JULY 2021 into his leadership role, but he doesn’t want to forget what’s made the company successful for so long. “When I came on board, my main goal was to pay close attention,” he recalls. “I’ve been provided a great opportunity to observe and learn what works. That’s what I’ve been focusing on, onwhatmakes the company special. I think a big part of that are the relationships we have built. I want to make sure those stay strong.” “Moving forward, we want to grow, and we have very aggressive growth strategies, but we don’t want to forget what got us to where we are,” he continues. “We want to maintain what sets us apart, while at the same time adding the resources we need to evolve and take us to the next level.” Shaine’s first days at Noramco coincided with the early days of the COVID outbreak – literally, his first official day in his role was the day Canada declared a pandemic. Most of his tenure so far has been spent helping the company adapt to that new context. In recent months, however, he’s finally had the opportunity to plan more specifically for the future. He’s excited about what’s coming up. For example, infrastructure investment is booming across the country. Shaine says that Canada’s investment in 5G, in particular, will provideNoramco with a “great opportunity on a national basis.” “That was part of the business we were pretty specialized in and focused on out of one location,” he explains. “But because that business has grown nicely there, and some important relationships have been established there, there’s a lot we can adopt and apply from coast to coast. That will really help fuel some of our growth.” “So it’s an exciting time,” he concludes. “We’re looking forward to the next 50 years.”
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