Véronique joins Cambli Group in 2002, while her father is president. The latter strongly encourages her to complete her studies in accounting, since education is very important to him as he did not have the opportunity to study at university.

Ambitious and confident, Véronique discovers a real passion for her field of activity. Over time, she takes her place and climbs the ladder.

Around 2010, Cambli Group experiences a growth of 100%. Claude feels his enthusiasm for management weakening, he thinks about passing the torch to his daughter.

He didn’t have the energy to go through that type of growth!  

Cambli Group experiences significant ups and downs in terms of growth and major challenges loom on the horizon.

n 2012, Véronique acquires 51% of the voting shares (control shares), but does not own the company, which is rather unconventional. Claude therefore remains the owner of Cambli Group. This state of affairs brings with it its share of challenges for Véronique, especially in turbulent times… 

 I was making the decisions, but I was playing with his marbles! 

Véronique keeps her cool and rolls up her sleeves. She hires an experienced manager, a man with whom she drafts a strategic plan. His sound advice allows her to make more informed decisions. “Together we built the plan and I executed the actions!” Although the context is very difficult and Véronique is facing adversity, the presence of this man is important as part of her warrior’s journey.

The entrepreneur realizes how important communication is to reassure her collaborators. “I have met with suppliers. I closed departments. I realigned things. Unfortunately, I had to let some people go and hire others.”

“ I left no stones unturned! ”

The transition is not smooth, as intergenerational visions collide. “It was tricky, because some of the decisions I was making were undoing others that my father had made.”

Fortunately, Véronique has the stature of a warrior and succeeds in proving herself. She is convinced that she is the right person to take the role of president. “If I had not been the right person, I would have given up my position!”

Despite the turmoil, the outcome of the takeover is positive. The decisions made by Véronique prove to be beneficial! In 2016, the entrepreneur acquires all the company’s shares from her father. This satisfies all members of the Tougas family. 

We all won in the end, as the company turned out very well. 

Véronique is not out of the woods yet, as she faces a second major crisis during the COVID-19 pandemic.

The turmoil caused by the health crisis has a direct impact on the company’s supply chain.

“There was a shortage of microprocessors, a critical component inserted into a vehicle chassis.”

Thus, for over a year, Cambli Group does not produce armoured vehicles since, without this component, it cannot put them into production.

Once again, Véronique manages to keep her head above water and save her company.

 I found myself in the same situation as in 2013, but with more experience, more confidence.  

Her resilience is remarkable. Like a reed, she does not break under the weight of storms!

Diversifiy

The strong risk for interdependency with the clients is a central concern for Cambli Group. Hence the importance of finding a balance by diversifying and better structuring.

“My biggest challenge is diversification to be able to protect my core business, which is the transportation of valuables.”

Involved in the community and in a multitude of projects that are close to her heart, Véronique is a proud ambassador of the Centre de transfert d’entreprise du Québec (CETQ), whose mission is to ensure the continuation of Quebec-based businesses.  

Inspired by her own experience, Véronique promotes the existence of this organisation and discusses with other company presidents the importance of succession planning.

“The CETQ cis a great help, whether in terms of awareness or action. It supports and makes resources available to ensure succession. In my opinion, it’s a very
valuable organisation!”

The province is at risk of losing its Quebec headquarters if entrepreneurs do not address the issue of business succession. Véronique is making this a priority. 

“We don’t want a Quebec company to be sold for a nickel to foreign interests because of a lack of succession. We don’t want our organisations to lose their character!”

Entrepreneur coach

d’Entrepreneurship de Beauce (EEB) to benefit from her professional and personal experiences in the context of a testimonial she delivers on work-life conciliation. She focuses on a module entitled

“How to align the entrepreneur in you”.

“As coaches, we are there for 24 hours and give testimonials on a subject in front of several cohorts over the years.”

The entrepreneur is constantly seeking efficiency. The time factor forces her to reassess her priorities and focus on projects that make sense.

“We must not get bogged down by projects that are not aligned with our values, with what we really need!”

Focusing on efficiency, being selective and surrounding herself well allow the President to be organized and achieve a healthy balance in her life. 

“There is Véronique the mother, Véronique the entrepreneur, Véronique the friend… I need this efficiency to reconcile everything!”

Pride

Involved in the community

The Johannaise is proud of her city, which is the 11th largest in Quebec. She contributes to many projects related to the economic development of Saint-Jean-sur-Richelieu. “I see a lot of potential and I wish to bring my own contribution!”

Véronique is generous with charitable organisations. She is particularly interested in causes related to education or the fate of young people from disadvantaged socio-economic backgrounds. “If they get out of their precarious situations, they will be able to deploy their full potential.”

The Fondation de l’Étoile pédiatrie sociale, a division of the Fondation du Dr Julien and the Fondation du Cégep Saint-Jean-sur-Richelieu, which helps young people gain access to education, are organisations she supports. The entrepreneur is also interested in the status of women, especially their place in the labour market. She encourages them to gain confidence and to dare to apply for jobs in male-dominated industrial companies.

“Getting women interested in becoming involved with manufacturing companies is important. If there are more women in these industries, it means that they are improving.”

OUR PILLARS: authentic Camblians

Transforming a company requires the collaboration of all those involved.

“Despite the difficulties, our core group of employees has never stopped believing!” It is thanks to them that we are successful.

Labourers, supervisors, office workers or directors, each of these builders has left their mark on the Cambli group’s history. The daily devotion of the Camblians contributes to the evolution of the company!

Cambli Group’s priorities for the future are the transformation and diversification of its sectors of activity in order to minimize risk and ensure a more linear growth. In essence, more stability. 

“Exporting products internationally is part of our plan for diversification. We have mature products ready to be exported worldwide.”

Being well positioned as an organisation that shows ability to obtain government contracts is another objective.  

There is a huge amount of business opportunities in the field of security.  

Continuing to support current clients and improving after-sale service are also Cambli Group’s objectives. Next, growth through acquisition will be pursued
to solidify the company. 

Véronique and her team are building a unique flexible framework that is gradually defining the face of an evolving organisation in which future prospects cross borders! 

 I try not to make decisions based on constraints. When I’m convinced of my vision, when I’m certain that’s what I need to do, I do it, regardless of the constraints. That was a thought from a client that I found so brilliant… It follows
me everywhere!