North Atlantic International Logistics

commitment that no matter what happened, we would look after our people,” says Mestroni, recalling the early pandemic days. “I told everyone, ‘Don’t worry about it. You’ll have groceries and money. No one will be laid off.’ We invested significantly in new technology to ensure everyone could work from home with dual monitors and proper equipment.” This employee-centered approach has become a cornerstone of North Atlantic’s business philosophy. The Toronto-based logistics firm has maintained flexible work arrangements even after pandemic restrictions were lifted, a practice particularly beneficial for its predominantly female workforce. Many staff members serve as primary caregivers for their children, making the hybrid model especially valuable. “After 20 years running a company, what drives me now is making sure the business performs as expected while genuinely looking after the people who work here,” Mestroni explains.“It makes me feel good knowing people have a great workplace they proudly tell others about.” This focus on employee wellbeing is multifaceted. When staff learned of Mestroni’s interest in competitive Motor Surf racing, they actively encouraged his participation.Their support enabled him to pursue eight international races in 2024, requiring approximately two months away from the office, an arrangement that required mutual trust and reliable systems. “If you treat your employees with respect and make their wellbeing a priority, it comes back to you,” says Mestroni. “When employers genuinely care about their staff’s lives, employees reciprocate with loyalty and dedication.” FROM OFFICE TO MOTOR SURF While balancing executive responsibilities with personal pursuits can be challenging for business leaders, Mestroni found an unexpected outlet through Motor Surf, a niche water sport involving motorized surfboards raced around a track following F1-style rules. This competitive activity, primarily centered in Europe, offered him a unique opportunity to test both personal and organizational boundaries. 3 BUSINESS VIEW MAGAZINE VOLUME 12, ISSUE 06 NORTH ATLANTIC INTERNATIONAL LOGISTICS

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