JUNE 2026 “We let clients know that up front,” Chad explains. “And we tell them, it’s not because they’re better than you, but because of the healthcare situation in our province. We don’t have enough operating rooms, we don’t have enough physicians – so if an operating room is down, I don’t want that falling on us.” Internally, Integral Air has strived to foster a similar culture of communication and expectationsetting. Additionally, they have worked hard to create a genuine sense of shared ownership in the company in order to keep their younger workforce motivated and engaged. To that end, they allocate 15 percent of all net profits to employees at the end of every year, distributed through a formula that accounts for seniority and tenure. They also have a benefit scheme that was designed by the team themselves – Chad laid out the options and let his people decide collectively what worked best for them. The result of those initiatives, Chad says, is a very close team that cares a lot about the business and each other. That closeness is often displayed when the team is travelling between Edmonton and Calgary for work, and employees usually choose to stay at Chad’s home – where they are served home-cooked Greek meals and given their own space – rather than opt for a hotel and a per diem. “We’re a tight-knit group,” Chad says. “We all get along and support each other. The people
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