HCP: Engineering consulting firms are peopledriven organizations. Our most valuable assets— our experts—go home every night, which makes traditional financing more complex. Banks and investors prefer tangible assets. Even a profitable, stable service company often lacks the physical collateral they rely on for security. We’ve managed to work around it by building a strong financial reputation, maintaining healthy margins, and securing recurring business. With thousands of completed projects behind us, we can clearly demonstrate our stability and value creation. The hybrid financing models within the company to support our investment were the real key here. Ultimately, buying or growing a service firm isn’t for quick-fix investors—it’s long-term vision and the strength of a committed team for success investors BEC: How does being structured as a Coopérative des Travailleurs shape your decision-making, company culture, and long-term vision? HCP: Our employees now understand more than just their role in the company. The opportunity to really exchange and talk in a more open and collaborative way helped shape a team that better understands not only how we make decisions but also how we define success. We’ve remained agile and efficient but having employee-shareholders means decisions are made with greater (Left-Right )Etienne Lafleur, Marianne Vajstedt, Patrick Coutu, Hugo-Charles Pigeon, Yannick Chouinard, Rachelle Morin-Demers 31 NOV 2025 | BUSINESS ELITE CANADA
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