2 OCT 2026 | BUSINESS ELITE CANADA
This month, Business Elite Canada features Cheslatta Contracting LP on our cover. Wholly owned by Cheslatta Carrier Nation, the British Columbia-based company provides industrial and project support services, including manpower, project management, environmental services, and site maintenance. As the Nation’s economic development business, it is focused on creating employment, building industry partnerships and generating sustainable economic opportunities for its community. Our October issue also celebrates businesses marking important milestones, including Guac Mexi Grill, Charlotte Products, Fleury Michon America and Glover-Hill. Their stories explore the dedication, relationships and adaptability required to sustain success over time. We also examine projects shaping Canada’s business and infrastructure landscape, from the Surrey Langley SkyTrain to IKEA’s Hamilton Customer Distribution Centre. These initiatives demonstrate how investment, planning and innovation contribute to economic activity and meet evolving community and customer needs. Across this issue, we meet organizations at different stages of their journeys, each with its own approach to growth and opportunity. We hope their experiences offer valuable insights and inspiration for business leaders as they look toward the future. As always, we hope you enjoy these stories. The BEC Team 3 OCT 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 06 28 46 4 OCT 2026 | BUSINESS ELITE CANADA
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For Cheslatta Contracting LP, growth means more than expanding its project portfolio. Established to create sustainable economic opportunities for the Cheslatta Carrier Nation, the Indigenous-led contracting company is building its capabilities through industry partnerships, workforce development and a broad range of contracting services across Western Canada. 6 OCT 2026 | BUSINESS ELITE CANADA
7 OCT 2026 | BUSINESS ELITE CANADA
“Our founding objective was to build a business that could generate employment, develop local capacity, and provide long-term benefits to our community,” says Ojay Matias, Director of Cheslatta Contracting LP. That objective continues to guide the company as it expands its services and pursues more complex projects. Strategic relationships with organizations across civil, mechanical, environmental, electrical, engineering and supply sectors allow Cheslatta to combine local knowledge and Indigenous participation with specialized industry expertise. These partnerships provide access to capabilities that would be difficult to develop entirely in-house, enabling the company to assemble teams suited to individual projects while building opportunities for the Nation. AN INTEGRATED APPROACH TO CONTRACTING Cheslatta’s divisions work together to support projects throughout their lifecycle, from site preparation and environmental stewardship to construction and ongoing maintenance. Its collaborative operating model allows the company to coordinate multiple services while drawing on 8 OCT 2026 | BUSINESS ELITE CANADA
specialist partners when projects require additional technical expertise. “Rather than trying to build every specialized capability internally, we align with proven organizations that complement our strengths and enable us to assemble multidisciplinary teams around the specific needs of a project,” Matias explains. The approach gives clients access to broader technical expertise, equipment, engineering, procurement and supply-chain capacity through an Indigenous-led contracting partner. It also lets Cheslatta adapt its resources to the requirements of different projects rather than relying on a single, fixed operating structure. The company sees growth opportunities in infrastructure development, resource-sector projects, environmental restoration and waste management, energy and electrical infrastructure, industrial services, and long-term maintenance contracts throughout Western Canada. These sectors provide avenues to broaden its work while strengthening the partnerships and internal capabilities needed to pursue increasingly complex assignments. COORDINATING COMPLEX PROJECTS Working in remote locations requires careful coordination. Challenging logistics, specialized equipment requirements and strict environmental 9 OCT 2026 | BUSINESS ELITE CANADA
standards can place considerable demands on project teams, making preparation and communication essential. “Many of our projects involve remote locations, demanding logistics, and strict environmental requirements,” says Matias. Cheslatta responds by coordinating skilled personnel, equipment, project management and partner expertise around each project’s scope. Its network of civil, mechanical, environmental, electrical, engineering and supply organizations allows the company to bring specialized capabilities into a project while maintaining local coordination, Indigenous participation, safety and environmental performance. Planning begins well before work reaches the site. Detailed risk assessments, proactive logistics management and close collaboration with clients and stakeholders help identify potential challenges and clarify responsibilities. “Early coordination with our civil, mechanical, environmental, electrical, engineering, and supply partners allows technical requirements, constructability, procurement, environmental 10 OCT 2026 | BUSINESS ELITE CANADA
considerations, equipment needs, and project risks to be identified earlier,” Matias explains. SAFETY AND WORKFORCE DEVELOPMENT Safety remains central to Cheslatta’s operations. The company promotes a culture in which employees are encouraged to identify hazards, raise concerns and contribute to safer worksites. Ongoing training, regular safety meetings and leadership engagement reinforce that responsibility. Developing and retaining skilled employees is equally important as the business grows. Cheslatta focuses on meaningful career opportunities, training, mentorship, career progression, and employee wellbeing to build a supportive workplace and strengthen its workforce. Its strategic partnerships also provide opportunities for employees and members of the Cheslatta Carrier Nation to work alongside experienced professionals and specialized organizations. “These relationships create opportunities for knowledge transfer, mentorship, apprenticeships, skills development, and clearer pathways into technical and leadership roles as our business continues to grow,” says Matias. For the Nation, access to training and mentorship can help build expertise that extends beyond individual contracts. Developing local capacity is therefore closely connected to the company’s broader plans for sustainable growth. 11 OCT 2026 | BUSINESS ELITE CANADA
12 OCT 2026 | BUSINESS ELITE CANADA
FIRST-AID • PARAMEDICS • NURSES FORT NELSON 250-775-0533 FORT ST. JOHN 250-775-0533 VANCOUVER 604-385-4438 TERRACE 250-615-1044 KAMLOOPS 778-471-6244 MEDICAL & SAFETY SERVICES CANRUSS WWW.CANRUSS.COM CANRUSS SECURITY ECONOMIC BENEFITS FOR THE CHESLATTA CARRIER NATION Cheslatta’s commercial objectives remain closely linked to the economic opportunities it can create for the community it was established to serve. Employment is one component of that commitment, alongside workforce development, subcontracting, procurement and knowledge transfer. “Our mission extends beyond project delivery,” Matias says. “We are committed to creating employment opportunities, supporting workforce development, and generating economic benefits for the Cheslatta Carrier Nation through operations, partnerships, and community development.” The objective is to connect established industry expertise with opportunities for the Nation’s workforce and businesses. In doing so, Cheslatta aims to build relationships that deliver commercial value while strengthening local capacity over time. “Our objective is to create partnerships that deliver strong project outcomes while building lasting capability and economic value for the Nation,” Matias says. For clients, the model offers an Indigenous-led contracting partner that combines local knowledge with access to a broader network of technical capabilities. Matias identifies reliability, flexibility, quality and collaborative problem-solving as important strengths, particularly when projects 13 OCT 2026 | BUSINESS ELITE CANADA
require several specialized disciplines to work together. A FIVE-YEAR VISION Over the next five years, Cheslatta plans to expand its capabilities, strengthen its workforce and pursue new markets while maintaining its commitments to safety, integrity, environmental responsibility and community development. Building and strengthening corporate partnerships will remain a strategic priority. These relationships can help the company pursue larger, more complex projects and expand Indigenous participation across project delivery and associated supply chains. Just as importantly, Cheslatta wants that growth to translate into lasting benefits through employment, training, knowledge transfer and business development within the Nation. The long-term objective is to build an Indigenous-led business platform capable of bringing together the right partners, people and technical resources to deliver major projects across Western Canada. Achieving that ambition will require continued investment in 14 OCT 2026 | BUSINESS ELITE CANADA
workforce capabilities, strong client relationships and partnerships that complement the company’s existing strengths. For Cheslatta Contracting LP, commercial expansion and community economic development remain closely connected. Its growth strategy centres on developing the relationships and capabilities needed to compete for new opportunities while creating meaningful pathways for the Cheslatta Carrier Nation to participate in the projects and industries shaping the region. For more information, please visit: https://cheslattacontracting.ca 15 OCT 2026 | BUSINESS ELITE CANADA
For decades, the communities south of the Fraser River, British Columbia, have experienced sustained population growth, transforming Surrey, Langley and surrounding municipalities into increasingly important residential and employment centres within the Metro Vancouver area. However, public rapid-transit infrastructure has not expanded at the same pace as these communities, leaving many residents dependent on driving cars or using bus connections to reach work, school, and services across the region. As population and economic activity continues to expand, the need for reliable, high-capacity 16 OCT 2026 | BUSINESS ELITE CANADA
17 OCT 2026 | BUSINESS ELITE CANADA
transit has become an increasingly significant consideration in regional planning. The Surrey Langley SkyTrain Project (named the Dave Barrett Extension in September 2026, recognizing the former premier’s role in expanding transit service to communities south of the Fraser during the 1970s) has been designed to help close that infrastructure gap, extending the SkyTrain network farther into the South of Fraser and improving connections between these growing communities and the wider region. The scale of the demographic change behind the project is substantial. “The South of Fraser region in Metro Vancouver is one of British Columbia’s fastest growing and most diverse regions,” says Drew Leathem, Executive Project Director, Surrey Langley SkyTrain Project. “By 2050, the combined population of the City of Surrey, the City of Langley, and the Township of Langley is expected to grow by more than 400,000 people.” That growth, he says, requires expanded and reliable transit capable of serving residents, workers and economic activity across the region. The project also represents a significant point in the development of the regional rapid-transit network. The Province describes it as the first rapid-transit project south of the Fraser in more than three decades. At the same time, it is being delivered 18 OCT 2026 | BUSINESS ELITE CANADA
within a larger period of SkyTrain investment. The province-built Broadway Subway is scheduled to open in 2027, extending the Millennium Line from VCC-Clark to Arbutus, while TransLink is expanding its fleet and supporting infrastructure in preparation for both the Broadway and Surrey-Langley extensions. For B.C.’s Ministry of Transportation and Transit, the Surrey Langley extension represents part of that broader commitment to expanding the region’s transportation network. “The Province of B.C. is committed to investing in transit and transportation projects that meet the needs of people in Metro Vancouver,” the ministry states. “This includes building SkyTrain all the way to Langley City.” BUILDING THROUGH A BUSY CORRIDOR Delivering the extension means constructing major infrastructure through an existing urban environment rather than an undeveloped right-ofway. “The project involves building a major new rapid transit extension along a busy urban corridor through three municipalities while maintaining access for businesses, residents and commuters,” Leathem says. The scope includes extensive utility relocation, a major power distribution duct bank, an elevated 20 OCT 2026 | BUSINESS ELITE CANADA
21 OCT 2026 | BUSINESS ELITE CANADA
guideway and eight stations. The project is also being delivered through multiple contracts, requiring coordination between different contractors and partners at various stages of design and construction. Leathem identifies collaboration as a central factor in delivery, citing “strong collaboration among project contractors, local governments, First Nations, BC Hydro, businesses, and community members,” supported by detailed planning and a continued focus on keeping people and goods moving safely throughout construction. Major construction began in November 2024. By May 2026, all eight stations were under construction, nearly 90 per cent of guideway foundations had been completed and 75 per cent of the columns were in place. All four launching gantries were operating, with more than five kilometres of guideway segments installed at that point. Trackwork had also begun. As of September 2026, major construction continues along the Fraser Highway corridor, with lane restrictions, pedestrian and cyclist detours and other temporary impacts managed alongside ongoing guideway and station work. Managing those impacts has required sustained communication with the communities along the route. Dedicated outreach teams work with residents, businesses and other stakeholders to communicate upcoming work and identify ways 22 OCT 2026 | BUSINESS ELITE CANADA
to reduce disruption. Measures include advance notice, wayfinding signage, temporary sidewalks and multi-use paths, extended driveways where required, scheduling disruptive work during off-peak periods and noise mitigation around foundation construction. Stakeholder engagement has also extended to municipal governments and First Nations. The project team has worked with Surrey, Langley City and the Township of Langley on station locations, community integration and construction impacts. Engagement with First Nations has included information sharing, design input, environmental review, field studies, archaeological investigations and cultural recognition opportunities. TRANSIT AS A FRAMEWORK FOR GROWTH The extension is being planned as more than a transportation link. Its potential effects on land use and economic activity are an important part of the project’s rationale. The Ministry of Transportation and Transit says the Dave Barrett Extension is expected to be a major catalyst for economic growth along the Fraser Highway corridor. By providing fast, reliable and high-capacity transit, the project will attract investment, support housing and commercial development and improve access to employment throughout the region. 23 OCT 2026 | BUSINESS ELITE CANADA
24 OCT 2026 | BUSINESS ELITE CANADA
Over the longer term, they expect the project to help stimulate commercial growth, encourage private-sector investment and support sustainable economic development throughout the South of Fraser region. That approach places the project within a broader regional planning challenge: how to accommodate substantial population and employment growth while improving mobility between communities that have historically depended heavily on road-based transportation. The project includes 14 kilometres of active transportation infrastructure, including separated cycling and multi-use pathways. Each station will have bike racks and enclosed bicycle parking. The environmental rationale is similarly connected to how people travel. With projected weekday ridership reaching 80,000 by 2050, the project team estimates that the extension could reduce vehicle travel by approximately 330,000 kilometres per day and greenhouse-gas emissions by about 106,000 tonnes. A GROWING REGIONAL NETWORK The Dave Barrett Extension is being built at a time when Metro Vancouver’s rapid-transit system itself is changing. The Broadway Subway will add six underground stations when it opens in 2027, while TransLink is preparing its fleet, control systems, maintenance facilities and other infrastructure for an expanded SkyTrain network. That broader network matters because the SurreyLangley line will not operate as an isolated system. It will extend the existing Expo Line, allowing passengers from Langley and Surrey to connect with the wider regional network without transferring to a separate mode at King George. For the people building the project, the work also draws on expertise developed through decades of rapid-transit construction in B.C. and elsewhere 25 OCT 2026 | BUSINESS ELITE CANADA
26 OCT 2026 | BUSINESS ELITE CANADA
in Canada. Leathem points to teams that include people who worked on the original SkyTrain system in 1986, as well as subsequent generations trained by them. “Canada’s continued investment in rapid rail has supported development of experts on the ground and in the office,” Leathem says. The project has a $5.996-billion budget, including capital costs and active transportation investments, with the Province and federal government providing the major public funding. The May 2026 federalprovincial announcement identified approximately 26,700 direct and indirect jobs associated with the project. With construction continuing along Fraser Highway and the anticipated opening in late 2029, the project’s next chapter will be increasingly visible above ground, as guideway spans, stations, track and systems take shape across the corridor. “When the Dave Barrett Extension opens, we hope its greatest achievement will be the opportunities it creates for people,” said the Ministry of Transportations and Transit. “This project will connect residents to jobs, education, housing, health care and community services throughout one of British Columbia’s fastest-growing regions.” For more information, please visit www.surreylangleyskytrain.gov.bc.ca 27 OCT 2026 | BUSINESS ELITE CANADA
28 OCT 2026 | BUSINESS ELITE CANADA
Start the car! IKEA Canada is making a major investment in its fulfilment network, with a new 438,278-square-foot Customer Distribution Centre (CDC) in Hamilton set to strengthen product availability, expand local pickup options and support continued growth across the Greater Toronto and Hamilton Area (GTHA). Schedules to open in 2027, the facility represents a significant step in IKEA Canada’s broader 29 OCT 2026 | BUSINESS ELITE CANADA
business transformation. Replacing the company’s existing leased Customer Distribution Centre in Mississauga, the Hamilton operation will provide a purpose-built foundation for its evolving omnichannel strategy and is part of more than $400 million in investments across key Canadian markets. “At IKEA Canada, we are accelerating our business transformation to become more accessible, affordable, and sustainable, ensuring we meet Canadians wherever and however they choose to shop,” says Steffen Daab, Chief Supply Chain Officer, IKEA Canada. “As part of more than $400 million in investments across key markets in Canada, we are strengthening our fulfilment network to support continued growth and deliver a seamless omnichannel experience with greater convenience and speed.” The Hamilton CDC is designed to support that transformation by providing the infrastructure needed to serve customers across multiple shopping channels while accommodating future demand. A STRATEGIC LOCATION FOR REGIONAL GROWTH Hamilton’s position within the GTHA was a central factor in IKEA Canada’s decision to establish the new facility at 212 Glover Road. Its transportation 30 OCT 2026 | BUSINESS ELITE CANADA
connectivity and access to major routes offer a strategic base from which to serve customers throughout the region, while investing in an owned asset supports the company’s long-term operational plans. “Hamilton emerged as a natural choice because of its strong transportation connectivity, strategic location within the Greater Toronto and Hamilton Area, and long-term growth potential,” Daab explains. The City of Hamilton’s collaborative approach was another important consideration. IKEA worked closely with municipal partners throughout the planning process, with both parties sharing a commitment to sustainable economic development. The collaboration also included transportation planning, such as a proposed left-turn lane improvement, to proactively address future traffic 31 OCT 2026 | BUSINESS ELITE CANADA
considerations. “We were also fortunate to work alongside a highly collaborative municipal partner that shares our commitment to sustainable economic development,” Daab says. BRINGING IKEA CLOSER TO CUSTOMERS A key feature of the new CDC will be its Collection Point, providing customers in Hamilton and surrounding communities with a convenient local option for collecting orders placed through IKEA’s shopping channels. For those who currently travel farther to access IKEA products, the service will offer an alternative while giving customers greater flexibility in how they receive their purchases. “The facility will also feature a Collection Point, giving customers in Hamilton and surrounding communities a convenient location to pick up orders placed through one of our many shopping channels,” Daab says. The addition reflects IKEA’s broader strategy of bringing its products closer to customers and making different ways of shopping work together. “This addition reflects our strategy of bringing IKEA closer to where Canadians live, work and socialize, while offering greater flexibility in how they choose to shop with us.” For customers, that means the distance between an IKEA purchase and its eventual destination can become less significant, 32 OCT 2026 | BUSINESS ELITE CANADA
with pickup and delivery increasingly integrated into the shopping experience. The company’s approach is based on nearly 50 years of research into how Canadians live at home, including home visits and its Life at Home research, which helped IKEA understand evolving expectations around delivery, pickup and online shopping. “These insights consistently show that customers increasingly expect flexibility, convenience, and choice when it comes to shopping, delivery and pickup,” Daab says. The Hamilton facility responds to those expectations by combining greater regional capacity with anotherlocal point of access. The CDC will also support product flow and inventory availability across the region. “It is designed to improve product flow, strengthen inventory availability, and help us serve customers more efficiently as demand continues to grow,” Daab says. Rather than repeatedly emphasizing speed and availability as separate benefits, the project brings those objectives together through a stronger regional distribution operation. EMBEDDING SUSTAINABILITY IN THE SUPPLY CHAIN The Hamilton CDC is being designed to advance IKEA Canada’s environmental objectives alongside Steffen Daab, Chief Supply Chain Officer at IKEA 33 OCT 2026 | BUSINESS ELITE CANADA
its operational goals. The facility is targeting LEED Gold certification and Net Zero Carbon certification, while aiming to generate net-positive energy annually. The building will rely entirely on electricity rather than on-site fossil fuels, while a rooftop solar photovoltaic system is designed to generate enough renewable energy to meet or slightly exceed the building’s annual energy requirements. Any excess energy can be returned to the grid, and EV charging infrastructure will also be installed for electric delivery trucks, IKEA co-workers and customers. “Sustainability is at the core of our business and our vision to create a better everyday life for the many people,” Daab says. The design supports IKEA’s global climate ambitions, including halving emissions across the IKEA value chain by 2030 and achieving net-zero emissions by 2050. Once certified, the Hamilton CDC is expected to be among the five largest zero-carbon industrial buildings in Ontario, giving the project an environmental dimension that extends beyond its role as a distribution facility. “At the same time, the facility’s sustainability features and its contribution to our zero-emission transportation ambitions demonstrate how operational growth and environmental responsibility can go hand in hand,” Daab says. “Our goal is to continue making well-designed, functional home furnishings available to the many people while reducing our environmental footprint.” CREATING OPPORTUNITIES IN HAMILTON The project is also expected to contribute to Hamilton’s workforce and economy. Construction of the CDC has supported approximately 100 jobs, 34 OCT 2026 | BUSINESS ELITE CANADA
while start-up operations are anticipated to employ about 180 IKEA co-workers, as well as employment including warehousing, delivery, kitchen installation, design services, business-to-business support and third-party assembly services. “We are committed to providing an inclusive and supportive workplace where co-workers can build meaningful careers, while also contributing to Hamilton’s broader economic development and business community,” Daab says. BUILDING FOR THE FUTURE As IKEA Canada looks toward the Hamilton CDC’s anticipated 2027 opening, the facility is positioned to become a significant part of its long-term strategy. Its combination of regional distribution capacity, a local Collection Point and ambitious environmental targets reflects how IKEA is adapting its infrastructure to changing customer expectations. “The Hamilton CDC represents much more than a new logistics facility,” Daab says. “Long term, it will be a cornerstone of IKEA Canada’s omnichannel growth strategy, helping us better serve customers across one of Canada’s largest and fastestgrowing markets. Ultimately, its greatest impact will be enabling us to meet the evolving needs and dreams of Canadians while remaining true to our commitment to affordability, accessibility, and sustainability.” For more information, please visit : https://www.ikea.com/ca/en/ 35 OCT 2026 | BUSINESS ELITE CANADA
When Seaman B. Glover and Terry Hill founded Glover-Hil in Thamesford, Ontario, in 1976, its work centred on plumbing and HVAC services for local farms, businesses and institutions. Now celebrating its 50th year, the company has grown into a full-service mechanical contractor delivering specialized installations for municipal, industrial, commercial and institutional clients across Ontario while keeping the focus on skilled tradespeople, quality workmanship and strong working relationships. 36 OCT 2026 | BUSINESS ELITE CANADA
37 OCT 2026 | BUSINESS ELITE CANADA
“The thread that hasn’t changed is how we work: experience, quality and collaboration,” says Pentti Paivio, Vice President of Glover-Hill Inc. “We still believe the job is won by skilled tradespeople who take pride in their work, who work safely, and who solve problems alongside the general contractor, the engineer and the owner.” Today, Glover-Hill provides mechanical services, millwrighting, process piping and equipment installation. Its expertise spans water and wastewater treatment, power and energy, hospitals, laboratories and other complex facilities where precision and reliability are essential. FROM LOCAL CONTRACTOR TO SPECIALIZED PARTNER Glover-Hill’s early work was concentrated in commercial and industrial plumbing and heating throughout southwestern Ontario. A significant milestone came in 1978, when the company secured a contract at Canadian Forces Base Summerside in Prince Edward Island to install high-pressure steam distribution pipelines for a new power house. The project established a foundation for more specialized work. During the 1980s and 1990s, Glover-Hill expanded into industrial process 38 OCT 2026 | BUSINESS ELITE CANADA
39 OCT 2026 | BUSINESS ELITE CANADA
piping and institutional projects, including work at Canadian Forces bases in New Brunswick and Ontario, while continuing to serve hospitals and laboratories. The company also obtained certification as a power, pressure and fuels piping contractor, opening opportunities in power generation, cogeneration and steam distribution. Over time, municipal water and wastewater infrastructure became its leading specialty, today representing approximately 80 per cent of the company’s annual project volume. As Ontario municipalities invest in treatment facilities, pumping stations and plant upgrades, Glover-Hill brings together its process-piping, mechanical installation and millwrighting capabilities to support essential infrastructure. Its customer base includes municipalities and regions across Ontario, including Peel, York, Durham, Niagara, Waterloo and Hamilton. In fact, over its 50-year history, the company has completed work in 69 municipalities across Ontario, New Brunswick, and Prince Edward Island. WATER AND WASTEWATER AT THE CORE Water and wastewater treatment is the area in which Glover-Hill has developed its strongest specialization. Its work includes installing process piping, pumps, blowers, valves and mechanical equipment throughout treatment facilities, from inlet works and primary treatment to aeration, digesters, biosolids handling, odour control and high-lift pumping. 40 OCT 2026 | BUSINESS ELITE CANADA
The company has contributed to projects at major facilities, including the G.E. Booth Wastewater Treatment Plant in Peel Region, Duffin Creek in York-Durham and the Arthur P Kennedy Water Treatment Plant. Its experience also extends to smaller community facilities in places such as Grand Bend, Drumbo, Port Stanley,Waterford, and many others. Many assignments involve upgrades to plants that must remain operational throughout construction. This requires careful sequencing, temporary bypasses and close coordination with plant operators to maintain service while work proceeds. The technical skills involved also transfer readily between sectors. “The common denominator is piping and rotating equipment under pressure, in facilities that can’t afford to fail,” Paivio explains. “A pipefitter who fits stainless process lines in a water treatment plant uses the same discipline on steam lines in a power plant.” Millwrights who install and align pumps, blowers and centrifuges in treatment plants bring that precision to industrial and energy projects as well. Experience across different environments strengthens the company’s ability to manage complex installations and respond to varying client requirements. EXPERTISE ACROSS CRITICAL FACILITIES Although water and wastewater accounts for most of Glover-Hill’s work, its broader sector experience remains an important part of its business. 41 OCT 2026 | BUSINESS ELITE CANADA
The company also installed mechanical systems for hospitals and laboratories, where work was carefully coordinated around sensitive environments and stringent operational requirements. Its capabilities include hospital and medical gas systems, laboratory installations, plumbing and HVAC. Power and energy projects draw on its highpressure piping and welding expertise, including work involving steam distribution, power plants and cogeneration. Examples include the combined heat and power building at Sunnybrook Health Sciences Centre and a natural gas engine facility at Lakeview Water Treatment Plant. Working across these sectors reinforces the company’s technical capabilities. Hospital projects require careful shutdown planning and infectioncontrol procedures, while power projects demand rigorous welding, inspection and testing. Municipal infrastructure, meanwhile, places significant emphasis on documentation, commissioning and coordination with plant operators. For Glover-Hill, maintaining this range of expertise provides both operational flexibility and a broader base of experience to bring to each assignment. TECHNOLOGY AND THE PEOPLE BEHIND THE WORK Mechanical contracting has changed considerably since the company’s early years, when layouts were drawn by hand and pipes were measured and cut in the field. Today, Glover-Hill works with 3D models, coordinates installations with other trades before mobilization and prefabricates piping components to improve installation efficiency. Treatment facilities also incorporate increasingly 42 OCT 2026 | BUSINESS ELITE CANADA
sophisticated equipment, including high-efficiency turbo blowers, variable-speed drives and advanced process controls. Digital project management tools support scheduling, documentation and communication, while the company is actively testing AI tools. Technology, however, remains closely tied to the knowledge and judgment of experienced tradespeople. “Our people are the company, and we’ve always invested in them,” says Paivio. GloverHill sponsors apprentices in plumbing, pipefitting and millwrighting, pairing them with experienced journeypersons. Over five decades, the company has trained hundreds of apprentices, many of whom have progressed into journeyperson, foreperson and supervisory roles. Retention is supported by steady work across multiple sectors and a workplace that gives tradespeople opportunities to develop. Approximately half of the company’s staff have been with Glover-Hill for more than 15 years. BUILDING ON 50 YEARS OF EXPERIENCE Glover-Hill’s growth has also brought increasingly large and complex projects. In 2010, its work at Duffin Creek included a new dewatering facility, sludge removal and incineration trains, and an ashhandling facility, representing more than 200,000 labour hours. In 2022, the company began its largest project to date, valued at approximately $80 million, at the G.E. Booth Wastewater Treatment Plant. 43 OCT 2026 | BUSINESS ELITE CANADA
44 OCT 2026 | BUSINESS ELITE CANADA
Yet Paivio says the company does not measure a project’s importance solely by its size. “We’ve never believed a company must choose between big and small,” he says. “The same week we might be working on a $50 million plant expansion and a $150,000 digester rehabilitation, and both get the same professionalism.” Smaller projects maintain relationships with municipalities and plant operators, create opportunities for younger tradespeople to take on responsibility and can lead to future work. Larger assignments, meanwhile, extend the company’s capabilities and experience. As Glover-Hill enters its next chapter, its priorities remain continued growth, investment in its people and the flexibility to serve projects of different sizes without losing the hands-on approach that has shaped the business. “Knowing that Glover-Hill crews built part of the systems that serve millions of Ontarians, is humbling,” says Paivio. “The pride belongs to our people. For 50 years, tradespeople from across Ontario have shown up, often in tough conditions, and done the job right.” For more information, please visit http://www.glover-hill.ca 45 OCT 2026 | BUSINESS ELITE CANADA
When Guac Mexi Grill opened its first restaurant in 2016, its premise was straightforward: delicious fast food that could be prepared quickly without feeling mass-produced; finding that perfect sweet spot between traditional quick-service restaurants and sit-down dining, where customers could have convenience and customization while paying greater attention to the quality of what they were eating. 46 OCT 2026 | BUSINESS ELITE CANADA
47 OCT 2026 | BUSINESS ELITE CANADA
From the very start, that philosophy was reflected in the kitchen. Guacamole was smashed in-house, and sauces were made internally and proteins were cooked on-site, with preservative-free spices sourced intentionally to align with the Tex-Mex culture. “The idea was simple: you should be able to see the work going into your food and still have it prepared quickly,” Khemie Khan, Head of Marketing at Guac Mexi Grill, tells Business Elite Canada. A decade later, GUAC has grown from a single restaurant to more than 55 locations across Canada. Yet its anniversary is less a pause to look back than an opportunity to consider how the business should develop from here. The company has spent the past several years strengthening its franchise systems, expanding into new provinces and exploring non-traditional locations, including campuses, hospitals and travel environments. At the same time, it has undertaken a substantial rebrand designed to bring the restaurant environment into closer alignment with the food and preparation behind the counter. That work has resulted in a more mature fast-casual identity. Newer restaurants incorporate charcoal finishes, natural wood, black metal, warmer lighting 48 OCT 2026 | BUSINESS ELITE CANADA
and GUAC’s signature green. Food photography, packaging, menus and other customer-facing elements have also been redesigned. “It wasn’t simply a new logo or colour palette,” says Khan. “It was about bringing the physical brand up to the same standard as the food.” MAKING THE KITCHEN PART OF THE EXPERIENCE The evolution of the physical restaurant has allowed GUAC to make something central to its original concept more visible: the preparation of the food itself. 49 OCT 2026 | BUSINESS ELITE CANADA
Trushna Makadia, Founder and Chief Executive Officer (CEO) 50 OCT 2026 | BUSINESS ELITE CANADA
Rather than asking customers to take claims about freshness or in-house preparation at face value, the newer restaurants are designed so those processes are visible. Guests can see proteins coming off the grill, bowls being assembled, sauces being added and ingredients being prepared. “We don’t want to simply tell somebody that something is made in-house. We want them to see it happening,” says Khan. That approach also reflects changing expectations in fast-casual dining. Customers increasingly want quality, customization and convenience at the same time. GUAC’s challenge is to accommodate different eating occasions without making the kitchen or the menu unnecessarily complicated. A customer coming from the gym might want a protein-heavy bowl, while a family could be looking for a straightforward dinner. A student may prioritize something quick and affordable, while another guest may want a vegetarian meal. The same basic system needs to accommodate each of those needs. Protein, in particular, is an area the company is watching closely. GUAC ‘s protein-focused offerings have indicated that customers are interested in having greater control over what they eat, rather than necessarily looking for food positioned as “diet food.” That could mean adding protein without substantially increasing meal size, choosing a smaller option between meals or building a bowl around protein and vegetables. 51 OCT 2026 | BUSINESS ELITE CANADA
52 OCT 2026 | BUSINESS ELITE CANADA
Future menu development is therefore being considered around different eating occasions, including higher-protein choices, snackable formats, seasonal flavours and new applications for ingredients already used in GUAC kitchens. At the same time, the company is taking a measured approach to innovation. “Anything we introduce needs to make operational sense across the network and, most importantly, it still has to taste like GUAC.” A FRANCHISE NETWORK BUILT FOR THE NEXT STAGE Franchising has been central to Guac’s expansion, taking the company from one restaurant to a national network. With that growth has come a greater emphasis on the operators responsible for maintaining the customer experience at each location. The company is deliberate about franchisee selection, looking for partners who are financially prepared, operationally disciplined and willing to work within an established system. It also expects franchisees to become part of their local communities rather than simply operate a restaurant within them. New franchise partners receive structured support, beginning with the four-week Path to Success training program in an operating GUAC restaurant. During the opening process, a Business Development Manager assists with hiring, setup and operational readiness, followed by additional training in the franchisee’s own restaurant. Corporate support continues after opening in areas including operations, compliance and marketing. The tenth anniversary has provided another way to connect that expansion with the company’s broader development. “It became an umbrella for a number 53 OCT 2026 | BUSINESS ELITE CANADA
54 OCT 2026 | BUSINESS ELITE CANADA
of initiatives throughout our anniversary year,” says Khan, “including menu innovation, Protein Cups, Mango Chipotle, guest promotions, our Scan to Win program and our work supporting Food Banks Canada.” LOOKING BEYOND THE TRADITIONAL RESTAURANT Guac’s Canadian expansion is far from complete. The company sees opportunities to continue growing in Ontario while expanding further into Western Canada and Atlantic Canada. But its development strategy extends beyond conventional shopping-plaza restaurants. Universities, hospitals, airports, highway locations, arenas and corporate campuses are among the environments the company is pursuing. These settings offer opportunities to use relatively compact footprints while maintaining the core elements of the Guac experience. The company is also preparing for growth in the United States, with Texas, Georgia, New York and California identified as longer-term development markets. However, Khan emphasises that geographic expansion is only one measure of what comes next. That makes the lessons of the first decade relevant to the second. GUAC has changed its restaurant design, strengthened its franchise infrastructure, broadened its menu development and expanded the types of locations it can operate in. At the same time, the company has retained its emphasis on customizable Tex-Mex, real ingredients, housemade preparation and visible cooking. “Ten years gave us the confidence to know what should never change and the experience to know what absolutely needed to evolve,” she says. For a company entering its second decade with more than 55 Canadian locations, that distinction provides a clear framework for what comes next: fresh, customizable food, right before your eyes. Try it for yourself! Find a location at www.guacmexigrill.ca 55 OCT 2026 | BUSINESS ELITE CANADA
56 OCT 2026 | BUSINESS ELITE CANADA
For 20 years, Fleury Michon America has steadily expanded its presence in North America. Since acquiring Delta Dailyfood in Quebec in 2006, the Rigaud facility has evolved into a leading producer of frozen prepared meals for the airline industry and a strategic component of the French family-owned group’s international operations. Today, Fleury Michon Amérique (FMA) develops, manufactures and distributes frozen prepared meals served on flights departing from airports across Canada and the United States. The Rigaud facility produces more than 30 million meals annually for more than 35 stations in Canada and the U.S., combining culinary development with industrial expertise and the specialized requirements of airline catering. 57 OCT 2026 | BUSINESS ELITE CANADA
58 OCT 2026 | BUSINESS ELITE CANADA
For General Manager Arnaud Prévéraud, the scale of that operation reflects two decades of investment, adaptation and development rather than a single point of transformation. “The transformation resulted from continuous investment, adaptation and development of people and capabilities,” he says. “Between 2006 and today, Rigaud progressively evolved its industrial model toward frozen prepared meals, adapting products, equipment and processes to airlinecatering requirements, while investing in production capability, teams, culinary development and industrial know-how.” FROM ACQUISITION TO SPECIALIZATION The 2006 acquisition provided Fleury Michon with a manufacturing platform from which to expand its North American presence. Leveraging more than a century of expertise in prepared meals, the familyowned French company steadily transformed the Rigaud operation into a highly specialized producer serving the airline industry. “The 2006 acquisition of Delta Dailyfood in Quebec was an important strategic step for the Fleury Michon Group, a French family-owned company dating back to 1905, to build a sustainable North American presence and bring its prepared-meal expertise to the Canadian market,” Prévéraud says. 59 OCT 2026 | BUSINESS ELITE CANADA
That evolution was deliberate. Rather than simply increasing production, FMA progressively developed the products, equipment, processes and expertise required by airline catering. The challenge was to take meals developed through research and development and reproduce them millions of times while maintaining their quality, flavour and presentation in a demanding food-safety environment. A significant investment came in 2008, when Fleury Michon expanded the Rigaud plant from 80,000 to 170,000 square feet. The additional space increased production capacity and allowed the operation to manufacture increasingly sophisticated and customized meal concepts. “Fleury Michon made significant investments to increase production capabilities and adapt industrial 60 OCT 2026 | BUSINESS ELITE CANADA
infrastructure, supporting higher volumes and the capacity to manufacture increasingly sophisticated, customized meal concepts,” says Prévéraud. “These investments are part of a long-term strategy requiring the right equipment, processes and expertise to guarantee consistency, food safety and operational reliability, so FMA can keep growing with customers while meeting the industry’s high standards.” WHAT HAPPENS BEFORE AN AIRLINE MEAL REACHES THE PASSENGER Airline catering can appear straightforward from the passenger’s perspective: a meal arrives at a seat, is heated or served, and is consumed during a flight. Behind that experience, however, is a tightly coordinated operation involving sourcing, purchasing, production planning, manufacturing, logistics and delivery. “The airline catering product must deliver expected quality and taste after a very specific supply chain and preparation process, while being reproducible consistently at scale,” says Prévéraud. “There are also major requirements around food safety, sourcing, logistics, production planning and on-time delivery to airports—purchasing, supply chain, manufacturing and distribution must all work together.” That coordination is central to FMA’s approach. The company works closely with individual airlines and their chefs to develop customized meal solutions, but those concepts must also be capable of being manufactured efficiently and consistently at the required volume and price. 61 OCT 2026 | BUSINESS ELITE CANADA
62 OCT 2026 | BUSINESS ELITE CANADA
“The balance is at the heart of the business,” Prévéraud says. “Airlines increasingly want customized products reflecting their brand and differentiating the passenger experience, so FMA listens carefully to customers and works with them to develop the right solution, but innovation only has value when it can be reproduced reliably at scale.” That means culinary development cannot be separated from industrial execution. R&D, culinary and industrial teams must work together from the outset, ensuring that a concept that works in development can also work in a production environment. “The objective is not simply to manufacture meals but to transform culinary ideas into scalable industrial solutions,” says Prévéraud. A LONG-TERM APPROACH TO GROWTH FMA’s connection to its parent company continues to influence how it approaches investment. As part of a family-owned group with more than a century of history, the Canadian operation operates with a perspective that extends beyond immediate results. “Being part of a family-owned company with more than a century of history strongly shapes FMA’s approach: Fleury Michon’s history is built around food, culinary expertise and a long-term growth vision, so investment decisions aren’t just 63 OCT 2026 | BUSINESS ELITE CANADA
about short-term results. The company invests in capabilities, facilities, innovation and people to build a sustainable business,” Prévéraud explains. That philosophy has been reflected in the development of the Rigaud facility and the capabilities surrounding it. As the operation has grown, so has the workforce and the range of skills required to support increasingly demanding production. Employees, Prévéraud says, are central to that development. “Employees are unquestionably at the centre of FMA’s success; competitive advantage comes not from equipment alone but from the commitment, expertise and passion of the people who develop, produce and deliver meals daily.” FMA now employs more than 400 people, with teams continuing to develop new skills as the operation expands. That human expertise is particularly important in an environment where precision, consistency and food safety are fundamental to the business. The company’s commercial reach has also expanded through the MarfoFMA brand, developed jointly with Marfo, a Fleury Michon subsidiary in the Netherlands. The brand provides a broader meal solution for airline customers, supported by 64 OCT 2026 | BUSINESS ELITE CANADA
a sales team working across Europe, Asia and the Americas. TWENTY YEARS, AND A NEW PHASE FMA will mark its 20th anniversary in September 2026 with events at the Rigaud site bringing together employees, their families and longstanding partners. The celebrations will include an opportunity to share the company’s history, showcase R&D work and provide partners with a look inside the facility. The company sees opportunities to continue growing with existing airline customers while developing new business and expanding its capabilities. The MarfoFMA collaboration also provides an opportunity to offer airlines a more integrated solution across North America and Europe. “Another major opportunity comes from the MarfoFMA collaboration with Marfo in the Netherlands, offering airlines a broader, more integrated solution across North America and Europe — combining respective expertise for a consistent cross-market offering, which should strengthen relationships with international airlines and continue gaining market share,” says Prévéraud. As passenger expectations continue to change, particularly around premium travel and increasingly sophisticated meal concepts, FMA intends to continue developing its capabilities alongside its customers. R&D remains an important part of that work, with the company aiming to be both responsive to customer requirements and a source of new ideas. Yet as FMA looks ahead, Prévéraud returns to the people who have shaped the business over the past two decades. “If there is one thing to highlight while celebrating 20 years of FMA, it is the people,” he says. “Over two decades the company has evolved significantly, but success continues to depend on employees’ commitment and passion — teams work with a high level of rigour and professionalism to develop and produce meals meeting demanding standards for quality, taste, consistency and food safety.” FMA’s next chapter will build on the same combination that has defined its development in Canada: culinary expertise, industrial capability, customer relationships and sustained investment. “FMA is proud of what has been accomplished since 2006 and equally excited about what comes next, thanking everyone who contributed—employees, customers, suppliers and partners, and looking forward to continuing the journey together.” For more information, please visit www.fleurymichonamerica.com 65 OCT 2026 | BUSINESS ELITE CANADA
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