an in-depth civic profile of the beautiful and growing Belize City. It is as clear as the crystal waters surrounding the islands that continued growth is on the Caribbean horizon, as are the progressive initiatives of those we were fortunate to chat with. With sustainability in mind, best business practices up front, and a resilient economy at their fingertips, the undeniable draw of the Caribbean islands remains tangible. As with every issue, my hope as editor-in-chief is that our valued readers continue to learn something new with each issue we produce for you and that November treats you well as you experience the remainder of the fall that lies ahead. Karen Surca Editor in Chief Dear Readers, 2 BUSINESS VIEW CARIBBEAN VOLUME 11, ISSUE 11
VOLUME 11, ISSUE 11 15 BUREAU OF STANDARDS JAMAICA Elevating Quality Across Industries 25 SHERATON MALL BARBADOS Building Barbados COVER BELIZE CITY, BELIZE 2 EDITOR’S NOTES 7 OPENING LINES BEST PRACTICES IN BUSINESS AND ECONOMIC DEVELOPMENT SHERATON MALL BARBADOS 25 3 BUSINESS VIEW CARIBBEAN VOLUME 11, ISSUE 11
37 JAMAICA PEGASUS HOTEL Where Heritage Meets Modern Hospitality 49 BELIZE CITY, BELIZE Coastal Transformation 59 VISTA REAL ESTATE Expertise, Innovation, and Sustainable Vision BEST PRACTICES IN HOSPITALITY THE STRENGTH, GROWTH AND RESILIENCE OF BELIZE 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. VISTA REAL ESTATE 59 4 BUSINESS VIEW CARIBBEAN VOLUME 11, ISSUE 11
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
INTERNATIONAL AIRPORT SET TO TRANSFORM DOMINICA HOLISTICALLY Source: https://thecaribbeannewsnow.com/, Caribbean New Editor, First Publichsed Nov 09th, 2024 Fidel Grant, Parliamentary Representative for the Wesley Constituency, has emphasized the holistic, transformative potential of Dominica’s International Airport project. During the official ground-breaking ceremony, Grant underlined that the airport would spur agricultural growth and change the region from a rural area to a commercial hub. “The government can now boast that the community of Wesley is home to the long-awaited, most talkedabout International Airport,” said Grant Grant reassured constituents about the airport’s benefits, adding,“Some of you have asked me whether the airport’s presence in Wesley will assist Wesley. My response is yes. Indeed, the airport will provide opportunities for future generations.This international airport will transform our rural areas into an economic powerhouse. However, he advised the people to prepare, declaring, “We must begin to put our affairs in order.” We are making it feasible for the most revolutionary endeavour, which will create chances beyond our wildest dreams.” Grant urged farmers to boost their crops, including plantains, green bananas, avocados, soursop, cocoa, and coffee. He encouraged National Employment Program interns, adding,“This airport has the potential to change your lives for the better.” He also encouraged farmers to begin cultivating Opening Lines 7 BUSINESS VIEW CARIBBEAN VOLUME 11, ISSUE 11
have applied and are awaiting interviews. “We are preparing them to take their seats at the International Airport,” he stated. Meanwhile, Agriculture Minister Roland Royer emphasized the airport’s overall influence on Dominica’s agriculture economy.“This is a chance for Dominica to share the benefits of her rich, sustainable land. Numerous duties come with operating an international airport. It will be a growth engine that allows us to reach our maximum agricultural potential.” Royer believes that with direct international connectivity, Dominica will be better positioned to strengthen trade, increase tourism, and generate endless opportunities for the Dominican people. “The beneficial influence will spread across our communities and reach deep into the agricultural industry. This airport will provide new opportunities for our agriculture, positioning Dominica as an important contributor to the global food supply, with our quality products meeting global demand.” He continued, “Our fresh produce will reach more people in more countries, strengthening partnerships with regional and worldwide buyers. Our farmers and agricultural producers will no longer be constrained by time and distance, allowing a diverse range of agricultural goods and byproducts to reach ready markets.” Royer finished by adding that the construction of the international airport will open the way for a more diverse agricultural sector. He stated that the Dominican government is committed to providing the resources, training, and infrastructure required to boost the country’s farming industry, a vital engine of national economic growth. In June 2021, the Dominican government signed a contract with the Montreal Management Consultant Development to build the International Airport. Contractors have commenced site mobilization, excavation, and backfilling since 2023. vegetables, flowers, herbs, and spices to feed local markets before expanding to foreign markets. Grant highlighted the market for seamoss, both raw and processed, stating, “There is money to be made.” Grant disclosed that the government has made approximately 140 acres of agricultural property available for lease and would shortly make another 150 acres accessible for agricultural use. He is now in conversations with CR5, MMC Development, and Prime Minister Roosevelt Skerrit about rehabilitating various farm roads on the island. Grant highlighted his goal to see the residents of Wesley, Woodfordhill, and Palm Tree prepared for jobs at the international airport. “Since becoming your Parliamentary Representative, I have supported hiring several young individuals for various posts at the Douglas-Charles Airport. Currently, several people 8 BUSINESS VIEW CARIBBEAN VOLUME 11, ISSUE 11
Source: https://thecaribbeannewsnow.com/, Caribbean New Editor, First Publichsed Nov 08th, 2024 The centre of Dominica’s Kalinago territory, Kalinago Barana Aute, is about to change significantly. Recently, the Ministry of Tourism contracted with Alixon Laronde for XCD 275,668.30 to repair the roof of the administration building. As her administration looks to revitalise the Territory after Hurricane Maria, Tourism Minister Denise Charles hailed the contract’s signing as a significant step in the Kalinago Tourism Development Project. Since 2007, tourists have been able to experience DOMINICA TOURISM MINISTRY SIGNS CONTRACT FOR KALINAGO BARANA AUTE REVIVAL OPENING LINES the rich customs of the native Kalinago people of Dominica at the Kalinago Barana Aute, one of the Commonwealth of Dominica’s most popular tourist destinations. According to others, the goal of this new project is to empower the Kalinago Territory as a Sustainable Tourism Destination by creating more jobs and possibilities and restoring the area. Brenda Wills, Canada’s High Commissioner, recently visited the region on November 5 and took a tour of the Barana Autê plant. During the tour, she gained a deeper grasp of the Kalinago’s rich history, culture, and traditions. 9 BUSINESS VIEW CARIBBEAN VOLUME 11, ISSUE 11
This demonstrates the location’s enormous relevance to tourists who travel to Dominica for formal business. In addition, the site hosts many events and activities, including cultural displays, art exhibitions, and much more.The Kalinago people’s cultural history is being honoured and celebrated, and their creativity is being used to empower them via all these activities. The administrative building’s roof will be restored, adding to the area’s beauty and authenticity and drawing more tourists than usual. After the work is finished, it can be used for a number of other significant events in Dominica. This will enable more people to attend the event, enjoy the rich culture of the Nature Isle, and take in the stunning setting in the centre of Dominica. 10 BUSINESS VIEW CARIBBEAN VOLUME 11, ISSUE 11
Source: https://thecaribbeannewsnow.com/, Caribbean New Editor, First Publichsed Nov 01st, 2024 Barbados has again excelled in the tourist industry, having been voted one of the 25 Best Places in the World to Visit by National Geographic in 2025. Ranked 16th, the journal said that Barbados’ significance in the history of slavery in the Americas is often neglected, and the island is planning on an ambitious new project that will serve as a significant entrance point for millions of enslaved Africans. The planned Barbados Heritage District, which will open in 2025, will be built where many enslaved BARBADOS ON OF NAT GEO’S 25 BEST PLACES IN THE WORLD TO VISIT IN 2025 OPENING LINES people were buried. It is being designed by David Adjaye, the Ghanaian-British architect who created the National Museum of African American History and Culture in Washington, D.C. Nat Geo said the new facility included a global research institute with access to the Barbados National Archives and a memorial with 570 timber poles to honour the enslaved buried below. Following the publication of the small island,Andrea Franklin, CEO of Barbados Tourism Marketing Inc., stated that her team is constantly inspired by the island’s unique heritage, from its world-renowned beaches and rich biodiversity to the spirited 11 BUSINESS VIEW CARIBBEAN VOLUME 11, ISSUE 11
celebrations of its culture and traditions. She said that this commendation from NAT GEO demonstrates the community’s dedication and efforts in safeguarding Barbados’ heart and spirit. Franklin went on to say that she is excited to share the island’s narrative with the rest of the world in 2025 and beyond and to welcome tourists to explore, experience, and embrace everything that the premier location offers. Nat Geo created the list after an extensive nomination process that included research and reporting. Barbados has been named one of the BEST OF THE WORLD for 2025 by National Geographic’s travel experts and international editorial staff. The Best of the World 2025 list is organised as a buffet of possibilities to inspire tourists, with something for everyone, including families, animal lovers, explorers, and more. 12 BUSINESS VIEW CARIBBEAN VOLUME 11, ISSUE 11
BUREAU OF STANDARDS JAMAICA ELEVATING QUALITY ACROSS INDUSTRIES best practices IN BUSINESS AND ECONOMIC DEVELOPMENT SHERATON MALL BARBADOS BUILDING BARBADOS 13 BUSINESS VIEW CARIBBEAN VOLUME 11, ISSUE 11
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DART TRANSIT COMPANY AGENDA AT A GLANCE LEAGUE OF MINNESOTA CITIES WHAT: O ne of the largest municipal associations in the country, representing about 855 cities, large and small throughout Minnesota WHERE: Minnesota, US WEBSITE: www.l DART TRANSIT COMPANY Standing out from the competition, Dart Transit Company rides the road to continued success BUREAU OF STANDARDS JAMAICA AT A GLANCE BUREAU OF STANDARDS JAMAICA (BSJ) WHAT: N ational agency responsible for standards development, testing, certification, and quality assurance WHERE: Kingston, Jamaica WEBSITE: www.bsj.org.jm ELEVATING QUALITY ACROSS INDUSTRIES 15 BUSINESS VIEW CARIBBEAN VOLUME 11, ISSUE 11
T The transport and logistics sector is competitive by nature. With so many companies vying for contracts, the ability to stand out from the competition comes down to putting the customer first. For Dart Transit Company, a family-owned freight logistics company, the road is smooth sailing as clients remain loyal and EXPERTLY TRANSFORMING LOCAL INDUSTRIES, FROM TOURISM TO EMERGING MARKETS, THROUGH INNOVATIVE STANDARDS, STRATEGIC PARTNERSHIPS, AND A CUSTOMER-FOCUSED APPROACH. The Bureau of Standards Jamaica (BSJ) is the national authority responsible for developing and up until recently, enforcing standards in various industries critical to the Jamaican 16 BUSINESS VIEW CARIBBEAN VOLUME 11, ISSUE 11
economy. Operating under the Ministry of Industry, Investment, and Commerce, BSJ’s mission centers around promoting quality, innovation, and compliance to ensure local safety and consumer protection and elevate Jamaican products and services to a globally competitive level. Dr. Velton Gooden, the Bureau’s Executive Director, describes the BSJ as “a facilitator of business.” “Our primary mandate is to help resource producers of goods and service providers be globally competitive,” he explains, speaking clearly about BSJ’s focus on driving trade and expanding export potential. For Dr. Gooden, BSJ is a critical partner for industries aiming to thrive in increasingly competitive global markets. Dr. Gooden first discusses Jamaica’s long standing mining sector in discussing the economic pillars that the Bureau’s work most directly supports. “Traditionally, we have been prominent in the mining industry—bauxite and other aggregates like limestone,” he notes, highlighting mining’s foundational role in Jamaica’s economy. However, while mining remains a significant force, he also identifies other industries as significant contributors. “Tourism is number one,” he asserts,“while agriculture and agro-processing follow closely,” he says, nodding to their growing influence in Jamaica’s economic landscape. With a focus on enhancing standards in these sectors, the BSJ helps ensure that Jamaican goods—whether mined, grown, or crafted—meet stringent quality requirements, making them more attractive in domestic and international markets. ENHANCING AGRIBUSINESS Agriculture in Jamaica is an essential support system for the island’s booming tourism industry and a significant driver of export potential. “Jamaica is known for many indigenous products and its cuisine,” Dr. Gooden says. Despite the country’s reputation for items like ginger, yams, and peppers, he admits, “We have under-supplied the market.” This gap, he explains, represents a substantial opportunity for the agribusiness sector to grow exports, especially if these products meet international standards for quality and safety. To bridge this gap, the BSJ leverages Jamaica’s National Quality Policy, a framework designed to help all producers, including those in agriculture, meet the standards required for global trade. Dr. Gooden explains, “The Bureau is responsible for three of the four pillars that underpin our national quality infrastructure.” The first pillar, he says, is “standards creation, development, and sales.” BSJ is deeply involved in developing national standards or adopting international ones, focusing particularly on areas where Jamaican products have the greatest export potential. The second pillar is metrology—a critical aspect 17 BUSINESS VIEW CARIBBEAN VOLUME 11, ISSUE 11 BUREAU OF STANDARDS JAMAICA
CUTTING-EDGE LAB CAPABILITIES The BSJ has made significant strides in advancing its laboratory capabilities.“Our lab offers a range of testing and calibration services,” Dr. Gooden says, explaining that BSJ has brought four labs up to the ISO 17025 standard within the last two years. One of these labs has become a regional center of excellence, where other Caribbean nations rely on BSJ’s expertise in evaluating appliances like refrigerators, air conditioners, and wine chillers for energy efficiency claims. “We are able to test a wide range of food products, for industries that require accuracy in areas like mass, flow, and temperature, while the third area, conformity assessment, encompasses BSJ’s testing and certification services. “We have 20 labs, ten of which are accredited to the ISO 17025 standard,” Dr. Gooden points to the rigorous testing services BSJ offers. These labs conduct around 57,000 tests annually, evaluating products to ensure they meet global quality benchmarks. Certification services, provided through BSJ’s National Certification Body of Jamaica, further support producers by offering ISO certifications like ISO 9001 for quality management and ISO 22000 for food safety. 18 BUSINESS VIEW CARIBBEAN VOLUME 11, ISSUE 11
both in terms of chemistry and microbiology,” Dr. Gooden explains.The labs check for pathogens such as salmonella and E. coli— micro-organisms that can trigger foodborne illnesses if unchecked.This testing capacity is essential for protecting local consumers and assuring international buyers that Jamaican food exports meet global safety standards. The packaging lab also plays an essential role, particularly for exporters. Dr. Gooden elaborates that the lab can verify that packaging complies with international label requirements, examining details like nutritional information and “best before” dates. Efficiency is also a priority, and BSJ has significantly improved its turnaround times. “Our average turnaround was about 21 days,” Dr. Gooden acknowledges, but the agency has brought this down to 14 days through concerted efforts. The goal, he says, is to reach a nine-day average by early next year, a timeline that would “put us in line with the benchmark of other international labs” engaged in similar testing services. STRATEGIC PARTNERSHIPS Collaboration is vital to BSJ’s work, especially as the agency strives to help Jamaican businesses 19 BUSINESS VIEW CARIBBEAN VOLUME 11, ISSUE 11 BUREAU OF STANDARDS JAMAICA
acts as an incubator for entrepreneurial activities,” Dr. Gooden notes, and BSJ’s partnership offers substantial benefits to smaller firms. Through a signed memorandum of understanding, BSJ provides JBDC clients with up to 25% discounts on services like testing, label assessment, and training, making it easier for emerging businesses to access the support they need to thrive. Academia is another critical partner in BSJ’s ecosystem. Recently, the agency entered into an MOU with the University of Technology, one of Jamaica’s premier universities, to support research and training opportunities. This collaboration enhances BSJ’s research capabilities and creates a pipeline for new talent and expertise. “It’s about creating a synergy,” Dr. Gooden explains, noting that this partnership will help BSJ stay at the forefront of industry trends while providing students with hands-on experience in standards and quality assurance. MODERNIZING RESOURCES AND EXPANDING STANDARDS reach international markets. Dr. Gooden explains that BSJ has partnerships with several key players within Jamaica and abroad. “Our lead agency for promoting Jamaican services and trade is JamPro,” he says, describing a joint initiative called Export Max. This program, he notes, is “designed to help smaller exporters meet export requirements,” and BSJ’s role is to provide these companies with the testing and certification they need to succeed in foreign markets. BSJ also collaborates with the Jamaica Business Development Corporation (JBDC), a government entity that nurtures small businesses. “JBDC often 20 BUSINESS VIEW CARIBBEAN VOLUME 11, ISSUE 11
As the BSJ grows its capabilities, it’s strategically upgrading its resources and standards to meet the demands of Jamaica’s evolving industries.“One of the biggest projects we’re working on is the acquisition of major equipment to improve our testing capacity,” Dr. Gooden explains. These acquisitions will meet current needs while future-proofing the lab’s operations with built-in redundancy.“We’re acquiring equipment that will allow us to offer some overlap in services, ensuring we can handle high demand without delay.” These enhancements are particularly crucial for emerging industries like cannabis and psilocybin. Testing in these sectors requires specialized instruments to detect heavy metals—cadmium, lead, mercury, and others—down to the parts-perbillion level, a precision that’s especially important for pharmaceutical-grade products. With new, highly sensitive equipment like the recently acquired ICPMS (Inductively Coupled Plasma Mass Spectrometry), BSJ can meet these exacting standards. In addition to equipment, Dr. Gooden acknowledges that BSJ’s facilities are overdue for an upgrade. “We’ve been around since 1969, and many of our buildings have been around just as long,” he says. July marked BSJ’s 55th anniversary, and plans are underway to complete significant building upgrades by the agency’s 60th milestone.These improvements will modernize the infrastructure and create an environment more suited to today’s technological needs, further supporting BSJ’s capacity to serve Jamaican industries with world-class standards. STANDARDS FOR TOURISM As tourism continues to flourish in Jamaica, the BSJ has actively aligned the industry with international standards. Tourism, the island’s largest economic driver, involves diverse stakeholders, from large resorts to small boutique hotels and local attractions. Recognizing this, the BSJ has prioritized engaging directly with the sector and meeting business owners and managers where they are across various locations on the island. “Last year, we focused on going out into the community, especially working with some of our smaller hoteliers,” Dr. Gooden explains. 21 BUSINESS VIEW CARIBBEAN VOLUME 11, ISSUE 11 BUREAU OF STANDARDS JAMAICA
Maxine A. Fagan, the BSJ’s Communication and Customer Service Manager describes a major outreach event in Ocho Rios that brought together a range of tourism players, from independent operators to representatives from the Tourism Product Development Company (TPDCo).“The audience was a very diverse group of hoteliers, small and large players in the industry,” Fagan recalls. During this event, the BSJ introduced stakeholders to relevant standards and showcased its client services program, emphasizing practical tools that businesses could adopt to improve quality and safety. Fagan notes that the event’s success was reflected in follow-up actions: one of the participants joined BSJ’s National Quality Awards program, an initiative recognizing organizations that excel in implementing quality standards. A NEW IDENTITY Looking to the future, the BSJ is undergoing a significant transformation, aiming to reshape its public image and refine its role. One of the agency’s top priorities is to complete the separation of its regulatory functions from its standards and facilitation work, an effort that began with the creation of the National Compliance and Regulatory Authority (NCRA). “We want to rid ourselves of the image of being an inspector or monitor,” Dr. Gooden explains, acknowledging that while regulation remains essential, the BSJ’s primary mission is now to support growth and competitiveness in Jamaican industry. The NCRA Act, which was passed in June 2023, formalized this split, but the transition process is ongoing. This shift in focus has led to a refreshed marketing strategy emphasizing the BSJ’s role as a facilitator rather than an enforcer. One key initiative is the “Lab to Market” campaign, which showcases the BSJ’s services and encourages businesses to utilize its testing and certification programs. “We’re running prime-time ads on both TVJ and CVM,” Dr. Gooden shares, describing the agency’s efforts to reach a wider audience. Another initiative, “Quality Talks,” provides an educational platform for industry stakeholders to learn about best practices and standards. Through these campaigns, the BSJ is rebranding itself as a supportive institution dedicated to enhancing 22 BUSINESS VIEW CARIBBEAN VOLUME 11, ISSUE 11
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industry standards rather than a regulatory body to be wary of. As part of this transformation, the BSJ invests heavily in digitization and automation to streamline its processes and improve service delivery. “We want to project ourselves as an institution of excellence,” Dr. Gooden states, envisioning the BSJ as a leader in quality services across the Caribbean and beyond. This digital overhaul will allow the agency to operate more efficiently and enhance its accessibility, making it easier for Jamaican businesses to engage with BSJ’s services and become more competitive globally. Central to the BSJ’s renewed identity is a cultural framework embodied in the acronym “CARE”— Customer Focused, Accountability, Responsiveness, and Excellence. “We’re really projecting an image of excellence,” Dr. Gooden emphasizes. The CARE framework is the Bureau’s promise to its clients and partners, an internal code that shapes every interaction and decision. As the BSJ moves forward, this customer-focused approach will redefine the agency as a proactive force in Jamaica’s economic development, a partner businesses can trust to help them meet international standards and grow their market reach. PREFERRED VENDOR/PARTNER n Jamaica Pre-Mix www.jamagg.com Jamaica Aggregates Ltd (JAL), a joint venture between Jamaica Pre-Mix and Holcim, is Jamaica’s leading aggregates producer. We supply high-quality sand and stone locally and for export to the Caribbean and Florida. Our materials are FDOT (Florida Department of Transportation) approved, further attesting to the excellent quality of our products. 24 BUSINESS VIEW CARIBBEAN VOLUME 11, ISSUE 11
SHERATON MALL AT A GLANCE SHERATON MALL WHAT: L argest shopping mall in Barbados with a focus on local investment, sustainability, and community-driven growth WHERE: Christ Church, Barbados EMAIL: www.sheratonmall.com BUILDING B 25 BUSINESS VIEW CARIBBEAN VOLUME 11, ISSUE 11
HIGHLIGHTING THE POWER OF COMMUNITY INVESTMENT, SUSTAINABILITY, AND A VISIONARY APPROACH TO GROWTH. BARBADOS Sheraton Mall, Barbados’s largest commercial center, wasn’t always the thriving hub of retail and entertainment that it is today. Situated on the southern coast, it now boasts over 250,000 square feet of shopping, dining, and leisure space, drawing both local patrons and curious tourists. But as Scott Oran, Sheraton Mall’s managing director, explains, the journey to success was far from straightforward. “What’s the difference between a dreamer and a visionary?” Oran 26 BUSINESS VIEW CARIBBEAN VOLUME 11, ISSUE 11
asks, pausing for a moment. He quickly answers his question: “A dreamer thinks up different scenarios but doesn’t necessarily carry them through. A visionary understands a target market, develops a plan, and gets there.” Sheraton Mall, for the husband and wife team, Scott and Sharon Oran, is the culmination of vision, not just a dream. Originally constructed in 1989, Sheraton Mall was a bold experiment when the mall concept was foreign to Barbadians. “Nobody knew about a mall, no one thought about out-of-town shopping,” Oran reflects. The property was a former industrial site that once housed Intel, which shuttered its operations in the region as Silicon Valley outpaced the Caribbean in the tech boom of the 1980s. Oran’s father was part of a group that saw an opportunity in the abandoned space. “Within 18 months, we developed a project plan to convert it into about 35 stores over 90,000 square feet. For the first three years, Sheraton Mall struggled to gain momentum. With only 50% occupancy, Oran and his team were forced to get creative. “The plan was simple: if we couldn’t get the big stores to come in, we’d open our own businesses,” he says matterof-factly. The mall management team pivoted from leasing space to actively running retail ventures.This decision turned the tide, and by 1993, Sheraton Mall had achieved full occupancy. BUILDING FOR THE FUTURE: SUSTAINABILITY AND SMART DESIGN Sheraton Mall’s evolution hasn’t been solely about attracting more tenants.As Oran recounts, the mall’s architecture and operational footprint have been designed with practical constraints and forwardthinking sustainability. “The overall architecture is an interior mall concept,” he explains, noting that the design stems from the original structure’s limitations. “Because of the way the building was constructed, we were constrained in how we could expand.” With a layout that offered a natural fit for a controlled environment, Sheraton Mall was set up with roughly six to eight entrances, all under tight management control. “Essentially, when one door opens, the whole mall opens,” he says, highlighting the synergy between tenant needs and the central management team. However, expanding the mall wasn’t just about adding more space—it required considering the climate, environment, and the mall’s impact on both. Conscious of the long-term implications of maintaining a building in the Caribbean, Oran’s team has meticulously incorporated sustainable practices wherever possible.“The building we currently occupy is over 50 years old,” he points out. Despite its age, Scott and Sharon Oran 27 BUSINESS VIEW CARIBBEAN VOLUME 11, ISSUE 11 SHERATON MALL
ongoing upgrades and maintenance have kept the structure in excellent condition. One major initiative has been renewable energy.“We have about 1.25 megawatts of solar power,” Oran reveals. The photovoltaic panels, which adorn the various rooftops created by years of expansions, are tied back into the electrical grid, helping to offset the mall’s energy consumption. “Given our geographic location, we’re very fortunate to have an abundance of sunlight,” he adds, noting that the payback period on their solar investment is typically less than four years—a clear incentive to continue expanding the mall’s renewable energy capacity. RESILIENCE THROUGH CRISIS: INVESTING IN RELATIONSHIPS When the world shut down during the COVID-19 pandemic, Sheraton Mall faced the same overwhelming challenges that upended economies across the globe. For Oran, the focus during that tumultuous time was not just about keeping the lights on—it was about sustaining the relationships that had taken years to build. “More than half of our stores have been with us for over a decade,” he explains. That longevity, he notes, isn’t by accident. “The relationships we build with our tenants are a priority.”That focus on partnerships shaped the mall’s response when the pandemic brought the world to a halt. Like many places, Barbados was hit hard—especially given its reliance on tourism. “We had a very visionary government, thank God, to help us and guide us through,” Oran acknowledges. “We didn’t wait for tenants to come to us,” Oran says, recalling the early days of the pandemic. “We immediately put protocols in place to reduce rent—not just defer it but reduce it.” This decision wasn’t just generous; it was strategic. For the first 18 months of the pandemic, the mall voluntarily cut its revenue in half, providing tenants an average 50% discount on rent. In cases where the government mandated complete shutdowns, tenants received a 100% reduction in rent for those periods. Despite the economic strain, the strategy worked. “Over that period, we lost only two tenants,” Oran notes. Even then, he clarified, those closures were due to personal reasons, not financial ones tied to the pandemic. For Oran, this was proof that the mall’s investment in its tenants—through supportive policies and strong relationships—had paid off. BEYOND RETAIL: COMMUNITY AND ECONOMIC RIPPLE EFFECTS While Sheraton Mall has become a cornerstone of 28 BUSINESS VIEW CARIBBEAN VOLUME 11, ISSUE 11
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Since 1965, Unicomer Barbados Limited (UBL), trading as Courts has earned the trust of Barbadian families as the island’s leading retailer of stylish furniture, later adding energyefficient appliances and state-of-the-art home entertainment, computing and mobile devices. According to the company’s most recent Furniture, Appliances and Electronics (FAE) Industry Survey (Unicomer Caribbean Limited, June 2024), shoppers cite “excellent customer service”, “helpful and friendly staff” and “flexible financing options” as key distinctions of the Courts value proposition. Over 59 years of operation, Courts’ retail brand footprint has grown from its first flagship store in Barbados’ capital city, Bridgetown to include five home stores, with its newest branch, Courts Welches set to launch in early 2025. Courts was the first FAE retailer to bring modern household conveniences within economic reach for Barbadian householders of all walks of life through its trailblazing consumer finance offering, Ready Finance. The company also offers its customers peace of mind and the ability to protect their investments with its SupaShield extended warranty and ServiTech after-sales service solutions. In addition to its leadership position in the consumer durables retail space, the company’s brand portfolio includes: • Courts Ready Cash, a leading provider of 24-hour, unsecured cash loans; • Courts Optical, established in 2014 and offering clinical vision care services as well as prescription and fashion eyewear; and • Courts Business Solutions, its recently launched B2B sales arm supplying the commercial grade appliance, electronics and furniture needs of local conglomerates in the hospitality, large corporate, institutional and SME sectors. UBL is a wholly owned subsidiary of the Unicomer Group. Founded in 2000, the Unicomer Group has established itself as a world-class retail business leader in the region for household appliances, furniture, optical, motorcycles and financial services. Currently, the Group operates in 21 countries in Latin America and the Caribbean through its 25-plus commercial brands with the support of more than 13,870 staff members. www.grupounicomer.com
Barbados’ retail sector, Oran clarifies that its impact extends beyond shopping. From the beginning, the mall’s leadership has operated with a sense of corporate responsibility that isn’t just about profit margins but about uplifting the community it serves. “Community is one of the core components of what we do,” he says. This awareness of social responsibility didn’t start with the pandemic, but COVID-19 certainly amplified it. During the height of the crisis, Sheraton Mall partnered with other businesses to create emergency funds for individuals left vulnerable by the sudden disappearance of tourism. “We collaborated with others to support those in need, especially families impacted by the loss of income,” Oran shares. Even today, those efforts continue. “We prepare food hampers weekly for indigent families, with lists provided by government agencies. It’s become a regular part of our operations.” Oran points out that this sense of duty isn’t just about charity—it’s about understanding how interconnected the local economy is. “We have 120 stores in the mall, employing nearly 700 people,” he explains. But those numbers don’t tell the whole story. Oran’s team conducted a survey a few years ago to evaluate the “trickle-down” effect of the mall’s operations.“When you factor in the suppliers, distributors, and the customers these businesses serve, the numbers become staggering,” he says. “A single business entity like Sheraton Mall can influence the economic benefits of society. It’s quite amazing.” EXPANDING HORIZONS: A NEW VISION FOR SUSTAINABLE DEVELOPMENT Sheraton Mall’s success has paved the way for an even larger and more ambitious project that blends retail with healthcare and sustainability. What began as a modest search for land has evolved 31 BUSINESS VIEW CARIBBEAN VOLUME 11, ISSUE 11 SHERATON MALL
into a groundbreaking development representing a significant step forward for the Oran family and Barbados. “The project wasn’t something we initially planned,” Oran admits.“Back in 2010, we were just looking for an acre of land for our hardware store, Do It Best.” But amid that search, an opportunity presented itself. “We were told about eight acres that had been slated for a private hospital but were now available for sale.” The unexpected find led Oran and his team to reimagine their goals.“We recognized that some of the larger businesses in Barbados were interested in having big footprints in the area, so we decided to take the plunge.” After years of planning, they designed a bigbox development comprising seven buildings in conjunction with architects. The project’s design has been driven by the needs of the tenants, many of whom Oran’s team worked closely with from the outset.“We knew a lot about the tenant profiles we were catering to,” he explains,“so the buildings have been designed with their specific needs in mind.” A key differentiator for this development is its substantial healthcare component. Of the 270,000 square feet, nearly half—approximately 130,000 square feet—will be dedicated to healthcare facilities.“We’re starting with an urgent care center already under construction,” Oran explains, “and we expect to add a tertiary care facility, which will be the last two buildings, set to begin later this year.” With a completion date targeted for January 2026, the healthcare facilities will address a critical gap on the island. Sheraton Mall food court featuring international and local cuisines from over 15 restaurants 32 BUSINESS VIEW CARIBBEAN VOLUME 11, ISSUE 11
BUILDING THROUGH CHALLENGES: LABOR, SUPPLY CHAIN, AND TIMELY EXECUTION For any significant development project, labor and supply chain concerns loom large— particularly in a post-pandemic world. But as Oran explains, Sheraton Mall’s latest venture, W Plaza (wplazawelches.com), has managed to sidestep many challenges plaguing construction projects globally. Through local expertise, careful planning, and fortuitous timing, the project has remained on course despite the obstacles. “In terms of labor and technical resources, everything has been local,” he says confidently. With its $80 million price tag, W Plaza is a significant regional undertaking and a local triumph. “All of our consultants—engineers, architects, project managers—have been from local professional companies that do an amazing job.” And while the contractor is based in Barbados, the workforce has been drawn from across the Caribbean. “I can’t say they’re all Bajans,” Oran clarifies, “but certainly they’re from the region.” The movement of skilled labor between the islands has been essential in maintaining the momentum of the build. Supply chain issues, however, have been a constant concern throughout. “Coming out of COVID, the supply chain has been an ongoing concern. It’s gotten better, but it’s still there,” Oran notes. The project has had to deal with delays in sourcing key materials—particularly electrical components and structural steel—most of which had to be ordered from outside Barbados. Yet the team was proactive, securing long-lead items well in advance to avoid setbacks. Tony Yam, the owner of Luk Yeung’s, one of the establishments in the Sheraton Mall food court 2024 Holiday Installation in the Skylight 33 BUSINESS VIEW CARIBBEAN VOLUME 11, ISSUE 11 SHERATON MALL
ROOTED IN LOCAL INVESTMENT: PRIORITIZING HOMEGROWN GROWTH Sheraton Mall’s success and the latest development project tied to it aren’t just stories of business acumen—they are also about how deeply rooted the facility is in the local community. For Oran, this community focus has been a guiding principle, shaping decisions far beyond the balance sheet. “There’s always a balance,” he says thoughtfully.“On one hand, you could go to a foreign entity and cut costs significantly. Conversely, you can rely on your local network, which will cost a bit more.”The choice is clear for him and the rest of the leadership team. “Our strategy has always been to use what’s available locally, as long as we can rely on it.” It’s a practice that speaks to a larger belief in the power of local investment. While some materials and expertise may inevitably need to be imported—mainly when the quality or availability within Barbados is limited—the preference is always to invest in the island’s people and businesses whenever possible. At the heart of Scott and Sharon Oran’s vision is a deep understanding of how interconnected the island’s economic well-being is with its social stability. By sourcing locally, providing opportunities for local businesses, and investing in the people who make up the island’s fabric, Sheraton Mall and its associated developments have become more than just commercial ventures—they are cornerstones of a sustainable future for Barbados, building resilience through thoughtful, community-centered growth. PREFERRED VENDOR/PARTNER n Unicomer Barbados Limited (UBL) www.grupounicomer.com n Cooper Kauffman Consultancy Ltd. www.cooperkauffman.com Cooper Kauffman is a Quantity Surveying company based in Barbados but operates across the Caribbean. One of the largest and most experienced QS companies, we pride ourselves on delivering personalized service on our projects. Our senior Directors are Chartered Members of the RICS and we focus on developing and maintaining skilled technical staff. Our projects spread across various sectors such as luxury residential, hospitality, health, education, retail and industrial sectors. Some of the Sheraton Mall skylight installations over the years 34 BUSINESS VIEW CARIBBEAN VOLUME 11, ISSUE 11
JAMAICA PEGASUS HOTEL WHERE HERITAGE MEETS MODERN HOSPITALITY best practices IN HOSPITALITY 35 BUSINESS VIEW CARIBBEAN VOLUME 11, ISSUE 11
36 BUSINESS VIEW CARIBBEAN VOLUME 11, ISSUE 11
WHERE HERITA MODERN HOSP JAMAICA PEGASUS HOTEL AT A GLANCE JAMAICA PEGASUS HOTEL WHAT: I conic luxury hotel and premier MICE destination in Kingston WHERE: K ingston, Jamaica WEBSITE: www.jamaicapegasus.com KINGSTON’S PREFERRED DESTINATION FOR DIGNITARIE 37 BUSINESS VIEW CARIBBEAN VOLUME 11, ISSUE 11
AGE MEETS PITALITY Opened in 1973 as a collaboration between the Jamaican government and British Airways, Jamaica Pegasus Hotel has long been a landmark in Kingston. Often called the “Protocol Hotel of Kingston,” it holds a reputation as the city’s go-to location for dignitaries, major events, and those seeking an elegant escape in the bustling capital. As Nicola Madden-Greig, Group Director of Marketing & Sales, describes it, “The Jamaica Pegasus is the grand dame of Kingston, a timeless beauty with a rich tradition of personalized service.” For over five ES AND DISCERNING TRAVELERS 38 BUSINESS VIEW CARIBBEAN VOLUME 11, ISSUE 11
decades, this hotel has been the place to see and be seen—or sometimes, as Madden-Greig notes with a smile, the place *not* to be seen. Throughout its storied history, Jamaica Pegasus has welcomed an extraordinary roster of high-profile guests. “We’ve hosted kings, queens, presidents, and other dignitaries from around the world,” MaddenGreig explains.This prestige extends beyond Jamaica, earning Jamaica Pegasus numerous accolades and even certificates of appreciation from agencies like the U.S. Secret Service.“We’re known for our ability to execute high-stakes, high-profile events with ease,” she says. That reputation as a trusted venue has made it the first choice for international, regional, and local events, from state functions to corporate conventions. While steeped in tradition, the Jamaica Pegasus hasn’t shied away from innovation. The property combines its classic charm with modern updates to ensure guests can access the latest conveniences. “We’ve integrated high-speed wired and wireless internet access throughout all our rooms,” MaddenGreig notes, “and installed USB charging ports, I.P. phones, and cordless phones in suites.” The hotel even revamped its PBX system to meet international standards, making emergency dialing seamless with direct routing to local authorities. Madden-Greig adds, “We now offer free outgoing calls to the U.S., U.K., and Canada, so guests don’t have to worry about overseas tolls.” Recent renovations at the Jamaica Pegasus demonstrate the growing demand for outdoor spaces, a shift accelerated by the pandemic. Madden-Greig points to a recent $1 million investment in the hotel’s pool area, bar, and gardens.“People are craving more outdoor experiences, so we expanded around our Olympic-sized pool, added a Zen Garden for yoga and tai chi, and enhanced our jogging trail,” she says. With these additions, Jamaica Pegasus brings a resort-like atmosphere to the heart of Kingston, featuring lush landscaping that provides a tranquil escape from the city’s hustle and bustle. BLENDING TRADITION WITH DIGITAL INNOVATION Jamaica Pegasus Hotel may have a celebrated history, 39 BUSINESS VIEW CARIBBEAN VOLUME 11, ISSUE 11 JAMAICA PEGASUS HOTEL
but it’s firmly rooted in the present when it comes to technology and guest engagement. Madden-Greig and her team have leaned into digital tools to meet modern demands without losing the personal touch that defines the hotel’s brand as the hospitality landscape shifts. According to Madden-Greig, the hotel has embraced a multi-channel approach to connect with its guests. “We engage with customers across several platforms, from WhatsApp to Instagram,” she explains.“People can reach us beyond the traditional phone call.”This strategy provides flexibility and keeps the brand accessible and responsive, whether guests are booking rooms or reaching out with questions. The goal is to make every interaction as seamless as possible, especially for those who prefer to handle logistics on their mobile devices. Booking at the Jamaica Pegasus goes beyond simply reserving a room. “We use a variety of technology solutions so guests can book their accommodation, pay for reservations, and sign agreements online,” Madden-Greig says. This efficiency has become critical in an age when time is a precious commodity. “We want to deliver service as quickly as guests need it,” she adds, noting that the hotel’s systems are designed to reduce waiting times and streamline the booking process from start to finish. Despite these technological advancements, MaddenGreig emphasizes that the Jamaica Pegasus hasn’t sacrificed personal service.“We don’t want guests to feel like they’re only talking to a machine,” she says. While digital tools simplify many processes, the hotel still ensures that guests can speak to real people when they need assistance. It’s a balancing act: technology for those who value speed and human interaction for those who crave a personal touch.This dual approach enhances efficiency while reinforcing Jamaica Pegasus’s reputation for thoughtful, guestcentric service. A CATALYST FOR JAMAICAN TOURISM AND ECONOMIC GROWTH As one of Kingston’s most prominent hotels, Jamaica Pegasus Hotel plays a pivotal role in Jamaica’s tourism ecosystem. With all staff positions filled by locals, the hotel group behind the hotel is focused on nurturing 40 BUSINESS VIEW CARIBBEAN VOLUME 11, ISSUE 11
talent and creating economic opportunities within the community.“Jamaica Pegasus is 100% Jamaicanstaffed,” says Madden-Greig. “We’ve been here for 51 years, and we view ourselves as more than just a business—we’re part of Jamaica’s tourism family.” The impact of the hotel extends beyond its walls. Madden-Greig and other senior management have long shaped national tourism policies through active roles in the Jamaica Hotel and Tourism Association (JHTA) and other influential bodies.“Our owner, Kevin Hendrickson, has served as a councilor and past chairman of the Kingston chapter,” she notes, adding that she herself has held multiple leadership roles within the JHTA. This active engagement ensures that Jamaica Pegasus is responsive to industry trends to shape the direction of Jamaican tourism and promote policies that benefit the nation as a whole. Tourism in Jamaica is a vital economic engine, and the Jamaica Pegasus team understands its influence on multiple sectors. “Tourism touches so many other industries,” Madden-Greig explains. “We’re major users of local agriculture, manufacturing, and 41 BUSINESS VIEW CARIBBEAN VOLUME 11, ISSUE 11 JAMAICA PEGASUS HOTEL
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