Lou Naumovski was born in Bitola, worked in Ottawa, Atlanta, Bagdhad, Moscow and London.This interview is an exciting journey as we follow Lou from one foreign city to another and understand some of the personal and professional challenges that he faced.
What motivated him and how did he do it? Read on and enjoy the second installment of our interviews with Macedonia 2025 Board Members.
Macedonia 2025 - Your career started in the Canadian Foreign Service, what attracted you to that profession?
Lou Naumovski - Growing up in Canada as an immigrant, I was very conscious of the differences between people in Canada, and very proud of the fact that we were free to speak our own Macedonian language and practice our religion. Canada is a country that welcomed us as immigrants from Yugoslavia, but that also had its own unique history of having been founded by two different ethnic groups; the French and English and promoted these two languages and cultures, while at the same time encouraging us to maintain our own identity.
While traveling with my family back to what was still Yugoslavia in 1972 for the first time since we emigrated, I began to understand that my ambition and destiny was to use my Macedonian heritage, my love of languages and what I felt was my ability to bridge a number of different cultures in service to my adopted country.
As a first-generation Canadian, I wanted to be able to show the rest of the world that Canada was also made up newer immigrants who were making significant contributions to Canada. I also was very proud that I, as an ethnic Macedonian, could be selected through a very competitive process to represent Canada. For ten years in three different foreign postings I was thrilled to be able to live my dream.
Macedonia 2025 - Even after leaving the foreign service your career continued to flourish with stops in Moscow and London. Relocating to different counties must have been demanding on you and your family. What type of challenges did that present?
Lou Naumovski - Before having children, my wife and I were very excited at the prospect of moving on a regular basis. The first three or four moves were not difficult - apart from the tedium of packing and unpacking. Whatever fatigue we experienced was always offset by the excitement, the colour and the new challenges that each new posting represented.
This was also true of the new professional assignments that I undertook. Looking back at my career so far I am most proud of the fact that I have been able to make successful moves into a wide variety of professional areas: as a specialist on trade promotion and development, then into starting up a business association, then to project and corporate financing of significant capital projects, from there into financial and payment services, and most recently into the gold industry.
A lot of my ability to move into new areas was developed early in my career as a trade commissioner when I had to be flexible enough and willing and able to learn about fields as diverse as agriculture and animal genetics, farm equipment, defence products, wood working technology and equipment, construction materials, etc. This was also true at the European bank where I made loans in the steel industry, and the satellite launching sector; in the automotive industry and in pulp and paper. Whenever making a new job decision, I always focused on the opportunity to learn new things and to be able to apply whatever management skills I had acquired along the way in new settings, environments and even in new cultures and languages.
I suppose my emphasis on roles in Russia indicates that I have felt most at home in this Slavic country where my own upbringing and facility in Slavic languages has made it easier for me to thrive there than in other places. However, with children and with the passing of time, the wanderlust and physical endurance to be able to withstand time zone changes and long-haul flights has diminished somewhat.
Macedonia 2025 - Working in different countries requires not only an adjustment for the family, but also an adjustment to your work habits, so that you can adapt to your new office environment. What traditions and cultural behaviors surprised you the most?
Lou Naumovski - I have been very fortunate to be able to launch several “start-ups” where I have been able to recruit staff and colleagues, and to begin operations by putting my own stamp on what culture eventually took hold in the workplace. As a result, I have always been able to start my day early (in Baghdad that meant getting into the office at 0600 hrs for an hour of Arabic language study before the work day began at 0700 hrs), to have an open-plan office and an open-door policy in respect of communications with my colleagues.
I have also always empowered younger staff members in a way that they would never be empowered in organisations managed by local managers. Effectively, no matter what country I have worked in, I have tried to apply a Canadian work ethic, but to do so by adopting the local culture and to using the local language.
Russians and even Iraqis were very responsive to my approach, and the highest praise I have ever experienced in my professional life is when numerous young Russian colleagues have told my how happy and inspired they are in working in offices that I have managed.
I suppose the biggest surprise I have had in a cultural sense was in Baghdad, where I found that the “Asian” approach to business and personal relations made open, honest interaction very difficult, if not impossible. People really were inscrutable and it was very difficult to distinguish between your true friends and those with an ulterior motive in their relationships with you. I overcame this by continuing to be “Canadian’ and open, honest and consistent with my interlocutors to the point where I could convince them that what they saw in me was exactly what they could expect to get.
Although Russians are only slightly less “Asian” in this respect, my consistently open behavior has also served me well in Russia. In both cultures, the ability to speak the language and related to the local people has paid great dividends. Sadly, 21 years after having left Baghdad, I have had almost no opportunity to retain the level of Arabic language that I once had.
Macedonia 2025 - During your time at Visa one of your many regional responsibilities was Russia and the former Soviet republics. There is a great discrepancy in prosperity between some of the former Soviet republics – some are in the EU and others are handling their transition to democracy and an open market economy with great difficulty. Are there any examples that Macedonia can learn from?
Lou Naumovski - Until the onset of the deep crisis in the Baltic States, I would have said that Macedonia would have a lot to learn from countries like Estonia and
Latvia. Although the economic crisis has hurt both of these countries and caused significant reductions in GDP over the last year, they have still made a lot of progress in economic and policy modernization, with greater transparency in government and the bureaucracy, significant and quick returns in privatization, and a thorough modernization of banking and infrastructure.
Unfortunately, their expansion of credit and intense investment activity has also hurt them in the recession. Despite this fact, Macedonia can learn a lot from how quickly and thorough these countries reformed. I do not see too many other good examples in either politics or economics that I would recommend Macedonia adopts from the remaining former Soviet States.
This is certainly true for Ukraine in respect of the contributions if their Diaspora to encouraging investment or direct financial assistance. There has not been a consistency of purpose or a consensus amongst the Ukrainian Diaspora on how to assist Ukraine. One area where they have certainly contributed, on the other hand, is in supplying both bureaucrats and business managers to Ukrainian business. Some were still surprised that Russian was in fact the language of business and commerce, and have struggled when trying to work in Kyiv or in Eastern Ukraine, as opposed to the more nationalistic Western Ukraine. The Ukrainian Diaspora as well has, in m opinion, also focused too much on politics.
The Armenian Diaspora, on the other hand, has left politics alone and focused most of its assistance in remittances to Armenia and support for small business.
Macedonia 2025 - Tell us something not too many people know about Lou Naumovski.
Lou Naumovski - Most people may not know that until I was 17, I sang in a chamber choir, and that I once entertained the thought of pursuing a musical education in University. Lucky, for the rest of the world the Director of the Hart House Chorus at the University of Toronto was a good judge of talent or the lack thereof. Finally, many people would be surprised to learn that I love curling, and that right through university I was a pretty decent competitive curler. My Macedonian grandparents were more than a little amused that someone would actually choose to sweep for fun - on ice no less!
Macedonia 2025 Business and Professionals Association
Macedonia 2025 is proud to announce the launch of the Macedonia 2025 Business and Professionals Association. On Monday January 25th, 2010 in cooperation with Scotiabank, Macedonia 2025 will be celebrating this historic occasion with a cocktail reception high above the city of Toronto in the picturesque Radcliffe Room on the 63rd floor of Scotia Plaza.
“It’s all about bringing people together.This is a fantastic opportunity for Macedonian business professionals to meet in an environment where they can learn from each other, build relationships, and invest in themselves.” said Susan Niczowski, Founder of Summer Fresh Salads and Macedonia 2025 Board Member.
Toronto symbolizes an exciting start that could lead to other regional networking events throughout North America in 2010. Our goal is to provide the Diaspora with an opportunity to strengthen and improve linkages in the Macedonian community worldwide.
Macedonians have been living in North America for over a hundred years. Over time Macedonians have successfully integrated themselves to be a key contributor to the cultural, social and economic mosaic of North America.“Macedonia 2025 is an acknowledgement that Macedonia’s strengths and resources reach well beyond its boarders and into the new countries where the Macedonian Diaspora now call home.” said Mitre Kutanovski President of Macedonia 2025.
The Macedonia 2025 Business and Professionals Association will provide an unparalleled experience where young professionals will be able to receive first hand knowledge and advice from very accomplished, seasoned and respected North American business leaders.
To purchase your membership and register for the cocktail reception please complete the registration form and return it to deyan@macedonia2025.com or by fax to 416-341-2494
Macedonia 2025 Business and Professionals Assiociation Invitation click here
Macedonia 2025 - Not many people are aware that early on in your career you worked as an advisor to senior members of the government. What lessons did you learn working in Ottawa that have been valuable when you returned to the private sector?
John Bitove - I learned that it’s not what you ask for, its how you ask for it. At the end of the day, people have to trust you and you have to have a reputation of honesty. That is how my parents raised my family.
Macedonia 2025 - You have a proven track record of introducing new business be it bringing the NBA to Toronto or bringing Satellite Radio to Canada. What factors do you put value on when moving from a great idea into action?
John Bitove - When I look at an opportunity the factor that I put value on is whether I believe in the business or not. Once you can sell yourself on something, it’s much easier to sell it others. Then you need to hire a good management team and trust them to execute against the plan.
Macedonia 2025 - The Bitove family is a big one, you have one sister and three brothers. What are the advantages and challenges of going into business with your family?
John Bitove - One advantage is that I know I can trust my family. One disadvantage is that sometimes when you mix family and business things can get cloudy. At the end of the day you have to insure that the love for your family is more important than business issues.
Macedonia 2025 - Even those who have casually followed your career know that you are an avid sports fan. What parallels can you draw from competing in the sports arena and competing in the business world?
John Bitove - Both professional sports and the business world are highly competitive. They require you to learn how to work together with people to achieve your goals. They also require you to act quickly when your competitor does something or unexpected changes arise.
Macedonia 2025 - If you were giving advice to someone who was about to launch their own business. What would you tell them is most important before they launch?
John Bitove - Learn the nuts and bolts of the business you’re trying to get into. How the business really makes money. Then, figure out a way to do it better than your competition. Also make sure your spouse/partner is supportive because if I didn’t have that I couldn’t do what I do.
Macedonia 2025 - Tell us some thing not too many people know about John Bitove
John Bitove - I love to laugh and hang with people who are full of positive energy and make us all smile. Life is too short any other way!
If you are interested in learning more about John Bitove you can read this story that was published in the Report on Business Magazine
The HoosierState has a deep history that continues to be enriched by the tens of thousands of Macedonian Americans who live in Indiana.The story continues as Crown Point becomes the home of Macedonia 2025’s second office in North America.
The opening of the new office coincides with the appointment of Mitre Kutanovski as the President of Macedonia 2025.The internal reorganization is part of an overall effort to better service the Macedonian Diaspora in North America.The membership structure has been revamped to attract business owners and professionals, and the new office has already welcomed a very dedicated group of volunteers.
Both Toronto and Crown Point offices will be active in promoting Macedonia as a destination for foreign investment, developing and implementing capacity building projects, and improving the linkages of the Macedonian community worldwide.
“This is a big step forward in achieving our goals of building a stronger, more diverse and competitive Macedonian economy. A second office in North America will allow us to better engage the Macedonian Disapora.This is a group that has a desire to help and we are happy to provide them with the platform to help.”said Mitre Kutanovski, President of Macedonia 2025.
Macedonia 2025 plans to celebrate the opening of its new office with a golf tournament, in Crown Point at Summertree golf course on Friday September 4th, 2009.For more information about the golf tournament please contact Tina at Tinat@macedonia2025.com or call Alek at 219-670-7710
For a complete listing of staff and office locations click here
After the
successful launch in 2008, this spring the LEADER project returned to Macedonia for
an even more impactful visit.Young and
aspiring entrepreneurs were able to benefit from an interactive two week
workshop, which was designed to teach foundational and advanced business
decision making skills.
Here is what
one of the participants said:
"The Leader Project for me was a
completely new and refreshing experience. I really enjoyed the proactive
approach in teaching and how the teachers customized the classes based on
students’ feedback.
The case studies and the
encouragement to actively participate in the lectures made the learning process
fun and inspired creativity and a desire to learn."
Macedonia
2025 would like to thank the University
of Western Ontario and the Richard
Ivey School of Business for their continued support of the Macedonia
program - Particular thanks to this years’ instructors Steven McClelland,
Shazia Ladak and Chris Gilpin.
Here is a
testimonial of their visit to Macedonia.
As 'instructors' our mission was to facilitate rich discussions among the
students, using a variety business cases as the focal point. The
case learning method we used offers several advantages that cannot be
found in most business schools, including those in Western Europe and North America. First, it forces the student to
make a decision, defend it, and evaluate the implications of that
decision. Second, while each case has a multitude of options none
are 'correct' or 'incorrect', just as it is the real world. Students
engage in a friendly debate over the merits of each alternative based on
their own views and analysis.
In Macedonia,
the students were extremely engaged, very capable and we had great
discussions. As well, using their local knowledge of the business
environment in Macedonia
the students made the training immediately applicable to their
businesses. We heard stories from many students of leaving the class
and applying the case material that same evening! That was
exciting for us as instructors, knowing we had made a small impact to our
students.
Overall, the experience was truly amazing. We were pleased and
very impressed with the business knowledge and energy level of
the students. Our discussions were passionate and deep, making for
a truly amazing learning experience for all involved, including
the instructors. However, what made the experience so special for us
was the friendliness and hospitality of the students, Chamber of
Commerce staff, Macedonia 2025 and of course the Macedonian people in
general. As I tell friends back home about the experience, I find
myself ending each conversation with a story of how Macedonia is truly a hidden gem of Europe, and encourage them to visit.
I will look upon my experience in Macedonia as one of the most
special times in my MBA, and in general one my best travel
experiences. If I'm lucky, I will be able to return to Macedonia at
some point.
The LEADER Project LEADER is an economic development program, founded in 1991 by MBA students from the Richard Ivey School of Business at the University of Western Ontario. Each year LEADER sends teams of approximately 30 business students from Ivey to developing and emerging economies around the world to teach foundational business decision making and entrepreneurial skills to students and entrepreneurs.
The Richard Ivey School of Business at the University of Western Ontario ranks as one of the top business schools in North America. Its mission is to develop business leaders who think globally, act strategically and contribute to the societies within which they operate.
Since Ivey’s inception in 1922, the case study method has been the keystone of the school’s approach to learning. The case method is active learning by doing. Each case provides the student with an opportunity to stand in the shoes of the decision-maker, analyzing the business issue presented, making judgments and determining a course of action.
Proven success
Since its inception, LEADER has taught over 6,500 students in emerging economies around the world how to take ownership of business decisions. LEADER has helped to give these students the tools to improve their economic condition. Many of LEADER’s students have gone on to start successful entrepreneurial ventures in Media, Finance, and Professional Services to name a few. LEADER now has a network of over 650 instructor alumni, all graduates of the Ivey Business School. Many of LEADER’s alumni occupy some of the most senior roles at the world’s largest banks, management consulting firms, and NGOs. Each of them frequently draws upon the rich cross-cultural and leadership knowledge they gained during their time on LEADER.
Course Objectives
The LEADER Project is modeled after the Richard Ivey School of Business case-study method, which places emphasis on effective action-oriented business practices and decision making. Learning occurs through interactive discussion of real business problems derived from North American and Eastern European experiences.
The course is conducted over a two week period during the month of May of each year. This year it will run from May 12 to 23, 2008. The two-week module focuses on the basic principles of business and entrepreneurship. As a final assignment, each student or entrepreneur’s comprehensive and practical business plan will be reviewed and fine tuned to better reflect the challenges and opportunities that their business is facing. Time is also dedicated each day by the instructors for direct on-site consulting services for these same businesses.
Content
The course is designed to teach basic business concepts and explore each concept with an example case study. The desire is to give managers the knowledge of business tools and how they are adopted in an imperfect world. The course only concentrates on business and general management to ensure each program participant receives some practical learning in the time limitations. The students learn not only what tools managers use in business, but also why they are used. The program also ensures the students gain an understanding of the environment in which managers make decisions and how these students can use business tools to make sound decisions. Finally, the students also gain an understanding that managers must make decisions promptly on the basis of imperfect information.
Why the Case Method?
The case method brings LEADER candidates into contact with actual business challenges faced by managers in real world situations. The case provides an opportunity for students to analyze the situation, make a decision based on the available information and formulate an action plan to implement the decision. By analyzing real business cases daily in class, students are compelled to develop decision-making skills that they can then employ outside of the classroom in a managerial role.
What is a Case?
A case is a description of a real-life business situation. Cases are presented from the perspective of a particular manager or stakeholder. Often cases describe a series of events occurring over a specific time frame. Some are short, and others are quite long. There is no set format for cases. The case-writer and company involved decide the structure of the case.
