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.
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.
Key Takeaways:
Carbon Upcycling Technologies, a Calgary-based cleantech firm, has won the 2025 Keeling Curve Prize for its work turning CO₂ emissions and industrial waste into low-carbon building materials.
The company’s technology mineralizes captured CO₂ into cement alternatives, helping decarbonize the concrete industry while promoting circular use of waste materials like steel slag and fly ash.
The Keeling Curve Prize, awarded by the Global Warming Mitigation Project, recognizes impactful climate solutions that help lower global greenhouse gas levels; winners receive US$50,000 to support their work.
The Whole Story:
A Canadian carbon capture company that turns emissions into building materials has been named a winner of the 2025 Keeling Curve Prize, an international award recognizing high-impact efforts to reduce greenhouse gas emissions.
Carbon Upcycling Technologies, based in Calgary, was selected for its work transforming CO₂ emissions and industrial waste—such as steel slag and fly ash—into low-carbon cement alternatives.
“This recognition reflects the dedication of our team to tackling climate change through bold, forward-thinking solutions,” the company said in a statement Tuesday.
The Keeling Curve Prize, awarded annually by the Global Warming Mitigation Project, is named after the iconic chart that has tracked rising atmospheric carbon dioxide levels since the late 1950s. The prize honours initiatives helping to “bend the curve” of CO₂ emissions downward through innovative, scalable approaches.
Carbon Upcycling’s technology captures CO₂ from industrial sources and mineralizes it into cementitious materials that can be used in concrete. The company says its process not only helps decarbonize one of the world’s most emissions-intensive industries but also promotes circularity by incorporating waste streams from heavy industry.
“Every tonne of carbon we capture and utilize in cement is a step toward reversing the arc of that curve—and reimagining what’s possible in the built environment,” the company said. “From steel slag to fly ash to CO₂ itself, we are enabling circular solutions for a climate-resilient future.”
The company joins a global cohort of 2025 Keeling Curve Prize winners working across sectors such as energy, finance, land use and transportation to mitigate global warming. Each recipient receives US$50,000 to further their efforts.
Founded in 2014, Carbon Upcycling has expanded its operations into multiple countries and has partnered with major cement producers and industrial players to integrate its technology into large-scale infrastructure projects. The company is among a growing number of Canadian climate tech firms attracting global attention for decarbonization strategies that blend innovation with real-world implementation.
Key Takeaways:
Ottawa is using a high-tech mapping vehicle equipped with LiDAR and 360° cameras to create a detailed digital inventory of traffic infrastructure, including signs, signals, and crosswalks.
The project feeds into the city’s Digital Twin program, a 3D virtual model used by planners, architects, and emergency services to improve decision-making and infrastructure management.
Privacy safeguards are in place: the system automatically blurs faces and license plates to protect personal information during data collection.
The Whole Story:
Don’t be surprised if you spot a City of Ottawa SUV cruising your neighbourhood this summer with what looks like a camera rig bolted to its roof. It’s not filming for Google Street View—but it’s not far off.
The vehicle is part of a new initiative called the Mobile Mapping of Traffic Infrastructure Project, a collaboration between several municipal departments aimed at creating a detailed digital inventory of the city’s traffic infrastructure. The effort falls under Ottawa’s broader Digital Twin and Reality Capture program, which uses advanced mapping technologies to build a 3D model of the city.
Mounted on the SUV is a Mosaic Meridian system—an advanced mobile mapping platform equipped with LiDAR sensors and a 360-degree camera. It will be used to scan and document features such as street signs, traffic signals, crosswalks, pavement markings, and streetlights.
City officials say the high-resolution digital inventory will support more efficient planning, installation, and maintenance of traffic assets. The collected data will also be integrated into Ottawa’s growing Digital Twin—a high-fidelity virtual replica of the city that helps planners, architects, and emergency services make better-informed decisions.
“Think of it like Google Street View, but purpose-built for the infrastructure that keeps our roads safe and functioning,” the City said in a statement.
The Digital Twin program relies on a suite of technologies, including LiDAR, drones, photogrammetry, and immersive 360-degree imagery, to digitally replicate both the exterior and interior built environment of Ottawa.
To address privacy concerns, the city confirmed that an automated system will blur any faces or license plates captured during the data collection process.
Parts of the Digital Twin are already accessible to the public via Engage Ottawa, where it is being used to support the development of the city’s new zoning bylaw.
Key Takeaways:
Nova Scotia is streamlining the approval process for metal mining projects by introducing a phased approach that allows companies to submit some regulatory requirements later in the project timeline, helping reduce delays and accelerate development.
The province is establishing a specialized team within the Environment Department to handle mining applications, aiming to provide faster, more consistent decisions supported by industry-specific expertise.
Environmental protections remain in place, with companies still required to meet national environmental standards and follow best practices, including compliance with the Mine Environment Neutral Drainage guidance.
The Whole Story:
The Nova Scotia government is overhauling its industrial approval process for metal mining projects, aiming to speed up development while maintaining environmental protections.
Environment and Climate Change Minister Tim Halman announced the changes Thursday, describing them as a “smarter” approach that reduces red tape and offers greater clarity for industry without weakening oversight.
“These changes will result in a smarter application process that is clearer for industry, maintains strong environmental protection and helps grow our economy,” Halman said during a news conference. “Our mining industry is critically important and can play a larger role in supplying the minerals that are in global demand to fight climate change.”
The revised process introduces a phased approach to approvals, allowing mining companies to submit some documentation—such as erosion control plans or land reclamation securities—later in the project timeline, rather than at the initial application stage. The province says this change will help reduce delays between environmental assessment and the start of construction.
A new dedicated “Large Industrial File Team” will also be established within the Environment Department to manage mining applications. Staff with mining and compliance expertise will focus on ensuring timely, consistent decisions, the government said.
The updated process includes easier-to-follow forms, plain-language guidance, and checklists to assist companies in meeting regulatory requirements. Officials say this will help reduce uncertainty and speed up reviews.
In addition, the province will require all metal mining projects to follow national Mine Environment Neutral Drainage guidance, aligning Nova Scotia’s environmental standards with federal best practices.
Christian West, president of the Mining Society of Nova Scotia, welcomed the changes, saying they strike a balance between efficiency and environmental protection.
“We expect [this] will improve the efficiency of the permitting process, all the while maintaining high environmental standards to develop projects that are indeed in the public good,” West said in a statement.
Metal mining projects in Nova Scotia require two separate approvals: an environmental assessment and an industrial approval, the latter of which regulates construction, operation, and eventual reclamation. The new approach builds on earlier updates to the province’s environmental assessment process announced in May.
Key Takeaways:
Sasuchan Development Corporation and Backwoods Energy Services—economic arms of the Takla Nation and Alexis Nakota Sioux Nation, respectively—have formed a strategic partnership to promote Indigenous-led economic growth and self-determination.
The alliance is focused on creating long-term employment, capacity building, and sustainable energy sector opportunities that align with Indigenous values and community priorities.
Both companies emphasized that this collaboration is not just a business venture, but a demonstration of Indigenous leadership, unity across regions, and a model for future inter-Nation cooperation in the Canadian energy and services sectors.
The Whole Story:
Two Indigenous-owned businesses from Western Canada are joining forces in a new partnership aimed at strengthening economic self-determination and creating long-term prosperity for their communities.
Sasuchan Development Corporation, the economic arm of B.C.’s Takla Nation, announced Monday a formal alliance with Backwoods Energy Services, an Alberta-based company wholly owned by the Alexis Nakota Sioux Nation.
The agreement brings together two Nation-owned enterprises with a shared focus on Indigenous-led growth, capacity-building and sustainable business development in the energy sector.
“This partnership is about more than just business—it’s about Indigenous-led leadership, collaboration, and building economic strength on the Nation’s terms,” said Michael Robert, CEO of Sasuchan Development Corporation. “Together with Backwoods, we are demonstrating the strength of Nation-to-Nation connections and the possibilities that emerge when we share knowledge and move forward with unity.”
Backwoods Energy Services is a prominent provider of energy and environmental services across Western Canada. CEO Dario Gnoato says the partnership reflects a broader commitment to long-term community impact.
“These collaborations go beyond joint operations,” Gnoato said. “They represent a commitment to capacity building, shared learning, and mutual success. By combining our strengths, we can deliver more innovative and efficient solutions while ensuring that the economic benefits go directly to Indigenous families and communities.”
Both organizations say the alliance will help expand employment opportunities, increase Indigenous representation in the energy sector, and foster development that respects and reflects the values of their respective Nations.
“We are proud to stand alongside Backwoods Energy Services in this important work,” Robert added.
Sasuchan Development Corporation leads economic initiatives for the Takla Nation with a focus on sustainability and cultural alignment. Backwoods Energy Services, owned by the Alexis Nakota Sioux Nation, is known for providing high-quality services while advancing Indigenous workforce participation and community reinvestment.
Key Takeaways:
Kalesnikoff has opened a new $30-million, 100,000 sq. ft. modular mass timber facility in Castlegar, B.C., aimed at accelerating the production of sustainable materials for housing, schools, and other infrastructure.
The project received nearly $10 million in funding from the federal and provincial governments, highlighting its alignment with national priorities around job creation, sustainability, and rapid housing construction.
As one of North America’s leading mass timber manufacturers, Kalesnikoff is leveraging its legacy and advanced technology to deliver prefabricated, low-carbon building solutions — positioning itself at the forefront of the green building movement.
The Whole Story:
Kalesnikoff Mass Timber officially opened its new 100,000-square-foot modular facility in Castlegar on Thursday, expanding its capacity to manufacture mass timber products for use in housing, schools, childcare centres, and commercial infrastructure across North America.
Located near the West Kootenay Regional Airport, the new site adds a range of offerings — including prefabricated wall and floor systems, light-frame trusses, and volumetric modular units — to Kalesnikoff’s existing operations in nearby South Slocan. Company officials say the $30-million investment will help address Canada’s pressing need for more affordable and sustainable buildings.
“We are expanding our mass timber products and expertise to meet the evolving needs of our customers and industry,” said Chris Kalesnikoff, the company’s chief operating officer. “We are excited to contribute to addressing key challenges like affordable, sustainable and high-quality housing at scale, as well as classroom spaces.”
The federal and provincial governments contributed nearly $10 million in funding to support the project. Natural Resources Canada (NRCan) provided $3 million through its Investments in Forest Industry Transformation (IFIT) program, while the Province of British Columbia’s Manufacturing Jobs Fund committed $6.725 million to support the creation of approximately 100 new jobs.
“This new facility represents a significant $30 million investment for Kalesnikoff,” said chief financial officer Krystle Seed.
Federal and provincial officials lauded the project as a key step in supporting Canada’s forestry sector while advancing national housing goals.
“Canada’s innovative, sustainable forest sector creates good jobs, supports communities in British Columbia and across the country, and provides the material that we can use to build our country,” said Natural Resources Minister Tim Hodgson, calling the Castlegar facility the first of its kind in North America.
“British Columbia is blessed with incredible natural resources,” added Gregor Robertson, federal minister of housing and infrastructure. “Canada’s forest sector is central to our housing and building ambitions, and will be key to our plan, through Build Canada Homes, to double the pace of housing construction.”
B.C. Jobs Minister Diana Gibson said partnerships with mass timber manufacturers like Kalesnikoff are key to growing advanced wood manufacturing in the province, adding, “We’re supporting local economies and creating long-term, sustainable jobs.”
Kalesnikoff, a fourth-generation, family-owned business with an 86-year legacy in the West Kootenay region, entered the mass timber sector in 2019. The company has since become one of North America’s leading vertically integrated producers of cross-laminated timber (CLT) and glulam beams.
Key Takeaways:
AtkinsRéalis has partnered with the BWT Alpine Formula One Team, officially launching the collaboration ahead of the 2025 Canadian Grand Prix in Montreal, with a focus on engineering innovation and talent development.
The partnership includes plans to create an engineering academy, aimed at training future engineers by leveraging AtkinsRéalis’ expertise in high-performance sectors like aerospace, defence, and nuclear energy.
Both organizations will share resources and facilities, combining cutting-edge motorsport technology with advanced engineering solutions to enhance performance, sustainability, and technical excellence on and off the track.
The Whole Story:
Engineering and nuclear services firm AtkinsRéalis has entered a new partnership with the BWT Alpine Formula One Team, marking its official launch ahead of this weekend’s Canadian Grand Prix at Circuit Gilles-Villeneuve.
The collaboration was unveiled Thursday in Montreal by Ian L. Edwards, president and CEO of AtkinsRéalis, and Karel Loos, head of trackside engineering at Alpine. The companies say the partnership will focus on engineering collaboration, technological innovation, and skills development — including the creation of an engineering academy to help train the next generation of talent.
“We are proud to partner with BWT Alpine Formula One Team, starting at this weekend’s Canadian Grand Prix,” said Edwards. “By combining our global expertise with BWT Alpine Formula One Team’s pioneering spirit, we’re creating a relationship where seasoned engineers and rising talent can grow together, challenge conventions, and deliver real-world impact in performance, sustainability, and technological excellence.”
David Sanchez, executive technical director of the BWT Alpine Formula One Team, said the partnership reflects the sport’s constant need for engineering excellence.
“We are excited to enter into this partnership with AtkinsRéalis; as competitors in Formula One, cutting-edge engineering is the most important part of the team’s operations,” said Sanchez. “The wide variety of groundbreaking technology mastered by AtkinsRéalis excellently combines with the fast-paced world of motorsport and we are excited to begin this new relationship this weekend in Montreal and beyond.”
According to AtkinsRéalis, the collaboration will draw on its expertise in high-performance engineering across sectors like aerospace, defence and nuclear energy. The company says the partnership will include joint use of resources and facilities to advance both organizations’ technical capabilities.
BWT Alpine, which competes in the FIA Formula One World Championship with drivers Pierre Gasly and Franco Colapinto, is based in Enstone, U.K. The team has won multiple championships and secured its most recent Grand Prix victory in 2021. It finished the 2024 season with two podiums and placed sixth in the Constructors’ Championship.
AtkinsRéalis, formerly SNC-Lavalin, is headquartered in Montreal and provides engineering, project management and environmental services across Canada and internationally.
Key Takeaways:
Three consortiums have been shortlisted to move forward in the Alexandra Bridge replacement project, with formal proposals due in October 2025. The chosen team will design, dismantle, and rebuild the historic bridge linking Ottawa and Gatineau.
The current Alexandra Bridge, built in 1901, is nearing the end of its lifespan, prompting the federal government to commit to a major infrastructure overhaul using a progressive design-build approach aimed at increasing efficiency and reducing risk.
Construction is expected to begin in 2028 and conclude by 2032, with extensive public and Indigenous consultations ongoing as part of the project’s planning and design process.
The Whole Story:
The federal government has taken a significant step toward replacing the aging Alexandra Bridge, naming three consortiums that will move forward in the competitive bidding process to design and construct a new span connecting Ottawa and Gatineau.
On Thursday, Joël Lightbound, Minister of Government Transformation, Public Works and Procurement, announced that the shortlisted teams will be invited to participate in the Request for Proposal (RFP) stage, scheduled for October 2025.
The selected bidders are:
Epoch Pathway Ontario-Québec Partners, led by Flatiron Dragados Canada Inc., EBC Inc., and Construction Demathieu & Bard Inc., supported by Hatch Ltd. and Spain’s Carlos Fernandez Casado S.L.
Peter Kiewit Sons ULC, working with Kiewit Engineering Group Canada ULC, WSP Canada Inc., and International Bridge Technologies Canada Inc.
Heritage Link Group, a partnership including Janin Atlas Inc., Dodin Quebec Inc., COWI North America Ltd., and Stantec Consulting Ltd.
The companies were shortlisted following a Request for Qualifications launched in October 2024. One of these teams will be selected to finalize the bridge’s design, dismantle the existing structure, and oversee the construction of the new crossing.
The contract for planning and design is expected to be awarded in winter 2026, with demolition and construction contracts to follow in 2027. Actual work on the site is projected to begin in 2028, with the new bridge expected to open by 2032.
Built in 1901, the Alexandra Bridge is one of the oldest crossings over the Ottawa River. Originally designed as a rail and vehicle bridge, it has long been showing signs of wear and is considered to be at the end of its usable life. In recent years, its condition has required frequent maintenance and intermittent closures.
The replacement effort is being delivered through a progressive design-build approach—an increasingly common model in large-scale infrastructure projects that emphasizes early collaboration between design and construction teams. Officials say this model will improve efficiency, reduce risk, and help control costs.
The National Capital Commission (NCC) recently released an updated preferred design concept based on extensive public consultations. That design, still under refinement, is intended to reflect the bridge’s historic and cultural importance while meeting modern transportation needs.
The integrated project team overseeing the initiative includes representatives from Public Services and Procurement Canada, the NCC, and technical advisor Arup Canada Inc. Consultations with Indigenous communities, the public, and key stakeholders will continue throughout the project’s development.
“Today’s announcement is an important milestone in the Alexandra Bridge replacement project and underscores the Government of Canada’s commitment to expedite nation-building projects that will connect and transform our country,” Minister Lightbound said. “This project will enhance transportation and mobility in the National Capital Region for decades to come.”
Key Takeaways:
The Canada Infrastructure Bank is investing over $108 million in a new Mi’gmaq-led wind energy project in eastern Quebec, marking its first Indigenous equity loan in the province.
The Mesgi’g Ugju’s’n 2 Wind Farm is a partnership between Mi’gmaq communities and Innergex Renewable Energy, and will create local jobs while generating enough electricity to power 20,000 homes under a long-term agreement with Hydro-Québec.
The project is being highlighted by government and industry leaders as a model for Indigenous economic development and clean energy collaboration, with operations expected to begin in late 2026.
The Whole Story:
The Canada Infrastructure Bank (CIB) is investing $108.3 million to support the development of a new wind energy project in eastern Quebec, including its first Indigenous equity loan in the province.
The funding will support the 102.2-megawatt Mesgi’g Ugju’s’n 2 Wind Farm (MU2), located near Rivière-Nouvelle on Mi’gmaq traditional territory in the Gaspésie–Îles-de-la-Madeleine region. The project is a partnership between the Mi’gmawei Mawiomi Business Corporation (MMBC), which represents the Gesgapegiag, Gespeg, and Listuguj Mi’gmaq communities, and Innergex Renewable Energy Inc.
Of the total investment, $15.8 million will be issued as an equity loan to support MMBC’s ownership stake. The remaining $92.5 million will go toward construction costs. The MU2 project was the only successful bidder from two recent provincial renewable energy tenders to include an Indigenous community partner.
“This project is about building—building clean energy, good jobs and stronger communities,” said Housing and Infrastructure Minister Gregor Robertson. “Through this investment, the Mi’gmaq will advance clean energy, help power homes and secure long-term benefits through community ownership.”
Additional financing for the project includes a $163.9 million green loan, a $41 million construction bridge loan, and a letter of credit facility from CIBC, Desjardins, and National Bank of Canada.
MU2 is expected to generate approximately 150 direct construction jobs, with at least 30% of the workforce drawn from local Mi’gmaq communities. Revenues will be reinvested in community initiatives.
“This project is a powerful example of how strong Indigenous-led partnerships and clean energy development go hand in hand to generate economic and environmental value,” said Michel Letellier, president and CEO of Innergex.
The wind farm will be developed adjacent to the existing 150-megawatt Mesgi’g Ugju’s’n Wind Farm (MU1), also a 50-50 partnership between the Mi’gmaq communities and Innergex. MU2 will use Nordex turbines and operate under a 30-year power purchase agreement with Hydro-Québec. The project is expected to power about 20,000 homes and reduce emissions by more than 150,000 tonnes annually.
“MU2 reflects the maturity and determination of our communities to lead impactful energy development on our own terms,” said Frederic Vicaire, CEO of MMBC. “This partnership with Innergex and the support from the CIB demonstrate that Indigenous-led projects can be scalable, bankable, and rooted in long-term vision.”
The project aligns with Hydro-Québec’s Electricity Supply Plan, which forecasts a 12 percent increase in demand between 2019 and 2029. Commercial operations are expected to begin in late 2026.
Key Takeaways:
Michael Sabia will become Canada’s top civil servant on July 7, taking over as Clerk of the Privy Council and Secretary to the Cabinet. His appointment places him at the centre of Prime Minister Mark Carney’s push for economic reform and public sector modernization.
Sabia brings extensive leadership experience from both the public and private sectors, including previous roles as head of Hydro-Québec, the Caisse de dépôt, and Deputy Minister of Finance. He is seen as a trusted and strategic figure across political lines.
Outgoing Clerk John Hannaford is retiring after nearly 30 years in public service, having played key roles in trade, energy, and foreign affairs. He will be appointed to the King’s Privy Council for Canada in recognition of his contributions.
The Whole Story:
Prime Minister Mark Carney has announced his intention to appoint Michael Sabia as Clerk of the Privy Council and Secretary to the Cabinet, effective July 7.
Sabia, a veteran public servant and business leader, will succeed John Hannaford, who is retiring after nearly 30 years in government. The Clerk serves as the federal government’s top civil servant, advising the prime minister and Cabinet while overseeing the operations and integrity of Canada’s public service.
Sabia’s appointment comes amid a period of economic reform and public sector realignment under the new Liberal government. His return to the federal civil service follows a high-profile career that has bridged both public institutions and private enterprise. He most recently served as President and CEO of Hydro-Québec and previously led the Caisse de dépôt et placement du Québec, one of the country’s largest institutional investors. He was also Canada’s Deputy Minister of Finance under the Trudeau government and earlier held senior roles at Bell Canada Enterprises, Canadian National Railway, and the Privy Council Office. He is currently the Director of the Munk School of Global Affairs and Public Policy at the University of Toronto.
Sabia has long been seen as a trusted figure across political lines. His experience managing large organizations and complex policy portfolios made him a key player during past transitions and fiscal planning efforts. His appointment as Clerk places him at the centre of the Carney government’s efforts to accelerate infrastructure delivery, attract private investment, and modernize the public service.
“As Canada’s new government moves with focus and determination to build the strongest economy in the G7, bring down costs for Canadians, and keep communities safe, Mr. Sabia will help us deliver on this mandate and our government’s disciplined focus on core priorities,” Prime Minister Carney said in a statement.
The Prime Minister also recognized the contributions of outgoing Clerk John Hannaford, who joined the federal public service in 1995 and held senior roles including Deputy Minister of Natural Resources, Deputy Minister of International Trade, and Canada’s Ambassador to Norway. As Clerk, Hannaford guided the public service through a change in government, and supported initiatives ranging from border security to the introduction of a middle-class tax cut. He will be appointed to the King’s Privy Council for Canada ahead of his retirement.
The role of the Clerk of the Privy Council is non-partisan and central to Canada’s system of government. In addition to advising the prime minister, the Clerk ensures the effective management of the federal public service and upholds ethical and professional standards across departments.
Key Takeaways:
Montreal-based WSP Global Inc. has agreed to acquire UK engineering and consultancy firm Ricardo plc for approximately $670 million, marking a significant expansion in WSP’s global footprint and technical consulting capabilities.
The acquisition aligns with WSP’s 2025–2027 strategic plan by strengthening its position in sectors like energy transition, rail infrastructure, water resilience, and environmental policy—areas where Ricardo’s Environment & Energy and Rail divisions are particularly strong.
While Ricardo’s Environment & Energy and Rail segments are seen as core to WSP’s future, its Automotive & Industrial and Performance Products divisions are under review and may be divested as part of WSP’s focus on strategic realignment.
The Whole Story:
WSP Global Inc. has reached an agreement to acquire the entire share capital of Ricardo plc, a UK-based engineering and consultancy firm, in a deal valued at approximately $670 million.
The Montreal-headquartered professional services firm said it will pay 430 pence per share for Ricardo, representing an enterprise value of roughly £363.1 million. The acquisition is expected to close in the fourth quarter of 2025, pending shareholder and court approvals under a UK scheme of arrangement, as well as regulatory clearances.
Ricardo employs about 2,700 people across more than 20 countries, offering services in transport, energy, water, and environmental policy. The company’s business is split between its Environment and Energy (EE) and Rail segments, which together account for about 1,700 staff, and its Automotive and Industrial (A&I) and Performance Products (PP) units, which employ around 1,000.
In recent years, Ricardo has shifted its strategic focus toward its EE and Rail operations. Under WSP’s ownership, the company is expected to continue a strategic review of its A&I and PP divisions, which could lead to a divestment.
WSP said the acquisition fits within its 2025–2027 global strategic plan by expanding its presence in high-growth sectors such as energy transition, water resilience, rail infrastructure, and environmental advisory services. The transaction also strengthens WSP’s footprint in key markets, including the United Kingdom, Australia, and the Netherlands.
WSP president and CEO Alexandre L’Heureux said the deal would allow the company to combine its global reach with Ricardo’s technical expertise in strategic consulting and engineering.
To finance the acquisition, WSP has secured a £230 million term loan facility from Royal Bank of Canada. The remainder of the purchase price will be covered using existing credit lines and available cash.
Ricardo’s board has agreed to the acquisition terms, and WSP has received support from major shareholders representing more than 48 percent of Ricardo’s outstanding shares as of June 10. WSP will separately acquire a 19.9 percent stake in Ricardo from Science Group plc around June 16 at the same offer price.
Legal counsel for WSP is being provided by Linklaters LLP, with RBC Capital Markets acting as financial advisor.
Key Takeaways:
Nucor Corporation, a major steel producer, has made a strategic equity investment in Nexii Inc., a restructured version of a once high-flying Canadian prefab startup, signaling Nucor’s continued expansion into integrated construction solutions.
After filing for creditor protection and being sold for just US$500,000 in early 2024, Nexii has been recapitalized by Texas-based 3 Gates Capital. The company has since resumed operations in British Columbia and is planning U.S. expansion, backed by $8 million in plant upgrades and rehiring of staff.
Nexii is connected to national politics through Gregor Robertson, former Vancouver mayor and now Canada’s Housing Minister, who previously helped steer the company’s green building strategy as an executive.
The Whole Story:
Nucor Corporation has made an equity investment in Nexii Inc., a Dallas-based manufacturer of preabricated wall and roof systems for commercial and industrial buildings.
The investment was confirmed by Nexii CEO Audrey Pinkerton, who said it would support the company’s growth plans and product development efforts. Financial terms of the deal were not disclosed.
Nexii is the restructured successor to a Canadian startup of the same name, previously known for producing pre-manufactured panels for clients such as Walmart, McDonald’s, and Starbucks. Under new ownership, the company is expanding production capacity at its British Columbia facility and is planning to open a new U.S. plant.
Nucor, one of North America’s largest steel producers, has made several acquisitions in the building products sector in recent years. Its portfolio includes companies involved in data center infrastructure, insulated metal panels, and overhead doors. The Nexii investment aligns with Nucor’s ongoing push to provide integrated construction solutions to the non-residential market.
Nexii’s proprietary building system uses a fast-setting, low-carbon concrete shell around a steel and foam core. The company says the system is designed to reduce on-site labor, minimize construction waste, and improve energy efficiency.
Nexii was originally founded in 2019 in Moose Jaw, Saskatchewan, before relocating its headquarters to Vancouver. The company rose to prominence as one of Canada’s fastest-growing startups, achieving “unicorn” status in 2021 with a valuation exceeding US$1 billion just 31 months after its founding. By 2022, its valuation had reportedly reached as high as US$2 billion, fueled by significant investment rounds and rapid expansion plans, including projects with major clients like Walmart, McDonald’s, and Starbucks.
However, the company’s momentum began to stall under financial pressure. In early 2024, Nexii filed for creditor protection in British Columbia, revealing that it owed more than C$109 million to creditors. As part of the restructuring process, it sold off its subsidiary Omicron and laid off staff.
Later that year, Nexii’s assets were acquired by Texas-based 3 Gates Capital through a court-approved sale valued at around US$500,000, with 3 Gates also assuming more than C$20 million in liabilities. Under new ownership, the company was relaunched as Nexii Inc., with operations centralized in Dallas and plans to continue manufacturing out of British Columbia. By mid-2024, the new ownership group had invested $8 million into upgrading the company’s Squamish plant and rehired much of the original workforce.
Now recapitalized and restructured, Nexii is once again positioning itself as a key player in the prefabricated building materials sector.
The storied startup also has ties to national politics. Current Housing and Infrastructure Minister Gregor Robertson joined Nexii Building Solutions after leaving his decade-long tenure as Vancouver’s mayor, taking on the role of Executive Vice President of Strategy, Partnerships and Impact. In that capacity, he helped guide the green construction firm toward market growth and product innovation.
On April 28, 2025, Robertson won election as Liberal MP for Vancouver Fraserview–South Burnaby and, just weeks later on May 13, was appointed by Prime Minister Mark Carney as Canada’s Minister of Housing and Infrastructure, also overseeing Pacific Economic Development Canada.
Formula, formerly known as Formula Piling & Bridge Contractors Ltd., has been a cornerstone in Western Canada’s heavy civil construction industry since the 1970s. With this acquisition, Hoban aims to build on the company’s long-standing reputation for quality, reliability, and innovation across infrastructure, energy, and resource sectors.
We caught up with Hoban to discuss this milestone and get some of the details behind the big move.
SiteNews: How did Formula come on your radar and what about it stood out to you as a good acquisition?
William Hoban: I’ve known founder Peter [Thwaites] for years. Peter had sold to Brian Fehr Group and was looking to divest their investment. It happened to be the right time for us as we were looking to expand and grow, and they are a well-known brand in the north and B.C. as a bridge builder.
How does Formula fit into your current business strategy?
I think we have aging infrastructure all around in Canada. That’s not just roads but also bridges. Formula has been really good at bridges and Enviro-Ex was getting into the bridge space. It became obvious that we needed to look to other avenues to grow our business with people. I need to make it clear Enviro-Ex and Formula are not amalgamated. They are two separate operating entities and will continue to be. We’ve changed the name to go back to its original roots, similar to its original name.
This was Dynamic Capital’s largest transaction to date. What role did they play in this acquisition?
I’ve known Dustin [White] for quite a few years, back when he was with GE Capital and I’ve kept in touch with him. He’s been on his own for quite a while, and at Christmas time he was in Prince George and we connected for coffee. He thought he would be able to put this together quickly and easily. He was able to finance an entire deal for us and at the same time do so quickly and professionally.
How important is quick access to capital for entrepreneurs like yourself?
I think without having access to capital and people who can do things quickly, faster than traditional banks, the ability to grow with your own cash is minimal. We have largely self funded our growth, but this was a larger transaction and required some capital,
What will the transition process look like?
I think Formula has a lot of strengths as does Enviro-Ex and we are looking to utilize the two companies’ internal strengths for the benefit of each other. Some processes are better with Formula and vice versa, so we are looking to capture the best of both worlds to make sure both companies are stronger. Other than that wont be much change at all. Clients and employees wont see much change. They are basically business as usual.
What advice would you give to other construction leaders considering acquisition as a growth strategy?
It’s a long process. Buckle up.
Green Infrastructure Partners (GIP), one of Canada’s largest integrated infrastructure companies, has acquired Newfoundland-based contractor Pennecon Limited.
The deal brings one of Atlantic Canada’s most prominent construction firms under the GIP banner. While financial details were not disclosed, GIP executives have publicly confirmed the acquisition and welcomed Pennecon staff into the company.
“This acquisition expands GIP’s geographical footprint and scope of work, strengthening our position as a leading self-performing service provider across Canada,” said John Pontarollo, COO at GIP, in a post on LinkedIn. “I’m excited about the future we’re building together as we welcome Pennecon’s employees. Together we will continue delivering safe and exceptional integrated solutions, now as One GIP team.”
GIP executives visit Pennecon offices. – GIP
Pennecon, founded in 1970, has grown into a national firm specializing in heavy civil construction, industrial services, marine infrastructure, and maintenance. Headquartered in St. John’s, the company has worked on major energy, infrastructure and transportation projects across Canada and was recently recognized as a Platinum Club member in Canada’s Best Managed Companies program.
Based in Markham, Ont., GIP offers services ranging from excavation and paving to demolition and structural work. It was created in 2022 through a spin-off from GFL Environmental and has since grown through a series of acquisitions, including Coco Paving and Aecon’s roadbuilding business in Ontario.
Looking to take your trade business to the next level with a big general contractor?
On June 26, key decision-makers from more than 65 top GCs, developers, and public owners will gather at the Marriott Parq Vancouver. The occasion: Meet the Generals, ICBA’s highly anticipated annual networking event that draws over 1,700 contractors and industry leaders from across the Lower Mainland.
SiteNews sat down with one of those Generals – Kindred Construction – to find out the best way to approach general contractors, how to make a good impression, and what companies are looking for in a long-term partner. If you play your cards right with the tips below, you could walk away with some new projects or partnerships in the pipeline.
“Subtrades are the most crucial partner for us,” said Matthew Reid, Chief Operating Officer at Kindred. “They are literally what dictates if we have a successful project or not, so it’s been a long process to kind of refine our preferred subtrade list. The ones who are key partners and team players that help drive success, they make Kindred a successful company our clients can rely on.”
But how does one achieve that status with a builder like Kindred? It starts by doing your homework.
Come prepared
Fashionably late doesn’t apply to the construction industry. The Meet the Generals starts at 1 p.m., and arriving early is your best chance to put in face time with the big companies before you have to fight for it.
A little background research goes a long way – there’s a list of GCs on the MTG website. Know the company you’re talking to, the projects they work on, and the kinds of contractors they work with. Show the client you know your stuff.
“We get people coming up and they are talking about concrete highrises or infrastructure and we don’t even do that kind of work, so it’s impressive when people show up and they know what we have done,” said Reid. “They aren’t just a random business development person who is there to hand out cards.”
Offer solutions
Unlike other networking events, there’s no need for small talk at Meet the Generals. Respect the mission. Once you’ve introduced yourself to the company contact, tell them what you can offer and why your shop would be a good fit.
To wrap up the conversation, say you’d like to work together and ask for the best way to follow up. Requesting a call or face-to-face meeting shows initiative, but if they direct you to an online portal (like many companies are doing these days for efficiency’s sake), be receptive, not discouraged.
“Come with solutions, tell us what you can provide,” said Reid.
It can pay off huge. At past Meet the Generals events Kindred has made key connections with finishing carpentry operations, small concrete work providers that have gone on to work with them over and over.
Play the long game
The event is over. Maybe you sent some applications, got a call-back, or even a contract offer. But the journey is just beginning. Reputation is everything in construction, and it follows you. General contractors don’t just check your references. They ask around. They’ll talk to other trades, suppliers, site supers, and anyone who’s worked with you. If you are difficult to work with, they will find out.
“We will actually go to their sites, vet their work and see what they do,” said Reid.
If a bigger contractor takes a chance on your crew, they’re watching how you handle the smaller jobs first. Nail those, stay professional, and be patient. Big projects tend to follow when you prove you’re reliable, proactive, and focused on quality over ego. This means keeping a clean site, flowing well with other trades, not cutting corners when it comes to safety, being willing to make adjustments to hit deadlines and being a team player when it comes to making the job successful.
At the end of a job, Reid will listen to the superintendents in the field about who is crushing their work and who is being difficult.
“We want a super coming to us going ‘I want them on my project’ and if they are competitive they get the call,” said Reid. “The superintendent has a huge say. If you can win them over, that’s 90% of the battle.”
Be a good partner
Change orders happen. But being the contractor who throws up roadblocks, slows down progress, or nickel-and-dimes the GC won’t win you more work. Be collaborative, clear, and reasonable. GCs remember the crews that made their life easier, and those are the ones they call back. And if they see potential, a GC may take you under their wing and build you up. They start you on small jobs, slowly building you up to bigger ones. Do everything right and you might find yourself in the opposite position. There are trades with such incredible capabilities and reputations that companies like Kindred are trying to work with them.
“It’s about having that relationship where we know that if there are any issues or friction, those trades can come to the table and help solve it. Because there are many projects down the pipeline and we are trying to nurture those relationships.
Meet the Generals is free for ICBA members. If you are interested in attending, register at https://events.icba.ca/mtg
Key Takeaways:
Stelumar Advanced Manufacturing Inc. (SAMI), backed by Mattamy Asset Management and founded by Peter Gilgan, aims to increase the supply of modular homes in Canada through automation, robotics, and AI.
Although SAMI has a strategic relationship with Mattamy Homes as both investor and future client, it will operate independently and serve a wide range of homebuilders.
SAMI plans to open a cutting-edge facility in the Greater Toronto Area, with the goal of producing thousands of homes annually to address housing affordability and align with government priorities on modular construction.
The Whole Story:
A new company backed by Mattamy Asset Management is aiming to increase the supply of modular housing in Canada by leveraging automation, robotics, and artificial intelligence.
Stelumar Advanced Manufacturing Inc. (SAMI) has been launched by entrepreneur Peter Gilgan, the founder of Mattamy Homes. The company will focus on the advanced manufacturing of residential building components such as modules, wall panels, floor systems, cabinetry, and millwork. These prefabricated parts are intended to streamline construction and reduce costs.
SAMI plans to open a manufacturing facility in the Greater Toronto Area next year. The company says it will be one of the most advanced and automated modular housing plants in North America.
While SAMI has a strategic relationship with Mattamy Homes – both as an investor and future customer – it will operate independently and serve a broad range of homebuilders.
“We started to seriously look at the opportunity in the last couple of years,” Gilgan said in a statement. “What I think about is the young couple who wants a home where they can live and raise a family, and right now they’re facing a situation where there isn’t enough supply of quality homes and what there is they can’t afford – that’s what this is all about.”
Mattamy Asset Management Chair Kathleen Taylor said the investment aligns with the firm’s focus on addressing housing affordability in Canada.
SAMI says it intends to work with all three levels of government to scale up production and deliver thousands of new homes annually. The company also noted that its plans align with federal goals around increasing the use of modular construction.
“The team is excited about the prospects to make a real difference,” said Peter Hass, General Manager of SAMI. “By harnessing advanced manufacturing and data-driven design, we have an opportunity to build faster, smarter and more sustainably.”
SAMI will operate as a separate entity from Mattamy Homes.
Key Takeaways:
Dynamic Capital Equipment Finance Ltd. has completed its largest transaction to date by funding the acquisition of Formula Contractors Ltd. by Prince George-based entrepreneur Will Hoban, showcasing its capacity to support large, strategic deals in capital-intensive sectors.
Will Hoban aims to build on Formula’s decades-long reputation in Western Canada’s heavy civil construction industry, retaining its brand identity while restoring its original name, Formula Contractors Piling & Bridge Ltd., and focusing on continued growth across infrastructure and energy sectors.
The deal underscores Dynamic Capital’s role as a key enabler for entrepreneurial expansion, reinforcing its position as a national leader in equipment finance through fast, flexible, and strategic support for major transactions.
Formula, formerly known as Formula Piling & Bridge Contractors Ltd., has been a cornerstone in Western Canada’s heavy civil construction industry since the 1970s. With this acquisition, Hoban aims to build on the company’s long-standing reputation for quality, reliability, and innovation across infrastructure, energy, and resource sectors.
“This is a landmark moment for us at Dynamic Capital,” said Dustin White, CEO of Dynamic Capital. “It’s the largest transaction we’ve financed to date, not just in size, but in strategic impact. As a covenant-light, true term lender, we pride ourselves on our ability to move quickly and decisively to support entrepreneurs making bold moves in capital-intensive industries.”
Formula has grown from a skilled team of bridge builders into a leading provider of construction, engineering, contracted services, and heavy equipment solutions. Today, it serves a broad range of sectors-from oil and gas to renewable energy-delivering excellence across every project.
Under Hoban’s leadership, the company will continue to operate under its current brand, Formula Contractors, but return to its roots with an incorporated name of Formula Contractors Piling & Bridge Ltd., while maintaining its independent brand identity and strong commitment to Western Canadian markets.
“Formula stands as a legacy of integrity and excellence in infrastructure and construction,” said Will Hoban, President of Formula Pile & Bridge Ltd. “I have immense respect for the long-standing relationship with Formula and deep admiration for its founder, Peter Thwaites, an industry pioneer whose vision and leadership shaped this company into what it is today. I’m honored to lead the next chapter of growth, investing in the people, equipment, and relationships that have made Formula a trusted name in the industry.”
“The Formula acquisition is especially meaningful given the strength of the business and our ability to support an entrepreneur like Will Hoban in his vision,” added White. “Helping bring this deal together with speed and certainty reflects exactly what Dynamic Capital was built to do.”
This transaction marks an exciting new chapter for Formula, while reinforcing Dynamic Capital’s position as a national leader in equipment finance – delivering capital, confidence and execution at scale.
