Steel holds up our bridges, buildings, and even the fantasy worlds of tabletop games — but behind every strong structure is a story of craftsmanship, innovation, and grit. In SiteNew’s latest video, we spotlight some of Canada’s top steel producers — from century-old legacy companies to family-run success stories — who are shaping the backbone of the nation’s infrastructure.
Join SiteNews Editor Russell Hixson as he trades in his Dungeons & Dragons dice for a deep dive into the real-world steel scene. You’ll learn about the origins and evolution of companies like Algoma Steel, Stelco, Canam, LMS Reinforcing Steel, George Third & Son, Walters Group, and Solid Rock Steel.
From massive bridges to cutting-edge architectural marvels, these firms are proving that the blacksmith’s hammer is alive and well — it just looks a little different today.
Key Takeaways:
The B.C. government has doubled the protection period from 12 to 24 months for eligible Metro Vancouver projects, helping developers avoid sudden cost increases and freeing up capital to keep housing builds on track.
The move comes amid rising construction costs, slower presales, and layoffs across the development sector, with builders warning that financial uncertainty is putting many projects at risk.
The change supports access to $250 million in federal infrastructure funding and complements other provincial measures, such as deferred development fees, aimed at boosting housing supply during a period of economic volatility.
The Whole Story:
The B.C. government has moved to give homebuilders in Metro Vancouver more financial certainty, extending the length of time projects are protected from increases to regional development cost charges (DCCs). The change comes as developers across Canada face increasing financial strain, rising construction costs, and a series of high-profile layoffs.
Under the new rules, eligible residential and commercial projects will be shielded from DCC hikes for 24 months—double the previous 12-month window. The province says this could free up hundreds of millions in capital, helping builders advance housing projects that might otherwise be stalled or cancelled.
“There’s no question that global financial uncertainty and rising costs of goods and skilled labour have challenged the housing market in cities all over the world,” said Ravi Kahlon, B.C.’s Minister of Housing and Municipal Affairs. “That’s why we’re taking more steps to ensure major housing projects in our biggest region have the financial certainty they need to succeed.”
The move follows warnings from the Urban Development Institute and major homebuilders that escalating fees and volatile costs are threatening the viability of housing projects. In recent months, some developers—citing construction cost pressures and slower presales—have laid off staff and put projects on hold. The Fraser Institute and other analysts have pointed to a broader productivity slump in the sector, adding urgency to policy relief efforts.
The DCC rate freeze supports Metro Vancouver’s eligibility for $250 million in federal infrastructure funding and will apply to development cost bylaws governing water, wastewater treatment and regional parks. Officials say it allows the region to continue upgrading critical infrastructure without pushing costs onto future homeowners.
“This change reflects the realities of today’s development environment,” said Anne McMullin, president and CEO of the Urban Development Institute. “Without it, many projects would not have been able to proceed.”
The change builds on recent provincial reforms allowing builders across B.C. to defer 75% of certain development fees for up to four years or until occupancy, part of a broader effort to reduce the cost of delivering new homes.
For developers like Townline, Onni Group, and Bosa Properties, the extended timeline helps protect pipeline projects from financial volatility and offers much-needed stability in a challenging market.
The regulatory change, enabled by provisions in the Miscellaneous Statutes Amendment Act, 2025, applies to qualifying projects that submitted applications before March 22, 2024, and receive permits between March 23, 2025, and March 22, 2026.
Key Takeaways:
Morgan Construction secured $200 million in financing from Gordon Brothers to support working capital, purchase new equipment, and drive long-term growth.
The five-year partnership includes both capital and advisory services through Nations Capital to help Morgan optimize its fleet and expand operations across Canada and the U.S.
Gordon Brothers continues to expand its presence in Canada, offering asset-based financing and consulting services to support companies in heavy industry and construction.
The Whole Story:
Morgan Construction, one of Canada’s largest heavy civil contractors, has secured $200 million in financing to support its working capital, expand its fleet, and drive long-term growth.
The deal, facilitated by global asset advisory firm Gordon Brothers, includes a five-year, $150 million revolving credit facility and a $50 million accordion feature. In addition to the funding, Morgan will receive ongoing asset advisory and consulting services through Nations Capital, a Gordon Brothers company.
“As we’ve established a strong presence in Canada and continued expansion of solutions supporting Canadian borrowers, we’re proud to partner with a respected family-run business and industry leader like Morgan Construction and provide financing and asset-advisory services that drive long-term value,” said Kyle Shonak, Chief Transaction Officer at Gordon Brothers. “By combining our traditional lending capabilities, advisory and consulting services, and our deep asset expertise, we’re able to provide a full, comprehensive solution that enables growth within the Canadian market.”
The partnership aims to help Morgan acquire new, high-calibre equipment and optimize its existing fleet to meet the demands of its expanding operations in energy, mining, and site development across Canada and the U.S.
“Gordon Brothers’ vast industry experience and equipment expertise has been critical as we continue to service our customers throughout Canada,” said Peter Kiss, President and Chief Executive Officer of Morgan Construction. “As we continue to expand existing operations and enhance growth prospects, the firm’s well-structured facility and holistic partnership will enable us to scale operations.”
Morgan Construction is one of Canada’s leading heavy civil contractors, providing earthworks, environmental and demolition services, and site development solutions across key energy and mining sectors. Headquartered in Edmonton, Alberta, with operations spanning the country and into the United States, the company employs over 1,100 people and partners with more than sixteen Indigenous communities.
Gordon Brothers, founded in 1903 and based in Boston, provides capital and advisory services to clients undergoing transformation, with a global footprint across more than 30 offices.
Key Takeaways:
Starting in 2026, qualified developers will be allowed to defer more development-related fees and use more flexible financial guarantees to help speed up housing construction. These changes aim to lower upfront costs and address housing affordability challenges.
While the changes are welcomed, developers like Rob Blackwell argue that the root problem is the high cost of fees and infrastructure charges, which have been layered over time. These costs ultimately get mostly passed on to homebuyers, making housing unaffordable.
Blackwell stresses the need for more stable policies, better federal support for municipal infrastructure, and immigration strategies that support the construction workforce. He warns that frequent rule changes and lack of investor certainty are deterring capital and driving up prices.
The Whole Story:
B.C. is looking to speed up home construction by accelerating timelines and lowering costs for builders. Some developers say that while they support the changes, the issues that make home prices high go much deeper.
Starting Jan. 1, 2026, qualified developers will be allowed to defer a larger portion of development-related fees and use more flexible financial guarantees to begin projects sooner. The changes are part of amendments to the Development Cost Charge and Amenity Cost Charge (Instalments) Regulation, which has remained largely unchanged since 1984.
Rob Blackwell, Executive Vice President of Development at Anthem Properties, explained that builders have been urging the province to address these issues for years, but only when home affordability reached a critical level did they act.
“I think as a real estate development company and as an industry, some of the things announced with regards to deferrals have been things we have asked the government to do for a long time,” said Blackwell. “What has been most alarming was the increase in costs. The affordability ceiling was hit. People aren’t prepared to pay anything more for rent or to buy housing and what makes that housing so expensive are the costs that go into it.”
Blackwell says B.C. has reached a tipping point where the costs have become so high for housing that the market can’t bear it. While deferring development cost charges (DCCs) helps save developers from having to pay interest on loans used to pay those costs upfront, the real issue is much bigger.
“The real problem is the fees are too high,” said Blackwell. “The $10 million paid on a project in DCCs should be $5 million. This definitely helps but doesn’t get to the core issue.”
He added that over time, well-meaning policies, costs or fees kept getting added. On their own they aren’t much but when stacked together they create a complex problem that can’t be fixed with any silver bullet.
One of the biggest issues is how to pay for infrastructure. Blackwell explained that cities are limited in how they can fund the necessary upgrades needed for roads, water treatment, transit and more. Either raise property taxes or add DCCs. He believes that many cities have opted to avoid the political cost of raising taxes by dumping this burden on to new development, and essentially, onto new homebuyers.
“If you aren’t in the housing system, like an immigrant, a young person, a first-time homebuyer, you are being penalized,” said Blackwell.
He believes that those costs should be more spread out among everyone and that the federal government needs to do a better job of helping municipalities access funding. They should give them the ability to borrow more, and allow for creative financing models, like issuing municipal bonds.
“There’s a major infrastructure deficit all through Canada,” said Blackwell. “But all the things that support growth have to be paid for by more than people buying condos, that’s part of the reason why housing prices are out of control.”
Another major issue Blackwell believes needs to be addressed is constantly changing policies. He argues that the government should freeze policies for a while to give developers some certainty while they progress projects or even allow them to progress projects under the rules in place when the project started.
“Once a business makes a decision they should be grandfathered in under the rules in place when that decision was made,” said Blackwell. “They shouldn’t be able to change things halfway through. The uncertainty this creates has scared away capital.”
He also noted that caps on rent increases but no caps on property taxes or operating costs disincentivizes people from investing. He also noted that GST should be nixed on housing as it hits buyers with a major price increase right at the end of the sale.
Blackwell also argued that while the government has lowered immigration levels, it should be utilizing immigration to bring in the skilled workers that builders need.
“The goal here is to reduce costs and reduce the barriers for people to enter the market if they want to rent or buy,” said Blackwell. “The things we do from a provincial point of view should be geared towards that. We want to have a business that makes sense and people want to be able to buy or rent a house without it being such a stressful part of their life, that means we need to reduce those barriers and get some flex financing options into the market.”
Key Takeaways:
The provinces signed two MOUs to develop new pipelines and rail lines aimed at connecting Alberta’s oil and gas with Ontario refineries and exporting Ontario’s critical minerals via new routes, including a proposed deep-sea port in James Bay.
Premier Doug Ford and Premier Danielle Smith framed the infrastructure push as a way to diversify Canada’s trade partners, strengthen domestic supply chains, and reduce reliance on U.S. markets amid ongoing economic uncertainty.
Ontario and Alberta pledged to advocate for a more favourable federal regulatory environment, explore financing options, and commit to Indigenous consultation as part of advancing “nation-building” energy and trade projects.
The Whole Story:
Ontario and Alberta have signed two new agreements aimed at strengthening energy and trade infrastructure, part of a broader push to diversify Canada’s export markets and reduce economic reliance on the United States.
Ontario Premier Doug Ford and Alberta Premier Danielle Smith announced the memorandums of understanding (MOUs) Monday, pledging to build new pipelines, rail lines and related infrastructure connecting Western Canada’s oil and gas to Ontario refineries, while expanding market access for critical minerals through northern ports.
“By building pipelines, rail lines and the energy and trade infrastructure that connects our country, we will build a more competitive, more resilient and more self-reliant economy,” said Ford. “Let’s build Canada.”
The agreements propose new rail connections between Ontario’s Ring of Fire region and western Canadian ports, using Ontario steel. Plans also include a feasibility study to map optimal routes and financing options, as well as commitments to consult Indigenous communities and leverage domestic supply chains.
Premier Smith said the agreements mark a shift toward industry-led development.
“These MOUs are about building pipelines and boosting trade that connect Canadian energy and products to the world,” she said. “Government must get out of the way, partner with industry and support the projects this country needs to grow.”
The provinces also agreed to advocate for a more favourable federal regulatory environment to support private investment in infrastructure, while deepening cooperation on nuclear energy development — including small modular and large-scale reactor technology.
In a nod to interprovincial trade, Ontario committed to prioritizing made-in-Canada vehicles for Alberta’s fleet and increasing the availability of Alberta alcoholic beverages on Ontario store shelves.
The new MOUs build on a trade agreement signed by the provinces in Saskatoon in June. Since April, Ontario has inked trade deals with six provinces and passed legislation eliminating all province-specific exceptions under the Canadian Free Trade Agreement — a first in Canada.
Ontario’s interprovincial trade totalled over $326 billion in 2023, with Alberta alone accounting for $62.4 billion in 2021, the most recent year of available data.
The Ford government says the latest agreements will help build a more integrated and resilient Canadian economy by cutting red tape, boosting supply chains and encouraging labour mobility across provinces.
“By tearing down interprovincial trade barriers and investing in strategic infrastructure, we are strengthening vital industries and ensuring a prosperous future for workers and businesses,” said Vic Fedeli, Ontario’s minister of economic development.
Ontario officials framed the announcements as part of a broader strategy to counter U.S. protectionism and strengthen Canada’s internal economy, with Energy and Mines Minister Stephen Lecce calling the move “a message to President Trump” that Canadians are ready to act decisively to protect their sovereignty.
Key Takeaways:
Finlayson says it’s not just tariffs hurting Canada—it’s the uncertainty. It’s freezing investment, stalling exports, and could tip the economy into recession.
He warns that Canada’s counter-tariffs are raising the cost of construction and urges a smarter response that doesn’t make building even more expensive.
Trump-era tensions have jolted Canadian leaders into prioritizing nation-building, speeding up project approvals, and focusing on infrastructure investment.
The Whole Story:
In the debut episode of Digging In, a new SiteNews podcast, ICBA Chief Economist Jock Finlayson joined editor Russell Hixson to break down how economic uncertainty—fueled by trade tensions and shifting geopolitical winds—is impacting Canada’s construction sector.
Watch the full conversation on YouTube here:
To access all our videos, subscribe to our YouTube and to download this episode and receive all our podcast updates, subscribe to us on your favourite podcast platform, including Spotify and Apple Podcasts (coming soon).
During the discussion, Finlayson explained that the biggest challenge isn’t tariffs themselves, but the lingering fog they create.
“The uncertainty is really hurting investment, and even consumer confidence,” he noted.
While Canada has avoided blanket tariffs so far, key sectors like steel and autos are already feeling the pinch—particularly in Ontario. But when it comes to how we fight back, Finlayson was critical of Canada’s retaliatory tariffs, especially those affecting construction inputs.
“We shouldn’t be retaliating in ways that raise the cost of building things,” he said, urging policymakers to avoid moves that would worsen affordability challenges.
He also pointed to an unexpected upside: renewed interest in nation-building projects.
“Trump has kind of shocked Canada out of its complacency,” Finlayson said, adding that Ottawa and the provinces are now showing more urgency around infrastructure, housing, and trade-enabling projects.
But the long-term economic dependency on the U.S. remains. “We don’t really have an alternative,” he warned. “We’re not going to transform the Canadian economy into something no longer heavily dependent on the U.S.”
Finlayson flagged two emerging headwinds for construction: a planned reduction in immigration, which could cool demand, and climate policy uncertainty—especially if the U.S. under a second Trump administration abandons its emissions agenda. Canada, he said, risks losing investment unless it reassesses how far ahead of the U.S. it wants to be on climate targets.
His advice for construction leaders? Stay engaged, speak up, and push for smarter policy.
“Now is the time to step up on big projects and cut the time it takes to get things built,” he said.
Key Takeaways:
Starting in 2026, qualified homebuilders can defer 75% of their development-related charges until occupancy or within four years, instead of paying most costs upfront.
B.C. will expand the use of on-demand surety bonds, giving builders an alternative to traditional letters of credit and improving access to capital during early project stages.
By lowering financial barriers and streamlining payments, the province hopes to unlock stalled housing projects and accelerate the delivery of new homes amid high costs and interest rates.
The Whole Story:
The B.C. government is introducing changes aimed at lowering upfront costs for homebuilders and speeding up construction timelines, in an effort to unlock more housing amid the province’s affordability crisis.
Starting Jan. 1, 2026, qualified developers will be allowed to defer a larger portion of development-related fees and use more flexible financial guarantees to begin projects sooner. The changes are part of amendments to the Development Cost Charge and Amenity Cost Charge (Instalments) Regulation, which has remained largely unchanged since 1984.
“We are committed to finding innovative and cost-effective solutions to build housing, so everyone has a fair chance to live in communities where they work and belong,” said Ravi Kahlon, Minister of Housing and Municipal Affairs. “These changes are about supporting housing development and easing the financial burden on builders and developers so they can get shovels in the ground faster.”
Under the new rules, eligible homebuilders will be able to pay 25% of development and amenity charges when a permit is approved, with the remaining 75% due at occupancy or within four years—whichever comes first. The current regulation requires a minimum one-third payment upfront and full payment within two years.
The province is also expanding the use of on-demand surety bonds as an alternative to traditional letters of credit, allowing developers greater access to capital. On-demand bonds are preferred by builders because they do not tie up credit capacity and can be converted to cash within 15 days if needed, without court involvement.
These financial tools are already in use in cities such as Vancouver, Surrey, Burnaby and Mission, but will now be available provincewide.
The changes follow consultations with local governments and industry organizations, including the Urban Development Institute and the Canadian Home Builders’ Association of BC.
“The ability to defer a portion of development charges and use on-demand surety bonds is a practical measure to address the current economic realities of building housing across British Columbia,” said Neil Moody, CEO of the Canadian Home Builders’ Association of BC. “This announcement reflects significant collaboration that will help unlock capital, ease cost pressures and support the delivery of more homes.”
Anne McMullin, president and CEO of the Urban Development Institute, said shifting payments closer to project completion will reduce early-stage financing pressure. “This policy lowers early-stage financing costs, frees up capital for construction and helps builders reinvest in new housing,” she said.
The province says the reforms will improve the financial viability of housing projects at a time when interest rates and construction costs remain high.
Local officials welcomed the move, calling it a smart balance between housing demand and sustainable infrastructure delivery.
“This smart, balanced policy shift will support both growth and sustainability,” said Delta Mayor George V. Harvie.
Langley Mayor Nathan Pachal noted that his city has already been piloting the use of on-demand bonds. “It is exciting to see this being rolled out provincewide,” he said.
Municipalities will have 18 months to prepare for the changes, including time for system upgrades and staff training.
The B.C. government has made increasing housing supply a central pillar of its response to affordability challenges. These latest reforms build on previous measures such as zoning changes, expedited permitting, and investments in public housing.
According to the province, a qualified developer is one that has been approved by a surety provider and has more than $50,000 in development-related charges payable to a local government.
More information on the regulatory changes can be found on the B.C. government’s website.
Key Takeaways:
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:
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.
Key Takeaways:
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.
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:
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:
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:
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.
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.
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.
