Greater Toronto's Top Employers (2025) Magazine - Flipbook - Page 120
120
( 2025 )
SPONSOR CONTENT
Olympus Canada develops leaders from within
M
arie-Christine
Asselin joined
Olympus Canada
just five years ago
and she’s already
graduated from the company’s
North American Emerging
Leaders Program.
Asselin has had the opportunity
to work with people who have
deep experience in the company.
“There is a strong collaborative
culture that helped me to learn
quickly, which has a positive
impact on my work,” says Asselin,
a sales representative in surgical
and ear, nose and throat (ENT).
“I was amazed to be selected to
attend the year-and-a-half long
leadership program,” she says. “It
meant meeting virtually and inperson with 19 of my peers across
North America.” The program also allowed Asselin to interact with
company leaders.
“At Olympus, we are on the
lookout for employees who show
potential to become leaders,” says
Kevin Treuer, manager, distribution centre operations. “We offer
development through training and
projects that give them exposure
across the business.”
Based in Richmond Hill, Ont.,
Olympus Canada is part of a
global company that specializes in
providing and servicing medical
technologies, including minimally
invasive therapeutic devices and
diagnostic equipment.
Asselin describes facing a huge
learning curve when she started
work in the surgical field. She took
over the position from a sales representative who had moved into a
new role within the company. “He
was there to help and to introduce
me to customers,” she says.
The company offers detailed
training on the equipment Asselin
sells and the customer relationship management platforms she
uses. And there is an annual sales
meeting for Olympus representatives from across the Americas.
“My manager has 12 years of
experience with Olympus I can
draw upon, and she’s been in sales
herself,” says Asselin. “She’s results-driven but also empathetic.”
Treuer describes a caring culture in the organization. “Empathy
is one of our core values for our
customers and their patients – and
for our staff,” he says. Each team
develops a charter to show how
they will uphold the values of
patient focus, innovation, impact,
empathy and integrity. “It gives us
a common purpose and we pull
together.”
“At Olympus, we are on
the lookout for employees
who show potential to
become leaders. We offer
development through
training and projects that
give them exposure across
the business.”
— Kevin Treuer
Manager,
Distribution Centre Operations
Olympus Canada technician working on distal end cover replacement.
Bringing together employees
from different areas of the
company has proved a good way to
develop staff and solve challenges. Treuer gives the example of
people from sales and marketing
meeting with warehouse staff to
figure out why a piece of equipment was being returned to the
company because of damage.
“The result was the development of a new shipping case,” says
Treuer. “We’ve not had another
return of that product, and employees from each area know a bit
more about what each other do.”
