Hoffman Elite Enterprises Ltd. – Saskatchewan, Canada

October 11, 2024

Hoffman Elite Enterprises Ltd.

Building Growth, Safety, and Relationships, One Handshake at a Time

Expertly balancing rapid growth with a hands-on, people-first approach.

Hoffman Elite Enterprises Ltd. has become a prominent player in the Hydrovac industry in Saskatchewan, Canada, serving oil and gas operations since its founding in 2018. With a focus on innovative solutions, the company has quickly grown from humble beginnings to a recognized name known for its dedication to safety, environmental responsibility, and strong relationships with both clients and the Indigenous communities where it operates.

Brian Hagel, Vice President of Operations

Brian Hagel, Vice President of Operations, emphasizes the company’s core values as the key to its success. “We have five core values at Hoffman Elite,” he says. “First and foremost is safety. Secondly, environmental responsibility. Third is integrity, fourth is experience, and fifth is our industry-leading equipment.” He also points to the company’s focus on indigenous relations as a sixth cornerstone that further sets them apart from competitors. “These values,” he continues, “especially safety, experience, and our equipment, really distinguish us in today’s Hydrovac sector.”

Ryan Bathgate, the Field Supervisor and one of the founders, reflects on how the company’s path has shifted from its original blueprint. “Kyle and I started off small—just two trucks and two guys,” he recalls. “The idea at the beginning was to maybe grow to four or five trucks. But the way things took off, we had clients asking if we were expanding. That pushed us to reevaluate our plans.”

According to Bathgate, the company’s growth was organic but driven by a combination of customer demand and internal ambition. “We started weighing our options—more trucks, more experienced guys,” he says. When Brian came on board with all his industry knowledge, it was a no-brainer for us. We’ve maintained excellent client relations, and the guys we’ve brought on are top-tier.”

A Leap into the Digital Age

As Hoffman Elite Enterprises expanded its operations, technology quickly became a key component of its growth strategy. From safety protocols to fleet management, the company’s adoption of digital tools has streamlined processes that once required cumbersome paperwork and delayed decision-making.

Bathgate shares how these technological advancements have transformed the way work is done on-site. “We use SiteDocs, which allows us to handle everything from our phones. It’s our whole safety culture in one place,” he explains. During the pandemic, these tools became indispensable, enabling Hoffman Elite to maintain safety meetings and communication through virtual platforms.

The shift to a nearly paperless operation is at the core of its digital transformation. Hagel explains how the adoption of SiteDocs revolutionized their internal processes. “Prior to implementing SiteDocs, everything was on paper,” he says. “Now, we’ve gone 99% paperless. The only paper left in the trucks is for the bill of lading or transfer tickets.” The impact of this change is felt across the board. “All our safety manuals, unit binder information, customer codes of practice—everything is digital now, and it’s accessible to everyone in real-time,” Hagel adds.

Another key advancement has been GPS technology, which allows Hoffman Elite to monitor its fleet precisely. Hagel highlights the integration of the Samsara system, a crucial tool for their federally regulated commercial fleet. “Law requires us to use an E-log instead of paper logs. Now, Ryan and I can always see where our guys are—whether it’s monitoring speed, a mechanical issue, or a safety code that pops up. It’s all real-time data.”

Building a Safety-First Culture

At the heart of Hoffman Elite Enterprises’ success is health and safety. As the company has expanded and grown its fleet and workforce, the emphasis on safety hasn’t wavered; instead, it has become the cornerstone of its operational philosophy. More than just a protocol or set of rules, safety is ingrained in the company’s culture, shaping how employees work, communicate, and even how they approach their day-to-day lives.

Hagel doesn’t mince words when discussing the importance of a strong safety culture. “You can have the best safety program in the world,” he says, “but if your people don’t buy into it—if they don’t adopt a safety-first mindset—then that program is worthless.” For Hoffman Elite, safety is more than just checking boxes; it’s about creating a positive environment where employees are invested in protecting one another.

This pervasive safety culture has yielded impressive results. In the six years since its inception, Hoffman Elite has not experienced a single lost-time incident (LTI). Hagel attributes this not only to their comprehensive safety programs but also to the commitment of their team. “It’s come full circle. The guys have embraced this culture completely,” he adds. The company’s adoption of SiteDocs has been pivotal in fostering open communication and immediate access to safety information.

Since its humble beginnings with just two trucks, Hoffman Elite has rapidly expanded to 17 Hydrovac units and a team of over 45 employees. This growth in just six years reflects the company’s operational excellence and the deep-rooted safety culture that Hagel, Bathgate, and their colleagues have cultivated. “We started with two,” Hagel recalls. “Now, we’re 17 units strong and still growing. The fact that we’ve grown this much without a single LTI speaks volumes about our people and our safety program.”

Kyle Hoffman, President & Owner

Tackling Projects Big and Small

Hoffman Elite Enterprises isn’t the type of company to shy away from a challenge, regardless of the size. The company has built a reputation for versatility and reliability, with its capacity to adapt and scale up, coupled with an impressive geographic reach, allowing it to take on various projects across Saskatchewan and beyond.

“We do everything from small jobs, like hydrovacing out a manhole, to larger projects where we’ve got six, seven, even eight hydrovacs on site,” Hagel says. The company’s fleet is engaged in various substantial projects on a large scale.

One of Hoffman Elite’s key strengths lies in its ability to mobilize and deploy trucks across the entire province of Saskatchewan at a moment’s notice. With strategically placed branches in Saskatoon, Regina, Weyburn, and Arcola, the company can respond swiftly to client needs. “Kyle and Ryan built this company to be accessible across the province,” Hagel explains.

This extensive network has allowed Hoffman Elite to build a strong, diverse client base across industries. However, its work on a major utility company’s Line 3 Decommission is a defining moment in the company’s history. “The Line 3 Decommission project was probably the biggest we’ve ever done,” Hagel recalls.

That project, which came in at an impressive $4 million, was a turning point for Hoffman Elite. “It put our name on the map,” Hagel says with pride. “It showed our customers, both the ones using us and those who haven’t yet, that Hoffman Elite is here to stay. And we’re only going to get bigger from here.”

Growth Through Diversification and Indigenous Relations

In an ever-evolving market where industries rise and fall based on political and economic currents, Hoffman Elite Enterprises has taken a strategic approach to sustainability—by diversifying its portfolio across multiple sectors. With a federal government that places increasing emphasis on sustainability and green initiatives, the company has had to think beyond traditional oil and gas work to remain resilient.

“We talk about sustainability all the time,” Hagel says. “We’ve made a conscious effort not to throw all our eggs in one basket. We’re not just focused on oil and gas, or mining, or large-scale construction. We’ve diversified to cover all of those bases.” He explains that this strategy has been crucial to maintaining stability, especially during downturns in certain sectors.

This balanced approach has allowed Hoffman Elite to maintain impressive year-over-year growth, even during periods of economic uncertainty. “That diversity is what keeps us growing in that 50 to 60% range every year,” Hagel notes, stressing that their adaptability is what ensures the company’s sustainability in the long term.

Equally critical to Hoffman Elite’s growth has been its strong relationships with Indigenous communities. The company has actively sought out opportunities to work alongside Indigenous groups.

“We have numerous MoUs and JVs with Indigenous groups,” Hagel explains, pointing out that these agreements are a fundamental part of their business model. Hagel stresses that these relationships go beyond business; they represent a broader effort to create opportunities within the communities where the company operates. “When we’re hiring, we actively look for Indigenous people to join our team,” he says. “It’s not just about filling quotas—it’s about providing opportunities. And I can say that it’s worked out really well for us.”

Hagel mentions specific partnerships with groups that are highly valued. These relationships have brought significant benefits to both the company and the communities involved. “There’s a mindset out there that these partnerships don’t always work, but we’ve had a lot of success with them,” he says.

Relationships Built on Equal Treatment

One of Hoffman Elite Enterprises’ defining elements is how the company treats all clients and vendors with the same level of respect, safety, and service—regardless of the size or scope of the project. Whether working with an industry giant or a local homeowner, the team at Hoffman Elite applies the same high standards to every job, reinforcing its reputation for consistency and integrity.

For Bathgate, this philosophy is at the core of the company’s success. “Our main goal from the start was to cater to everyone the same,” he explains. “It doesn’t matter if you’re a homeowner or a major client like Enbridge; you get the same performance from us every time, with safety always at the forefront.” This equal treatment isn’t just about professionalism—it’s about making each customer feel valued. “We just want to ensure the job is getting done right for every client.”

It’s more than just a business model—it’s a culture of care that runs deep within the company. “Here at Hoffman, we’re not just a company, we’re family,” Bathgate explains. “Everyone looks out for each other, and that mentality extends to our clients. Whether it’s a large corporation or someone needing help finding daylight in their backyard, we treat everyone like they’re part of the family.”

A Hands-On Approach to Growth

Looking ahead, Hoffman Elite Enterprises shows no signs of slowing down. With a track record of 60% year-over-year growth, the company’s leadership team is set on even more significant expansion. Bathgate outlines the company’s vision for the next 18 months with a clear focus on growing fleet size and client base.

“We have three new units coming, so we’re already at our 60% growth mark for this year,” he says. “But it’s more than just the numbers. Our top priority is finding the right people to work for us and venturing out to connect with new clients—people who might have heard of us but haven’t worked with us yet.”

For him, cultivating relationships is a personal mission. “The difference between us and other companies is that while many try to get work through email, Kyle, Brian, and I hit the road. We drive all over Saskatchewan to make that handshake, to put a face to the name,” he explains. “The next 18 months for me is all about getting out there, meeting new clients, and maintaining our strong relationships. We treat everyone like family, and you don’t just email family—you visit them, you show up. That’s what I want to keep doing.”

Hagel agrees, emphasizing that this hands-on approach is critical to Hoffman Elite’s success. “Kyle is a huge proponent of sales—not through emails or phone calls, but by going out to the sites, driving to the offices, shaking hands. That’s how we’ve built this company,” he says. For Hagel and the rest of the leadership team, being present and accessible to clients and workers alike is non-negotiable. “We’re available 24/7—to our workers and to our clients. That’s what has made us successful.”