Marc Côté studies instrumentation and control more out of realism than any real passion. He completes his studies in the mid-1980 s, in a difficult economic climate where jobs are scarce.

After having mailed out over 100 resumes, it is with abandon that he accepts his first job as an inside technical sales representative in his field.

He then changes employers a few times, but always in this field he has come to understand and love. Three months on the job were enough for him to know that he would love this career, with its highly technical aspect, but also the client relations and the freedom it offers.

Then, eager to develop his own vision, he leaves his employer to start Les Contrôles Optima, in 1993, with a single very loyal employee, Marco Bhérer, who himself went on to enjoy great success with the company. His spouse, Denise Garneau, is never far away to lend him administrative help and the necessary moral support.

Like Apple and Google, Marc’s company take its first steps in a garage. His father even has to co-sign for a bank loan for the first year. He installs a computer network that is cutting-edge for the time, and soon sales are skyrocketing. The success story now begins.
 

I had already set up a small company during my studies. I knew what I wanted and when the opportunity presented itself, I took it. 

It is during a business lunch meeting in 1993 that Marc and Eric meet for the first time.

“At the time, our customers were already keen to reduce the number of suppliers they interacted with. Times were changing and we both knew that we had to expand to survive.”

Union

We immediately understood that we would end up working together. 

Instead of competing against each other, the two men agree to team up and share their sales territory. The seed is planted, and while the companies work in parallel, they do so in close collaboration and already begin to harmonize their way of doing things. Over the next seven years, their goals and values are increasingly combined, eventually merging into a common vision.

In 2000, the stars finally align and the two companies decide to unite to form Everest Automation.

Everest

However, Marc and Eric still have to convince Matthias (Eric’s father), who is reluctant to the idea of this merger. The businessman still finds it hard to pass the torch, and doubts the benefits of this agreement. But an event would radically change his vision.

That same year, Matthias travels to Nepal to climb the Everest. Unfortunately, the experience is cut short for the experienced entrepreneur, who contracts pneumonia during his stay and has to abandon his dream of reaching the Roof of the World. He returns to Canada a changed man, with a whole new outlook on life.

This event allows him to better perceive the different business opportunities that this merger offers. He therefore agrees to step aside and hand over the reins to the two young, seasoned entrepreneurs.

From there on, finding a name for the new company becomes rather obvious for Marc and Eric…

Transition is rapid, and while each company had around 15 employees separately, Everest Automation grows to 43 employees after the merger.

In no time, the company becomes an important player in the industry and begins to acquire and integrate new sales lines over the years. One success leads to another and Everest grows rapidly to become one of the main intermediaries in its field in Eastern Canada.

“When we started out, we were both running very small companies. We felt it was vital to grow or we’d be eaten up very quickly. By joining forces, we finally had the capacity to develop and absorb some complementary companies in different territories.”

Eric and Dan Bédard from Mentec

This approach enables the two entrepreneurs to represent their manufacturers in larger, more homogenous and coherent geographical areas. It is a winning formula. In 2018, Everest tackles the Ontario market and gradually establishes itself in the province.

“We bought companies that we felt were essential to our development and to the objectives we had set for ourselves from the outset. Today, we see that our vision at the time was the right one and that the stars were aligned just right.”

Everest also favours its supplier relationships over short-term growth. The managers regularly turn down interesting business opportunities that could enable growth, but at the cost of losing part of the company’s soul. Instead, they opt for organic growth, which remains steady despite the various economic crises.

Everest evolves in this way until 2019, when new business opportunities arise.

We had the opportunity to acquire companies that we hoped to get but never thought we could. It was really unexpected, but we had the maturity to seize the opportunity. 

By focusing on patience and remaining within its field of expertise, Everest acquires new territories and develops at its own pace.

“We’ve managed to avoid creating a patchwork monster with competing product brands that are irreconcilable over time. We patiently built a homogenous company that looks like us and that we can control.”

In 2022, the company counts seven offices and nearly 150 employees across Canada. A development that comes with its share of obstacles.

Of course, the company’s ascent is not without its problems. It is not easy to integrate new companies with different teams and different ways of doing things.

“Having 15 employees is easy. We’re agile and efficient. However, when the team grows rapidly, things become more complicated. You have to know how to delegate, put the right people in the right place and create a clear, documented, and accessible methodology. This requires a lot of adjustments and inevitably creates tension.”

Periods of economic uncertainty are also critical times when you are in charge of a large company. The choices that have to be made have more far-reaching consequences and can have repercussions over the long term.

“During the 2008 financial crisis, we had to lay off staff one day a week. We did the same for both of us. The boat was hard to steer, but the decisions we made at the time enabled us to get back on our feet even stronger afterwards.”

In fact, they can congratulate themselves on having kept all their employees and come through these times without any layoffs. Today, the company has strengthened its foundation. Strategic choices and the establishment of a reliable, committed team enable Eric and Marc to look to the future with optimism.

“ I believe that it’s our vision of entrepreneurship that has enabled Everest to overcome the obstacles.”

Making logical decisions, seizing opportunities at the right time, not projecting too far ahead, stabilizing our acquisitions and above all looking after our staff, that’s our recipe for longevity.

Responsability

The unifying leader

Eric Maier
Cofounder of Everest Automation

For Eric, entrepreneurship is a team affair.
He is keen to develop the business in the right way, without rushing things.

“Growth depends on skills, and that means well-trained people who are happy in their own position.”

The determined entrepreneur

Marc Côté
Cofounder of Everest Automation

For Marc, business development depends on the implementation of a strong structure and a reliable, competent, and motivated team.

“I don’t believe in the idea of the client as king, I believe in the theory of employee as kings. If your team feels well treated, they will look after your customers well. People generally want to perform and work for a dynamic, well-organized, efficient company that recognizes their efforts.”