2 JAN 2026 | BUSINESS ELITE CANADA
EDITOR’S LETTER As we enter a new year, this January issue of Business Elite Canada reflects a national focus on rebuilding with purpose across transportation, healthcare, and civic infrastructure. Our front cover story on the new Île-aux-Tourtes Bridge shines a spotlight on one of Quebec’s most critical transportation links. Its reconstruction underscores the importance of modern, reliable infrastructure in supporting economic continuity and public safety. That emphasis continues with major interchange redevelopment near the Pierre-Laporte and Québec bridges, where strategic planning is reshaping how people and goods move. This issue also explores investment in community and healthcare assets, from the Nouveau Complexe Hospitalier to municipal projects like the Preston Memorial Auditorium upgrades, each designed to meet evolving public needs. Complementing these stories are organizations and initiatives driving sustained growth, including Construgep, Fast Air’s 30-year milestone, and transformative transit and aviation projects in Edmonton and Whitehorse. Together, these features highlight a consistent theme: building infrastructure and enterprises that are designed not just for today but for decades ahead. The BEC Team 3 JAN 2026 | BUSINESS ELITE CANADA
PREVIOUS ISSUE Business Elite Canada First Canadian Place 100 King Street West—Suite 5600 Toronto, ON, M5X 1C9 Ph: 416-304-3959 Email: info@becmag.com Web: www.BECmag.com Editor Anna Guy Creative Art Director Kulvir Singh Chief Executive Officer Milos Bulatovic President & Publisher Sanjeev Amirthanathan samir@becmag.com 6 The New Île-aux-Tourtes Brid C O N 4 JAN 2026 | BUSINESS ELITE CANADA
dge 06 The New Île-aux-Tourtes Bridge 16 Reconstruction and Redevelopment of the Interchanges north of the Pierre-Laporte and Québec Bridges’ 26 Nouveau Complexe Hospitalier (NCH) 34 Construgep 44 Fast Air 54 The Erik Nielsen Whitehorse International Airport Runway Reconstruction 64 City of Cambridge - Preston Memorial Auditorium Upgrades Project 74 Capital Line South LRT Extension N T E N T S 5 JAN 2026 | BUSINESS ELITE CANADA
6 JAN 2026 | BUSINESS ELITE CANADA
(Photo Credit : Ministère des Transports et de la Mobilité durable et Mobilité Montréal) 7 JAN 2026 | BUSINESS ELITE CANADA The reconstruction of the Île-aux-Tourtes bridge stands as one of the most significant transportation infrastructure projects currently underway in Quebec. Valued at $2.3 billion and fully funded by the Government of Quebec, the project is designed to secure the long-term reliability of Highway 40, the biggest highway connection between the Island of Montreal and the Vaudreuil-Soulanges region. “The reconstruction of the Île-aux-Tourtes bridge addresses the priority need to maintain the sustainability and safety of the inter-shore link spanning Lake of Two Mountains along Highway 40 between the Island of Montreal and the Vaudreuil-Soulanges region,” says Julie Grondin, Project Director for the Ministère des Transports et de la Mobilité durable. Beyond replacing an aging structure, the project is intended to modernize mobility, strengthen economic connections, and integrate sustainability principles into every phase of delivery. SCOPE, SCALE, AND STRATEGIC OBJECTIVES While the new bridge itself will be approximately two kilometres long, the overall scope of work extends over roughly 4.5 kilometres.
8 JAN 2026 | BUSINESS ELITE CANADA This includes the reconstruction of Highway 40 approaches, the addition of new side lanes, and the reconfiguration of entrances and exits in the Senneville area. A new multi-use path and its connections are also part of the broader works. “With this project, the Ministry has set itself the challenge of ensuring the mobility of people and goods along Highway 40, promoting active and public transportation, and showcasing the infrastructure through its integration into the landscape,” Grondin explains. The new bridge will be built north of the existing structure and will feature three traffic lanes in each direction. Right-hand shoulders will be adapted for bus use to facilitate public transit movement during periods of congestion, while a two-way multi-use path will be constructed on the westbound deck. The project scope also includes demolition of the existing bridge and architectural enhancements to the new structure. DESIGNING FOR DURABILITY AND SAFETY The design of the new Île-aux-Tourtes bridge reflects decades of operational experience with the existing structure, which opened in 1965. Over time, freeze-thaw cycles, corrosion, and increasing traffic Project Map
9 JAN 2026 | BUSINESS ELITE CANADA loads contributed to accelerated deterioration of the original bridge’s slabs and beams. “These recurring interventions clearly demonstrated that the structure had reached the end of its useful life,” Grondin notes The new bridge is being delivered in accordance with the Ministry’s latest standards and best practices. “The replacement of the structure is carried out according to best practices and the latest standards of the Ministry, which guarantees a durable and safe structure,” she says. Wider lanes and shoulders have been incorporated to improve usability and simplify maintenance operations, helping to reduce future disruptions to traffic.
10 JAN 2026 | BUSINESS ELITE CANADA MATERIALS, STRUCTURE, AND LONG-TERM VIABILITY Sustainability and longevity are central to the project’s technical approach. The new structure will consist of two parallel and independent decks separated by approximately five metres, a configuration that facilitates inspections and future maintenance. Steel beams topped with reinforced concrete slabs will create a redundant structural system familiar to the Ministry, which oversees more than 10,000 bridge structures across the province. “The type of structural system used for the existing bridge is no longer part of the Ministry’s practices, particularly given the challenges related to repair and maintenance,” Grondin explains. Durable materials have been prioritized throughout the design. “As part of its project, the Ministry prioritizes the use of sustainable materials, including high-performance concrete, galvanized steel reinforcement, and a waterproofing membrane for the deck,” she adds. Although the Ministry initially required a minimum lifespan of 75 years, the final design significantly exceeded expectations. “The contractor was able to enhance the structural elements to the Ministry’s satisfaction, resulting in a structure with a lifespan of 100 years,” Grondin says. (Photo Credit : Ministère des Transports et de la Mobilité durable et Mobilité Montréal) Transport of the beams that were installed above the water on the east side of the bridge near Girwood Island in Senneville.
11 JAN 2026 | BUSINESS ELITE CANADA PREMIER REBAR & POST-TENSION SOLUTIONS www.agfgroup.com Proud partner in the Île-aux-Tourtes Bridge project CLIMATE ADAPTATION AND FUTURE RESILIENCE Climate change considerations have also shaped key design decisions. The vertical clearance of the new bridge will increase from 13 metres to 15.2 metres, a change intended to mitigate flood risks and improve resilience over the coming decades. “This increased vertical clearance is a measure to adapt to climate change and address flood risks, ensuring the infrastructure’s longevity,” Grondin explains. The additional clearance also improves navigability for sailboats that previously had to lower their masts to pass beneath the bridge. (Photo Credit : Ministère des Transports et de la Mobilité durable et Mobilité Montréal) Concrete work on the slabs of motorway 40 on the eastern approach to the bridge in Senneville.
12 JAN 2026 | BUSINESS ELITE CANADA IMPROVING MOBILITY AND OPERATIONAL RELIABILITY The new bridge will meet the current and future needs of users. In 2023, traffic volumes reached approximately 81,000 vehicles per day, with trucks accounting for 10 percent of total traffic. “By providing a new structure for users of the Île-aux-Tourtes bridge, the Ministry ensures the reliability of this inter-river link in the axis of Highway 40,” Grondin says. The bridge will include right-hand shoulders adapted for bus use, improving public transit efficiency during congestion, as well as a threemetre left shoulder to enhance safety in the event of a breakdown. Traffic lights and an extended fibre optic network will support improved traffic management and faster incident response. “This extension will be implemented with redundancy, meaning there will be two parallel fibre optic paths to ensure at least one connection is always maintained,” Grondin notes, reinforcing system reliability. MULTIMODAL CONNECTIVITY AND ACTIVE TRANSPORTATION Multimodal transportation is a defining feature of the project. After extensive analysis with regional (Photo Credit : Ministère des Transports et de la Mobilité durable et Mobilité Montréal) Formwork operations for the piers in water. The reinforcements were prefabricated and then installed on the pier foundations.
13 JAN 2026 | BUSINESS ELITE CANADA transit agencies, wide shoulders adapted for buses were identified as the most effective measure to support public transit. “The measure offering the greatest added value for public transit on the Île-aux-Tourtes bridge is a wide shoulder adapted for bus use,” Grondin says. Active transportation is also prioritized. The new multi-use path and viewpoints will connect to existing cycling networks, creating a new crossing for pedestrians and cyclists. A corridor has also been preserved to accommodate a potential future heavy transportation mode, should government authorities choose to implement one. ENVIRONMENTAL PROTECTION AT AN EXCEPTIONAL SCALE Environmental protection is embedded into every phase of the project. Located near Île aux Tourtes, the site includes sensitive aquatic environments, wetlands, forests, and protected wildlife habitats. “Environmental protection is an integral part of the project,” Grondin emphasizes. The project is subject to Quebec’s environmental impact assessment process and includes extensive mitigation, restoration, and compensation measures. These include one of the largest freshwater mussel relocation efforts in the (Photo Credit : Ministère des Transports et de la Mobilité durable et Mobilité Montréal) Formwork operations on the metal framework on the east side of the bridge near Senneville.
14 JAN 2026 | BUSINESS ELITE CANADA (Photo Credit : Ministère des Transports et de la Mobilité durable et Mobilité Montréal) Concrete work on the piers in the water on the east side of the bridge. Environmental compensation measure to protect turtles around the construction site. Electric fences have been installed.
15 JAN 2026 | BUSINESS ELITE CANADA province, the protection of peregrine falcons and white-fronted swallows nesting on the bridge, and compensation plans for fish habitats, forested areas, migratory birds, and turtle populations. The project is also pursuing Envision Platinum recognition, reflecting the Ministry’s commitment to third-party evaluation of sustainable infrastructure performance. SUPPORTING ECONOMIC VITALITY As the biggest highway link between Montreal and the Vaudreuil-Soulanges region, the bridge plays a vital role in regional and international trade. “Sixty percent of trucks travelling between the Greater Montreal area and Ontario use the bridge,” Grondin notes. By maintaining this strategic corridor, the project supports freight mobility, interregional connectivity, and long-term economic activity across Quebec and beyond. “The project aimed at maintaining this link contributes positively to local, regional, and international economic exchanges,” Grondin says. “It will therefore support long-term economic vitality.” For more information, please visit www.quebec.ca/gouvernement/ministeresorganismes/transports/coordonnees-structure/ generales? (Photo Credit : Ministère des Transports et de la Mobilité durable et Mobilité Montréal) Construction work on the slab of Highway 40 on the eastern approach to the bridge, in Senneville.
16 JAN 2026 | BUSINESS ELITE CANADA (Photo Credit : Ministère des Transports et de la Mobilité durable et Mobilité Montréal)
17 JAN 2026 | BUSINESS ELITE CANADA A major transformation is underway on the north shore approaches to the PierreLaporte and Quebec bridges, reshaping how residents, commuters, and visitors travel between Quebec City and Lévis. The redevelopment of Avenue des Hôtels and the surrounding corridor represents a large-scale initiative that blends transportation efficiency, sustainability, safety, and modern urban planning. The Ministry of Transport and Sustainable Mobility (province of Québec) has outlined a series of coordinated interventions that will introduce new public transit infrastructure, improve pedestrian and cycling routes, support long term economic potential, and offer a renewed urban experience at one of the most visible gateways to the national capital (Quebec City). The work includes a complete redesign of Avenue des Hôtels with a dedicated public transit corridor, a tunnel that allows buses to bypass a busy intersection, reconstruction of access ramps, new links for active transportation, redesigned intersections, and landscaping to give the area a distinctive visual identity. According to publicly available project information, the goal is to modernize and streamline travel for all users while encouraging adoption of sustainable transportation. When asked how the dedicated bus corridor and tunnel will benefit commuters, Sophie Boucher, urban planner and project manager, Ministry of Transport and Sustainable Mobility emphasizes the focus on reliability and travel time improvements.
18 JAN 2026 | BUSINESS ELITE CANADA “The corridor is entirely reserved for buses and built on a concrete roadway separate from car traffic lanes, either in a central median or alongside it. This is the first corridor of its kind built within the City of Quebec. The infrastructure will help to regulate journey times and thus offer better reliability of the public transport service and a saving of time for users.” STRATEGIC DESIGN The tunnel beneath the Laurier Boulevard and Lavigerie Avenue intersection is among the most strategic elements. “The tunnel has the advantage of allowing public transport users to bypass congestion areas in the heart of a busy sector,” says Boucher. Its location allows buses to avoid waiting at traffic signals while remaining entirely separated from private vehicles. “When the bus traveling in the reserved lane reaches Lavigerie Avenue, it enters the underground tunnel, thus bypassing the intersection’s congestion. Transit users then bypass the traffic light at the intersection. Similarly, motorists are not stuck between buses.” She adds that the configuration anticipates future integration, noting, “Eventually, the reserved corridor on Laurier Boulevard could be connected to the future interchange hub planned in the tramCité project (Quebec City tramway).” (Photo Credit : Ministère des Transports et de la Mobilité durable et Mobilité Montréal)
19 JAN 2026 | BUSINESS ELITE CANADA PEDESTRIAN AND CYCLIST SAFETY Pedestrian and cyclist safety are equally prominent in the project design, as several new links and path improvements will bridge existing transportation networks. “By creating a pedestrian corridor linking Avenue des Hôtels and the Sainte-Foy train station, pedestrian access to the station will be improved, as will intermodality between train and bus users,” says Simon Pilote, strategic Project Management Advisor, Ministry of Transport and Sustainable Mobility. He notes that the project will also reshape a formerly purely utilitarian space. “The architectural design and landscaping will encourage active transportation users to travel through this currently neglected area.” Additional improvements include a continuous pedestrian link along Avenue des Hôtels, widened multi use paths, and new bike lanes “on each side of Avenue des Hôtels between the Aquarium du Québec and Chemin Saint-Louis to connect existing networks.” The engineering context is highly complex and requires intensive planning and communication, as the corridor sits near the region’s only two inter-river crossings and a major highway interchange with many connections to the municipal road network. “Traffic management during the construction (Photo Credit : Ministère des Transports et de la Mobilité durable et Mobilité Montréal)
20 JAN 2026 | BUSINESS ELITE CANADA is therefore very complex.” Pilote shares that residential detours and temporary street closures have created challenges. “Residents of the area need to be well informed about the construction work, as some residential streets have been closed for extended periods. Detours, not always easy to navigate, and the neighborhoods overwhelmed by through traffic have become major issues.” Businesses have also been part of the planning and communication strategy. “Businesses, particularly hotel and restaurant owners, whose customers could be especially inconvenienced by the noise or other nuisances generated by a project of this scale, are receiving special attention.” Construction planning began long before the first shovel touched the ground. “Project with a significant impact on private or public land and requiring several land acquisitions and obtaining numerous permits before work can begin.” Design development involved three firms working in phases, subject to the standards and requirements of both the Ministry and the City of Quebec. Multiple contractors are also executing work simultaneously (Photo Credit : Ministère des Transports et de la Mobilité durable et Mobilité Montréal)
21 JAN 2026 | BUSINESS ELITE CANADA across separate but adjoining sites. The Ministry has also coordinated planning with the City of Quebec, the Quebec and Lévis transit authorities, SÉPAQ (Société des établissements de plein air du Québec), and the National Capital Commission of Quebec. SUSTAINABILITY AT THE CORE Sustainability features throughout the redevelopment plan. “From a place dedicated almost exclusively to automobiles, a section for active transportation will be added upon completion of the project.” Replanting efforts will reshape the landscape, as Pilote states, “In total, more than 600 trees, 7,000 shrubs, and 35,000 other plants (perennials and grasses) will be planted.” Soil remediation is underway because of historical industrial uses. The team has also prioritized material recovery and reuse. “In total, 85,000 tonnes of soil and rock are excavated to build the tunnel. This will be reused elsewhere on the site and for leveling work on Avenue des Hôtels.” (Photo Credit : Ministère des Transports et de la Mobilité durable et Mobilité Montréal)
22 JAN 2026 | BUSINESS ELITE CANADA (Photo Credit : Ministère des Transports et de la Mobilité durable et Mobilité Montréal)
23 JAN 2026 | BUSINESS ELITE CANADA “A second example illustrates adaptive heritage reuse: A sandstone wall near the north approach to the Quebec Bridge had to be demolished as part of the work. These same stones make up the fortifications of the Citadel of Quebec as well as several other heritage sites. Consequently, organizations such as Parks Canada and the National Capital Commission of Quebec recovered the stones to reuse them in heritage restoration projects.” Stormwater and climate adaptation are significant planning elements. “Oversizing of pipes to meet the increased water flow due to climate change.” Storage facilities will include underground chambers and an open-air retention basin that doubles as habitat space. “Monthly assessment of the amount of GHG produced by site activities in order to offset emissions.” EYES TO THE FUTURE With work underway since May 2023, the coming years will see phased completion toward commissioning in 2027. “By the end of 2026, the construction of two overpass bridges, above the CN railway line (Route 175 and Avenue des Hôtels) will be completed.” All major work related to the tunnel is planned to be finished earlier in 2026, followed by landscaping and final surface treatments. The redeveloped corridor is intended to deliver tangible long-term mobility and economic benefits. “With the implementation of the dedicated bus lane, the efficiency of public transit will be optimized, resulting in more consistent travel times. Time savings are expected over time, particularly during the afternoon rush hour southbound, which will be beneficial for the economy.”
24 JAN 2026 | BUSINESS ELITE CANADA (Photo Credit : Ministère des Transports et de la Mobilité durable et Mobilité Montréal) Continuous reinforced concrete slab of the central bus corridor on Hotel Avenue. Intersection Lavigerie-Laurier
25 JAN 2026 | BUSINESS ELITE CANADA The final vision aligns with Quebec’s broader approach to sustainable mobility and user-friendly public spaces. “The redevelopment will improve the movement of all users in the area, including pedestrians and cyclists, in addition to enhancing the landscape surrounding the gateway to the nation’s capital.” The completed corridor aims to strengthen multi modal connections, improve quality of movement, and support a gradual modal shift. “By integrating a corridor for public transportation, the project will allow for an efficient interconnection of the public transportation networks of Quebec City and Lévis, create safe and attractive links for active travel and give a distinctive signature to the entrance of the national capital by enhancing the landscape.” Boucher concludes that the redevelopment will “make this axis more human scale, better suited to all users of the area and better suited to the urban development vision of the City of Quebec.” For more information, please visit www.transports.gouv.qc.ca (Photo Credit : Ministère des Transports et de la Mobilité durable et Mobilité Montréal)
The existing hospital and the new construction cohabitating, in October 2025 26 JAN 2026 | BUSINESS ELITE CANADA
The Nouveau Complexe Hospitalier (NCH) is reshaping the future of healthcare delivery in Québec City. Designed to consolidate L’Hôtel-Dieu de Québec and Hôpital de l’EnfantJésus on a single site, the project represents a major transformation in highly specialized care delivery for a growing and aging population. As Deputy Director General, Major Projects, Digital Strategies and Operational Excellence, Christine Mimeault, explains, “The Nouveau Complexe Hospitalier (NCH) is much more than a real estate project: it represents a profound transformation in healthcare.” The consolidation responds to rising demand, the increasing complexity of medical conditions, and the need for modern, technologically advanced 27 JAN 2026 | BUSINESS ELITE CANADA
28 JAN 2026 | BUSINESS ELITE CANADA Centre intégré de cancérologie courtyard that allows natural light inside (Photo Credit: Stéphane Groleau) Plateforme clinic-logistique
facilities. The long-term vision prioritizes quality of care, innovation, and sustainability while strengthening the CHU de Québec–Université Laval’s role as a university centre for research and teaching. The project is one of the largest clinical and real estate undertakings currently underway in the province. Among the immediate gains are expanded hospital capacity, more private rooms, additional operating rooms, and improved emergency services. “The NCH brings tangible benefits for patients, healthcare professionals, and society: increased hospital capacity, improved patient experience through private rooms and streamlined care pathways, reduced treatment delays, and better care coordination,” says Mimeault. Specifically, the project will make it possible to accommodate 40,000 additional patients, 10,000 more visits in the emergency room, and 5,000 more surgeries annually. Construction began in 2017, and seven of the ten major components have already opened, thanks to a pavilion-based approach that enables activation as buildings are completed. EFFICIENCY AND INNOVATION The project is designed to optimize both clinical and operational performance. Mimeault highlights the role of Lean practices and advanced digital tools in driving efficiency across the future hospital. “These gains are accompanied by process optimization 29 JAN 2026 | BUSINESS ELITE CANADA The whole NCH site in Octobre 2025
through the integration of Lean practices, reducing costs and improving service quality.” This includes automated guided vehicles, paperless processes, integrated data systems, and a first-in-Canada clinico-logistique platform that manages all logistics flows. Innovation extends into clinical spaces as well. The pod-based model at the Centre intégré de cancérologie Pierre-Péladeau brings specialists to patients in a coordinated sequence. “Instead of patients navigating between multiple specialists in a complex care pathway, clinicians come to the patient in an integrated manner,” says Mimeault. This approach improves care coordination and supports synchronized appointments for multiple treatments in a single day. Artificial intelligence is used in cancer treatments to analyze the disease and develop personalized treatment plans and our research center contributes every day and every week to discovering new treatments in partnership with Université Laval. 30 JAN 2026 | BUSINESS ELITE CANADA The cyclotron inside its vault in the Centre intégré de cancérologie Centre de recherche and Centre intégré
The NCH design also aligns with the concept of a healing environment. “By incorporating abundant natural light, soothing colors, artwork, and relaxation areas into its buildings, the NCH contributes to patient recovery and enhances staff quality of life.” ECONOMIC IMPACT AND LONG-TERM SUSTAINABILITY With an investment exceeding $2.66 billion, the NCH is already a major economic engine. “It generates thousands of direct and indirect jobs, stimulates real estate development, and attracts innovative companies,” says Mimeault. The effects extend to new business creation, residential development, and increased regional appeal for medical and scientific talent. In the long term, the project will strengthen the medical research and technology ecosystem, supporting new industrial and academic partnerships. “The NCH construction site creates many local jobs, with an average of 500 to 600 workers on-site each day,” continues 31 JAN 2026 | BUSINESS ELITE CANADA Christine Mimeault, Deputy Director General, Major Projects, Digital Strategies and Operational Excellence é de cancérologie, both in operation, in October 2025
Mimeault, adding 500 hundred permanent positions will be created once the hospital is fully operational. Jobs in healthcare are generally wellpaid, stable, and on-site, which will contribute to the region’s economy. “From the very first discussions about the NCH project, it was clear that acquiring advanced medical and digital technologies would be at the heart of decision-making,” says Mimeault. The budget was built accordingly, and an additional $60 million contribution from the Fondation du CHU de Québec made it possible to acquire major equipment such as the MRI-LINAC and the cyclotron. “Innovation is [also] at the heart of the NCH: MRI-Linac, cyclotron, advanced digital technologies. A MODEL FOR FUTURE HEALTHCARE INFRASTRUCTURE IN QUÉBEC As a major public project funded primarily by the Government of Québec, the NCH has followed rigorous provincial approval processes. Adjustments to budgets and timelines were made to respond to market conditions and evolving clinical priorities. The Fondation du CHU de Québec’s $60 million contribution, Mimeault emphasizes, enables the project “to achieve the extraordinary.” The project is already informing best practices across Québec’s healthcare network. “CHU de 32 JAN 2026 | BUSINESS ELITE CANADA MRI Linac
Québec–Université Laval provides leadership for the community of practice on major healthcare infrastructure projects,” she says. Lessons learned from each pavilion and each relocation are documented and applied to upcoming phases of work. This includes everything from ventilation system balancing to clinical transformation timelines. As the hospital approaches full operations, performance indicators will be closely monitored. “Regarding quality of care, we evaluate infection rates, incident and accident reports after relocations, patient and staff experience, the impact and reduction of wait times…, care episode management, and the fluidity of care pathways.” “The NCH is set to become a catalyst for transformation within Québec’s healthcare network. It embodies a vision where care, research, and teaching converge to deliver high-quality, accessible, and innovative services,” says Mimeault. “As one of Québec’s largest infrastructure investments, the NCH stands as a foundational step toward building “the hospital of today and tomorrow.” For more information, please visit www.chudequebec.ca/nch 33 JAN 2026 | BUSINESS ELITE CANADA Teams testing the mock-up rooms on the construction site
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Founded in 1997, Construgep has steadily evolved into a developer-builder with deep expertise across multi-residential, commercial, and industrial construction in Quebec. Led by President Stéphane L’Espérance, the company operates with a vertically integrated structure that allows it to manage projects from initial planning and design through construction and delivery, maintaining tight control over cost, quality, and execution. Over nearly three decades, Construgep has built a reputation for disciplined project delivery and futureoriented development. Its work is defined by durable construction, strong architectural standards, and a development approach that balances long-term performance with financial rigor. Construgep’s operating philosophy was shaped early in its history through public-sector work, where competitive bidding and fixed pricing 35 JAN 2026 | BUSINESS ELITE CANADA
demand precision and accountability. That experience continues to influence how the company approaches every project today. “When you work in public bidding, you give a price and you respect it,” L’Espérance says. “That discipline never leaves you.” FROM GENERAL CONTRACTOR TO DEVELOPER-BUILDER While Construgep began as a general contractor, its transition into full-scale development was both deliberate and methodical. By the early 2010s, the company began expanding its role in privatesector projects, initially focusing on residential construction before gradually assuming full development responsibilities. Today, Construgep acts as both developer and builder on its projects, a structure that differentiates it in a market where those roles are often separated. By remaining its own general contractor, the company retains direct oversight of construction schedules, procurement, and cost management, while reducing execution risk for partners and stakeholders. “We still build our own projects as our own GC,” L’Espérance explains. “That gives us control from beginning to end.” THE LAUNCH OF THE EXAL BANNER A major milestone in Construgep’s recent evolution was the launch of the EXAL banner in October 36 JAN 2026 | BUSINESS ELITE CANADA
2023. Conceived as a dedicated rental housing platform, EXAL was introduced with four purposebuilt rental projects across Greater Montréal, each developed under a unified set of standards. EXAL projects are designed to respond to the realities of today’s rental market, with a focus on efficient layouts, strategic locations, durable materials, and strong environmental performance. The EXAL developments are targeting LEED certification and incorporate advanced energyefficiency measures. “EXAL is more than just a brand,” L’Espérance says. “It represents a set of standards we apply across our rental developments.” Félicitations à Construgep pour cette marque de reconnaissance méritée. BramptonBrick.com 450.433.0300 37 JAN 2026 | BUSINESS ELITE CANADA
EXAL PROJECTS ACROSS GREATER MONTRÉAL Among the EXAL developments currently underway is EXAL NDG, a 207-unit rental project, which has been occupied since summer 2025. Located in Notre-Dame-de-Grâce, the project reflects Construgep’s approach to mid-density urban rental housing, combining practical design with long-term operational efficiency. EXAL de la Concorde, one of the company’s largest projects in Laval, will deliver 268 rental units with a targeted completion in summer 2026. Positioned along a rapidly developing corridor, the project illustrates how Construgep approaches higher-density construction, aligning design decisions closely with constructability and lifecycle performance. In Longueuil, EXAL Longueuil will add 136 rental units to the market, also scheduled for delivery in summer 2026. Together, these projects reinforce Construgep’s growing presence in strategically located urban and suburban markets. Construgep’s largest multi-residential development to date is EXAL Quartier Olympique, a 12-storey, 435-unit project near Montréal’s Olympic Stadium. Construction has recently begun, with delivery planned for spring 2028. The scale and complexity of the project highlight the company’s capacity 38 JAN 2026 | BUSINESS ELITE CANADA
to manage major urban developments while maintaining consistency across design, execution, and cost control. Beyond these flagship projects, the EXAL banner continues to expand. Città by EXAL, representing Phase 4 of the Città multi-residential project in Saint-Léonard, is currently underway. In Drummondville, Fortissimo by EXAL has recently launched, with its first phase aligned with the vision of a forward-looking eco-district. DESIGNING FOR EFFICIENCY AND COST CERTAINTY Cost control remains central to Construgep’s Specialist in elevated material deliveries lefebvrebenoit.com INTERIOR SYSTEM 39 JAN 2026 | BUSINESS ELITE CANADA
operating model. Unlike many developers who rely on large contingencies, the company consistently caps contingencies at three percent, even during early development stages. “We never add more than three percent contingency,” L’Espérance says. “The price we give is the price we finish with. There are no surprises.” This confidence is grounded in deep, hands-on operational expertise, supported by engaged leadership and a highly experienced in-house team. With a background spanning the trades, architecture, general contracting, and development, Stéphane L’Espérance sets a clear vision and rigorous standards while remaining closely involved in project execution. This proximity to the field enables early identification of technical challenges, swift decision-making, and consistent alignment between design, construction, and cost control. “My role is to set the direction and ensure the right decisions are made at the right time,” he explains. 40 JAN 2026 | BUSINESS ELITE CANADA
“When a situation requires it, I’m on site with the teams. We understand the work, and we control the costs.” Design decisions are also driven by efficiency. Standardized layouts for kitchens, bathrooms, and building systems reduce variability, improve procurement, and minimize installation risk across hundreds of units. Kitchens, for example, are intentionally designed to avoid tight wall-to-wall conditions, eliminating measurement discrepancies and accelerating installation timelines. “I prefer to invest in better materials instead of losing money through inefficiency,” L’Espérance notes. PROJECT OMEGA AND INDUSTRIAL EXPANSION In addition to its residential portfolio, Construgep is advancing major industrial development through 41 JAN 2026 | BUSINESS ELITE CANADA
42 JAN 2026 | BUSINESS ELITE CANADA
Project Omega, the company’s most ambitious industrial undertaking to date. Spanning more than one million square feet, the project will serve as a major distribution centre for BRP and ranks among the largest industrial developments delivered in Quebec in recent years. Project Omega is scheduled for delivery in early 2026 and underscores Construgep’s ability to execute large-scale projects beyond the residential sector while applying the same disciplined approach to planning and construction. BUILDING WITH CONVICTION Across all asset classes, Construgep’s focus remains on long-term performance. Whether developing rental housing or industrial facilities, each project is viewed as a permanent contribution to the built environment. Building with Conviction: It’s an approach defined by reliability rather than rhetoric, grounded in experience and execution. “Every building matters,” L’Espérance says. “You push for strong design, solid execution, and good profitability at the same time.” For more information, please visit www.construgep.com 43 JAN 2026 | BUSINESS ELITE CANADA
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Fast Air’s story began with a simple request during a slow period in northern construction. Dylan Fast was working for a local company that relied on charter flights and agreed to lease their aircraft whenever it was idle. That arrangement opened the door for a small charter operation. “Fast Air really began as a matter of job preservation,” says Fast. With an operating certificate in hand in 1995 and two aircraft secured, the company formally took shape. The intent from the beginning was clear. “From the beginning it has always been about safety and quality of service. And while I have always wanted to give the customer a good product for a good price, I was never trying to be the 45 JAN 2026 | BUSINESS ELITE CANADA
cheapest. Just as safe as possible with good quality service. Looking for ways to improve our service has always been the goal. Better, not bigger.” Today, thirty years later, the company looks considerably different from those early days. Fast Air has grown from a single-aircraft charter operation into what Dylan describes as “one of Canada’s most diverse aviation organizations.” Its work now reaches across charter services, aircraft management, medevac operations through Vanguard Air Care, and three Fixed Base Operations. The Winnipeg FBO has been recognized three times as the top facility in Canada, and the company has expanded to a fleet of more than 30 aircraft supported by a team of over 200. Through this evolution, however, Dylan maintains that the core principles have not shifted. “What hasn’t changed is our commitment to personalized service and safety. A commitment that has guided every stage of our growth.” DIVERSIFICATION In a sector where demand can fluctuate based on regional economics or industry cycles, the company has leaned on its multi-division structure for stability. Dylan explains that each line of business supports another. “Diversification is one of our greatest strengths,” says Fast. “By operating in charter, management, medevac, and FBO services, we’ve built stability that protects us from 46 JAN 2026 | BUSINESS ELITE CANADA
fluctuations in any single market.” Cross-pollination between divisions strengthens the customer experience, reinforces operational expertise, and builds long-term relationships that are less susceptible to volatility. “This integrated model gives us resilience, balanced revenue streams, and the ability to reinvest strategically in people, aircraft, and infrastructure.” Alongside that model is a sustainability framework that informs how the company invests and operates. Fast refers to it as Fast Air’s 3P model. “Our 3P model, People, Planet, Profits, is our guide for decision-making.” The people component includes competitive benefit structures, strong training programs, and even access to an on-site Congratulations Fast Air on years of soaring the skies and creating memorable journeys for travelers. 30 www.quintexservices.com Proud partners of Fast Air since 1998, providing quality, personalized facility solutions. 47 JAN 2026 | BUSINESS ELITE CANADA Dylan Fast, CEO
gym facility. The environmental aspect focuses on Sustainable Aviation Fuel, carbon offsets, electrified ground equipment, and facility upgrades aimed at reducing the operational footprint. Profitability plays a role, too, not as an end but as a foundation for continued investment. “Balancing these is a necessity. Supporting our people and helping to protect the planet ultimately strengthens the business.” SUSTAINABILITY This approach helped Fast Air earn a significant industry milestone. The company became the first Canadian operator to receive NATA sustainability certification. “Earning NATA’s sustainability certification demonstrates that our actions, not just our intentions, are moving aviation in the right direction,” says Fast. “Being the first in Canada to achieve this recognition reinforces our belief that smaller, independent operators can lead meaningful change.” Looking back, several strategic decisions have had an outsized effect on Fast Air’s trajectory. The acquisition of the Esso Avitat FBO, later brought under the Fast Air brand, is one example. Fast says it shifted how the company served clients by 48 JAN 2026 | BUSINESS ELITE CANADA
allowing control of the entire passenger experience. “Having our own FBO allowed us to integrate our charter, management, and maintenance operations under one umbrella, creating a seamless and consistently high-quality experience for every customer.” It also brought Fast Air into fuel services and ground handling, widening its operational base and opening new revenue opportunities. Medevac operations, delivered through Vanguard Air Care, also reshaped what Congratulations, Fast Air. FlightSafety International commends your decades-long commitment to aviation safety. Learn about FSI’s exceptional training solutions. FlightSafety.com 49 JAN 2026 | BUSINESS ELITE CANADA
50 JAN 2026 | BUSINESS ELITE CANADA Lobby, Abbotsford Base
the company stands for. “Expanding into medevac operations fundamentally changed not only our operational capabilities but also the purpose that drives us. This integration didn’t just grow the company. It’s helped to define who we are today.” ABBOTSFORD LOCATION Another moment of transformation came with the decision to establish an Abbotsford location. That expansion gave Fast Air access to the Lower Mainland’s business and aerospace activity. “Opening our Abbotsford location has significantly expanded the Fast Air brand and broadened our reach across the country.” The western base links with Winnipeg and northern operations, allowing the company to respond more efficiently to clients across Canada. The move brought Fast Air into one of the country’s busiest aviation corridors and provided clients with an alternative to the congestion of Vancouver International Airport. Dylan says the motivation behind Abbotsford was straightforward. “We saw a need for high-quality aircraft management, charter, and FBO support in the Lower Mainland.” While Winnipeg remains the operational centre, the two bases serve different client needs. Together they strengthen Fast Air’s national presence and create new opportunities for service delivery. The influence of Vanguard Air Care is also evident in the broader organizational identity. “Vanguard brought an elevated sense of purpose to our 51 JAN 2026 | BUSINESS ELITE CANADA
52 JAN 2026 | BUSINESS ELITE CANADA Winnipeg Base Abbotsford Base
organization.” The medevac division reinforces standards of professionalism and compassion that benefit every area of service, from business travel to aircraft management. Dylan observes that the team sees the direct effect of its efforts, and that awareness supports a culture focused on quality and safety. DEFINING THE NEXT DECADE As Fast Air looks toward the next decade, its objectives balance growth with discipline. “Our goals include expanding our BC footprint and strengthening our presence across Canada, growing our managed jet fleet and developing nextgeneration FBO facilities that raise the standard for sustainability and client experience.” The company plans to fund this expansion through reinvested profits, partnerships, and steady operational performance. “Responsible growth, not rapid growth, will define our next decade.” As the company marks 30 years, Fast attributes its success to the people behind it. “Fast Air’s success over 30 years is the direct result of their dedication, skill, and care for our clients. Our people embody what makes this company special, and their passion drives everything we do.” For more information, please visit www.flyfastair.com 53 JAN 2026 | BUSINESS ELITE CANADA A Young Dylan Fast
For decades, the Erik Nielsen Whitehorse International Airport has been a vital gateway connecting the Yukon to the rest of Canada and the world. Serving as the territory’s principal aviation hub, the airport supports medical services, tourism, freight delivery, and Arctic sovereignty operations. Now, with a full runway reconstruction complete, the facility is entering a new era of safety, efficiency, and economic opportunity. “The runway was originally built in 1943,” explains Fred Jay, Project Director, who works at the Government of Yukon’s Department of Highways and Public Works. “We’ve had a lot of extensions, 54 JAN 2026 | BUSINESS ELITE CANADA Drone picture - aerial view from north approach of main runway (Photo Credit: FlatironDragados)
upgrades, and rehabilitation since that time, but we had really just reached the end of the pavement and electrical life.” As the asphalt aged, it lost flexibility and began cracking, creating loose debris—a major safety concern in aviation. Over the years, maintenance crews had been patching the surface, but those repairs became increasingly uneconomical and disruptive to air carriers. “It got to the point where it wasn’t practical to keep patching,” he says. “We really needed to do a full rehabilitation of the runway.” 55 JAN 2026 | BUSINESS ELITE CANADA
The electrical systems had also reached the end of their lifespan, with cables frequently developing faults after frost cycles. “We decided to do a full rehab of basically everything,” says Jay. BUILDING IN A NORTHERN CLIMATE Karine Potvin, Project Coordinator, describes aviation as “the lifeline for northern communities,” emphasizing that it supports everything from medical transportation to tourism and national security. “Our airport serves roughly 400,000 passengers per year,” she says. “These upgrades are crucial to improving safety and modernizing our infrastructure to support the long-term economic growth of the territory.” Work began in 2022 with the replacement of the aging apron concrete and the expansion of the parallel runway. That early investment proved critical later, enabling the airport to handle larger aircraft and nighttime operations during the main runway closures. “Main runway work started in 2023,” Potvin continues. “We began with site preparation, including ground clearing and the construction of our service road and utilities. From May to October 2024, we completed upgrades on the north half of the runway—rebuilding the asphalt surface, 56 JAN 2026 | BUSINESS ELITE CANADA Paving of 02-20 runway surface (Photo Credit: Associated Engineering)
installing new drainage systems and edge lighting, constructing a new taxiway, and upgrading electrical systems.” The second phase, covering the south half of the runway, followed in 2025, completing the reconstruction. Among the most significant challenges was the region’s short construction season. “We have a relatively short window compared to other areas of Canada,” says Jay. “That’s part of why we decided to rebuild the main runway in two phases: the north half in 2024 and the south in 2025.” Because the airport’s main runway is the only one equipped with an instrument landing system, it needed to be reopened for winter operations 57 JAN 2026 | BUSINESS ELITE CANADA Construction of Taxiway E extension, crews work on the intersection of Taxiways E / D with the main runway in this image. (Photo Credit: FlatironDragados)
between phases. “We had to have everything buttoned up before October 15,” says Jay. “That meant being completely dialed in with our contractor on material deliveries and scheduling.” Engineering the new runway also required innovation. “We had to basically line up a brand-new runway with an old runway and make them mesh together,” says Jay. Integrating new and legacy systems presented challenges, especially with the airfield lighting, which had to be adapted to ensure functionality and safety. The region’s climate added another layer of complexity. “We can see +30°C in the summer and -40°C or -50°C in the winter,” says Jay. “Our consulting team took special care in designing the asphalt mix to withstand those temperature swings. We even added fibers to the mix to minimize cracking and prevent debris formation.” The result is a surface expected to last at least 25 years before major rehabilitation is needed. PARTNERSHIPS AND LOGISTICS Delivering a project of this magnitude in the North required extraordinary coordination among suppliers, contractors, and governments. “While we may appear remote on a map, Whitehorse is actually a significant connector for communities throughout 58 JAN 2026 | BUSINESS ELITE CANADA Group image of YG, FCC and AE project team taken September 2025. (Photo Credit: FlatironDragados)
the Yukon, Northwest Territories, and Alaska,” says Potvin. The project benefited greatly from strong local partnerships, including with Yukon First Nation governments. “A large amount of the fuel, aggregates, and trucking were provided by Yukon First Nation–owned companies,” says Potvin. “That was exciting and really contributed to the project’s success.” Distance from major cities was still a logistical challenge, demanding careful planning and flexibility from all partners to minimize disruptions. “Despite Whitehorse’s connectivity, we still had to be strategic in our scheduling and supply management,” Potvin adds. Fred notes that changing weather patterns were an emerging factor in the airport’s infrastructure planning. “A decade or so ago, Whitehorse only had a couple of freeze-thaw cycles a year,” Jay explains. “Now we’re getting more of those cycles, especially in the shoulder seasons, which makes the pavement move and crack.” To counteract this, the design team included additional drainage systems beneath the runway. “Before reconstruction, we installed sub-drains around the perimeter to get as much water out of 59 JAN 2026 | BUSINESS ELITE CANADA
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