the company before becoming shareholders, which makes the process more natural. Being a business partner is a real commitment. I often joke that I spend more time with my partners than with my wife, so I’d better make sure I like them! A great lesson I’ve faced is that growth doesn’t necessarily start at the first effort. Especially with a service company. Our value lies not in machinery or equipment, but in the knowledge and capacity of our people. Collaboration, interpersonal skills, problem-solving ability, with a smile please, are the skillset to develop. Because we don’t just deliver engineering; we understand and adapt it to our client’s needs. Staying humble and adaptable is key here. The market evolves quickly: new technologies, new collaboration tools, shifting regulations, constantly changing client needs. The best way forward is to listen, learn and adjust. Finally, transparency is essential. Our board of directors brings together people with very different perspectives, and that diversity is a true strength, but it also demands complete honesty and trust. BEC: What have been the most significant barriers to accessing venture capital in your context, and how have you managed to overcome or work around them? 30 NOV 2025 | BUSINESS ELITE CANADA
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