A People-First Approach to Growth

How a Toronto logistics firm balances technology, customer service, and employee wellbeing to thrive in uncertain times.

When COVID-19 struck in 2020, Anthony Mestroni, Director and CEO of North Atlantic International Logistics, faced challenges that would test his 20-year-old company. Rather than focusing solely on operational continuity, Mestroni prioritized employee security in a decision that would later prove instrumental to the company’s resilience.

““Rob Birch (Director and President) and I made a 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.

For many business owners, extended absences trigger concerns about operational control. Motor Surf competitions required Mestroni to spend approximately 12 days abroad for each race, traveling to Italy, Sweden, Croatia, Poland, Saudi Arabia, United Arab Emirates, and China throughout the season. This cumulative two-month absence represented a significant leadership test.

“One of the biggest fears for any business owner is not having your finger on the pulse,” Mestroni reflects. “It was a substantial growth period for me to allow my trusted employees, some with me for over ten years, to run operations. They knew the day-to-day needs and encouraged me to pursue this dream.”

“The staff posted information about my competitions around the office and really encouraged me to go for it,” says Mestroni. “I finished eighth overall in my division, and at the World Games Qualification Race in Fujairah I came in 25th—just one point shy of the top 24 qualification. Regardless of the outcome, the experience was amazing because I got to chase a dream that many people can’t pursue while running a business.”

Technology Transformation with Cloud-Based Solutions

North Atlantic International Logistics’ digital transformation began as a strategic initiative but accelerated dramatically when COVID-19 forced businesses to adapt virtually overnight. This pivot to cloud technology not only sustained operations during lockdowns but fundamentally reshaped how the company operates today.

“We had a solid game plan after being in business for about 18 years, but I understood that technology was our next improvement area,” Mestroni explains. “When COVID hit, I was returning from a race in Florida as the world shut down. Suddenly, our older system couldn’t support remote work or properly distanced operations.”

The logistics industry has seen a significant cloud migration in recent years, with 61% of transportation and logistics companies now operating primarily cloud-based systems. These solutions provide enhanced visibility, scalability, and connectivity, critical advantages in a supply chain environment where real-time information sharing is increasingly essential.

“I was fortunate to already be exploring a change from our in-house server to a cloud-based dispatching system,” says Mestroni. “The time constraints added pressure, but we found a solution that allowed half the office to work remotely while meeting all government standards.”

Rather than selecting an off-the-shelf product, Mestroni partnered with UFOS Inc., a cloud provider willing to co-develop a customized solution. This collaborative approach resulted in a platform tailored to North Atlantic’s specific operational requirements.

This cloud migration created unexpected benefits beyond operational continuity. The company maintained these flexible arrangements post-pandemic, transforming them into a permanent competitive advantage for workforce recruitment and retention.

Modernizing Accounting Systems

“Once we moved beyond the initial technology fears and saw the cloud working effectively, I asked how we could bring similar improvements to our accounting team,” says Mestroni. “We investigated several options including Oracle and Square before selecting Versapay, which allowed us to replace cumbersome email communications with a customer portal.”

The logistics industry has historically struggled with payment transparency and collection challenges. According to recent industry analyses, transportation companies typically experience 45–60-day payment cycles, well beyond standard 30-day terms, creating significant cash flow pressures throughout the supply chain.

“Versapay solved our first problem where customers would claim they never received invoices after 30 days had passed,” Mestroni explains. “Our new system provides complete transparency, tracking whether recipients open emails, log into the portal, view invoices, or make payments. We’ve eliminated the ‘I never got it’ or ‘it’s in the mail’ excuses while reducing manual spreadsheet work.”

The platform also enabled North Atlantic to develop strategic approaches to credit management, a particularly sensitive issue in logistics where carriers must pay for fuel immediately while waiting 30+ days for customer payments.

“Credit has always been a privilege, not a given right,” notes Mestroni. “In transportation, many frontline workers like drivers need immediate gas payment, making 30-day terms a luxury. We now offer prepayment options for customers who wouldn’t qualify for traditional credit but need our services. This has unlocked approximately $5 million in additional revenue from previously inaccessible market segments.”

This financial technology investment, implemented in January 2024, has substantially reduced administrative workload while increasing transaction volumes, demonstrating how digital transformation can directly impact revenue growth beyond mere operational efficiencies.

Customer Service as a Differentiator

In the highly competitive logistics sector where price pressures dominate, North Atlantic has established a sustainable market position through exceptional customer service. This focus creates relationship longevity in an industry where provider switching is common and customer acquisition costs continue to rise.

“What makes our company unique is our staff and customer care approach,” Mestroni states. “A logistics broker fundamentally serves as a facilitator, similar to how phone directories once connected consumers with service providers. The real challenge lies in securing reputable companies that consistently deliver on their promises.”

The logistics brokerage model operates on thin margins, typically we run 5-10% on domestic shipments, making customer retention essential for profitability. “We position ourselves as neither the most expensive nor the cheapest option, but one offering honest pricing and reliability,” explains Mestroni. “We want customers to focus on their core business while trusting us as genuine partners in transportation solutions.”

This partnership approach includes proactive problem resolution. When service failures occur, North Atlantic often absorbs costs that carriers might not refund, prioritizing long-term relationships over short-term margins.

“Sometimes deliveries arrive late because a driver simply doesn’t feel like driving that day,” Mestroni notes. “While carriers rarely offer rebates since they’ve still paid for fuel and completed the transport, I feel obligated to provide discounts to customers, knowing they’ll return with more business. We serve as that essential bridge between carriers’ binary responses and customers requiring more comprehensive support.”

This philosophy drives consistent operational practice throughout the organization. “When you work here, customer service is paramount,” Mestroni emphasizes. “Care for your customers, and they’ll return, creating a positive cycle where you can pay employees fairly while continuously growing your customer base.”

Toronto’s Logistics Hub and Capital Investments

North Atlantic’s location is two hours outside the Toronto area but we predominantly work with companies inside the GTA allowing technology to give us the presence that we are still in the city while having the luxury of working outside of it with IP telephony still holding onto our 416 (Toronto Area code) numbers. “Toronto functions as an excellent hub for transportation networks,” Mestroni explains. “When moving freight from New York to Vancouver, shipments typically route through Toronto for cross-docking before continuing west on Canadian carriers. Being located here gives us access to an extensive customer base within our time zone.”

The Toronto-area logistics sector generates approximately $6 billion annually, representing roughly 4.3% of Ontario’s GDP. The region’s multimodal capabilities include proximity to four international airports, extensive rail infrastructure, and strategic positioning along the Highway 401 corridor, North America’s busiest freight route connecting the U.S. Midwest to Eastern Canadian markets.

Beyond geographic advantages, North Atlantic has made significant capital investments to secure its long-term market position. The most substantial commitment came four years ago with the purchase of a permanent headquarters facility.

“Since our last feature article, we acquired our own building that allows us to expand, renovate, and grow operations,” says Mestroni. “It’s reassuring to have our forever home here in Huntsville where all operations can function under one roof.”

Adapting to Economic Uncertainty

As North Atlantic approaches its third decade of operations, the company is weathering economic headwinds by balancing growth ambitions with financial prudence. “One of our primary focus areas is expanding our prepaid customer segment,” says Mestroni. “We’re developing systems to efficiently serve clients without established credit while maintaining service quality and minimizing collection exposure.”

Transportation industry analysts project modest 2-3% growth for logistics providers in 2025, with higher performance potential for companies offering specialized services or flexible payment structures. This makes North Atlantic’s prepayment strategy particularly timely, as approximately 22% of small businesses report decreased credit availability compared to pre-pandemic levels.

“Many potential customers simply don’t have the credit scores they need in today’s economy,” Mestroni explains. “By creating pathways for these businesses to access quality logistics services through alternative payment models, we can expand our customer base without taking unnecessary financial risks.”

Beyond market expansion, North Atlantic is prioritizing financial stability to protect its workforce during uncertain economic conditions. “With the current uncertain climate, I’m returning to the core values that guided us through COVID,” says Mestroni. “We’re managing expenses carefully to ensure financial reserves remain available if needed, so employees never worry about job security.”

This employee-focused strategy creates positive downstream effects throughout the organization. “The work-life balance ties directly to our financial approach,” notes Nina McGreevy, the company’s Financial Controller. “When we’re less concerned about job security, we can live with significantly reduced stress outside work hours as well. Everything connects to what you’re able to provide.”

After two decades of growth through multiple economic cycles, North Atlantic International Logistics continues demonstrating how people-centered business practices create resilience. By combining technological innovation with unwavering commitment to both employee and customer relationships, the company has built a foundation designed to weather whatever economic conditions lie ahead.

AT A GLANCE

Who: North Atlantic International Logistics

What: Logistics and transportation brokerage firm specializing in cross-border and cross-Canada shipping

Where: Toronto/Huntsville, Ontario, Canada

Website: www.shipnai.com