In an exclusive interview with CanadianSME Small Business Magazine, Greg Dunlap, President and CEO of Stanley Mutual Insurance Company, shares his journey of revitalizing the company through values-driven leadership. With over 30 years of industry experience, Greg has strengthened community ties and empowered employees by fostering collaboration, transparency, and innovation.
Under his leadership, Stanley Mutual has introduced initiatives like natural talent assessments, flexible work arrangements, and community programs such as “Pay It Forward,” staying true to its mission of neighbors helping neighbors. Greg’s advice to leaders: “Stay true to your roots, listen to your people, and evolve with purpose—success will follow.
President and CEO President and CEO – Stanley Mutual Insurance Company Feb 2015 – Present
Responsible for a team of 27 along with a product distribution force of multiple offices throughout our New Brunswick, including a fully owned broker subsidary. Manage a premium portfolio of $12,000,000 and assets of $20 million. Responsibilities include Human Resources, Budgeting, Reinsurance, Operations, Business Development, Quality Control, Public Relations, Marketing, Branding, Strategic Planning and Coordination and Implementation of Board Policy and initiatives. Chairman Of the Maritime Association of Mutual Insurance Companies
VP Operations – Wilson Insurance Ltd. and Wilson Benefits Ltd. Feb 2002 – Oct 2014
Vice President of Wilson Insurance Ltd. & Wilson Benefits Ltd. responsible for Operations for five distinct divisions; Personal Insurance, Independent Business Unit, Corporate Business Unit, Accounting & Administration and Employee Benefits. As a member of the Executive Team, I was responsible for strategic planning, budgeting, goal setting, team mentoring, hiring, coordination of all divisions towards achieving corporate goals and employee development.
Commercial Broker – RV Thompson Insurance Ltd.1999 – 2002
Broker Development – Economical Insurance Group 1996 – 1999 · Saint John, Moncton, NB
Marketing Rep, Commercial Underwriter, Territory Manager – Wellington Insurance 1987 – 1996
UNB Business Administration and Management
NBCC (New Brunswick Community College)
Engineering Design & Drafting Technology Engineering Design & Drafting Technology 1985 – 1987
Stanley Mutual has a rich history as a community-driven insurance provider. Can you share how the company’s origins as a mutual insurer continue to influence its values and approach today?
Stanley Mutual is a, New Brunswick-based insurance company with our head office in the village of Stanley, NB. In the 1930s, property insurance was almost impossible to obtain in rural New Brunswick. To protect their farms, four farmers came together in 1937 to pool their resources and form their own insurance company. This was the humble beginning of Stanley Mutual.
As a mutual insurance company, we prioritize policyholder well-being, financial stability, and community empowerment. Unlike traditional insurance models, we offer a unique sense of ownership, where our members have a voice in how the company operates, including being governed by a board of directors who are members. This approach has proven to be highly effective, providing Canadians with secure, affordable insurance while fostering a strong sense of community.
Through our combination of personalized service and the mutual model, your membership directly contributes to positive change in our community. At Stanley Mutual, we’ve always believed in neighbors helping neighbors, and we’re proud to continue this tradition. I like to look at it like a modern-day barn raising because that’s the way communities always looked after each other. We do the same thing now, just with some modern improvements
Under your leadership, Stanley Mutual underwent a major cultural transformation. What inspired you to take on this challenge, and what was your vision for the company’s future?
When I came to Stanley Mutual, the first thing I recognized was the need to create a more human organization, one that had values, was committed to enriching the lives of its team and membership through identifying and committing to strong core values, a behavioural model designed by the team and a strategic plan that brought the organization back to it s roots of not just being an insurer, but serving its communities. The toxic work environment that existed was severely affecting productivity and employee engagement. It was clear that the company needed a cultural overhaul to rebuild trust, morale, and productivity. I was inspired by the opportunity to create an environment where people could truly thrive and reach their full potential—where their strengths were identified, valued and supported.
My vision was to cultivate a workplace culture rooted in collaboration, transparency, and shared responsibility. I wanted every employee to feel empowered and aligned with the company’s mission, so they could perform at their best. This required a focus on individual strengths, fostering a sense of unity, and ensuring a healthy work/life balance. I also wanted Stanley Mutual to be known as an organization that cared deeply about its employees’ personal growth, well-being, and contributions to the community.
Through the transformative initiatives, we aimed not only to improve internal culture but also to build an environment where employees could grow professionally while contributing positively to their communities. The ultimate goal was to make Stanley Mutual a workplace where employees felt proud to be part of a company that genuinely values them.
Can you walk us through some of the key initiatives you and your team implemented to foster a positive workplace culture and improve employee satisfaction?
We focused on creating a workplace where employees felt valued and empowered. One of the first initiatives we introduced was a holistic approach to talent management, where each employee underwent a natural talent assessment. This allowed us to align roles with their inherent strengths and personalities, leading to greater engaement and productivity. By understanding their unique abilities, we could ensure they spent at least 80% of their time doing tasks that energized them, leading to better results and a greater sense of fulfillment.
Additionally, we conducted in-depth interviews with employees to gather insights about their aspirations and challenges. This feedback helped us make necessary adjustments to roles, ensuring alignment between personal goals and company needs. We also launched company-wide workshops, where employees could voice their ideas on the ideal work environment and identify to us, how they must act to get the result they wanted. This empowered staff at all levels to shape the company culture.
To further enhance our culture, we introduced flexible work arrangements and a company-wide reading program, fostering continuous growth and well-being. Our incentive programs recognize both small and large achievements, ensuring that employee contributions are always appreciated, and morale remains high by clearly demonstrating how their work helps achieve the corporate vision.
Beyond internal changes, Stanley Mutual has remained committed to supporting local communities through programs like “Pay It Forward.” How do these initiatives reflect your company’s mission and values?
At Stanley Mutual, our mission is to create a community where the strength of all supports the needs of each. This guiding principal shapes everything we do, both internally and externally. Our “Pay It Forward” program is a direct reflection of this mission. By actively supporting local communities, we are fostering an environment where we all contribute to the well-being of others. These initiatives embody our values of collaboration, compassion, and shared responsibility. We believe that when communities come together to support one another, we all thrive. Our commitment to these programs ensures that we continue to uplift those around us, reinforcing the strength of the collective to meet the diverse needs of individuals. After all, it was the community that built us so we feel strongly obligated to help build it back.
As a leader who has overseen such impactful changes, what advice would you offer to other small and medium-sized business leaders striving to innovate while staying true to their roots?
My advice is to stay true to your core values while embracing change. For small and medium-sized businesses, innovation doesn’t mean abandoning tradition—it’s about aligning new ideas with your company’s foundational principles. Listen to your employees and involve them in shaping the future; their insights can drive meaningful transformation. Prioritize open communication, employee well-being, and community involvement. Success comes from fostering a collaborative environment where everyone feels valued and empowered, and where innovation naturally thrives without compromising your company’s identity or mission. IN fact, it can only contribute to greater success for all. Keep evolving, but never lose sight of what makes you unique
