2 JUL 2026 | BUSINESS ELITE CANADA
EDITOR’S LETTER As Canada continues to invest in the infrastructure that will shape its future, this issue of Business Elite Canada highlights the organizations and partnerships bringing some of the country’s most ambitious projects to life. Our cover story examines the New St. Paul’s Hospital, a landmark development that reflects the growing importance of modern, patient-centred healthcare facilities and the collaboration required to deliver them. Healthcare remains a central theme throughout this edition. We also explore the Future Hôpital de Vaudreuil-Soulanges, where preparations are well underway for a new era of care in Quebec, and look at the Pavillon Enfant Soleil at CHUS - Fleurimont Hospital, a project designed to create a more supportive environment for children and their families. Beyond healthcare, we celebrate milestones and innovation across a range of industries. Altar Construction marks its 15th anniversary with a continued commitment to quality and longterm client relationships, while Bertone Development Corp. shares its approach to delivering projects that contribute to stronger communities. We also feature the Marguerite Lake Compressed Air Energy Storage project, where Cache Power Corp. is advancing a new chapter in Canada’s clean energy landscape. Whether focused on healthcare, construction, energy or community development, the stories in this issue demonstrate that lasting success is built through collaboration and a commitment to delivering meaningful results. The BEC team 3 JUL 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 36 New St. Paul’s Hosp Berton Development Corp K C O N 4 JUL 2026 | BUSINESS ELITE CANADA
64 pital Kitchener Housing 06 New St. Paul’s Hospital 16 Future Hôpital de Vaudreuil-Soulanges 24 The Pavillon Enfant Soleil at CHUS - Fleurimont Hospital 36 Bertone Development Corporation 46 Altar Construction 54 Marguerite Lake Compressed Air Energy Storage (CAES) Project 64 Kitchener Housing Inc. 74 Tamarack North Centre N T E N T S 5 JUL 2026 | BUSINESS ELITE CANADA
6 JUL 2026 | BUSINESS ELITE CANADA
The New St. Paul’s Hospital in Vancouver represents one of the most significant health-care infrastructure projects currently underway in Canada. Located in the False Creek Flats area, the development will replace the existing St. Paul’s Hospital on Burrard Street and form the core of the Jim Pattison Medical Campus, a longterm health, research, and education precinct. The existing hospital has served the community since 1894 and remains one of British Columbia’s most important acute care facilities. However, much of its physical infrastructure has reached the limits of what can be achieved through renovation alone, prompting a full replacement strategy rather than incremental expansion. The new facility is scheduled to open in 2027 and will consolidate acute care services into a purposebuilt environment designed to accommodate modern clinical requirements, expanded patient volumes, and integrated research and teaching functions. Photo Credit - Providence Health Care 7 JUL 2026 | BUSINESS ELITE CANADA
Providence Health Care, which operates St. Paul’s Hospital, has described the redevelopment in straightforward terms. In its official project materials, the organization states that the new hospital will provide “the highest-quality, integrated, compassionate care, where and when it’s needed most.” The organization also frames the project as a foundational redesign of care delivery, noting that it is “an innovative and integrated hospital from the ground up.” REPLACING A LEGACY FACILITY WITH MODERN INFRASTRUCTURE The decision to replace St. Paul’s Hospital is tied to long-term infrastructure constraints at the current Burrard Street site. While the hospital has been expanded repeatedly over its history, the original structure and incremental additions have created challenges related to space planning, patient flow, and modernization. Providence Health Care has stated in project documentation that the redevelopment represents a “once-in-a-lifetime opportunity” to design a hospital and health campus built specifically for future models of care. The new site in False Creek Flats provides approximately 18.4 acres of land, a significant increase in space compared to the existing downtown campus. This allows for a consolidated hospital structure, integrated research facilities, and long-term expansion capacity. The location was also selected for its proximity to regional transportation infrastructure, including Photo Credit - Providence Health Care 8 JUL 2026 | BUSINESS ELITE CANADA
RWCSystems.com Walls | Ceilings | Acoustics | Prefabricated Panels EVERY BUILDING NEEDS WALLS EVEN THE ICONIC ONES COMPLEXITY DELIVERED 2024 2025 2026 For years, our crews have been on site at the new St. Paul's Hospital, delivering framing, drywall and acoustic ceilings across more than three million square feet of B.C.'s largest hospital project. It's the kind of landmark that defines a skyline, and the kind of complexity we're built for. From sports arenas to airports to healthcare, RWC has quietly delivered the walls and ceilings behind Western Canada's most iconic buildings and we're proud to be part of this one.
SkyTrain and major transit corridors, improving accessibility for patients, families, and staff across the Lower Mainland and beyond. Project materials emphasize that the relocation is not simply a replacement of aging infrastructure, but a restructuring of how acute care is delivered within the province. SCALE AND CLINICAL CAPACITY OF THE NEW HOSPITAL When complete, the New St. Paul’s Hospital will include approximately 548 inpatient beds and more than two million square feet of clinical, research, and operational space. The facility will deliver a full spectrum of acute and specialized services, including emergency medicine, critical care, cardiac RWCSystems.com Walls | Ceilings | Acoustics | Prefabricated Panels EVERY BUILDING NEEDS WALLS EVEN THE ICONIC ONES COMPLEXITY DELIVERED 2024 2025 2026 For years, our crews have been on site at the new St. Paul's Hospital, delivering framing, drywall and acoustic ceilings across more than three million square feet of B.C.'s largest hospital project. It's the kind of landmark that defines a skyline, and the kind of complexity we're built for. From sports arenas to airports to healthcare, RWC has quietly delivered the walls and ceilings behind Western Canada's most iconic buildings and we're proud to be part of this one. When B.C. builds its biggest hospital, someone has to build the walls. The new St. Paul’s Hospital on the Jim Pattison Medical Campus is the largest hospital project in the province’s history: a $2.17-billion, first-inCanada acute care and research campus. RWC Systems is proud to be delivering the walls-andceilings scope alongside general contractor PCL Construction. Our teams are executing the interior of podium levels 1–3, the exterior walls across levels 1–11, and the East Tower interior on levels 6–11: more than 3.1 million square feet of steel-stud framing, 1.7 million square feet of drywall, 429,000 square feet of acoustic ceilings, and over 4,200 doors and windows — with roughly 100 personnel on site. To keep a project of this scale on schedule, we assemble the exterior walls in our shop and install more than 20 prefabricated panels a day, outpacing conventional methods while holding the line on quality and cost certainty. That’s what we mean by Complexity Delivered. From landmark healthcare to sports, aviation and institutional builds across Western Canada, RWC brings prefab-led speed and integrated scope to the projects that matter most. RWC Systems: Complexity Delivered. www.rwcsystems.com 10 JUL 2026 | BUSINESS ELITE CANADA
services, respiratory care, kidney services, surgical programs, mental health and substance use care, and maternal and newborn services. The hospital will continue St. Paul’s long-standing role as a provincial referral centre for complex and high-acuity cases requiring multidisciplinary treatment. A key design feature is the shift toward predominantly single-patient rooms. According to Providence Health Care, this approach supports improved infection prevention, patient privacy, and family involvement in care. The organization notes that the design reflects its broader goal of delivering care that is both clinically effective and patientcentred. In its public materials, Providence also highlights that the hospital is being built to support “integrated, compassionate care,” with clinical spaces designed to improve coordination across care teams and services. The facility will also include expanded diagnostic and procedural capacity, including modern operating rooms, advanced imaging systems, and specialized treatment areas designed to support increasingly complex patient needs. INTEGRATION OF RESEARCH, EDUCATION, AND CLINICAL PRACTICE A defining element of the redevelopment is the integration of hospital care with research and Photo Credit - Providence Health Care 11 JUL 2026 | BUSINESS ELITE CANADA
Photo Credit - Providence Health Care 12 JUL 2026 | BUSINESS ELITE CANADA
education on a single campus. The Jim Pattison Medical Campus has been designed as a connected health precinct rather than a standalone hospital facility. At the centre of this model is the Clinical Support and Research Centre, which will co-locate researchers, clinicians, and academic partners. The goal is to strengthen collaboration and support the rapid translation of research into clinical application. Providence Health Care describes this integrated structure as a way to align discovery with care delivery. Project materials emphasize that bringing these functions together is intended to improve how new treatments, technologies, and care models are developed and implemented. The campus will also support St. Paul’s longstanding role as a teaching hospital, providing training environments for medical students, residents, nurses, and allied health professionals. By embedding education within the clinical environment, the design aims to support hands-on learning alongside patient care. INDIGENOUS HEALTH AND PATIENT ENVIRONMENT DESIGN The New St. Paul’s Hospital includes dedicated design considerations aimed at improving the patient and family experience across diverse populations. Project materials outline spaces for spiritual care, reflection, and wellness, as well as dedicated areas for Indigenous healing practices. These include culturally specific spaces designed in consultation with Indigenous partners to support culturally safe care. Providence Health Care has also emphasized that patient experience is central to the design approach. The organization states that the hospital is intended to deliver care “where and when it’s needed most,” reflecting an emphasis on accessibility and responsiveness. Single-patient rooms, family accommodations, and improved wayfinding are intended to support a more consistent and supportive patient experience across all stages of care. The facility is also being designed with accessibility considerations for an aging population, including Photo Credit - Providence Health Care 13 JUL 2026 | BUSINESS ELITE CANADA
improved mobility features and more intuitive spatial layouts. CONSTRUCTION COMPLEXITY AND PROJECT DELIVERY The construction of the New St. Paul’s Hospital represents a highly complex infrastructure project involving multiple phases of excavation, structural work, systems installation, and commissioning. The scale of the build requires coordination across a large number of project partners, including engineers, architects, contractors, and clinical planners. Unlike standard commercial construction, hospital projects require specialized mechanical, electrical, and life-safety systems capable of supporting critical care environments. These systems include redundant power supply infrastructure, advanced ventilation and infectioncontrol systems, and digital health technologies designed to support modern clinical workflows. The project also includes supporting infrastructure such as internal roadways, utility corridors, public spaces, and future development zones within the broader campus. Construction sequencing has been designed to ensure continuity of care at the existing St. Paul’s Hospital while the new facility is built. This dualsite approach adds additional logistical complexity, Photo Credit - Providence Health Care 14 JUL 2026 | BUSINESS ELITE CANADA
requiring careful coordination between operational hospital services and ongoing construction activity. A LONG-TERM HEALTH SYSTEM ASSET Once operational, the New St. Paul’s Hospital will become a central acute care facility for Vancouver and a major referral hospital for the province. It is expected to serve patients requiring high-acuity, specialized, and complex care across multiple disciplines. Beyond the hospital itself, the Jim Pattison Medical Campus has been planned as a long-term development platform with potential for additional research, clinical, and support facilities over time. This includes space for future expansion as healthcare demand and medical technologies evolve. Providence Health Care has positioned the project as a structural investment in the future of the provincial health system. In its official communications, the organization emphasizes that the goal is to build a facility capable of delivering care “where and when it’s needed most,” while supporting integrated service delivery across disciplines. As the project moves toward completion in 2027, the New St. Paul’s Hospital is expected to replace one of the province’s oldest acute care facilities with a modern, integrated health campus designed for long-term adaptability, increased capacity, and closer alignment between clinical care, research, and education. For more information, please visit Photo Credit - Providence Health Care 15 JUL 2026 | BUSINESS ELITE CANADA
16 JUL 2026 | BUSINESS ELITE CANADA
After several years of planning and construction, the Future Hôpital de Vaudreuil-Soulanges is entering a critical stage in its development. While crews continue completing the hospital’s infrastructure, project teams are now preparing the facility for its next chapter: becoming a fully operational healthcare centre serving one of Quebec’s fastest-growing regions. “The project aims to provide the region with a modern hospital designed to meet the current and future needs of a rapidly growing population while strengthening the capacity of Quebec’s healthcare system,” says Martin Ouellet, Director of Major Infrastructure Projects. “It is the first new public hospital to be built in Quebec in several years, making it a transformative project for the provincial healthcare network.” The hospital will expand local healthcare services, reducing the need for residents to travel outside the region for specialized care. New programs will include bariatric surgery, neonatal care for infants born from 32 weeks’ gestation, breast reconstruction services, child psychiatry and pediatrics. 17 JUL 2026 | BUSINESS ELITE CANADA
DESIGNED AROUND REGIONAL GROWTH “The planning of the project has been directly guided by the demographic projections for Vaudreuil-Soulanges, one of the fastest-growing regions in Quebec,” explains Ouellet. “The new hospital has been designed to meet the healthcare needs of the region while providing residents with access to quality care closer to home.” The hospital’s service model will create a regional healthcare hub capable of delivering a broader range of services within the community. By increasing local capacity and introducing specialized programs, the facility will improve access to care throughout Vaudreuil-Soulanges and western Montérégie. ADVANCING TOWARD COMPLETION The project has reached a transition point between construction completion and operational preparation. The hospital campus consists of two primary buildings, Pavilion A and Pavilion B, both progressing through their final stages of development. 18 JUL 2026 | BUSINESS ELITE CANADA
“We are now entering the transition phase between the completion of construction and the preparation for the activation of hospital services,” says Ouellet. Pavilion A, a four-storey building, is more than 89 percent complete overall. Structural work and the exterior envelope have been completed, while architectural work has reached 83 percent completion and mechanical and electrical systems are 95 percent complete. Pavilion B, the larger 13-storey building, has surpassed 80 percent completion. The structure is complete, while the exterior envelope is 92 percent complete and expected to be finished by the end of 2026. Interior architectural work has reached 81 percent completion, with mechanical and electrical systems at 86 percent. Finishing work has begun 19 JUL 2026 | BUSINESS ELITE CANADA
in several areas, and installation of building-related equipment is continuing. Infrastructure work surrounding the hospital is also progressing. Parking facilities, roadways and circulation routes are now 82 percent complete, bringing the campus closer to full readiness Overall, construction is progressing very well and continues to follow both the planned schedule and the project’s established budget,” says Ouellet. PREPARING FOR HOSPITAL OPERATIONS Workforce planning is a key component of this transition. Recruitment has begun for technical teams responsible for operating and maintaining the buildings and equipment, with these employees expected to assume their responsibilities beginning in the summer of 2027. Recruitment efforts are also underway for clinical personnel who will support the gradual activation of hospital services. “Beyond the construction of the buildings, we are actively preparing for the arrival of the teams, equipment and technologies that will make it possible to provide healthcare services to the community,” says Ouellet. The project team is developing workforce plans and training pathways for each functional unit and specialized piece of equipment. These preparations will ensure that healthcare professionals and technical teams are ready to operate within the new facility. 20 JUL 2026 | BUSINESS ELITE CANADA
Collaboration between project partners remains essential during this phase. The team is working with the Société Québécoise des Infrastructures and the construction contractor to support the transfer of knowledge required for the hospital’s ongoing operation and maintenance. Technology will also play a central role in preparing the hospital for service. Medical equipment delivery and installation planning are underway, alongside deployment of the information technology infrastructure required to support hospital operations. “The deployment of the IT network will allow the activation of IT rooms beginning in the summer of 2026 and support the commissioning of the building’s mechanical and electrical systems,” explains Ouellet. Together, these efforts represent the next stage of the project’s evolution as teams prepare for the arrival of the first patients in the summer of 2028. BUILDING A LONG-TERM HEALTHCARE LEGACY The coming years will mark a significant transition as construction activities give way to operational readiness. Key milestones include the activation of technological infrastructure, commissioning of building systems and, beginning in 2027, delivery and installation of major medical equipment. The 21 JUL 2026 | BUSINESS ELITE CANADA
22 JUL 2026 | BUSINESS ELITE CANADA
project team will gradually assume responsibility for the facility as preparations continue for the phased activation of clinical services and the arrival of the first patients. The Future Hôpital de Vaudreuil-Soulanges will expand access to specialized healthcare services closer to residents’ homes, support regional growth and create a workplace designed to help attract and retain healthcare professionals. For Ouellet, the long-term value of the project is measured by the impact it will have on residents for generations. “Beyond the construction itself, the legacy we hope to leave is that of a modern hospital designed for future generations,” he says. “This is a long-term investment that will strengthen access to healthcare for the entire population of VaudreuilSoulanges and the western Montérégie region.” For more information, please visit www.santemonteregie.qc.ca/ouest 23 JUL 2026 | BUSINESS ELITE CANADA
24 JUL 2026 | BUSINESS ELITE CANADA
The opening of the Pavillon Enfant Soleil and the new emergency department at CHUS – Fleurimont Hospital marks one of the most exciting healthcare infrastructure investments in the Estrie region in decades. Designed to modernize emergency medicine while bringing together specialized pediatric and maternal services under one roof, the project represents a long-term investment in patient care, clinical excellence, and innovation. “The Pavillon Enfant Soleil and Emergency room project at CHUS—Fleurimont Hospital represents a major milestone in the transformation of pediatric, maternal, and critical care services in the Estrie region and, more broadly, across Quebec,” explains Nadia Mathieu, Senior Project Lead for the Pavillon Enfant Soleil and Emergency Department. “It is a structuring initiative designed to modernize the emergency department and bring together specialized pediatric services, as well as emergency and trauma care functions, under one roof.” 25 JUL 2026 | BUSINESS ELITE CANADA
By centralizing these services, the project improves accessibility and coordination throughout the patient journey. “This approach significantly improves accessibility, care coordination, and continuity throughout the patient journey,” says Nadia Mathieu. “The emergency department is designed to serve patients across the full lifespan, from 0 to 100 years old, ensuring inclusive and comprehensive access to urgent care.” MEETING EVOLVING HEALTHCARE NEEDS The development was driven by growing demands on healthcare infrastructure and changing patient needs. Population growth, advances in neonatal medicine, and aging facilities made a new approach necessary. “There has been significant growth in pediatric and maternal clientele, placing increasing pressure on existing infrastructure,” says Nadia Mathieu. “Advances in medical care have also led to higher survival rates among premature and extremely premature infants, resulting in more complex clinical profiles requiring specialized technologies and environments.” The existing facilities dated back to the late 1960s and no longer reflected modern standards. The new 26 JUL 2026 | BUSINESS ELITE CANADA
pavilion addresses those limitations by increasing capacity and creating an environment focused on patients and families. “The pavilion responds to these challenges by increasing capacity, centralizing services, and offering a modern, safe, and family-centered care environment,” she says. Today, the facility houses pediatrics, neonatology, maternity services, child psychiatry and emergency critical care functions in a setting designed around collaboration and continuity. “The underlying vision was to create a highly integrated, patient-centered healthcare environment where clinical excellence, innovation, and human experience are fully aligned,” Nadia Mathieu explains. A MORE CONNECTED CARE ENVIRONMENT A key objective of the project was to eliminate fragmentation and strengthen collaboration among healthcare teams. Services that were once dispersed are now integrated, creating a more efficient system for both patients and staff. “The new facility enhances pediatric care delivery primarily through the integration and centralization of services that were previously dispersed,” Nadia 27 JUL 2026 | BUSINESS ELITE CANADA
28 JUL 2026 | BUSINESS ELITE CANADA
Mathieu says. “This improves coordination between multidisciplinary teams, strengthens continuity of care, and optimizes patient flow.” As a university-affiliated centre, the facility also supports education and research. “It also provides modern clinical spaces designed to support current and emerging practices, enabling healthcare professionals to deliver more efficient, specialized, and responsive care,” she says. “As a university-affiliated center, the pavilion also plays a key role in supporting teaching, research, and innovation, contributing to the development of future healthcare professionals and the advancement of best practices in pediatric and family-centered care.” HUMAN-CENTRED DESIGN The architectural design was led by a consortium consisting of Jodoin Lamarre Pratte, Yelle Maillé and Équipe A. Their goal was to create a setting that supports healing while enhancing operational efficiency. “Emphasizing natural light, clean lines, warm materials, and a soothing palette, the pavilion creates a calm, welcoming, and healing environment for patients and families,” says Nadia Mathieu. 29 JUL 2026 | BUSINESS ELITE CANADA
30 JUL 2026 | BUSINESS ELITE CANADA
Among the highlights are a new main entrance, improved wayfinding, public gathering areas and support spaces for staff and visitors. Critical care areas were also designed with advanced technology in mind. “Critical care areas are equipped with articulated arms in each care space, supporting flexibility, ergonomics, and optimized clinical workflows,” she explains. “The trauma room features a ceilingmounted medical imaging rail system, enabling rapid and efficient access to diagnostic imaging.” In Addition, “an advanced code call system and state-of-the-art interprofessional communication modalities enhance coordination, responsiveness, and patient safety across all care settings.” COLLABORATION AT EVERY STAGE A project of this scale required close cooperation among healthcare professionals, government organizations, foundations and donors. 31 JUL 2026 | BUSINESS ELITE CANADA
32 JUL 2026 | BUSINESS ELITE CANADA
“Collaboration was a key driver of the project’s success,” says Nadia Mathieu. “Healthcare professionals played an active role in shaping clinical requirements, ensuring the facility aligns with best practices in care delivery.” Government agencies, including the Ministère de la santé et des services sociaux and the Société québécoise des infrastructures, provided leadership and resources, while philanthropic support played a critical role. “At the same time, donors through the CHUS Foundation and the Fondation Enfant Soleil were instrumental in bringing this ambitious vision to life,” she says. “Together, this collective effort reflects a strong commitment to advancing pediatric care and investing in infrastructures that enhance the well-being of children and their families.” OVERCOMING COMPLEX CHALLENGES Construction and planning unfolded during the COVID-19 pandemic, creating additional layers of complexity. “The project involved several important challenges, including coordinating a wide range of stakeholders, integrating complex clinical requirements into the design, and carrying out both development and construction work during the COVID-19 pandemic,” Nadia Mathieu says. 33 JUL 2026 | BUSINESS ELITE CANADA
Those challenges were addressed through strong governance and teamwork. Engineering firms CIMA+, Bouthillette Parizeau and SDK helped manage the project’s technical requirements. “A flexible and adaptive approach allowed the team to respond effectively to evolving needs and constraints throughout the different phases of the project,” she explains. BUILT FOR SUSTAINABILITY Long-term efficiency and environmental performance were integrated from the beginning. “The pavilion was designed in alignment with LEED v4 standards for healthcare facilities, integrating multiple strategies to reduce environmental impact and improve operational efficiency,” says Nadia Mathieu. Among those measures are energy monitoring systems, advanced mechanical systems and reduced water consumption. The project also incorporates sustainable construction practices and high standards for indoor environmental quality. “These contribute to occupant health and long-term building resilience,” she says. 34 JUL 2026 | BUSINESS ELITE CANADA
EARLY RESULTS AND FUTURE POTENTIAL Since opening, the new facility has received positive feedback from patients, families and staff. “Feedback highlights the significant improvement in the care environment, including increased natural light, better organization of spaces, and a calmer atmosphere,” says Nadia Mathieu. “Families appreciate the more welcoming, accessible, and reassuring spaces, while staff benefit from improved workflows, enhanced collaboration, and more efficient clinical environments. These improvements contribute directly to a better overall care experience.” Beyond serving the Estrie region, the pavilion strengthens Quebec’s healthcare system by bringing specialized care closer to home. “By providing access to specialized services closer to home, it reduces the need for families to travel to larger urban centers,” Nadia Mathieu says. “It also supports clinical excellence, teaching, and interdisciplinary collaboration, reinforcing the region’s ability to deliver high-quality and comprehensive pediatric and emergency care.” Looking ahead, flexibility and adaptability will allow the facility to evolve alongside medicine itself. “Looking to the future, the Pavillon Enfant Soleil and Emergency room is well positioned to support the evolution of pediatric healthcare,” says Nadia Mathieu. “Its flexible design and advanced infrastructure allow it to adapt to emerging technologies and evolving clinical practices.” Most importantly, she adds, “it provides a strong foundation to ensure that the needs of children and families continue to be at the heart of care for generations to come.” For more information, please visit www.santeestrie.qc.ca/accueil 35 JUL 2026 | BUSINESS ELITE CANADA
36 JUL 2026 | BUSINESS ELITE CANADA
Over the last 25 years, Bertone Development Corporation has evolved from a small entrepreneurial operation into a diversified real estate company active across residential, retail, industrial, mixed-use, construction, and property management. Based primarily in Québec and Eastern Ontario, the company has steadily expanded its geographic reach and project scale while maintaining a development philosophy rooted in long-term relationships, operational discipline, and adaptability to changing markets. Today, Bertone’s pipeline includes thousands of residential units across multiple major markets, reflecting a company that has grown methodically rather than rapidly. For founders Michael and Claudio Bertone, the company’s identity was shaped from the outset by a desire to directly stand behind the projects they were building. “Claudio and I have been involved in real estate development for the past 25 years in one form or another, but what we are most proud of is the creation of Bertone Development Corporation. Naming the company was an important decision for us. We believed that if we were going to stand behind 37 JUL 2026 | BUSINESS ELITE CANADA
the quality of what we build, we should be proud enough to put our family name on it.” What began as a straightforward branding decision eventually became central to the company’s broader culture and operating philosophy; the founders viewed the company name as a reflection of accountability and long-term commitment. The company’s earliest projects focused heavily on retail development, particularly grocery-anchored centres and service-oriented commercial properties. “We initially built the business as a shopping centre developer, with a strong focus on grocery-anchored retail,” says Michael. “Over the years, we’ve had the opportunity to work with all of the major grocery banners in Canada, including IGA, Metro, and Loblaws, delivering projects that became essential hubs within the communities they serve.” Those relationships helped establish Bertone’s reputation within the retail development sector while also teaching the company how to create developments designed around everyday community needs. The company’s beginnings were relatively modest. Michael and Claudio recall that some of their first developments included a single Couche-Tard gas station in Laval, followed by several Tim Hortons locations and other service-based retail projects. A key turning point came after a meeting with the late Pierre Gaudreau of IGA, who encouraged the company to pursue larger grocery-anchored developments. “Within a year, we were given the 38 JUL 2026 | BUSINESS ELITE CANADA
opportunity to develop our first grocery-anchored service centre under one strict condition: deliver the project on time and without deficiencies.” EXPANDING INTO RESIDENTIAL AND INDUSTRIAL DEVELOPMENT While retail remained the company’s foundation for many years, Bertone gradually expanded into office, residential, and industrial development as opportunities emerged across different markets. The transition into residential development proved especially significant. “A major turning point for us was our expansion into residential development, beginning with the Edwin condo project in 39 JUL 2026 | BUSINESS ELITE CANADA
Montréal,” says Claudio. “The success of that project validated our ability to deliver high-quality housing and marked the beginning of a new chapter for the company.” The success of Edwin provided the confidence to scale further into the multi-family sector, which has since become one of Bertone’s primary areas of focus. The company’s approach to residential development emphasizes adapting projects to the realities of each market rather than applying a standardized formula. “Our approach has always been to adapt to the markets we operate in and deliver a product that reflects the needs, preferences, and realities of the local demographic,” Michael and Claudio explain. That process involves understanding not only pricing and demographics, but also how residents will interact with the development itself. Bertone says it focuses heavily on livability, efficient layouts, and increasingly, affordability, particularly as housing accessibility challenges continue to intensify across Canada. Industrial development became another major addition to the company’s portfolio in recent years. In 2021, Bertone entered the industrial sector through the development of a 550,000-square-foot distribution centre for Ford Canada in Casselman, 40 JUL 2026 | BUSINESS ELITE CANADA
Ontario. Since then, the company has built and acquired approximately one million square feet of industrial space throughout Québec. At the same time, Bertone has continued expanding geographically. The company now operates throughout the Greater Montréal Area, Québec City, and the Ottawa-Gatineau region, while recently entering the Florida market with a townhouse development. “Today, our primary focus is on multi-family residential development and groceryanchored service centres, with an ambitious objective of delivering 5,000 new housing units across Québec and Eastern Ontario over the next five years.” That goal includes approximately 1,000 housing starts planned for 2026 alone, representing one of the most active periods in the company’s history. LARGER PROJECTS AND A LONGTERM DEVELOPMENT STRATEGY As Bertone has grown, the company has increasingly shifted toward larger multi-phase developments that allow for more comprehensive planning and longer-term community integration. “We have learned that we are particularly wellsuited to larger, multi-phase developments, which Michael Bertone Claudio Bertone 41 JUL 2026 | BUSINESS ELITE CANADA
42 JUL 2026 | BUSINESS ELITE CANADA
allow for better planning, stronger integration with communities, and greater long-term impact,” Michael and Claudio say. Several major developments currently underway illustrate that approach. In Québec City, Bertone is preparing an 880-unit residential development in the Charlesbourg area, marking the company’s first entry into that market. The project will be developed over four to five phases and is intended to provide a large-scale residential offering tailored to local demand. In Gatineau, the company acquired a shopping centre property that is now being repositioned into a mixed-use development expected to eventually include approximately 2,000 residential units, service retail, seniors’ residences, and a hotel component. Over time, the site is expected to evolve into a fully integrated mixed-use community. Bertone is also advancing a 1,200-unit residential project in the Ottawa market scheduled to begin construction in 2027. Meanwhile, several developments are already actively under construction. The company’s Montreal Road project in Ottawa includes 252 multi-family units and is expected to top off later this year. In Montréal, Bertone is preparing to begin construction on a 334-unit transit-oriented development at 1600 De Lorimier. The company is also nearing delivery of its Danaus condominium project in Candiac, a 100-unit development that is already more than 90 per cent sold despite softer condominium market conditions. Alongside project growth, Bertone has continued building its vertically integrated operating structure. Approximately five years ago, the company launched A2B Construction as its in-house construction division. “As our projects became 43 JUL 2026 | BUSINESS ELITE CANADA
larger and more complex, we recognized the need to bring general contracting in-house in order to have greater control over product quality, execution, and cost efficiency,” says Michael. Led by President Liborio Argento, the construction group currently focuses exclusively on Bertone developments and plays a central role in helping the company execute its growing residential pipeline. BUILDING FOR THE NEXT GENERATION The company’s integrated platform has become increasingly important as market conditions have grown more unpredictable. “We have always been a very entrepreneurial company,” Claudio explains. “Like many entrepreneurial developers, we adapt to changing market conditions and shifts in appetite across different asset classes.” Bertone credits much of its flexibility to its multidisciplinary structure, which includes internal teams across development, leasing, construction, and asset management. Even as Bertone continues expanding, the founders say the company’s next phase will focus on disciplined growth rather than expansion for its own sake. “After nearly 25 years in the business, you develop a much better sense of when to push forward and when to be cautious,” says Claudio. “Today, we’re very focused on making calculated, well-thought-out decisions rather than just chasing Michael Bertone, Liborio Argento, Claudio Bertone 44 JUL 2026 | BUSINESS ELITE CANADA
growth for the sake of it.” The company’s strategy continues to centre on projects where it can maintain long-term involvement from acquisition through property management, allowing greater oversight throughout the full lifecycle of each development. The future of the company is also becoming increasingly generational. In 2025, Bertone welcomed Brianna Bertone as Director of Legal Affairs and Corporate Strategy following five years at KRB Lawyers. “For Claudio and I, it was a meaningful milestone, not just professionally but personally as well, because it really represents the next generation becoming actively involved in the business,” says Michael. Despite the scale of Bertone’s current pipeline, Michael and Claudio repeatedly return to the importance of the broader team behind the organization. “What Claudio and I are most proud of is really the team we’ve built across all disciplines. They’re the ones who make everything we do possible on a daily basis.” As the company continues expanding across Eastern Canada and beyond, that emphasis on long-term relationships, integrated execution, and disciplined growth appears set to remain central to Bertone Development Corporation’s evolution. For more information, please visit www.bertone.ca Michael Bertone, Brianna Bertone, Claudio Bertone 45 JUL 2026 | BUSINESS ELITE CANADA
46 JUL 2026 | BUSINESS ELITE CANADA
Fifteen years ago, Altar Construction was founded with a simple but ambitious vision: to deliver high-quality construction projects while building lasting relationships based on integrity, professionalism, and trust. Since then, the Quebec-based company has grown from constructing agricultural and residential structures to managing increasingly complex multi-residential, commercial and institutional projects for developers, investors and businesses. While its portfolio has expanded significantly, its commitment to quality, collaboration and client satisfaction has remained unchanged. "Our goal was to build more than just structures," says President Marc-Olivier Prévost. "We wanted to build long-lasting relationships founded on trust." 47 JUL 2026 | BUSINESS ELITE CANADA
STEADY GROWTH THROUGH EXPERIENCE Altar Construction's growth has been driven by a consistent focus on earning client confidence and steadily expanding its capabilities. As each successful project has strengthened the company's reputation, it has taken on larger, more technically demanding developments while investing in experienced leadership, project management systems and continuous professional development. "Our growth has been built steadily through the trust of our clients and the dedication of our team," says Prévost. "Some of the most significant milestones include the continuous expansion of our operations, the increasing size and complexity of the projects we undertake, and the development of a strong team of project managers, site superintendents and construction professionals. Each new project has strengthened our reputation and enabled us to take on increasingly larger and more challenging developments." Today, Altar Construction manages large-scale projects while maintaining the personalized service that has distinguished the company since its early years. Understanding each client's objectives remains the starting point for every project. 48 JUL 2026 | BUSINESS ELITE CANADA
"Listening to our clients is at the core of our approach," Prévost explains. "We believe every successful project begins with a thorough understanding of the client's objectives, needs and expectations. Throughout each project, we maintain open, transparent and proactive communication. The company has also embraced evolving construction technologies and project delivery methods by implementing modern project management tools, site monitoring technologies and advanced coordination systems that improve efficiency, communication and overall project performance while meeting increasingly high expectations for quality and building performance. Several projects have marked important milestones in the company's evolution, reflecting its ability to successfully scale its operations over time. "Our first luxury custom homes were especially important because they opened the door to increasingly complex projects," says Prévost. "Completing our first 20,000-square-foot project marked another major milestone. It was followed by a 60,000-square-foot project, and eventually by developments ranging from 350,000 square feet to more than 1 million square feet. Each project further strengthened our reputation and demonstrated our ability to successfully deliver large-scale construction projects. Within our carpentry division, Marc- Olivier Prévost, President 49 JUL 2026 | BUSINESS ELITE CANADA
our growth followed a similar path. We began with luxury custom homes before progressing to 32-unit, 64-unit and eventually 100-unit residential developments. Each of these projects represented an important milestone in the growth of our expertise." PEOPLE, PARTNERSHIPS AND PERFORMANCE As the company has grown, Altar Construction has remained committed to building a culture centered on teamwork, accountability and mutual respect. "Our people are our greatest asset," says Prévost. "We are proud to highlight our site superintendents because they play a critical role in the success of every project. A culture built on respect, collaboration and teamwork fosters a high level of commitment throughout the company. This translates directly into better communication on site, greater efficiency and superior workmanship. Our success also depends on a highly responsive and action-oriented administrative team. The collaboration within our offices is just as important as the teamwork on our construction sites." That same collaborative philosophy extends to the company's relationships with clients, consultants, subcontractors and industry partners. Working repeatedly with trusted partners has helped 50 JUL 2026 | BUSINESS ELITE CANADA
establish continuity across projects while giving clients confidence that experienced teams will deliver consistent results. Combined with an extensive equipment fleet, in-house mechanics and the ability to manage multiple projects simultaneously, those relationships have become a significant competitive advantage. "We believe that the strongest business relationships are built over time," says Prévost. "That's why honesty, mutual respect, collaboration and loyalty are at the heart of every partnership. Working with many of the same partners across multiple projects has created a strong sense of commitment and trust." "Our clients return because they know they can rely on our team. The depth of our organization and the size of our workforce enable us to meet demanding schedules, remain flexible and respond efficiently to each project's specific needs. Our ability to consistently deliver high-quality results, maintain clear communication and quickly mobilize the right resources fosters long-term trust." EXPANDING FOR THE FUTURE Looking ahead, Altar Construction plans to continue growing while remaining true to the values that have guided its success. The company recently opened a Florida office specializing in the installation of 51 JUL 2026 | BUSINESS ELITE CANADA
52 JUL 2026 | BUSINESS ELITE CANADA
structural steel and precast concrete components, complementing the dedicated precast installation team it has operated in Quebec for the past five years. As demand continues to evolve, Altar Construction intends to invest in innovation, attract top industry talent and strengthen its position as one of Quebec's leading specialty contractor while expanding its presence beyond the province. Reflecting on the company's fifteenth anniversary, Prévost says the achievements of the past decade and a half are the result of the trust placed in Altar Construction by its clients, employees and partners. "These past 15 years would never have been possible without the trust of our clients, the dedication of our employees and the support of our valued partners," he says. "Every completed project, every challenge overcome and every success shared has helped shape the company we are today. While the past 15 years have been remarkable, we firmly believe that the very best of Altar Construction is still ahead." For more information, please visit www.altar-construction.com/en/ 53 JUL 2026 | BUSINESS ELITE CANADA
54 JUL 2026 | BUSINESS ELITE CANADA
As Alberta’s electricity system continues to evolve, the need for reliable, flexible energy storage is becoming increasingly important. The growth of renewable generation, rising electricity demand and the modernization of the province’s power market are creating new opportunities for technologies that can store energy when it is abundant, and deliver it when it is needed. One project aiming to address that challenge is the Marguerite Lake Compressed Air Energy Storage (CAES) Project, currently under development in northeastern Alberta. Developed by Cache Power Corp., the project is designed as a long-duration energy storage facility that will support grid reliability while helping 55 JUL 2026 | BUSINESS ELITE CANADA
integrate renewable energy into Alberta’s electricity system. The project is planned in two phases, with the first phase providing 320 MW of generation capacity and 15,360 MWh of storage, and then ultimately expanding to 640 MW and 30,720 MWh of storage. The idea for the project emerged from an unique combination of infrastructure and geology. As Jordan Costley, Director Federation Group Inc. & President Cache Power Corp, explains, “I drove by the Marguerite Lake substation for over a decade while working with SAGD operators in the region. It was a massive piece of electrical infrastructure that seemed increasingly underutilized, and I always thought it would be a great site for power generation. The lightbulb moment came when we realized it sat directly above one of the thickest and most suitable sections of the Lotsberg Salt formation.” That combination became the foundation of the project; the existing Marguerite Lake substation provides direct access to Alberta’s transmission network, while the underlying salt formation offers the geological conditions required for large-scale compressed air storage caverns. Together, they create an opportunity to develop a long-duration energy storage facility capable of serving Alberta’s future electricity needs. LEVERAGING EXISTING ADVANTAGES Location plays a central role in the project’s economics and technical feasibility. The site sits 56 JUL 2026 | BUSINESS ELITE CANADA
directly above the Lotsberg Salt formation, which provides an ideal geological setting for compressed air storage. Alberta’s extensive experience with salt cavern development also reduces technical uncertainty. “Alberta has decades of experience developing and operating salt caverns (since the 1950s), and the geology at Marguerite Lake is well suited for long-term storage applications,” says Costley. The proximity to existing transmission infrastructure offers another significant advantage. By locating the project adjacent to the Marguerite Lake substation, developers can use existing grid infrastructure rather than constructing entirely new transmission assets. A DIFFERENT APPROACH TO ENERGY STORAGE Compressed air energy storage operates differently from more familiar battery technologies. The process uses surplus electricity to compress air and store it underground in large salt caverns, and, when electricity demand increases, the compressed air is released, heated and expanded through turbines to generate power. One of the technology’s primary advantages is duration. While batteries are well suited for shorterduration applications, CAES can provide energy over much longer periods and can be expanded by developing additional underground caverns. Powering Alberta’s Energy Storage Future Powering a new era of energy storage, Hitachi Energy is providing grid connection solutions for the Marguerite Lake CAES project, strengthening Alberta’s grid reliability and advancing sustainability. Discover how hitachienergy.com/substations/margueritelakecaes 57 JUL 2026 | BUSINESS ELITE CANADA
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