transparency and participation. When people are part of ownership, they care deeply about quality, reputation, and long-term outcomes. This model naturally encourages accountability and open discussion. It pushes us to think beyond profit and focus on sustainable decisions that make sense for both our team and our clients. Despite being cooperative, we’ve kept a flat structure and short decision paths—we can act quickly when opportunities arise. I believe this is really building loyalty, trust, and a genuine sense of belonging within our team. BEC: What are the main advantages of being organized as a CTA compared to a more traditional corporate structure? CHP: The biggest advantage is the fast and honest feedback. Everyone feels a sense of ownership, which means people aren’t afraid to speak up. That can be challenging, thrust me, but it’s also incredibly valuable. The cooperative model aligns the interests of leadership and staff, creating an environment of engagement and shared responsibility. People stay because they know they have a real stake in the company’s direction. It also fosters transparency, both internally and with clients, for stronger teams. It’s not an easier structure, but we believe it’s an efficient one. Collaborations like this leads to smarter long-run decisions, better product and long lasting relationships across the board. Hugo-Charles Pigeon, COO (Photo Credit: Sasha Onyshchenko) 33 NOV 2025 | BUSINESS ELITE CANADA
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