THE INTERVIEW | JUSTIN BROWN
Unirope technician sewing a custom web sling.
customers, employees and products because real authority comes from first-hand knowledge and continued involvement, not simply from position or title. More valuable guidance came from Buschmann’s predecessor Wilf Martini, Unirope’s general manager from 1957 to 1991. A highly capable engineer, Martini established early on that Unirope would be more than a product supplier. He positioned it as a technical partner to the industry, building its reputation around expertise, problem-solving, and a willingness to contribute beyond the immediate sale. “I never worked directly for Wilf, but I had many conversations with him, and he helped me understand the opportunity that comes with working in a small organisation within a specialised industry. In a large company, roles can be narrowly defined, and influence can be closely tied to title. In a smaller business, people who are curious and willing to take responsibility can contribute across functions and have a visible effect on the direction of the company.” Perhaps Martini’s biggest lesson, however, was that the size of an organisation or an industry does not limit the scale of a person’s contribution. Indeed, a smaller environment can create greater
opportunity for someone prepared to participate fully. Influence is not granted through position, but is earned by developing expertise, volunteering for responsibility and consistently contributing where the industry needs help. “That idea has shaped how I think about employee development at Unirope,” says Brown. “I want people to see their role not as a fixed job description, but as a platform from which they can grow, contribute and build a reputation. The people who engage most deeply often discover they can have an impact on their company and profession far greater than they initially expected.”
A philosophy of self-belief Over the years, Brown has seen Unirope evolve significantly. In 2024, it became the first rigging shop accredited under the Associated Wire Rope Fabricators’ accreditation programme – a meaningful third-party quality endorsement, not simply a membership badge. The company is also a full member of the Lifting Equipment Engineers Association, following audits verifying examining technical competence, equipment, procedures and workmanship. After 70 years, the company maintains fabrication, testing and inspection facilities in
Mississauga, Montreal and Edmonton, and its equipment includes test beds with capacities up to 1.2 million pounds. From that base, Brown has contributed to projects in some remarkable environments, from highly specialised aerospace applications to demanding offshore and deep-sea operations. Nevertheless, it is not the big projects that have taught him the most. “Those experiences have been rewarding, but
they are not what shaped me most as a leader,” he explains. “Looking back, I don’t think expertise is built through a handful of high-profile projects. It is built by solving thousands of problems, each one teaching you something slightly different.” “One lesson has remained remarkably
consistent – the problem presented is rarely the real problem,” he adds. “A crane rope that wears prematurely or fails unexpectedly is seldom just a product issue. The challenge is not simply identifying what failed. It is understanding why the system produced that outcome.” Indeed, Brown’s business philosophy revolves
around the idea that knowledge is a company’s most valuable asset. Deep technical knowledge, sound judgment and a mindset of continuous learning are harder to replicate than any technology or growth strategy.
ochmagazine.com | Fall 2026 39
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