Russell Hixson is an award-winning investigative journalist who spent the early parts of his career doing crime and courts reporting in the U.S. before stumbling into covering Canada’s construction sector. He spent eight years writing for the Journal of Commerce where he became well versed on the industry and its issues. He’s covered the federal budget from Ottawa and documented the early impacts of the COVID-19 pandemic while locked down in his bedroom.
Hixson has developed a passion for the construction industry and seeks to convert others by sharing its stories through SiteNews. When he’s not writing stories, the East Vancouver resident enjoys kayaking, skateboarding and avoiding the neighbourhood skunks.
If new home sales in the GTA don’t rebound, up to 41,000 jobs across the construction sector and related industries could disappear over the next five years, according to Altus Group.
The value of residential construction could shrink by more than $10 billion, with single-family and apartment construction both seeing major declines by 2029 if current trends persist.
The report warns that high prices, excessive taxation, and an ill-suited housing mix are stalling sales and threatening the construction pipeline — and calls on governments to address these barriers before the economic fallout deepens.
The Whole Story:
A prolonged slowdown in new home sales could put nearly 41,000 jobs and $10 billion in construction activity at risk across the Greater Toronto Area, according to a new report by Altus Group.
The economic modeling exercise, released this month, warns that if current sales trends continue, the region’s residential construction pipeline could dry up over the next five years — gutting what has long been a key employment engine.
“New housing construction is an important generator of jobs in Toronto,” the report stated. “However, the sharply lower volumes of construction activity that could come about from a prolonged weak sales period… could mean that this trusted and important jobs engine will stall.”
The GTA has already seen new home sales drop to historic lows in early 2025. Sales of single-family homes are down more than 50% compared to last year, while condo apartment sales have plunged nearly 65% — declines that Altus Group says are threatening to choke the entire housing production pipeline.
If sales fail to recover, Altus projects that annual construction starts could fall by tens of thousands of units by 2029. Investment in single-family housing construction would shrink from $6.7 billion in 2024 to just $1.9 billion, while apartment construction spending — including purpose-built rentals — would drop from $7.5 billion to $2.6 billion.
The jobs impact would be severe. The report estimates the loss of 18,500 direct construction jobs and another 22,500 indirect and induced positions — a combined decline of nearly 47% from recent employment levels.
That drop would come on top of already worsening labour conditions. Construction employment in Toronto has fallen by 34,600 jobs since late 2023, and Ontario’s construction unemployment rate hit 10% in April — the highest since the depths of the pandemic.
“The number of vacant construction jobs in Ontario, which had been as high as 8% of all jobs in 2022, has fallen to a low of 2.6; a sign of slackness in the market not seen for many years,” the report noted.
Altus emphasized that the scenario is not a forecast but rather a “what-if” exercise designed to highlight the risks if policy action is not taken. The firm cited high prices, excessive taxes, and an ill-fitting mix of housing types in the approvals pipeline as barriers to recovery.
“The message from this analysis is to raise the urgency of addressing barriers now, before these longer-term implications on the pipeline of construction and ultimately on jobs and the broader economy set in,” the report concluded.
The findings add further urgency to calls from developers and housing advocates to streamline approvals and improve affordability in one of Canada’s most economically important regions.
Key Takeaways:
Jonathan Westeinde received a Lifetime Achievement Award for his work advancing sustainable development and green financing models
The Fairmont Royal York retrofit was recognized as North America’s largest heritage hotel decarbonization project, cutting emissions by over 80%
The City of Kingston earned dual honours for municipal leadership in sustainability and energy-efficient asset management
The Whole Story:
The Canada Green Building Council (CAGBC) announced the winners of its 2025 CAGBC Awards during its annual Building Lasting Change conference in Vancouver, highlighting leadership and innovation in sustainable building practices across the country.
The awards recognize achievements in two categories: Green Building Excellence, for standout projects, and Green Building Leadership, for individuals and organizations advancing sustainability in the built environment. A Lifetime Achievement Award was also presented, and CAGBC President and CEO Thomas Mueller was recognized for 20 years of leadership.
Lifetime Achievement: Jonathan Westeinde, Windmill Development Group
Jonathan Westeinde, founder and CEO of Windmill Development Group, was recognized for his long-standing contributions to sustainable real estate. His work has included over $5 billion in high-performance projects and the development of financing models that support low-carbon infrastructure, including geothermal contracts and zero-carbon district energy systems.
Zero Carbon Design: NS Native Women’s Association Resiliency Centre, Millbrook First Nation, NS
Designed by Solterre Design with input from Indigenous leaders and artists, this facility incorporates Mi’kmaq knowledge and high-efficiency building systems. It meets Zero Carbon Building – Design Standard certification with features like a super-insulated envelope, rooftop solar, and efficient ventilation. The building exceeds energy performance codes by 65%.
Deep Carbon Retrofit: Fairmont Royal York, Toronto
KingSett Capital led the transformation of this 1.2 million sq. ft., 96-year-old hotel. The retrofit replaced the steam system with electric heat pumps and connected to Toronto’s Deep Lake Water Cooling system, cutting emissions by over 80% and reducing utility costs by 35%. The project was completed while the hotel remained operational.
Carttera’s retrofit of a 1960s apartment building cut energy use by 50% and operational carbon to near-zero, using ground-source heat pumps and envelope upgrades.
New Construction: Ronald D. Schmeichel Building, Western University, London, Ont.
This campus facility, designed by Perkins&Will, is targeting LEED Gold certification. It includes geothermal heating and cooling, rooftop solar, and all-electric systems, with flexible and accessible interior spaces aimed at collaboration and sustainability.
Inspiring Home: L’Albédo & CPE La Petite Cour de Mistigri, Québec City, Que.
A 12-storey mixed-use development with 128 energy-efficient housing units and an integrated daycare. The project uses geothermal energy, recovers waste heat from a nearby ice rink, and features green infrastructure and inclusive design.
Green Building Champion: Russell Horne, City of Kingston
Horne has led sustainable upgrades across more than 100 city-owned buildings. His work includes energy audits, retrofits, and the development of a Facilities Net Zero Transition Plan, positioning Kingston as a leader in municipal climate action.
Green Building Visionary: UWCRC 2.0 Inc., Winnipeg, Man.
This non-profit developer has built more than 570 residential units—nearly half of them affordable—while achieving net-zero goals on projects like 308 Colony and Market Lands. The organization integrates climate and social equity priorities across its portfolio.
Emerging Green Leader: Della Wang, Fengate Asset Management
Wang has led the development of Fengate’s Responsible Investment strategy, including physical climate risk assessments and internal sustainability standards. She also contributes to national climate finance and disclosure initiatives.
Government Leadership: City of Kingston – Facilities Management & Construction Services
The city’s FMCS team manages over 160 buildings and has achieved a 21% reduction in GHG emissions per square foot since 2018. The team has implemented solar, EV, and energy-efficiency upgrades while supporting the city’s Net Zero Transition Plan.
Ed Lim Technical Volunteer Award: Steve Kemp, RDH Building Science
A LEED Fellow and longtime technical contributor, Kemp has volunteered more than 1,000 hours with CAGBC and national codes committees. His work has influenced building performance standards and Canada’s net-zero transition.
Leadership Recognition: Thomas Mueller, CAGBC
CAGBC President and CEO Thomas Mueller was recognized for two decades of leadership. Under his direction, Canada became the third-largest LEED territory in the world and launched the first Zero Carbon Building Standards in 2017.
Submissions for the 2026 CAGBC Awards open in January.
Key Takeaways:
Ontario’s new Advanced Wood Construction Action Plan aims to accelerate homebuilding and grow the forestry sector by promoting locally manufactured modular and prefabricated wood products.
The plan includes $13 million in provincial investments to support advanced wood construction research, training, and manufacturing.
Prefabricated wood construction can cut building timelines by up to 50% and reduce costs by up to 20%, helping address the province’s housing shortage.
The Whole Story:
The Ontario government has released a new action plan to promote the use of locally made wood products in modular and prefabricated construction, a move it says will help build more homes faster and strengthen the province’s forest sector.
The Advanced Wood Construction Action Plan sets out a roadmap to boost awareness, remove regulatory barriers, support innovation, and showcase real-world applications of advanced wood construction—including the use of mass timber and other engineered wood materials in mid- and high-rise buildings.
“As our government delivers on its plan to protect and build Ontario, this action plan will help promote and prioritize wood-based building with made-in-Ontario wood construction products,” said Mike Harris, Minister of Natural Resources. “Advanced wood construction is a new opportunity that can help get more homes built faster and build a stronger, more competitive forest sector.”
Advanced wood construction refers to modern building systems that use cross-laminated timber and other prefabricated wood products. These systems can shorten construction timelines by up to 50 per cent and cut costs by as much as 20 per cent, according to the province. The method is seen as a key strategy in reaching Ontario’s ambitious housing goals while supporting sustainability and job growth.
To date, the province has committed more than $13 million to support the sector, including:
Over $8 million to establish and expand production at Element5, Ontario’s first automated cross-laminated timber manufacturer;
Nearly $3 million for education and research through organizations such as the Canadian Wood Council and the Canadian Wood Construction Research Network;
Funding for mass timber buildings at George Brown College and the University of Toronto;
Support for FPInnovations and the Mass Timber Institute to advance technical expertise and innovation.
“We’re harnessing forest sector innovation to enhance how we build our homes, businesses and communities,” said Kevin Holland, Associate Minister of Forestry and Forest Products. “Our government recognizes the potential of advanced wood construction—and our action plan is bringing its benefits to Ontario.”
Industry groups and municipal leaders welcomed the plan. Ian Dunn, president of the Ontario Forest Industries Association, called it a “blueprint for economic growth,” while Kitchener Mayor Berry Vrbanovic said the initiative supports housing targets and protects local jobs.
“Effectively meeting the challenge of housing affordability and supply requires investment in all forms of housing options, including cross-laminated timber,” said Richard Lyall, president of the Residential Construction Council of Ontario.
The action plan is part of the province’s broader Forest Sector Strategy, which aims to increase the use of Ontario wood, create new markets, and encourage sustainable resource development. The forest sector generated $21.6 billion in revenue in 2023 and supports over 128,000 jobs across the province.
A draft version of the action plan was posted for public comment in July 2024. The finalized strategy now moves ahead with implementation alongside ongoing changes to building codes, regulatory engagement, and funding support.
Key Takeaways:
The Canada Infrastructure Bank is investing $50 million to help Creative Energy implement low-carbon district energy systems in B.C. and Ontario, beginning with a major project at Thompson Rivers University.
The university will retrofit 12 buildings and add low-carbon heating to a new facility, replacing natural gas systems with electric heat pumps to move toward net-zero carbon by 2030.
With buildings accounting for 18% of Canada’s emissions, the partnership aims to accelerate energy efficiency upgrades and reduce emissions across the country through long-term, flexible financing.
The Whole Story:
The Canada Infrastructure Bank (CIB) has finalized a $50-million loan agreement with Creative Energy to support deep energy retrofits at buildings in British Columbia and Ontario, starting with a major decarbonization project at Thompson Rivers University (TRU) in Kamloops.
The project will see 12 existing campus buildings upgraded and a new Indigenous Education Centre connected to a centralized low-carbon heating system. The upgrades are expected to cut greenhouse gas emissions from campus heating by 95 per cent, bringing the university close to its target of achieving zero carbon by 2030.
Creative Energy, which operates one of North America’s largest district energy systems, will implement the retrofits using air-source and water-source heat pumps to replace traditional natural gas-based heating systems.
The partnership aims to help building owners across both provinces transition to electrified, high-efficiency district energy systems, with anticipated emissions reductions exceeding 90%.
“This investment is part of the CIB’s $1.2-billion Building Retrofits Initiative,” said Ehren Cory, CEO of the CIB. “It enables building owners to cut emissions, lower energy costs and modernize their assets through flexible, long-term financing.”
Federal Infrastructure and Housing Minister Gregor Robertson said the initiative will support cleaner, more affordable energy while creating jobs and making communities more resilient.
TRU President Brett Fairbairn said the project aligns with the university’s sustainability goals and will double as a learning tool, turning the campus into a “living lab” to showcase clean energy technologies.
Creative Energy President Kieran McConnell called the project a “landmark step” in accelerating large-scale building decarbonization across Canada.
Key Takeaways:
Municipalities can now borrow up to 10% of their annual revenue, and up to $150 per capita for short-term debt, without requiring a public vote, easing access to capital for infrastructure projects.
The Province says the updates respond to municipal concerns about outdated borrowing thresholds that slowed down the delivery of essential infrastructure like roads, utilities, and community amenities.
The new borrowing flexibility complements other provincial initiatives, including the $1-billion Growing Communities Fund and grant programs to help municipalities plan and develop housing more efficiently.
The Whole Story:
British Columbia municipalities will now have greater flexibility to finance infrastructure projects after the province amended borrowing regulations to speed up capital project delivery and reduce administrative delays.
The changes, which took effect June 9, 2025, allow municipalities to borrow more money without requiring approval from voters — a move the province says responds to long-standing concerns over outdated borrowing thresholds that slowed down project timelines and increased costs.
“Municipalities told us that outdated borrowing thresholds were slowing down their ability to deliver the infrastructure people count on,” said Housing and Municipal Affairs Minister Ravi Kahlon. “We have responded by expanding the borrowing powers for municipalities so they can act faster, reduce costs and deliver the services that support growing communities.”
Under the revised rules, municipalities can now borrow up to 10% of their annual revenue — double the previous limit — without holding a public vote. For short-term borrowing of less than five years, the per-capita cap has been raised from $50 to $150. The changes apply to all 161 municipalities in the province, with the exception of Vancouver, which is governed under separate legislation.
The Union of B.C. Municipalities welcomed the move, calling it a practical response to inflation and infrastructure demands. “The amendments will help some local governments manage essential infrastructure more efficiently, ensuring public assets continue to meet the needs of communities facing climate change and population growth,” said UBCM president Trish Mandewo.
Local leaders echoed that sentiment, saying the new rules will enable them to respond more quickly to growth pressures.
“These changes will make it easier for all growing communities in B.C. to move forward on major projects more efficiently,” said Abbotsford Mayor Ross Siemens.
Burnaby Mayor Mike Hurley called the updated framework “an important step” in tackling housing and infrastructure needs, while Nanaimo Mayor Leonard Krog described the amendments as “a timely and practical response to the challenges fast-growing communities… are facing.”
The regulatory update follows recommendations made by a provincial-local government working group that reviewed borrowing limits in 2024. The changes complement other provincial efforts to support municipalities, including the $1-billion Growing Communities Fund, $51 million in grants for planning activities, and $25 million through the Local Government Development Approvals Program.
The Province said the updates reflect current economic conditions and will better equip municipalities to build infrastructure that supports housing development and population growth.
Key Takeaways:
With 93% of construction firms feeling the pressure of labour shortages, nearly all surveyed companies (98%) plan to invest in workforce planning tools within the next year to manage costs, avoid burnout, and improve project capacity.
Companies are moving away from assigning teams based solely on availability, instead prioritizing collective project experience, market expertise, and past performance to improve outcomes and competitiveness during the bidding process.
Firms are committing major resources—often over $100,000—to workforce planning software, with 75% expecting to integrate AI within nine months. Seamless integration with HR, payroll, and project management systems is seen as essential for accurate planning and operational efficiency.
The Whole Story:
Canadian construction companies are embracing workforce planning technology to combat labour shortages and improve project outcomes, according to a new industry report.
Bridgit’s 2025 State of Workforce Planning report, developed in collaboration with Construction Dive’s studioID, surveyed general contractors across North America and found that 98% plan to invest in workforce planning tools over the next year. Most executives say these tools are now critical to scaling operations, retaining talent, and winning new business in a competitive environment.
“In construction, there’s a razor-thin line between driving performance and driving burnout,” said Keaton Green, senior vice-president at Frampton Construction. “Strategic workforce planning helps us strike the right balance: teams are deployed effectively, not just kept busy.”
Labour shortages driving urgency
The survey revealed that 93% of respondents are already feeling the impact of ongoing labour shortages. The most common effects include increased costs (43%), inability to take on new projects (42%), and employee burnout (33%).
Despite these pressures, 92% of respondents said their current strategies are at least somewhat effective, with more than a third rating their approach as “very effective.” But many still rely on basic tools like Excel spreadsheets or even pen-and-paper systems, which the report identified as barriers to efficiency and scalability.
Experience-based team building gaining traction
A key trend identified in the report is the shift from staffing based solely on availability to strategically building project teams based on collective experience, market expertise, and past performance. More than 70% of respondents said a project team’s combined experience is “very significant” in determining successful outcomes.
“Whether it’s a fast-track industrial build or a complex commercial upfit, each project demands a tailored team strategy,” said Green. “The right mix of experience, capability, and capacity is what drives outcomes.”
This focus on experience is also influencing how firms bid on projects. A majority now factor in team-specific metrics such as build-type experience (60%), market-sector knowledge (54%), and owner-specific expertise (50%).
Tech investment ramps up
To support this shift, firms are planning major tech upgrades. Nearly all respondents said they will invest at least $100,000 in workforce planning software over the next 12 months, with a growing appetite for platforms that offer automation, AI, and data integration capabilities.
“Relying on spreadsheets might work in the short term,” said Lauren Lake, co-founder of Bridgit. “But as companies scale or face unpredictable market shifts, their limitations become clear.”
Three-quarters of executives also expect to integrate AI into their planning processes within the next nine months.
Integration with existing systems—such as payroll, HR, CRM and project management platforms—is another priority, with more than half of respondents citing it as essential for gaining accurate insights and streamlining operations.
A competitive edge
The report concludes that strategic workforce planning has evolved from a back-office function to a central pillar of business strategy. Companies that effectively implement modern planning tools are seeing tangible benefits, including higher employee retention, better project outcomes, and stronger client relationships.
“The top construction firms know that workforce planning provides an unmatched competitive edge,” said Lake. “You can build better, execute faster, and lead with confidence in knowing that you’re making the most of your team.”
The full Bridgit 2025 State of Workforce Planning report is available at gobridgit.com.
Darrin De Stephanis has been appointed as Senior Vice President, Capital Solutions and Commercial Surety Growth Leader at NFP, an Aon company.
Cliff LaPrairie, P.Eng., has been appointed as Chief Executive Officer of LaPrairie Group of Companies, succeeding his father Scott LaPrairie who passed away earlier this year.
Scott LaPrairie, founder of LaPrairie Group of Companies, passed away earlier this year. He dedicated 43 years of his life to expanding and growing his businesses into an 800-person operation.
Alan McNee has been promoted to Vice President Operations at EBC Inc.
Michael Low has joined MLT Aikins as an associate lawyer in the firm’s Calgary office, bringing expertise in commercial and construction litigation.
Stephen Speers, Dean of Trades and Apprenticeship at Okanagan College, is retiring after serving in the role for four years.
Leading the Trades team has been a true privilege — the team here is exceptional. I’m proud of what we’ve accomplished together and the positive impact we’ve had on students, our communities, and the future of skilled trades in the Okanagan-Shuswap, our province and beyond.
Geoff Smith, Executive Chair of EllisDon, has been appointed Chancellor of George Brown College for a three-year term, recognizing his decades of leadership and innovation in the construction industry. Smith brings 43 years of experience and a strong commitment to mentoring future generations.
Westeinde has spent his career proving that developing sustainable market housing and profitability can go hand in hand. Through his work at Windmill and beyond, he’s helped redefine what’s possible in green residential development. His leadership has not only delivered exceptional residential projects but also created new pathways for financing and scaling low-carbon development projects in Canada.
Thomas Mueller, CAGBC President and CEO
Zach Parston has started a new position as National Leader, Infrastructure, Capital Projects, and Sustainability at KPMG Canada.
Jason Breakey has been hired as President and Chief Operating Officer at Trace, a Calgary-based advisory firm. Darrell Haight will remain as CEO while current COO Rhonda Smith will transition to executive chair of the board. Haight and Smith co-founded the consultancy in 2006.
Scott MacLeod has joined Keymay Industries as its new Vice President, Business Development and Sales. MacLeod brings over two decades of business development, sales, and industry expertise to this role, as well as extensive experience in the Oil/Gas/Chemical construction industry.
Andrew Hansen, Founder and CEO of SitePartners, has been named one finalist for EY Entrepreneur of the Year for the Pacific region. However, Hansen noted that the recognition really is a team award for everyone at Site.
Amrize, formerly known as Lafarge, is now an independent, publicly traded building solutions supplier spin-off of Holcim serving North America’s construction market.
Rob Wilson and Corey Grobe are now Associate Principals at HCMA and will be Head of Technical Design and Head of Design Realization, respectively.
Kristal Kaye has been appointed Interim CEO at CarbonCure Technologies. The change comes after the company’s founder, Robert Niven, steps away from the position.
Dan Tobin has been promoted to Chief Operating Officer, Energy & Petrochemical, at Ledcor. He joined Ledcor in 2004 as a Project Controls Manager and quickly advanced through key leadership roles.
Ryan Beedie, President of Beedie, has been inducted into the Canadian Business Hall of Fame.
Ryan Watson has been appointed Manager of Electrical Engineering at RAM Consulting. He has over 17 years of experience leading engineering, procurement, and construction management projects.
Major construction on Victoria’s new Belleville ferry terminal will begin later this summer, following the awarding of a $304-million design-build contract to Pomerleau Inc. Preliminary work starts by the end of June.
The project includes a new pre-clearance terminal that will streamline U.S. customs processing in Victoria, as well as upgraded wharves and a commercial goods facility, aimed at improving the ferry experience and supporting tourism and trade.
The total project cost has increased to $416 million due to seismic and environmental challenges. The federal government has increased its funding to over $45 million to help cover the expanded budget. Completion is expected by 2028.
The Whole Story:
Construction is set to begin this summer on a long-awaited overhaul of the Belleville ferry terminal in downtown Victoria, after the B.C. government awarded a $304-million design-build contract to Pomerleau Inc.
Preliminary work on the project will begin by the end of June, with major construction to follow later in the summer. Once completed, the redeveloped terminal is expected to improve the international ferry experience for travellers between Vancouver Island and Washington State, while supporting local jobs and boosting the region’s tourism economy.
The new terminal will replace aging infrastructure and include a modern pre-clearance facility, allowing passengers to complete U.S. customs and immigration procedures before boarding — in line with the Canada-U.S. Land, Rail, Marine and Air Transport Preclearance Agreement. The project also includes a commercial goods processing facility and upgrades to wharf infrastructure.
“This major milestone brings us another step closer to offering improved ferry services and more convenient travel for decades to come,” said B.C. Transportation and Transit Minister Mike Farnworth in a statement.
The project’s total cost has risen from the $331 million budget approved in 2024 to $416 million. The province cited complex seismic and geotechnical conditions, extensive soil contamination, inflation and economic uncertainty, including tariffs, as key factors behind the increase. The federal government has increased its contribution to over $45 million.
The redevelopment is taking place on the traditional territory of the lək̓wəŋən (Lekwungen) people, represented by the Esquimalt and Songhees Nations. The province says it is working collaboratively with both Nations throughout the process.
Local leaders and tourism advocates welcomed the announcement as a major step forward for Victoria’s transportation infrastructure. The project has long been a priority for city officials and business groups who see the terminal as a critical gateway for trade and tourism.
Construction is expected to be completed in 2028.
Phase 1 of the project, now complete, included upgrades to the Steamship and Black Ball properties to ensure continued ferry service during the next stage of construction.
Cranes are the muscle behind Canada’s biggest builds. From lifting precast concrete panels on high-rises to placing turbines in remote energy projects, crane companies play a vital role in nearly every corner of the construction industry. Whether it’s a mobile crane navigating tight urban streets or a tower crane reaching into the skyline, these machines — and the people who operate them — are essential to getting the job done.
This list highlights some of the top crane companies operating across Canada. These firms supply and service the equipment that makes vertical construction, industrial expansion, and infrastructure development possible — safely, efficiently, and at scale.
Sterling Crane
Sterling Crane, part of Marmon Crane Services under Berkshire Hathaway, is one of Canada’s largest crane rental providers. With a 625‑unit strong fleet spanning All Terrain, Rough Terrain, Boom Trucks, Carry Decks, Hydraulic Truck and Crawler cranes (up to 885 ton capacity), they operate from at least 27 locations coast‑to‑coast in Canada. Headquartered in Edmonton, they serve the industrial, infrastructure, power and commercial sectors with both bare-rentals and fully operated services. Known for their engineering-backed lift planning, ISO‑9001 quality systems, and heavy-lift contracting, they’re a go-to for complex and large-scale projects.
North West Crane Enterprises Ltd.
Founded in 1993 and based in Leduc, Alberta, North West Crane is a premier Western Canada provider of truck, Rough Terrain, All Terrain, crawler cranes and telehandlers. They are Canada’s exclusive dealer for Ferrari knuckleboom cranes and also distribute Weldco, XCMG and Manitex machinery. Their fleet ranges from 40 ton units to massive 4,000 ton cranes, and their services include sales, rentals, in-house installation, custom fabrication, crane certification, and parts servicing. With locations in Leduc and Grande Prairie, they’re recognized for high-quality support and regional excellence.
Atlantic Crane & Material Handling
Headquartered in Dartmouth, Nova Scotia, with branches in NS, NB, and Newfoundland, Atlantic Crane & Material Handling was founded in 1997. They specialize in overhead cranes, custom material handling systems, crane design/engineering, equipment modernization, preventive maintenance, inspections, rigging solutions and operator training. A team of 11–50 technicians, they deliver tailored, safe, and efficient material handling across Atlantic Canada, from design and installation to service and training.
GWIL Crane Service
GWIL Crane Service is a B.C.-based mobile crane provider with over four decades of experience. Operating out of Burnaby and Castlegar, the company offers a diverse fleet that includes all-terrain, rough-terrain, truck-mounted, carry-deck, lattice boom, and crawler cranes ranging from 6 to 500 tons. Known for its 24/7 availability and certified operators, GWIL emphasizes computerized lift planning and strict adherence to provincial safety standards.
Eagle West Crane & Rigging
Based in Abbotsford, Eagle West Crane & Rigging is a major player in the B.C. crane rental market and part of the TNT Crane & Rigging network. Their fleet includes over 650 cranes, ranging from hydraulic and folding boom to crawler and rough terrain models. The company also manufactures and supplies precast concrete barriers and retaining walls. Eagle West is known for engineered lift planning, industrial moving services, and a strong safety culture backed by COR and IIF certification.
RKM Crane Services Ltd.
RKM Crane Services operates across British Columbia with yards in Langley, Chemainus, and Kamloops. They specialize in mobile crane rentals, offering boom trucks, rough terrain, all terrain, and crawler cranes with capacities from 8.5 to 500 tons. The company provides engineering-integrated lift planning, rigging, hoisting, and 24/7 emergency services, serving sectors such as construction, energy, and infrastructure.
Regional Crane Rentals Ltd.
Operating since 1972, Regional Crane Rentals is based in Ottawa and serves both Ontario and Western Quebec. The company offers a wide range of hydraulic truck, boom truck, and all-terrain cranes, with capacities reaching up to 550 tons. They also provide repair, inspection, and certified operator services, maintaining a strong reputation for safety and reliability in the region.
Elite Crane Rental Inc.
Elite Crane Rental is a family-owned company based in Hamilton, Ontario, with additional yards in Toronto and Niagara Falls. Since 2015, they’ve provided a wide range of mobile cranes including all-terrain, boom truck, carry deck, rough terrain, crawler, and spyder cranes, with capacities from 8 to 600 tons. All operators are Red Seal-certified, and the company offers full project coordination with a focus on safety and customer service.
TNT Crane & Rigging Canada
TNT Crane & Rigging operates one of Canada’s largest crane fleets, with over 700 units and capacities reaching 900 tons. Headquartered in Edmonton and serving the country through a national network, TNT offers mobile, tower, carry-deck, and crawler cranes. They are known for in-house engineering, specialized rigging services, machinery moving, and industrial storage, serving large-scale industrial and infrastructure clients.
Bigfoot Crane Company Inc.
Bigfoot Crane Company, based in Abbotsford, British Columbia, specializes in tower cranes, self-erecting cranes, and high-angle material handling solutions. Founded in 2014, the company also operates a crane training academy that offers certification programs for folding boom, stiff boom, self-erecting, and tower cranes. Bigfoot is recognized for its focus on safety, innovation, and comprehensive support services for material handling.
Morwest Crane & Services Ltd.
Morwest Crane & Services is a Calgary-based tower crane provider founded in 1988. The company is the exclusive Canadian distributor for Wolffkran tower cranes and offers services including crane rental, erection, dismantling, climbing, and sales. With operations across Canada and the U.S., Morwest serves high-rise construction and major infrastructure projects with a reputation for quality and engineering support.
NATIO GRUES
Serving the Greater Montreal area including Laval, Montreal, and Terrebonne within a 120 km radius, NATIO GRUES has over 35 years of industry experience providing crane and boom truck rental services. They offer comprehensive assembly, dismantling, and operation services for construction projects across commercial, industrial, institutional, residential, and agricultural sectors.
Tremblay Grues
Founded in 1976 and covering all of Quebec, Tremblay Grues offers boom trucks and mobile cranes for rent with 24/7 emergency service. They serve commercial, industrial, agri-food, metallurgical, oil, gas, and chemical sectors, providing both equipment rental and certified operators throughout the province.
Able Crane Services
Operating since 1977 and based in Winnipeg, Able Crane Services has established itself as Manitoba’s leading crane rental company with over 30 modern cranes ranging from 9-ton carry deck units to 270-ton all-terrain cranes. They provide comprehensive services including 3D lift analysis, precast concrete installation, heavy haul, and machinery moving throughout Manitoba and surrounding provinces.
NCSG Crane & Heavy Haul Corporation
Founded in 1987 and based in Edmonton, NCSG is a leading industrial services company with approximately 700 employees and an extensive fleet of over 280 mobile cranes. They serve the geographic region from Western Canada through Montana and North Dakota down to Texas, specializing in oil sands, oil and gas, LNG, mining, refining, and wind projects. Their comprehensive services include crane rental, heavy haul, jack & slide systems, and hydraulic gantries.
Cropac Equipment Inc.
Established in 1977, Cropac has become the Canada-wide authorized distributor for Tadano rough terrain, all terrain, and telescopic boom crawler cranes. With locations in Ontario, Quebec, Alberta and B.C., they provide comprehensive coverage with factory-trained technicians serving coast-to-coast.
Konecranes Canada
As a global leader in overhead crane services and manufacturing, Konecranes maintains significant Canadian operations with locations in Burlington, Windsor, Ottawa, Dartmouth, and Newfoundland. They specialize in overhead cranes, hoists, warehouse automation, and provide comprehensive service networks for industrial crane maintenance and repair across Canada.
Sarens Canada
Acquired Canada Crane Services in 2011 and rebranded as Sarens Canada in 2014, this company has become a major player in wind energy, oil & gas, and civil infrastructure projects. Based in Leduc, Alberta, with expanding presence across B.C. and Ontario, Sarens Canada features the specialized LG1750 crane designed specifically for wind turbine projects, offering unique advantages over traditional crawler cranes in the growing renewable energy sector.
Mammoet Canada
One of the world’s largest crane rental companies with significant Canadian operations, Mammoet operates both western and eastern divisions. Mammoet Canada Western spans nine branches from Regina to Vancouver with capacities from 3 to 750 tons, while Mammoet Canada Eastern services Northern Ontario with specialized heavy lifting and transport solutions for mining and industrial sectors. Their global expertise and extreme capacity equipment (including 1,600-tonne crawler cranes) make them essential for major infrastructure and industrial projects.
Amherst Crane Rentals
Amherst is a Toronto-based leader in crane rental and concrete pumping services, serving Southern Ontario for over 60 years. Founded in 1962, it has grown from a small startup to one of Canada’s most recognized heavy equipment service companies, still family-operated and renowned for its reliability and expertise. They boast an extensive fleet of state-of-the-art cranes, including mobile cranes, rough terrain cranes, and boom trucks, with capacities ranging from 8 to 600 tons.
Key Takeaways:
The Ontario government has revealed final designs for a large-scale transformation of Ontario Place into a public waterfront destination featuring over 50 acres of green space, beaches, playgrounds, event areas, and an Indigenous Cultural Pavilion.
The project is expected to create 5,000 jobs in construction and tourism and includes a publicly owned 3,500-spot parking structure anticipated to generate up to $60 million annually, with improved connections to transit and cycling infrastructure.
The redevelopment was shaped through extensive public and Indigenous consultations, with commitments to preserving cultural heritage, enhancing sustainability through shoreline and soil remediation, and providing year-round public access.
The Whole Story:
The Ontario government has released final designs for the redevelopment of Ontario Place, outlining a major overhaul of the waterfront site that aims to create thousands of jobs and draw millions of visitors annually.
“We’re rebuilding Ontario Place into a world-class destination for families and tourists, with convenient connections for visitors coming by car, GO train or the Ontario Line’s nearby Exhibition Station,” said Premier Doug Ford. “The investments we’re making will help keep 5,000 workers on the job, despite the economic uncertainty caused by President Trump’s tariffs, and will help protect and grow Toronto and Ontario’s tourism sector for decades to come.”
The project includes a new public park with over 50 acres of green space, trails, urban beaches, playgrounds, event venues, a revamped marina, and an Indigenous Cultural Pavilion. Provincial officials say the revitalization will generate about 5,000 jobs in construction and tourism, and contribute to long-term economic growth for Toronto and the surrounding region.
“This marks a key milestone in transforming Ontario Place into a world-class destination,” the province said in a statement Tuesday.
In addition to new public features, the government also announced a 3,500-spot, publicly owned parking structure that is expected to generate up to $60 million in gross annual revenue. The $400-million facility will include a landscaped berm to integrate with the surrounding area.
The redevelopment will include connections to the future Ontario Line subway at Exhibition Station, as well as cycling and pedestrian pathways throughout the site. Once complete, Ontario Place will be one of the largest public parks in downtown Toronto, 14 acres larger than Trinity Bellwoods Park.
Infrastructure Minister Kinga Surma said the site had suffered from neglect in recent decades and that the new plan would return the landmark to the people of Ontario. Final designs were developed by design firm LANDInc and were shaped by public consultations involving more than 9,300 people, as well as input from Indigenous communities and stakeholders.
Ontario Place sits on the traditional territory of the Mississaugas of the Credit First Nation. Chief Claire Sault said the inclusion of an Indigenous Cultural Pavilion and preserved green space reflects a “meaningful engagement” and offers a chance to “honour the past while building a shared future.”
Five themed zones — the Forum, the Mainland, the Marina, the Water’s Edge, and Brigantine Cove — will structure the new park. Features will include an urban beach, interactive playgrounds, lookout points, canoe and kayak launch sites, and a large central fountain shaped like Ontario’s trillium emblem.
The broader Ontario Place redevelopment will integrate the new Ontario Science Centre, a revitalized Live Nation amphitheatre, and a wellness and water park by Therme Canada. Officials say the public areas will remain free to access year-round.
Environmental upgrades are also planned, including shoreline protection, soil remediation and flood mitigation measures to ensure long-term sustainability.
Originally opened in 1971, Ontario Place was once a flagship cultural and recreational site in the province but has been largely dormant for years. The current project aims to re-establish it as a vibrant and accessible destination for both residents and tourists.
Here are the design renderings:
Key Takeaways:
CGC is acquiring Imperial Building Products (IBP) to expand its product portfolio and strengthen supply chains across Canada, marking a major step in its national growth strategy.
IBP’s five manufacturing facilities in key provinces will enhance CGC’s ability to serve residential and commercial construction markets from coast to coast.
The acquisition supports national housing and infrastructure goals by improving access to essential building materials and reinforcing Canadian manufacturing capabilities.
The Whole Story:
CGC Inc., a leading manufacturer of gypsum-based building materials in Canada, has signed a definitive agreement to acquire Imperial Building Products Ltd. (IBP), a national producer of steel framing components, drywall trims, and proprietary structural solutions.
The acquisition marks a major step in CGC’s strategy to bolster domestic manufacturing and supply chains, and to support Canada’s rising demand for housing and infrastructure.
Based in Richibucto, N.B., IBP was founded in 1990 as a division of Imperial Manufacturing Group. It operates five manufacturing facilities across New Brunswick, Quebec, Ontario, Alberta, and British Columbia. The company is widely recognized for its technical expertise and reliable service in both residential and commercial construction.
“Expanding CGC’s portfolio through the acquisition of IBP is a strategic investment in the future of Canadian manufacturing and construction,” said CGC President Steve Youngblut in a statement. “By bringing together CGC’s expertise in wall and ceiling systems with IBP’s leadership in steel framing, we are better positioned to serve customers from coast to coast and support Canada’s housing and infrastructure priorities.”
The move builds on CGC’s recent investments in facilities in Little Narrows, N.S., and Wheatland County, Alta. CGC said adding IBP’s network of plants will strengthen its national reach, diversify its product offerings, and increase supply chain resilience.
IBP will continue to operate as a distinct business unit within CGC following the acquisition. No immediate changes are expected for employees or customers.
“We are proud to become part of the CGC family,” said IBP President Cesare Minchillo. “This acquisition brings together two Canadian companies with complementary strengths and shared values. We look forward to expanding our reach and continuing to support Canada’s builders.”
The transaction involves 100 per cent of IBP’s shares and excludes Imperial Metal Services and other affiliates of Imperial Manufacturing Group. It is expected to close in the third quarter of 2025, subject to regulatory approvals and standard closing conditions.
The global solar lighting experts at Sol by Sunna Design have heard every excuse in the book for why their approach won’t work—solar lighting is expensive, it won’t work in cold climates, someone had a bad experience with another provider, the list goes on.
As they launch the EverGen 3 outdoor solar lighting system, the culmination of decades of research and experience, and expand into the Canadian market, their team is working to dispel long-held myths about the solar lighting industry.
Solar lighting is great, but won’t work here
Solar projects are a no-brainer when it comes to the Golden State of California, the sun-soaked deserts of Saudi Arabia, or the cloudless skies of Australia. But do they work in the moody skies of the Pacific Northwest or during the frigid winters of the East Coast?
“Every customer thinks they live in a special environment and it won’t work,” said Martin Saunier-Plumaz, Sol’s National Director, explaining that, unfortunately, cheap, poorly designed off-the-shelf products have reinforced this myth. “Commercial solar lights like ours are different.”
Sol’s team customizes solutions to fit a customer’s specific environment and needs by investigating decades of weather data. In Canada, where some locations see as little as 3 hours of sunshine in winter, panel size is critical. Many smaller or less efficient solar panels won’t be able to collect enough energy. Battery capacity also needs to take these realities into consideration–plus, some technologies won’t charge below 0 degrees.
“Solar will work provided you can put the right technology in place with the right size,” he said.
Solar light providers are the same
Sol has never been content doing things the same way as everyone else. With 35 years of experience, they have spent decades refining, innovating and pushing the technology forward in North America.
“We were here before LEDs were even invented,” he said. “We have seen it all. We’ve had failures. We’ve learned from those failures. Now we know what works. We don’t have a one-size-fits-all approach. Sizing the proper solar light product is a science.”
All these decades of global experience have led to the EverGen 3. It features high-density lithium batteries and advanced solar panels using N-Type TOPCon technology cells with greater energy collection capacity, enabling a more compact, efficient, and environmentally friendly design.
By partnering with leading lighting fixture manufacturers like Acuity, Sol ensures the EverGen 3 delivers lighting performance on par with the best grid-tied systems, prioritizing quality and reliability so users experience seamless, maintenance-free illumination regardless of their power source. The EverGen 3 is positioned as the ultimate solar light, combining cutting-edge solar technology with top-tier lighting to meet the needs of modern outdoor and off-grid environments.
Solar lighting is not reliable
Starting out in Pompano Beach, FL, Sol had a vision to provide industrial-grade solar lighting. Early installs included many federal and military sites, but eventually, their approach spread around the globe.
“To meet the needs of these clients, the product had to be tough enough for industrial applications, simple enough that it requires minimal maintenance and high-quality enough so it can last a long time,” he said. “That experience means we can build products that are going to work in every single environment.”
The new Evergen also has hybrid technology, giving users an extra layer of reliability. In the rare event that there isn’t enough solar power in the battery at the beginning of the night, the Evergen can switch to the grid. This guarantees light for high-risk applications and risk-averse clients. And if there’s ever an issue, you’re covered by a 10-year full-system warranty.
“That’s longer than any lighting fixture, so you will have to replace the fixture long before the solar panel,” he said. “And if an experienced team like Sol selects and sizes the proper battery, it will last 10-15 years without needing replacement.”
Solar lighting is too expensive
Speaking of cost, how hard is solar lighting going to hit your wallet? The technology is constantly improving, costs are coming down, and governments are eager to incentivize green solutions.
Sol has adopted high-efficiency solar panels and high-density batteries, which store more energy in a smaller space and reduce the amount of metal needed. These innovations, along with improved system design, have lowered product costs by 40–60% compared to earlier EverGen while increasing reliability and performance.
In remote or underserved locations where electrical infrastructure is lacking, outdated, or non-existent, the cost of digging trenches, laying conduits, and connecting to the grid can be so high that solar lighting is often cheaper than grid-tied alternatives.
The Canadian government is also eager to switch industries to cleaner energy. Businesses can benefit from a refundable tax credit covering up to 30% of capital investment costs in clean technologies, including solar energy systems. Additionally, businesses can write off up to 100% of qualifying clean energy investments. Finally, it’s worth mentioning that once a solar solution is set up, the sunshine that gives it power is totally free.
“I see the EverGen as the ultimate solar light,” said Saunier-Plumaz. “It’s everything a solar light should be.” He also believes it’s perfect for Canada, where many communities are remote or are trying to move away from fossil fuels. And many larger cities are eager to be more green as well. “I feel like Canadians are pretty open to new ideas,” he said. “They’re pretty progressive, so I think it’s a great fit.”
Maple Reinders Group has divested its majority-owned environmental subsidiary, AIM Group Ltd., to Convertus Canada in a strategic move to advance innovation and sustainability in the waste management sector.
Under Maple Reinders, AIM designed, built, and operated more municipal organics treatment facilities than any other company in Canada, at one point handling about 10% of the country’s residential organic waste.
Maple Reinders will continue providing complex environmental infrastructure services through its Maple Facilities Management arm, and plans to maintain a close commercial relationship with Convertus as both firms work toward shared sustainability goals.
The Whole Story:
Maple Reinders Group has sold its majority-owned environmental subsidiary, AIM Group Ltd., to Convertus Canada in a move the company says will advance shared goals of innovation and sustainable waste management across the country.
The terms of the deal were not disclosed, but Maple Reinders says the transaction marks a strategic milestone in its ongoing commitment to delivering complex infrastructure projects in Canada’s environmental sector.
AIM Group has been part of Maple Reinders’ portfolio for over 20 years, helping the firm design, build, operate and maintain municipal organic waste treatment facilities nationwide. The partnership delivered several major achievements, including the operation of some of Canada’s largest municipal organics plants and the processing of approximately 10 per cent of the country’s residential organic waste.
“This sale to Convertus Canada represents an exciting opportunity for the AIM Group to continue its growth trajectory under new ownership,” said Harold Reinders, president and CEO of Maple Reinders Group. “We are proud of the legacy AIM has built under our stewardship and look forward to continued collaboration with Convertus in delivering sustainable solutions.”
Reuben Scholtens, national vice-president of Maple Reinders and the lead on the transaction, said the sale reflects a strategic alignment with a partner that shares the company’s focus on innovation and environmental performance.
Convertus Canada, a national leader in organic waste processing, will integrate AIM Group’s operations to bolster its capacity and market position. The companies said they are working to ensure a seamless transition for employees, clients, and stakeholders.
Maple Reinders will continue to deliver environmental infrastructure services through its wholly owned subsidiary, Maple Facilities Management, including operations and maintenance for water and wastewater treatment plants. The company also recently completed construction of what it describes as North America’s most advanced municipal organics aerobic digestion facility in Halifax.
Key Takeaways:
The company has officially separated from Holcim and began trading on the NYSE and SIX exchanges under the ticker “AMRZ” as of June 23, 2025.
In 2024, Amrize reported $11.7 billion in revenue and $3.2 billion in adjusted EBITDA, with a solid track record of double-digit growth and over 50% EBITDA cash conversion since 2021.
With over 1,000 locations and 19,000 employees, Amrize aims to be the leading partner for professional builders across North America, leveraging trends like infrastructure upgrades, housing demand, and industrial reshoring.
The Whole Story:
Amrize made its debut Monday as an independent, publicly traded company following the completion of a full spin-off from Holcim Ltd.
The newly separated firm began trading on both the New York Stock Exchange and the SIX Swiss Exchange under the ticker symbol “AMRZ.” The spin-off was completed via a dividend-in-kind distribution, granting Holcim shareholders one Amrize share for every Holcim share owned as of June 20.
Headquartered in North America, Amrize provides construction solutions for infrastructure, commercial, and residential projects, with a network of more than 1,000 sites and 19,000 employees serving every U.S. state and Canadian province.
“This is an exciting day for all our teammates across North America,” said Amrize chairman and CEO Jan Jenisch. “As an independent company, Amrize is well positioned to benefit from long-term trends like infrastructure modernization, onshoring of manufacturing, and housing demand.”
The company reported US$11.7 billion in revenue in 2024, representing a compound annual growth rate (CAGR) of 13 per cent since 2021. Adjusted EBITDA totalled $3.2 billion last year, with a 27 per cent margin, and free cash flow reached $1.7 billion. Since 2018, the company has completed 36 acquisitions.
Amrize leadership marked the milestone by ringing the opening bell at the NYSE and plans to visit sites across the U.S. and Canada to celebrate with employees.
The company said it will continue to pursue a growth-focused strategy that prioritizes reinvestment, acquisitions, and shareholder returns.
Key Takeaways:
Wesgroup Properties has laid off staff due to severe financial pressures in the real estate sector, including rising construction costs and a stalled condo market, calling it a “cost-of-delivery crisis.”
The condominium market in major Canadian cities is facing a sharp downturn, with projects being delayed or cancelled in Vancouver, Toronto, and Calgary as high interest rates, inflation, and weak pre-sale activity make developments financially unviable.
Wesgroup remains financially stable and will complete active projects, but is pausing future developments while offering to support laid-off employees by connecting them with job opportunities in related industries.
The Whole Story:
Vancouver-based real estate developer Wesgroup Properties has laid off an undisclosed number of employees in response to what CEO Beau Jarvis describes as a “cost-of-delivery crisis” gripping the Canadian housing industry.
In a message shared publicly Friday, Jarvis said the company made the “extremely difficult decision” to reduce the size of its workforce due to prolonged economic uncertainty, rising development costs, and a stalled condo market.
“This was an absolute last resort,” Jarvis wrote, adding that Wesgroup had already implemented cost-cutting measures, streamlined internal processes, and sold off significant assets in an attempt to preserve jobs.
Despite those efforts, Jarvis said economic conditions made many housing projects across Canada no longer viable. “We are delivering housing at a cost that people cannot afford to purchase,” he said. “Housing projects across the country are being cancelled or delayed.”
The layoffs are not a reflection of employee performance, Jarvis emphasized, but rather a symptom of systemic issues affecting the broader real estate sector.
Wesgroup, which has operated for more than 60 years, says it remains financially stable and plans to complete all projects currently underway. Future projects, however, are being paused — a move Jarvis said contributed to the decision to downsize.
To support affected employees, the company is offering to connect them with potential employers in related fields, including construction, development, finance, leasing, and technology.
Wesgroup joins a growing number of Canadian developers facing delays, cancellations, or restructuring amid steep construction costs, high interest rates, and slowing home sales. Industry leaders and advocacy groups have warned that housing affordability efforts may stall unless governments address the cost and regulatory burdens tied to new development.
Jarvis closed his statement by expressing hope for a market recovery but acknowledged the sector faces continued uncertainty. “Until then,” he said, “we are focused on navigating these uncertain times with resilience and integrity.”
Canada’s condominium market is under significant strain, particularly in major cities like Toronto and Vancouver, where developers are shelving or cancelling projects due to mounting financial pressures. In Toronto, data shows pre-sale condo sales fell 71% in 2023 compared to the previous year — the lowest level in a decade — as buyers retreated in the face of high interest rates and unaffordable prices.
In Vancouver, developers have paused numerous high-rise projects in response to construction cost inflation and weak investor demand, with some projects failing to reach required pre-sale thresholds. Calgary, which had seen a surge in condo activity, is now experiencing growing caution as lending conditions tighten.
Canada’s data centre sector is rapidly expanding to meet the growing demand for cloud services, AI processing, and secure data storage. From hyperscale campuses to regional colocation hubs, the country’s infrastructure push is being led by a mix of general contractors, dedicated developers, and multinational operators. Here’s a look at the key players building out Canada’s data centre ecosystem.
Bird Construction
Bird Construction is a leading Canadian builder with a strong track record in mission-critical infrastructure, including data centres. With over 100 years of experience and a workforce of more than 5,000 across 18 cities, Bird delivers both greenfield and retrofit projects. Notable data centre builds include the Rogers Data Centre in Edmonton, Shaw Campus Data Centre in Airdrie, and a confidential 300,000 sq. ft. facility in Calgary, built to LEED standards. The company leverages prefabrication, laser scanning, and self-perform capabilities to deliver complex, sustainable projects with schedule certainty. Bird often acts as a general contractor for hyperscale and enterprise clients, reflecting its growing role in this high-demand sector.
PCL
PCL Construction is one of Canada’s largest general contractors and has delivered several high-security, mission-critical facilities, including data centres. With expertise in integrated delivery models, building envelope solutions, and energy systems, PCL frequently partners with hyperscalers and telecom clients for custom builds. While many of their data centre projects are under non-disclosure agreements, they are widely recognized for delivering confidential hyperscale facilities across Ontario, Alberta, and Quebec.
TCA Developments
TCA Developments is a Canadian builder and developer specializing in data centre and colocation infrastructure. Operating in markets such as Toronto, Edmonton, and Vancouver, the company focuses on hyperscale, enterprise, and telecom-ready facilities. While public details on flagship projects are limited, TCA’s business model emphasizes secure, energy-efficient infrastructure aligned with Canadian regulatory and environmental standards.
STACK Infrastructure
STACK Infrastructure is a global data centre developer that recently entered the Canadian market with major investments in Toronto and Montreal. The company targets hyperscale customers with rapid, scalable, and sustainable data centre campuses. STACK’s developments are designed to meet high-density compute needs and integrate renewable energy, reflecting growing demand for AI and cloud capacity in Canada.
Cologix
Cologix is a leading data centre operator and developer with a significant footprint in Canada. The company offers colocation and interconnection services across facilities in Montreal, Toronto, and Calgary. Cologix continues to expand its hyperscale capacity, including a new large-scale data centre in Montreal. Their carrier-neutral approach and strategic location choices have made them a key part of Canada’s digital infrastructure.
Digital Realty
Digital Realty is a global data centre developer with a strong presence in Canada through campuses in Toronto and Montreal. They serve cloud providers, telecoms, and enterprises with resilient, energy-efficient colocation and hyperscale solutions. The company has invested heavily in expansion to meet demand from cloud computing and AI workloads, offering low-latency interconnection across North America.
eStruxture Data Centers
eStruxture is a Canadian-owned data centre provider with facilities in Montreal, Toronto, Calgary, and Vancouver. The company specializes in scalable, carrier-neutral infrastructure tailored for cloud and enterprise customers. Known for its emphasis on energy efficiency and sustainability, eStruxture recently expanded its Montreal footprint to support growing AI and edge computing demand.
Vantage Data Centers
Vantage is developing hyperscale campuses in Canada, particularly in Montreal. Following its 2020 acquisition of Hypertec’s data centre assets, Vantage has built a presence focused on scalable, sustainable facilities for cloud and enterprise clients. The company integrates renewable energy and advanced cooling systems to meet high-performance compute needs with a smaller environmental footprint.
QScale
QScale is a Quebec-based data centre developer focused on AI, high-performance computing, and green energy. Their flagship campus in Lévis, Quebec, is designed to run on 100% hydroelectric power and offers direct liquid cooling for energy-intensive applications. The project is backed by government support and private equity and represents one of Canada’s most ambitious climate-aligned data centre builds.
AWS, Microsoft, and Google (Self-Build Hyperscalers)
Amazon Web Services, Microsoft Azure, and Google Cloud are all expanding their infrastructure footprints in Canada, particularly in Ontario and Quebec. While they typically build and operate their own facilities, these hyperscalers contract major Canadian construction firms—often under strict confidentiality—to deliver highly secure, hyperscale-capable campuses. These builds are a key driver of Canada’s current data centre construction surge.
EllisDon
EllisDon is a major Canadian contractor with a dedicated Technology and Data Centre group. The firm delivers turnkey data centre solutions through design-build, IPD, and P3 models. While less publicly visible in the data centre space than PCL or Bird, EllisDon has worked on institutional, telecom, and enterprise-class facilities across Canada, offering strong technical and sustainability expertise. Their team says they are the nation’s top data centre builder.
In an era of complex procurement and nation-building ambitions, winning major project proposals has never been more competitive—or more exhausting. SitePursuits, a new joint venture between SitePartners and Red Team Strategy, wants to change that.
Bringing together the strategic proposal expertise of Colleen Reid and the creative horsepower of SitePartners, SitePursuits offers full-cycle pursuit management, from compliance checks and messaging strategy to high-end video production and flythrough animations. The aim? Help firms of all sizes produce more compelling, complete and compliant submissions that win work.
We sat down with Colleen Reid, co-founder of SitePursuits, to learn how the initiative came together, why proposals are getting harder, and what it really takes to stand out.
SiteNews: First, tell me a bit about yourself and how you got into proposals.
Colleen Reid: I started as a marketing coordinator after my business degree and I just got into proposal coordination. It was just part of the sale process or the BD process… I loved writing. I loved putting together the package and then winning—that’s all A-type personality enjoyment for me.
I ended up moving to SNC-Lavalin—now AtkinsRéalis—where I spent almost five years learning everything. From there, I went to Ledcor, helped centralize some of their processes, then to EllisDon, and eventually realized I wanted to help other companies elevate their proposals.
A lot of companies were reusing boilerplate. They were pursuing projects without a clear strategy. I knew I could give something more—craft something that was compliant, but also responsive and compelling. So I started Red Team Strategy in 2019 to help clients build better proposals.
Tell me about SitePursuits. How did the idea for the partnership with SitePartners come about?
SitePartners CEO Andrew Hansen and I go way back to our Ledcor days. We’d always referred clients to each other but never actually worked on something together. Then we reconnected when I visited his new Abbotsford office, and I had just wrapped up five major pursuits. I was burnt out.
I told him, “I’m so busy I’m turning away work. I don’t want people to even know I exist because I don’t have the capacity.” And he said, “We can help with this.” He had the team—copy editors, designers, support staff—and I had the expertise. We saw a huge opportunity to build something together that isn’t being serviced in the industry right now.
Why are these proposals so notoriously difficult?
The expectations are higher and the timelines are shorter. Authorities are asking for more information—more detail, better presentation—and they want it all in a compressed schedule.
When I started out, we were doing a couple of pages in Word. Now everything has to be branded, laid out in InDesign, visually compelling, and comprehensive. They’re not just asking about your team—they want to know about your structure, your diversity, your inclusion policies. It’s no longer one answer. It’s layers.
Who is SitePursuits for? What kind of client do you think will benefit most?
All sizes, to be frank.
Smaller firms might benefit from improved processes—they might think they’re being compliant, but they’re not double-checking requirements. They might not realize how impactful visuals can be in an executive summary.
For larger firms, they may not realize how their competition is elevating their proposals. You never see your competitors’ submissions, so you don’t know if they’re including video, animation, or unique storytelling. We bring that knowledge and help them go further.
And then you’ve got the developers or consortiums—these teams are dealing with so many moving pieces. We come in and help them coordinate across volumes, manage the writing, interview SMEs, and take that workload off their plate.
What separates a winning proposal from one that misses the mark?
Strong messaging. You need to show the client you’ve heard their challenges and that you’ve tailored your response. Developing key win themes and strategic positioning make all the difference.
It’s also about the team—having the right people with the right experience. Price is obviously a big factor too. And then there’s the presentation. If it looks good, people know you’ve put time and effort into it. Good design isn’t just aesthetic. It helps clients absorb and relate to the information.
What trends are shaping how proposals are written today?
ESG is a big one. It’s no longer enough to say you support it—you need a comprehensive plan. Diversity and inclusion, Indigenous engagement, local economic impacts… all of that is part of it.
Indigenous engagement especially has grown significantly in Canada. It’s not just about artwork anymore. It’s about employment, training, and long-term community benefits.
Finally, technology integration. As the AEC industry embraces smarter, more efficient ways of designing and delivering projects, owners are placing growing emphasis on digital capabilities in their RFPs. Proposals are expected to show not just familiarity with industry tools but strategic use of technology to reduce risk, increase collaboration, and improve outcomes.
How is AI impacting how you approach proposal work?
AI is absolutely transforming how proposals are developed, much like it is in every industry. At SitePursuits, we’re actively leveraging AI to streamline tasks like writing, editing, and transcribing SME interviews. But we see AI as a tool—not a replacement. Our clients still rely on us for the human side: strategic thinking, creative positioning, navigating last-minute pivots, and being a true partner throughout the process. By combining human expertise with AI-powered execution, we’re able to deliver faster, more competitive proposals without sacrificing quality.
What makes SitePursuits unique in the marketplace?
Scalability and full-service delivery. Proposals have natural peaks and valleys—you might need one person at the start, six in the middle, and then scale back. That’s hard to manage internally. We can flex with that cycle.
And we offer everything in-house—editing, writing, proposal management, animation, video production. That’s rare. No more scrambling to find another consultant. It’s streamlined, cost-effective, and under one roof.
What kind of role can SitePursuits play in Canada’s infrastructure boom and nation-building efforts?
There’s always going to be a need to bid on projects. Even if delivery models shift, even if funding gets tighter—firms still need to communicate their value clearly and effectively.
We’re here to help them do that. Whether it’s hospitals, highways, power plants—there’s a role for experts like us to help companies compete and succeed in these high-stakes opportunities.
Finally, what’s your favourite part of the job?
When teams take the time to really understand why they’re pursuing a project—and how it aligns with what they offer. That’s when the strategy becomes exciting.
I love managing the whole cycle. There’s so much variety. One week it’s an airport, the next it’s a light rail project. I get to learn so much about how things are built, operated and maintained. I love that I get to be part of that.
Key Takeaways:
Productivity crisis at a tipping point: Construction productivity in Canada has fallen to levels below those of 1997, with output per hour worked collapsing after the pandemic—even as demand for major infrastructure and housing projects skyrockets.
Tech optimism rising: 90% of construction professionals believe tools like AI, BIM, and digital twins can boost efficiency, and over half of surveyed firms are now prioritizing prefabrication and modular building to reduce costs and timelines.
Tariffs and labour top concerns: Tariffs on U.S. materials, a chronic skilled labour shortage, and interprovincial trade barriers are major threats. Nearly three-quarters of companies expect it will become harder to meet project demand in the next decade.
The Whole Story:
Nine in 10 construction leaders in Canada say the industry must move quickly to adopt advanced technologies if it hopes to keep pace with soaring demand for housing and infrastructure.
That’s according to a new report by KPMG in Canada, which found that most companies are already starting to see a payoff from their tech investments. Tools like artificial intelligence, modular construction, robotics, and digital project modelling are beginning to boost productivity, even as the sector faces ongoing labour shortages and economic uncertainty.
Productivity push amid labour crunch
The survey of 265 construction executives found that 78 per cent of firms are still facing skilled labour shortages, and nearly three-quarters believe meeting demand will become even more difficult over the next decade as retirements outpace recruitment.
Jordan Thomson, director with KPMG’s Global Infrastructure Advisory practice, said the pressure is mounting for the sector to “do far more with less.”
While shortages have slightly eased since 2023, 70 per cent of companies still say the labour crunch is affecting their ability to bid on new projects or complete existing ones. That’s prompting many to prioritize technology that improves efficiency, streamlines work, and reduces reliance on manual labour.
Modular, AI and automation gaining traction
The report shows firms are increasingly prioritizing prefabrication and modular construction (53 per cent), along with demand-driven supply chain systems (56 per cent) and AI-powered tools (also 53 per cent). Other emerging technologies—such as drones, robotics, and wearable exoskeletons—are also being explored.
More than 80 per cent of respondents said their recent technology investments have already improved labour productivity or project outcomes.
“These investments are about to pay dividends and transform how we build in Canada,” said Tom Rothfischer, national industry leader for building, construction and real estate at KPMG. But he warned that high input costs and economic headwinds threaten to limit further investment.
Procurement reform seen as key to progress
A major theme in the report is the role of clients and procurement processes in shaping how quickly the industry modernizes. About 43 per cent of respondents said clients now play a “highly influential” role in their decision to adopt new technologies, and nearly 80 per cent said procurement is starting to evolve to support innovation.
Still, construction leaders say outdated tendering systems remain a barrier. “Too often, the system prioritizes lowest price over long-term value,” said Rodrigue Gilbert, president of the Canadian Construction Association. “If we want a modern, productive construction sector, governments must reform procurement to foster collaboration, ensure fair risk-sharing, and create the confidence companies need to invest and grow.”
Gilbert called for urgent action on interprovincial trade barriers and regulatory fragmentation, adding that the sector can’t deliver Canada’s housing and infrastructure targets without coordinated policy reform.
“The construction sector is the foundation of Canada’s nation-building ambitions,” he said. “Nothing gets built without us. The time to act—together—is now.”
Key Takeaways:
Construction has begun on the East Harbour Transit Hub, which is expected to become Toronto’s second busiest station, connecting the Ontario Line with GO Transit routes and serving 100,000 daily riders.
The hub is part of Ontario’s broader $70-billion transit investment, aiming to reduce congestion, create jobs, and support transit-oriented housing developments.
The project will help ease pressure on Union Station and is designed to support future growth in Toronto with new infrastructure, public amenities, and thousands of housing units.
The Whole Story:
Construction has officially begun on the East Harbour Transit Hub, a major new interchange in Toronto’s east end that is expected to become the city’s second busiest transit station after Union Station.
The hub will link the future Ontario Line subway with the Lakeshore East and Stouffville GO Transit lines, accommodating approximately 100,000 daily riders. The project is intended to improve access across the Greater Toronto Area, ease congestion at Union Station, and support long-term urban growth.
The hub is being delivered through an alliance contracting model led by Metrolinx, in partnership with a project team that includes Rail Connect Partners—a joint venture between AtkinsRéalis and Bird Construction—and Hatch Ltd. as the design partner. Rail Connect Partners is responsible for major construction work such as bridge widening, track infrastructure, and the station shell, while Hatch is overseeing architectural and engineering design.
“In the face of economic uncertainty, we are doubling down on our plan to build Ontario,” said Premier Doug Ford. “Projects like the East Harbour Transit Hub will support economic growth, keep thousands of workers on the job and help commuters get where they need to go.”
The project is being delivered through a joint effort by the federal, provincial and municipal governments. It is part of Ontario’s broader $70-billion transit infrastructure plan, which includes four major subway expansions and the GO Expansion program to provide two-way, all-day service on the region’s busiest rail corridors.
The hub is also a cornerstone of the province’s Transit-Oriented Communities (TOC) initiative. Once complete, the site is expected to support not only transit infrastructure but also thousands of new housing units, retail spaces, day care, and parkland.
“This is the future home of a transit-oriented community that will support thousands of new jobs and housing options closer to public transportation,” said Infrastructure Minister Kinga Surma.
Construction of the East Harbour facility is being managed by a joint venture between AtkinsRéalis and Bird Construction, with design partner Hatch Ltd., under an alliance contracting model. The project is expected to generate the equivalent of 8,300 jobs annually during its first 12 years of construction and delivery.
Mayor Olivia Chow said the hub is a vital part of preparing Toronto for a fast-growing population. “The East Harbour Transit Hub means 100,000 transit riders will get to their destinations faster,” she said. “This is an important step to invest in better transit networks, which will support our city’s growth.”
Once operational, the East Harbour Transit Hub is expected to significantly reduce commute times and serve as a major connection point for people living and working across the Toronto region.
Key Takeaways:
Vancouver is introducing financial relief for developers to keep housing projects viable, including deferred payments for fees, expanded use of surety bonds, and a freeze on planned inflation-related increases.
The city is streamlining development processes to reduce delays and costs, with improvements to rezoning timelines, sewer assessments, and design flexibility for taller and mass timber buildings.
These changes are part of a broader strategy to ensure new housing—especially for middle-income earners—can move forward despite high construction costs and interest rates, with further reforms expected in the coming months.
The Whole Story:
Vancouver City Council has unanimously approved a slate of financial and regulatory changes aimed at keeping housing projects on track as rising construction costs and high interest rates threaten to stall new development.
The measures, passed Tuesday, are intended to relieve pressure on builders of rental and strata housing — particularly those targeting middle-income earners — as inflation and financing hurdles erode project viability.
“Vancouver currently leads the region in rental housing delivery,” said Mayor Ken Sim. “The changes passed today will give builders more flexibility to move forward and build urgently needed homes.”
Among the financial tools approved are deferred payment options for development cost levies (DCLs) and community amenity contributions (CACs), expanded use of surety bonds, and a freeze on scheduled inflation-related fee increases. Projects facing DCLs over $500,000 will now be able to pay in three installments, and the upfront CAC payment required at rezoning will drop from $20 million to $5 million, with the remainder deferred and secured through financial instruments.
Construction costs have surged faster than general inflation since the pandemic, and the city warns that without intervention, new housing supply will fall further behind demand, worsening affordability.
“By speeding up reviews and clarifying requirements, we’re helping projects move forward with greater confidence,” said Josh White, the city’s general manager of planning, urban design and sustainability.
Beyond financial measures, City staff are advancing process improvements to cut red tape and reduce costs. These include streamlining rezoning applications, updating sewer capacity assessments to avoid expensive off-site upgrades, and permitting larger floor plates for tall and mass timber buildings to improve construction efficiency.
The city is also refining its Community Benefits Agreement (CBA) policy to make requirements clearer and better support local hiring targets.
Council says the measures are the first in a series of reforms to help deliver housing while maintaining livability. Future steps will include further streamlining of rezoning, a review of growth-related funding tools, and updates to infrastructure and permitting policies.
