Go to the Globe and Mail homepage

Jump to main navigationJump to main content

After nearly 30 years with Teck Resources, David Thompson is now the volunteer chair of the B.C. Health Services Purchasing Organization. (Ben Nelms For The Globe and Mail)
After nearly 30 years with Teck Resources, David Thompson is now the volunteer chair of the B.C. Health Services Purchasing Organization. (Ben Nelms For The Globe and Mail)

At the top

Teck’s ‘legacy CEO’ David Thompson tackles health funding Add to ...

On Wednesday, David Thompson will attend the annual meeting of his old company, Teck Resources Ltd., and there will be celebrations – for Vancouver-based Teck is 100 years old this year. Mr. Thompson has loomed large in its history, having served almost three decades as a senior manager, including as chief executive officer during the last four years of his career. The Harvard Business Review honoured the British native as one of its outstanding “legacy CEOs,” not only for guiding Teck during his four-year tenure up to 2005, but also for leaving it in good shape for his successor. While Teck has gone on to new adventures (crisis and comeback), Mr. Thompson turned his managerial savvy to being a change agent in B.C. health care. Having helped turn around the big regional health-care system, Vancouver Coastal Health, he has pioneered the concept of patient-focused funding as volunteer chair of the B.C. Health Services Purchasing Organization.

More Related to this Story

First let’s talk about mining. If you were a CEO in the midst of this commodity turbulence, how would you react?

Probably cowering under my desk or something.

What about a strategy?

I assume we are in the late stages of the cycle, but you can also be wrong by being right too early, so I wouldn’t do anything dramatic. You should have been already building cash, and I would accelerate that. I would cut discretionary spending – I hope I would have already done it in the annual budget, rather than panicking, say, three months later. Discretionary spending means things such as exploration and overhead – all these things that get added on in a boom.

And you should have a plan where you know where your weakest mines are. If prices were going down 10 to 20 per cent … you say, ‘Can we run mine X or not? What would be the best configuration?’ You have to have been doing that thinking already. And this [price decline] is not going on forever. You don’t want your people to go into a Chicken Little approach, because, after all, all times in mining are good times; it is a case of figuring out how to make the best of where you are.

So there are opportunities?

Almost every major mining company in the world has fired its CEO and hired a new one. This is a good time because the first thing these new guys do is evaluate the mine portfolio. Where are the jewels and the weak ones? They are of an open mind because they are not the people who discovered the mines. You can approach them and say, ‘If you ever want to do a deal on mine X, we are quite prepared to look at it.’ If they want to sell, they know there is at least one buyer out there.

[At Teck], we always had a list: Who are the best juniors to do a deal with? And meet with them – take them out to lunch. Neither go into a panic nor assume this is purely temporary. You never know.

So you are not cowering under your desk?

I’m not totally pessimistic. My view is the world is actually growing and the next four years might be better than this four years, maybe not country by country, but globally. We’re probably through the worst and there may be growth left. You might have a cycle that is quite modest.

Were you instrumental in creating the modern Teck?

It was a team – including Norman Keevil [who has voting control and is now chairman], Bob Hallbauer [the late CEO of Cominco, which Teck controlled and later absorbed] and myself. It was good because Norman is a natural optimist and you need that in mining. I am a naturally risk-averse person, and Bob Hallbauer was a realist, and so it worked out pretty well. When all three of us thought something was pretty good, it probably was, and it usually turned out it was.

Norman was CEO for 20 years before I was, and so he should get equal credit or more. And he is very creative. I might say, ‘It can’t work,’ but then it becomes a case of: ‘What if try it this way or that way to make it work?’

Then you faced a different kind of turbulence when you eliminated the deficit at Vancouver Coastal Health?

Actually, [VCH] eliminated it, and not the conventional way, which is to slow things down and reduce costs. They did it the normal business way … through labour scheduling and a whole host of things. They were doing it after I left, too.

So is it possible to bring private-sector tactics to the public health-care system?

I think so, but as a business person, I believe the fundamental problem is the way the health system is funded in Canada. Many of the politicians think a dollar is a dollar, and if you give [hospitals] a certain number of dollars, things get done. If you give them more dollars, they do more. But we [at the purchasing organization] come at it from a different basis: How do you lower your unit costs [costs per procedure]? You get value for money by driving unit costs down.

Single page

In the know

Most popular video »

Highlights

More from The Globe and Mail

Most Popular Stories