What were BESTECH’s priorities in 2025?

2025 marked the start of our five-year growth plan at BESTECH, with the goal of doubling both our revenue and shareholder returns. We are achieving this through a combination of organic growth and targeted acquisitions that strengthen our position in key markets. We see tremendous opportunity to apply the same deep expertise we have in power, electrical, and automation systems to other heavy industries, particularly in the utilities and renewable energy sectors.

How do mergers and acquisitions fit into BESTECH’s growth strategy?

Mergers and acquisitions are a key pillar of BESTECH’s growth strategy, particularly within the competitive labor market in northern Ontario. In 2025, we completed the acquisition of Sivret Engineering, which expanded our workforce by 10%. The addition of the Sivret team was a strategic move that strengthened our core expertise, enabling us to pursue opportunities in new and emerging sectors. This integration has already exceeded expectations, broadening both our technical depth and our client portfolio.

With mining activity slowing in 2025 in the Sudbury area, where does BESTECH see opportunity ahead?

While mining activity in the Sudbury Basin has slowed, the broader commodities market remains strong, and our clients continue to invest heavily in other regions across Canada. Clients choose to work with us not only in Sudbury, but wherever their projects take them.

Our strength lies in offering a true one-stop shop experience. Mining and industrial projects often require multidisciplinary expertise, and managing multiple consultants can create unnecessary complexity. By housing our electrical, automation, mechanical, civil, structural, and project management capabilities under one roof, we provide clients with seamless coordination.

What is BESTECH’s strategy for managing the skilled labor shortage in northern Ontario?

The shortage of skilled workers in STEM fields is a global issue, and in less metropolitan areas like northern Ontario, it is even more pronounced. While recent immigration initiatives encourage newcomers to settle in regions like Sudbury, the labor pool remains limited. That is why active community engagement is at the core of our recruitment strategy. We have initiated outreach programs as early as the elementary and high school levels to promote careers in engineering. Also, by partnering with local colleges, we aim to invest in the talent pipeline right here at home. Retention is equally important. We know that people stay where they feel valued and connected, not only to their work, but to their community. At BESTECH, we take pride in supporting the causes that matter to our team. Whether through staff-led charity initiatives or our annual community appreciation events, giving back is part of how we show our employees that what matters to them matters to us. That is a big part of why they choose to stay.

How is BESTECH evolving technologically, and what are clients asking for in automation and electrification?

Today, a lot of our automation work involves upgrading or replacing legacy systems, and with technology advancing so quickly, staying ahead is critical. AI is a big part of that. In 2025, we appointed an internal AI lead and began partnering with Cambrian College and Collège Boréal to explore how AI can enhance our design and automation processes. It is not about replacing engineers, but rather about giving them better tools to work smarter, faster, and more efficiently. Beyond AI, we are embracing emerging technologies like LiDAR scanning and 3D imaging to create detailed digital twins and incorporate augmented and virtual reality into our workflows. These tools allow us to capture and visualize environments with exceptional precision. By adopting and integrating these technologies, we ensure our clients continue to receive the most advanced, reliable, and future-ready solutions in the industry.

What should we expect from BESTECH in 2026?

We are currently ahead of schedule in our growth plan; however, maintaining that momentum over the next four years will require focus and sustained effort. In 2026, we will continue to strengthen our business pipeline, invest in new technologies, and pursue partnerships and acquisitions that complement our core expertise. Our goal is not just to grow, but also to build a stronger, more resilient, and innovative company, one where people are proud to work and that continues to be a trusted partner for our clients.