Besides building milk tankers which were gaining ground in the U.S., Tremcar diversifies its production with tanks designed to
carry bulk chemical products in 1995. “It was going full steam ahead.” The production output rises from three to twenty units a month.

Production picks up steady momentum. In 1996, Daniel’s father sells his concrete company to become involved in sales and finance. Two strengths that complement Daniel’s own, who is more focused on production and operations. With plants in Champlain (New York), Drummondville, and Saint-Jean-sur -Richelieu (head office), Daniel takes the operations department of all three plants under his wing.

That same year, the Canada Transportation Act is amended, forcing companies to have stronger, safer tanks. But such tanks are heavier and more expensive. With a maximum weight to be observed on the roads, carriers cannot ship as many products as they did before.

But the market comes crashing down. As a result, Tremcar has just eight tanks left in its order book.

However, fortune shines on Daniel in 1997 as he lands a major contract that enables the company to survive until 1999. During this time, Tremcar begins producing aluminum tanks for transporting dry bulk products such as cement powder, flour, sand and lime.

With production becoming increasingly diversified, the Tremblay family transfers its assets and installations from Drummondville to Saint-Césaire, in 2002. The move optimizes operations by bringing the plants closer together. The Saint-Césaire plant expands into the production of aluminum trailers for dry goods. Sales in the U.S. increase, and Tremcar becomes a major player in the market. Two years later, Tremcar opens a head office in Strasburg, Ohio.

A plant of INTERNATIONAL calibre

With its low ceilings and lack of space, the Saint-Jean-sur-Richelieu plant is completely outdated and no longer meets the needs of Tremcar’s, who is growing fast. Over time, the plant would undergo eight expansions.

In 2005, the Saint-Jean-sur-Richelieu head office, which focuses on stainless steel tanks, moves to the industrial park. At the same time, lean manufacturing is completely reassessed; and Daniel changes the ways things are done. A system of quality control, inventory control, and production management is implemented. The production time for a tank is cut from 22 days to six. “With the same money and the same inventory, we were making three times as many tank trailers!”

With this new, updated, plant, Daniel, who is acting as Vice-President of Operations, is appointed President, while his father is in charge of special projects for certain acquisitions, such as the one in Toronto.

Another major storm shakes Tremcar’s foundation in 2008, as a banking and financial crisis emerges. Customers no longer have the money to place orders. “They were telling me: Daniel, the business is there, but I can’t get financing.”

But ups and downs of the economy spur Daiel on, and he shows resilience in the face of adversity. He manages to find ways to cut costs and reorganize his production plants.

This is exactly what happens in 2014, when the oil crisis begins and the price per barrel drops from $125 to $25. All investments
in Western Canada come to a screeching halt. Royalties and exorbitant taxes are also introduced. “All the oil companies stopped investing in Canada overnight.”

Daniel once again makes a heart-wrenching decision for the benefit of the company. The Toronto plant that manufactures fuel oil tanks for Western Canada has to be closed. Production is transferred over to Saint-Jean- sur-Richelieu and Saint-Césaire, and both plants are expanded.

Within four months, Tremcar’s main competitor goes bankrupt. The diversity of products makes management challenging for Tremcar, but it is also safer, as the company is established in all sectors.

The maestro

Daniel is a firm believer that success in business cannot be achieved by just one man. But if a team is essential, so is the leadership of a maestro.

“If you believe in it halfway, you’re missing half of your human capital.”

As president, Daniel believes in his company, but above all he commits himself daily to the projects without waiting for other people to take over. His commitment enables him to pass on his passion to his team. He is also able to take the strengths of each individual and use them in the right way.

“I’m like a conductor – I’m the Kent Nagano of tanks.”

The motivator

Energetic and curious, Martin is a leader who puts employees at the top of his priorities, with the goal of helping them develop and reach new levels. Although his role at Tremcar is demanding, it does not stop him from having fun at work.

“Team spirit is also critical, maybe even more so than on a sports team.”

With a background in accounting and finance from the Université du Québec à Trois- Rivières, Martin hones his skills with training in lean manufacturing and Six Sigma. He has almost 30 years’ experience in accounting as a manager in the sectors of manufacturing, retail and multi-channel industries. He is also focused on process and performance: not only is he motivated to reach targets, but above all to exceed them.

Martin thrives on challenges and tight deadlines drive him to excel.

The loyal one

Éric joins Tremcar in 1993 as part of a traineeship in welding and assembly at the Saint-Jean-sur-Richelieu vocational school. He quickly proves his worth and is hired as a welder a year later. He witnesses the company’s many acquisitions, including the Drummondville plant, where he becomes team leader. His skills lead him to work in a service centre in Ontario and to learn English. As Tremcar believes in Eric’s potential, he is offered a job in purchasing in 2000, which motivates him to take part-time courses in purchasing. After three years of study, he obtains his diploma from PMAC (Purchasing Management Association of Canada). A few years later, he is promoted to Director of Purchasing, a position he has now held for over ten years. Rigorous and a good listener, Éric is versatile and is not afraid to get his hands dirty to help his team.

“I adapt to any situation and I try to anticipate the hits.”

The meticulous

Corey joins Tremcar after graduating from Concordia University in mechanical engineering in 2006. He begins his career
in the sales department and works his way up from product engineer to project manager and supervisor. As Chief Engineer, he is called upon to sit on regulatory and engineering committees both in Canada and in the U.S. With a keen eye for detail and a strong sense of responsibility, he oversees the quality control and warranty department. His analytical approach leads him to optimize solutions in most situations. “I’ve developed the ability to make quick decisions with sometimes incomplete, or even contradictory, information.”

Over the years, Corey has learned the value of communication and managing the human side of business relationships, whether with colleagues, customers, work teams and so on. As a result, he advocates a positive and persevering approach through coaching and mentoring his teammates.

Dynamic and gifted with a sixth sense for understanding people, Mélanie joins Tremcar in 2014 as assistant to the president before becoming Director of Marketing and Communications. With a bachelor’s degree in political science from Concordia University, she is elected municipal councillor for the City of Saint-Jean-sur-Richelieu in 2013. Re-elected for a third term, she continues to serve as councillor and as deputy mayor. Mélanie is a no-nonsense woman: she is not afraid to tell it like it is.

Spontaneous and always ready for action, she sees herself as a front-line soldier who enjoys challenges and bringing joy to people around her.

“There’s so much to do and so little time. For me, everything is important: work, family, community… global well-being, everything!”