Business View Caribbean September/October 2018

2 3 A Executive View As we slide back into a season that can be an anxious time for many throughout the Caribbean region, the fear surrounding what could happen if a powerful hurricane were to shore up, on any given country, at any given moment, is enough to keep many peo- ple from making any plans at all. And those who are a bit more ambitious in goal setting will unconsciously minimize their creative projections and increase their life and company limitations. Some might call this “wisdom!” For some define wisdom as something that is only obtained by the counsel of mentors, or by the experience of previous failures. By that definition, I would debate that a more productive approach would be to employ a progressive business agenda. One that is highly ambitious. An agenda that most would consider a plan destined to fail or be thwarted by the big, bad, devastatingly destructive, yet invisible Category 5 Hurricane. Why, you ask? Because, if you’re making small incremental moves, and some- thing devastating occurs, you’re even further behind than if chose to be a bit more aggressive prior to the debilitating circumstance. So, let me take a moment to add some weight to methods of how to approach these un-inevitabilities. For starters, if you play too conservative in planning your business agenda around the “un-inevitabilities” of a possible high category hurricane, you would be making these plans year after year, and therefore tremendously stifling the po- tential growth of your business, division, department, or team. If you were wrong in doing so, five years running, how much money or productivity do you think you may have cost your business? Do you think that this approach would increase or decrease the confidence of your shareholders? What about your team? Would they feel like a trusted bunch of highly skilled professionals, or would you have made them feel like a group of lemmings that can’t navigate their way through adversity if it were to appear in some form? Well, let’s sit those questions on the back burner for a moment. Perhaps you are simply the cautious type, and playing things con- servatively is simply the way you play ball. Okay, fine! I can understand that. However, let’s approach your meth- odology with an inverted way of using that conservatism. Instead of creating a cautious and conservative agenda to deal with something that may or may not happen, why not conservatively make safe decisions that will protect you should something wrong actually occur. Beef up your insurance policy. Re- inforce your building structures. Invest into more advance protective coverings for sites you may be working at, or to protect projects and products that may have the propensity of complete ruin should something devastating occur. Using your approach in this manner is still “conservative” in nature, but it gives you an excuse to be the proactive and progressive executive that you have always admired. Regardless of these suggestions and styles of leadership, it is always wise to consider all possibilities, prior to draft- ing your business initiatives, in a region that may provide extremely short notice to possible catastrophes that could bring about irrevocable damage to your business, and perhaps even cause its unfortunate demise. With that in mind, I offer you the ancient wisdom mantra questionnaire that many great minds and executives have employed over the centuries to move them past the immobility that fear causes, and into the proactive zone of forward progress: “What is the worst that can happen?” Upon absorbing the vision and possibili- ty of that answer, then ask: “If that were to happen, is that something I would still be able to survive or navigate past?” In most cases, this exercise should bring you peace and the courage to carry out your plans in spite of the possible “un-inevitabilities” that life may bring about. This is going to continue being a great year, and next year even greater. Don’t let anything keep you from throttling full steam ahead. Apprehension is not the innate trait of a successful execu- tive. Until next time, plan, build, and con- tinue to prosper. Andre Barefield SEPT. / OCT. 2018 Contents 2 EXECUTIVE VIEW 4 OPENING LINES THE BEST IN TRAVEL AND TOURISM 18 SHERATON MALL Doing something right BEST PRACTICES IN BUSINESS AND ECONOMIC DEVELOPMENT 28 ARGYLE INTERNATIONAL AIRPORT Goods and passengers 36 HARNEY MOTORS LTD. Best in sales and service 46 NTT DATA COSTA RICA A top IT services provider 52 READY-MIX LIMITED, BARBADOS Delivering the best concrete solution Editor-in-Chief Al Krulick Associate Editor Lorie Lee Steiner Vice President of Publishing Andre Barefield Vice President of Operations Lauren Blackwell Research Director Christian Combes Creative Director Dana Long Digital Strategist Jon Bartlow Vice President of Production Aimy McGrew CGO Alexander Wynne-Jones COO Brian Andersen Executive Publisher / CEO Marcus VandenBrink USA Canada Caribbean Oceania Email for all inquiries: info@businessviewmagazine.com WWW.BUSINESSVIEWMAGAZINE.COM 12559 New Brittany Blvd Fort Myers, 33907 239.220.5554 CONTACT US 46 28 52