Collaboration is key at Monarch Industries: ‘We check our titles at the door’

Monarch Industries may operate on a global scale, but its company culture remains firmly grounded in humility and collaboration.

“We check our titles at the door,” says Russ George, Monarch’s chief financial officer and vice-president of finance. “Nobody’s above anyone else. We all work together toward one common goal.”

Based in Winnipeg, Monarch Industries is a privately held manufacturer of hydraulic cylinders and custom iron castings that has grown from its Prairie home base into a global operation with plants in Canada, China and now India. The company’s products are critical components in the manufacturing of construction machinery such as telehanders and skid-steer loaders, agricultural equipment, aerial lift trucks for the telecom industry and refuse trucks.

“Our customer is typically an original equipment manufacturer – all the big names in either industrial construction or agricultural manufacturing,” explains Mitch Tetrault, Monarch’s chief executive officer, who started in the company’s customer service department in 1987.

While the company has a growing international presence, its roots are firmly planted in Manitoba, Mr. Tetrault says. Monarch’s headquarters and main plant are in Winnipeg and it operates a foundry in Winkler, about 100 km south. The company recently completed a 110,000-square-foot expansion at its Winnipeg facility.

“We’ve added capacity and new automation, and when customers tour our plant, they see a clean, modern and friendly place,” says Michael Morrison, Monarch’s chief operating officer, who joined the company in 1995 straight out of the University of Manitoba. “They see employees who are engaged and empowered. You can’t fake that – it’s real.”

Monarch’s positive culture builds trust with customers and enables bold decisions, even in challenging economic times, adds Mr. Tetrault.

“There is a market downturn today, that’s no secret,” he says. “But we’ve had our board approve the largest capital expenditure budget in our history this year. We believe in ourselves, and our ownership believes in our future.”

Safety is among the “non-negotiables” at Monarch, Mr. Tetrault says, along with customer service and quality. The company recently won several awards in the safety space, including the Safety Excellence in Manufacturing Award from industry organization Made Safe and a Safety Leadership Award for Mr. Tetrault from Canadian Manufacturers and Exporters (CME).

Environmental responsibility is another area where Monarch doesn’t cut corners. All Canadian operations meet ISO 14001 standards, an international benchmark for environmental performance.

“Quite frankly, it’s the right thing to do, both for the people and the communities around us,” says Mr. George. “If you’re going to be a world-class supplier, you’ve got to be world-class in all areas.”

A combination of disciplined execution, a culture of accountability and an unwavering focus on customer satisfaction and safety has enabled steady international expansion. Ten years ago, Monarch launched a manufacturing joint venture in China. Two years ago, in response to global supply chain uncertainty, the company targeted India for expansion, which is another step in its deliberate diversification.

“We believe our customers deserve more resilience in their supply chain and we really see ourselves as a company that has a lot of options – on our supply chain, on where we manufacture, and how we serve customers globally,” Mr. Morrison says.

In all markets, the reliability of Monarch's components is essential, he adds.

“Our products might be a lower-cost item on the equipment, but they have to work,” says Mr. Morrison. “They’re mission-critical in the application.”

That high-stakes performance is made possible by planning and execution cycles that are deeply inclusive, says Mr. Tetrault.

“This isn’t just three or four people in a room [making decisions] – we engage top talent across the organization,” he says. “That approach has created opportunities for people to be promoted from within. It’s done wonders for our corporate culture.”

Conflict, when it arises, is handled with the same open ethos that guides all the company’s operations, he adds.

“Good news travels fast, but bad news travels faster,” says Mr. Tetrault. “We're not here to blame. We resolve quickly, then learn from it.”

That robust internal culture has impressed those watching from outside, too. Through their involvement with the Canada’s Best Managed program, Monarch has been coached by both Deloitte and CIBC.

“A strong, supportive leadership team coupled with solid employee engagement and commitment to excellence [is] very evident when walking the manufacturing floor,” says Max Tapley, director of commercial banking at CIBC and a coach working with Monarch as part of the Best Managed Companies program.

This year, Monarch Industries is marking several milestones: its 90th anniversary as a company, 50 years operating the Winkler foundry, and 19 years being named a Best Managed Company. So what keeps the leadership team motivated after all these years?

“Seeing our people succeed,” says Mr. Tetrault. “We like to win. And when customers come through the door and say, ‘We’re going to do some business with you guys,’ that still gives me butterflies. That will never leave us.”

Monarch's executive team (from left to right):Russ George、Michael Morrison、Mitch Tetrault