A play book for business leaders in America

Made in Canada: A Play Book for Business Leaders in America

In an era marked by radical political, economic and social insecurity, business leaders in Canada have redefined what it means to be successful.

With fees threats to Canadian goods, and provocative remarks as Trump’s improper idea of ​​Canada becoming “51st state” – North American business landscape is under renewed control. However, here in Canada, a strong movement of the house to buy “Made in Canada” has taken root, driven by national pride and a belief that the economic force and well -being of the community can and should go side by side .

This cultural awakening is more than a trend. It is a signal that Canadians are embracing a new era of proactive engagement in the local industry and social progress. The last triumph in the face of the nations 2025 4 not only reaffirmed the country’s unique competitive spirit, but also underlined the notion that, for Canadians, profit is not a game of zero-sums is an opportunity for shared success.

I spoke with three of Canada-Patchell-Evans by Goodlife Fitness; Jenn Harper, founder and CEO of Cheekbone Beauty; And Guy Cormier, president of Desjardins Group – to find out what the “Made in Canada” leadership looks like and share ideas that can benefit from American business leaders in today’s unstable political climate.

Patchell-Evans founded Goodlife Fitness in 1979. Since then, it has become the largest company of the health club in Canada. “Canadians bought American products because they were from somewhere else and they were cute,” said David Patchell-Evans, CEO of Goodlife Fitness. “The American is no longer cute in Canada.”

Cheekbone Beauty, the company founded by Harper in 2015, has created a space in the beauty industry, where everyone, including indigenous people, feel represented and first. “Representation saves life,” Harper says. “This is the essence of the beauty of the cheeks.”

Desjardins Group is a 125 -year -old Canadian financial service cooperative that is the largest Federation of Loan Trade Unions in North America, “In Desjardins We are contributing to society, not only with the taxes we are paying, but throughout our business , with our suppliers, in our call center and the profits we have made every year we have been in business, ”Cormier said.

Patchell-Evans, Harper and Cormier offered lessons in the “Made in Canada” leadership that extends beyond the border. What they share is rooted in human rights, long -term vision, community partnerships and being profitable in a way that helps everyone win. The Canadian Playbook book offers a compelling case to American business leaders demonstrating why doing well and doing well are inseparable.

Businesses in Canada stand for human rights

At a time when many businesses in the SH.BA are turning back OR CUTTING Dei programs, businesses in Canada believe that treating people fairly and equally is not for debate. “I have businesses in the states and will not operate them otherwise now,” Patchell-Evans said. “It doesn’t matter who is elected, we will be right for our members and right for our staff.”

“Before existing exg or dei, Desjardins is already giving priority to what we do based on our mission to help our members and clients become financial autonomous,” Cormier said. “And action in ways that reflect our values ​​which include commitment, solidarity, democracy and helping to set money to work for people.”

“Canadian businesses emphasize the creation of opportunities for under -represented groups, whether through employment, partnerships or programs that address systemic inequalities,” Harper said. “Canadian businesses are often distinguished for their first access to the community, driven by the values ​​of equality, inclusion and sustainability.”

The business done in Canada is based on the treatment of different employees and other equally interested parties. Standing for human rights, Canadian companies are building more inclusive organizations and set a global standard for what ethical leadership can achieve.

Business leaders in Canada play the long game

Canadian leaders also emphasized the importance of thought strategies forward for quarterly profits. Cormier believes it is important to “bring a longer -term perspective on business performance instead of the next quarter by investing in our people, investing in our systems and investing in our products.”

“New York style to make a deal is’ okay, let’s agree that we will make a deal.
And then after we have signed it, then we start negotiating, “Patchell-Evans said.” Having a short-term stay does not lead to long-term success. “

“I am particularly proud of our commitment to education – we donate some of our profits to organizations that support indigenous education through the Cheekbone scholarship fund,” Harper said. “This is not just charity, but a long -term investment in our future generations.”

In today’s environment, short -term political pressures, market instability and pressure from activist investors can compromise the mission and values ​​of a company. Businesses made in Canada focus on strategic investments that give value over decades of non -neighborhoods or electoral conditions.

Companies in Canada believe in communities

Beyond the limits of profit and market share, Canadian businesses have worsened the community’s well -being in the structure of their operations.

“The beauty in the cheekbone was built on the foundation of the return of indigenous youth and addressing the systemic barriers they face a lot,” Harper said. “Our mission is not just about creating high quality, sustainable beauty products, but also to ensure that our success translates into tangible benefits to the community. It goes beyond transactions-has to create a common sense of goal and uplifting communities while maintaining financial success ”

“There is a unique Canadian humility in the way we prioritize the cooperation on competition, and this ethos reflects how much of our companies are deeply intertwined with their communities,” Cormier said. “In Desjardins we are contributing to society, not only with the taxes we are paying, but throughout our business, with our suppliers, in our call center and the profits we have made every year in which we have been business,” he said Cormier.

This deep community orientation is a proof of how Canadian businesses cooperate with competition prices and view long -term benefit as inseparable from the influence of the community.

In Canada everyone wins

At the heart of Canada’s business culture there is a commitment to gain a profit in a way that is also right for business partners and consumers.

“I think there is a focus on victory that is just part of our culture,” Patchell-Evans said. “It’s not just me winning with you. USA winning together and everyone else wins too. “

“Yeardo year we are returning half a billion dollars for communities, members’ dividends, sponsorships and donations and still making two or three billion dollars a year of net profit with 10 or 12%returns,” Cormier said. “Although we see more and more people who are banking with us online, we still have more than 500 branches in smaller regions because we want to stay near our members and their communities. We also decided that the center Our calls will stay in Canada and not be transferred to the world elsewhere.

Business philosophy “Made in Canada” is more than heavy-duty negotiation tactics-it examines a wider belief than success is more sustainable when separated.

Business leaders in Canada are proving that social benefit and influence are not mutually exclusive. The Made in Canada Games book, with its unwavering commitment to human rights, confidence in long-term investments, partnerships with communities and emphasis on Win-Win, instead of Win-Lose, offers a persuasive model for executives in both sides of the border.

Business leaders in America also need to know that their Canadian counterparts see the current political challenge with the United States as an opportunity. “I am convinced that although there is uncertainty and danger now, there is also a possibility,” Cormier said. “And as CEO and leader, we are paid to also find these options – and some of them are in the field of Esg or invest in pure energy.”

“There is a massive opportunity for businesses in Canada to be really healthy in this country and want to stay here and grow,” Patchell-Evans said. “The call for action is for businesses to invest in Canada and consumers to invest in Canada.”

In today’s world of radical uncertainty, this unique Canadian approach is a plan for building a better, more inclusive future.

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