THE INTERVIEW | JUSTIN BROWN
When you spend your whole career with a company, you cannot help but become its heart and soul. That is precisely what Justin Brown, president at Unirope, has done, having risen from a junior role right out of college to the very top of the organisation. Jim Banks finds out how he climbed each rung on the way up, and what the company means to him.
Company man A
s a technical specialist, Unirope is regarded as one of the leaders in its niche areas of expertise – the
manufacture, distribution and inspection of high- performance wire rope, lifting slings and rigging products. Founded in 1956 and headquartered in Mississauga, Ontario, it has built a solid reputation far beyond its native Canada. Over 70 years, it has become a centre of
excellence in fabrication and testing, operating heavy-duty rigging shops with massive 1,500t capacity rope swagers for custom end-fittings and assemblies. More recently, it moved into asset tracking using the Field ID digital web-based system to provide real-time access to inspection results, test certificates and maintenance records. Beyond technical innovation, however, it is a company that inspires loyalty, as exemplified by its current president, Justin Brown, whose strong work ethic and keen understanding of how highly customers value good service have come to set the tone for the company. Raised by parents who ran a grocery store, he saw firsthand what it takes to sustain a small business, and he always understood that what works in a store could work in a larger company. “My parents formed my understanding of work long before I began my own career,” he explains. “My mother worked 12 hours a day, seven days a week. My father maintained a full-time job while also carrying significant responsibilities in the business. Their work ethic was not something they spoke about. It was demonstrated through consistency, sacrifice and a deep sense of responsibility to our family, their customers and the community they served.”
Commitment counts Brown’s parents gave him his first education in business, and the key lesson was that hard work is not defined only by the number of hours worked. “It is defined by reliability,” he says. “It means doing what needs to be done when the work is repetitive, inconvenient or difficult, and when no one is there to recognise the effort. They showed
me that commitment is most visible in the ordinary decisions repeated every day.” “They also taught me how closely trust and performance are connected in a small business,” he adds. “Customers notice whether you keep your word. Employees notice whether a leader is prepared to share the burden. The community notices whether the business is dependable. Over time, those individual experiences become the company’s reputation.” From the very start, Brown knew that a business
ultimately reflects the standards its leaders demonstrate consistently, not simply the values they claim to hold.
Having obtained his degree in business and commerce from Memorial University of Newfoundland, he moved to Toronto without any plan for his future. In 2005, he took his first job as a customer service representative at Unirope, and although he knew very little about wire rope or rigging, he had taken an important first step. “I was immediately struck by the depth of
expertise within the company and by how much there was to learn,” he says. “Curiosity was valued, and experienced people were willing to share their knowledge. I could see an opportunity to make an impact over time and grow with the company. My instincts proved right.” From customer service he moved into product management, then into a director role and in 2021 he became president. Each position brought him a different perspective on how a business creates value. “Customer service taught me to listen closely and identify the problem behind the initial request,” he explains. “Product management developed my technical knowledge and helped me understand the connection between product performance, customer needs and commercial decisions. Leadership taught me that strategy is ultimately executed through culture, capability and trust.” Brown is keen to show by staying in one company he has done more than merely accumulate a set of job titles. Each step has
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