In this interview, Luc explains how he is building solid growth by focusing on the right priorities.
My biggest challenge is growing faster than our infrastructure can keep up. We’ve made acquisitions; we have multiple brands, multiple suppliers, multiple systems, and a production capacity that has its limits.
When I joined the company, we didn’t have a reliable list of clients and decision-makers, just a lot of generic email addresses—like info@—scattered all over the place. I realized that before we could drive more volume, we needed to know who we were talking to, what we were selling them, and how we’d follow up.
The other challenge is that growth can’t come solely from installation. That’s why we’re also looking into distribution, which allows us to grow without having to find more specialized labor or more space.
I ask myself a simple question: Is this blocking a sale today, or will it block ten sales this year?
We handle emergencies, but we set aside time to build the foundations for growth. We often have to put a project on hold because other things need to be done first to avoid having to redo everything later.
Our website is a good example. It was starting to look dated, but instead of investing in an update, we completely revamped our entire web presence.
I rely heavily on AI and automation, but mainly for the preliminary work: researching accounts, identifying the right decision-makers, drafting initial versions of content, and writing product descriptions in French and English. These are tasks that take hours and don’t require judgment.
What I can’t delegate to AI is building relationships and designing the solution. In our industry, almost every setup is unique, even within a single fleet. AI can’t replace someone who understands how a technician works in their truck all day.
Right now, we’re testing a configuration tool that lets the sales team design the layout directly with the customer, using actual parts and dimensions. The idea isn’t to automate the sales process, but to cut down on back-and-forth communication after approval and to keep a record of what our technicians have learned from each project.
Our sales team is small, and I work closely with the management of our various divisions and with the production team in Laval to optimize our processes and eliminate duplication of effort. My role is to build the tools, integrate them into our systems, and train the team to make their lives easier.
For me, a tool must provide real value to those who use it. If it’s only used to generate reports, that’s not enough. Our ERP, for example, has a CRM module, but it’s nowhere near as comprehensive as HubSpot. Instead of forcing the team to make do with it, we’ve integrated our operations into HubSpot, which gives us much better lead generation and real-time tracking of our current and future customers.
Parkour3 played an important role in this process. At first, I had an idea of what I wanted, but not necessarily of what was possible. The team helped me sort through the options, lay the groundwork, and build something sustainable—not a solution we’ll have to redo in two years. I was able to better structure my lead generation and gain insight into what’s working and what needs improvement in our marketing. For a small team, you need a partner who helps you think strategically, not just execute.
For many initiatives, it’s still too early to talk about revenue. For now, I’m looking at earlier indicators:
That’s the first real change. We now know who we’re talking to and where our opportunities are. I can see what’s generating interest and what’s falling flat, and I adjust accordingly instead of guessing.
Stop comparing the investment to your current situation. We often make the mistake of looking at how much it costs relative to what we have right now, and it seems expensive. The real question is: What does the ideal solution look like, how do we get there, and what does this investment mean once we’re there? When you compare it to what the company will be in three years, the decision often becomes obvious.
However, this only works if the path is clear. You need to know what steps you’ll go through and what each one is supposed to deliver. Otherwise, it’s just a nice vision that’s being used to justify an expense. That’s also how you’ll gain your leadership’s buy-in: you’re not selling them a tool; you’re showing them where the company is headed and how this investment will help it get there.
The impact on revenue is yet to be seen, but 360 Fleet already has a clearer picture of where it’s headed.