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3 Founded in 2006, GeniMac is a Montreal, Québec based multidisciplinary building engineering firm specializing in mechanical, electrical, structural, civil and energy engineering solutions. Its mission “Avec vous, sur tous les plans” (translated to With You in Every Way) has always been clear: Being a true partner to its clients—from concept to construction—through collaboration, responsibility, added value efforts, leadership and a deep understanding of building design. As GeniMac approaches its 20th anniversary, Business Elite Canada had the pleasure of speaking with GeniMac’s COO Hugo-Charles Pigeon, about the company’s sustainable growth, strong partnerships and diversification with residential, industrial, commercial and energy efficient engineering. BEC: How has GeniMac approached the challenge of succession for young entrepreneurs, and what lessons have you learned in ensuring continuity and growth? HCP: We approached succession from a culture-first perspective. We didn’t start by looking at titles or roles; we focused on shared vision, complementary strengths, and long-term alignment. Succession is something you build, not something you buy. Continuity requires structure and communication well before any transition takes place. Étienne and I had the opportunity to work a certain time within
the company before becoming shareholders, which makes the process more natural. Being a business partner is a real commitment. I often joke that I spend more time with my partners than with my wife, so I’d better make sure I like them! A great lesson I’ve faced is that growth doesn’t necessarily start at the first effort. Especially with a service company. Our value lies not in machinery or equipment, but in the knowledge and capacity of our people. Collaboration, interpersonal skills, problem-solving ability, with a smile please, are the skillset to develop. Because we don’t just deliver engineering; we understand and adapt it to our client’s needs. Staying humble and adaptable is key here. The market evolves quickly: new technologies, new collaboration tools, shifting regulations, constantly changing client needs. The best way forward is to listen, learn and adjust. Finally, transparency is essential. Our board of directors brings together people with very different perspectives, and that diversity is a true strength, but it also demands complete honesty and trust. BEC: What have been the most significant barriers to accessing venture capital in your context, and how have you managed to overcome or work around them? 4
HCP: Engineering consulting firms are peopledriven organizations. Our most valuable assets— our experts—go home every night, which makes traditional financing more complex. Banks and investors prefer tangible assets. Even a profitable, stable service company often lacks the physical collateral they rely on for security. We’ve managed to work around it by building a strong financial reputation, maintaining healthy margins, and securing recurring business. With thousands of completed projects behind us, we can clearly demonstrate our stability and value creation. The hybrid financing models within the company to support our investment were the real key here. Ultimately, buying or growing a service firm isn’t for quick-fix investors—it’s long-term vision and the strength of a committed team for success investors BEC: How does being structured as a Coopérative des Travailleurs shape your decision-making, company culture, and long-term vision? HCP: Our employees now understand more than just their role in the company. The opportunity to really exchange and talk in a more open and collaborative way helped shape a team that better understands not only how we make decisions but also how we define success. We’ve remained agile and efficient but having employee-shareholders means decisions are made with greater (Left-Right )Etienne Lafleur, Marianne Vajstedt, Patrick Coutu, Hugo-Charles Pigeon, Yannick Chouinard, Rachelle Morin-Demers 5
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transparency and participation. When people are part of ownership, they care deeply about quality, reputation, and long-term outcomes. This model naturally encourages accountability and open discussion. It pushes us to think beyond profit and focus on sustainable decisions that make sense for both our team and our clients. Despite being cooperative, we’ve kept a flat structure and short decision paths—we can act quickly when opportunities arise. I believe this is really building loyalty, trust, and a genuine sense of belonging within our team. BEC: What are the main advantages of being organized as a CTA compared to a more traditional corporate structure? CHP: The biggest advantage is the fast and honest feedback. Everyone feels a sense of ownership, which means people aren’t afraid to speak up. That can be challenging, thrust me, but it’s also incredibly valuable. The cooperative model aligns the interests of leadership and staff, creating an environment of engagement and shared responsibility. People stay because they know they have a real stake in the company’s direction. It also fosters transparency, both internally and with clients, for stronger teams. It’s not an easier structure, but we believe it’s an efficient one. Collaborations like this leads to smarter long-run decisions, better product and long lasting relationships across the board. Hugo-Charles Pigeon, COO (Photo Credit: Sasha Onyshchenko) 7
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BEC: Where do you see the greatest opportunities for market diversification, and how are you preparing for those shifts? HCP: We see major opportunities in sustainable design, residential and industrial. Partnering with Seneca Expert Conseil and Ultragen has been a major step in that direction. Seneca brings large-scale industrial expertise and deep process knowledge, while Ultragen adds cutting-edge tools such as digital modeling, 3D scanning, and precision engineering. Both teams also align with our culture. These collaborations allow us to reconnect with our industrial roots—GeniMac actually began with industrial projects back in 2006—while expanding into areas like energy efficiency, automation, and sustainable infrastructure. Our teams have been working closely for over a year now, building trust, coordination, and a shared vision that will drive future growth. Ultragen people have been great to collaborate with, there’s really a sense of “where in this together now”. I find that curiosity has helped me a lot also! When you bring two companies together, at first, people have a certain adaptation time where it stills really feels like two completely distinct companies, but through curiosity, we get to fully unveil how both companies work. Curiosity becomes very powerful knowledge and understanding because the exposure is huge, for everyone! 9
BEC: How do you balance staying true to GeniMac’s DNA and values with the pressures of competition and changing market trends? HCP: We remain anchored in our core values: quality, collaboration, and efficiency. These principles guide every decision we make. When market pressures arise, we don’t compromise on what defines us. Instead, we adapt thoughtfully — embracing new technologies, and sustainability standards, but only when they align with our mission and add real value. Being a cooperative also helps preserve that balance. Because our decisions come from within — from the people who actually live the company’s values — we can evolve naturally, without losing who we are. It’s what keeps GeniMac grounded, authentic, and resilient. BEC: Can you share more about your collaborations with Seneca and Ultragen, and what excites you most about these opportunities? HCP: Our partnerships with Seneca and Ultragen represent a great evolution for GeniMac. Seneca Expert Conseil, and Seneca Construction (the general contractor branch) brings expertise in industrial processes and construction management while Ultragen contributes advanced technological capabilities, including digital modeling and robust project management. 10
Together, we offer fully integrated services — from complete mechanical, electrical, structural, and civil engineering concept design to construction. What excites me most is the synergy this creates. We can innovate faster, tackle larger and more complex projects, offer richer career opportunities for our team, and deliver even more value to our clients. This isn’t just about growth — it’s about evolution and building something stronger, together. BEC: Is there anything else you would like to share with our audience? HCP: I’d like to emphasize three things that truly define us. Sustainability is not an afterthought: it’s embedded in how we design, build, and operate. Second, our people are the foundation of everything we do. And finally, our future is guided by balance — growing responsibly, staying flexible, and continuing to learn from our partners and clients. After almost twenty years, we still see ourselves as builders—not just of buildings, but of relationships, trust, and long-term value through great projects. For more information, please visit www.genimac.ca 11
As seen in BusinessEliteCanada.com www.genimac.ca
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