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"FIND SOMETHING YOU'RE GOOD
AT—AND ADD MEANING TO IT."
Chantelle Krish
EXECUTIVE DIRECTOR,
BIG SISTERS OF BC LOWER MAINLAND
Brandt C. Louie
CEO, LONDON DRUGS
PRESIDENT AND CEO, H.Y. LOUIE CO.
Handed down from my grandfather, Hok Yat Louie, it's
something I share as often as possible with colleagues,
leadership teams, students, young entrepreneurs and
in many of my speaking engagements.
People often claim that turbulent times require
quick solutions and that's certainly true right now.
However, a rapidly shifting landscape doesn't mean
that implementing stopgap measures without consid-
ering long-term consequences is the wisest course.
That kind of thinking can make us myopic and is dan-
gerous when it comes to achieving lasting success.
As a private, family-owned organization, we've
always focused on the next generation—internally,
within our community and through meeting the needs
of our customers. The longevity and the legacy we've
built are the result of keeping the long view central to
every decision we make.
"WHILE IT'S TEMPTING TO ACT ONLY IN THE
INTEREST OF TODAY—OR THE SHORT TERM—
WE MUST DISCIPLINE OURSELVES TO TAKE
THE LONG VIEW."
The best leadership advice I've ever received came
from my husband, Tilman, who has always been my
greatest supporter.
We often hear we should follow our passion—but
there's something grounding about starting with what
comes naturally. When we lean into what we're already
good at, we build confidence—and from there, we can
direct those strengths toward something that matters.
For me, that was communication. I've always
been able to connect people, ideas and stories. Early
in my career, I worked at a fast-paced PR agency in
Vancouver, supporting clients across mining, energy,
Indigenous relations and politics. It was intense, but
it sharpened my instincts and taught me how to craft
messages that inspire, influence and build trust.
Eventually, I craved more purpose. I brought
those same skills into the nonprofit sector—and
found that communication wasn't just about telling
stories, but about listening, holding space and building
movements. Now, as a CEO, those abilities are at the
core of how I lead.
B r a n d t L o ui e : H o p e W a t a n a b e / L o n d o n D r u g s
B C B U S I N E S S . C A
S E P T E M B E R 2 0 2 5
