Category Archives: Canada

The Success Journey of the National Steel Car CEO: Gregory Aziz

The National Steel Car is the leading railroad freight cars and tanks manufacturer in North America. Over the years, Gregory Aziz had done multiple changes on the National Steel Car to enhance it. Gregory Aziz, the Chairman, President and Chief Executive Officer of the National Steel Car bought the company in 1994, from Dofasco.

 

Although owning the company was always his dream, he had to start somewhere else to stabilize and get the funds to purchase the car. He began by attending Ridley College and later studied Economics at the University of Ontario.

 

In 1971, he joined his family business that sells fresh foods in wholesale, Affiliated Foods. Within 16 years in the company, the company was highly ranked and operates globally. Despite his success in the Affiliated Foods, he had to leave and focus on making his dream come true. He, therefore, moved to New York in search of bank opportunities. This was in an attempt to lay the foundation of his plans.

 

In 1994, Gregory James Aziz’s dream came true. Greg successfully bought the company. It was not in good shape, and a lot had to be done. Fortunately, being an economic student, he knew what he had to do. He maximized on the capital and encouraged team building among his employees. It was only through unity and cooperation that they were going to achieve what they wanted.

 

In 1999, Gregory James Aziz’s hard work was seen. The freight car annual production that was initially; 3500 increased to 12000. Consecutively, the employment posts that used to be 600 raised to 3000. The National Steel Car is also associated with quality work and has been awarded severally. The National Steel Car also takes pride in that it is the only freight car company that is ISO Certified. Get Additional Information Here.

 

There many attributes that have contributed to the success of the National Steel Car, James Aziz says that the cooperation of employees and the feedback from the clients is a major factor of success in the firm. The other factor that differentiates the National Steel Car from other companies is their core values. The CEO says that they believe in the provision of quality products. They also don’t dwell on past achievements but instead move on and try to challenge themselves more.

 

Through Greg Aziz, the National Steel Car has constantly donated to charitable organizations in the community.

Besides business, he is a family man and is married to Irene. Together, they have two children. Greg and his wife also regularly sponsor the Royal Agricultural Winter Fair and is known to support Theater Aquarius, Hamilton Opera, United Way, Salvation Army and various food banks.

See Also: https://ca.linkedin.com/in/gregaziz

The Savvy Business Practices of National Steel Car That Survived Three Wars

National Steel Car is the leading railroad freight car manufacturer in North America. Located in Hamilton, Ontario, the company is known for its strong engineering and commitment to quality.

 

By 1990, the company was on a decline and the owner at the time, Dofasco, did not think the company would recover. In 1994, Gregory J Aziz acquired National Steel Car. He purchased NSC with a simple goal in mind, which was to realign and reestablish NSC’s reputation as the leading railcar manufacturer in North America. Aziz, who also goes by Greg Aziz or James Aziz, is currently Chairman and CEO at NSC.

 

Aziz was no stranger to the business environment. He attended business college before moving on to the University of Western Ontario where he majored in economics. After graduation, he began working at his family’s business, Affiliated Foods, which sold food in wholesale. His education in conjunction with his keen business sense helped his family’s business grow to distribute fresh foods to international markets.

 

Aziz moved on to investment banking in New York for some time once his family’s business was underway and sturdy. He gained a vast amount of experience and in time was in in a position to invest. Once Aziz acquired NSC, he implemented a firm business model and proved that the company was salvageable.

 

Aziz’s business model foundation is safety, innovation, environment, and employee focused. Aziz and NSC make it a point to overstate that investing in their employees is just as important as investing in the community. Within five years, the company’s production of cars went from 3,500 to 12,000 per year, and employment rose from 600 employees to roughly 3,000.

 

A year after Aziz bought NSC, the company entered the U.S. market which spearheaded the expansion of the manufacturer to five production lines containing state of the art technology. Each production line includes top quality engineering and computer science, and Computer Numerical Controls for parts fabrication, which allows the assembly to be semi-automatic and more efficient.

 

For more than a decade NSC has been recognized by the TTX Supplier Evaluation Committee for supplier excellence. Furthermore, NSC is the only railcar manufacturer in North America to obtain a 9001 certification by the International Organization for Standardization.

 

In addition to his business ventures, Aziz also gives back to the Hamilton community sponsoring United Way, Salvation Army, Hamilton Opera, and Theatre Aquarius among several other local charities.

 

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Chenevert Grows A Strong Business

Louis Chenevert is a business legend up there with the likes of Bill Gates and Steve Jobs. This legendary status is mainly due to his time working as the Chief Executive Officer of the United Technologies Corporation.

 

During his time as CEO of United Technologies Corporation Chenevert created a three-pronged approach that would allow UTC to dominate the aerospace manufacturing sector in both the countries of Canada and the United States of America. (See: frenchtribune.com/teneur/25552-innovative-deals-and-inspired-leadership-characterize-louis-chenevert)

 

The first approach that Chenevert took was to stabilize the profit during the global recession. The aerospace manufacturing industry was hit especially hard during this time. It UTC wanted to compete, they would have to diversify their portfolio. The main way that UTC diversify its portfolio was by acquiring other businesses that were similar to UTC but were not affected directly by the recession.

 

The first company that UTC acquired was Pratt & Whitney. Truly the only thing UTC cared about during this acquisition was gaining the profitable military contracts that Pratt & Whitney had. These military contracts lasted for at least a decade thus providing UTC with guaranteed profit for the next ten years.

 

The second company that UTC acquired was Otis. While Otis is known as the world’s oldest elevator company, UTC mainly wanted it to gain access to the heating and cooling industry. Check out Chenevert on Cruncbase.

 

The third and last company that UTC acquired was Goodrich. Though officially it was the acquisition it occurred much more like a merger. This acquisition allowed UTC to not only create large aircraft for the military, but they could also begin selling them on a commercial basis.

 

The second approach that Chenevert took to help UTC during this recession was to train workers to be better at their jobs. Chenevert believed that the more skilled the worker was, the more value they can add to the company. This worker focus made the worker feel valued and appreciated in this large business.

 

The last approach that Chenevert took to help UTC during the recession was a move toward becoming environmentally friendly. Through his leadership, UTC decreased water consumption by over 50%. Refer to This Article for additional information.