Taking over the leadership of an 80-year-old family business at just 19 years old is already an uncommon achievement. Achieving 64% growth over the following three years is even more remarkable. This is the accomplishment of Dylan Beaus\u00e9jour.<\/p>\n
Today, at 23 years old, Dylan serves as Vice-President of Grillage Bolar, a company specializing in innovative grilles and access hatches. He reflects on an entrepreneurial succession journey that took a different path from the traditional roadmap.<\/p>\n
Dylan Beaus\u00e9jour says it openly: he was born with a passion for the business. From the age of 11, he balanced school with time spent in the workshop founded by his grandfather, Andr\u00e9 Lazure.<\/p>\n
His mother, Karine Lazure, introduced him to every aspect of production. He learned, observed, and developed his skills over time. Curious by nature, Dylan explored other fields during his teenage years, including mechanics, butchery, and maintenance work.<\/p>\n
During the pandemic, his mother shared her intention to step back from the business and offered him the opportunity to take over the family legacy. The decision quickly became clear. \u201cI always knew I wanted to become an entrepreneur. I chose Bolar because of its products, its team, and its work environment. Nothing is perfect, but no matter the industry, the grass is never greener somewhere else,\u201d explains Dylan. His mother remained President throughout the acquisition process, but Dylan was already actively leading the company\u2019s direction.<\/p>\n
When the transition began, there was no structured succession plan in place. This type of instinctive transition is common, especially among family businesses. To guide the process, Dylan and his mother initially worked with a specialized firm, but the approach was not the right fit. \u201cTheir explanations were too technical. We weren\u2019t moving forward, but the fees kept adding up,\u201d Dylan recalls.<\/p>\n
Eventually, through their financial institution, they connected with experts who were able to simplify the challenges and provide practical solutions. A transition plan was developed, including an estate freeze to establish the company\u2019s value and a gradual transfer of ownership shares. Beyond the financial aspects, the human element proved to be just as important. Unspoken expectations and a lack of communication created challenges throughout the process.<\/p>\n
\u201cWith hindsight, my mother and I could have communicated better. We never had major conflicts, but a mediator helped us maintain a positive and successful relationship. We are both action-oriented people\u2014we don\u2019t always approach things analytically\u2014so we adapted along the way.\u201d<\/p>\n
\u2014 Dylan Beaus\u00e9jour, Vice-President of Grillage Bolar<\/p>\n
According to Jean-Philippe M\u00e9nard, First Vice-President, Regional Network and Innovation at Investissement Qu\u00e9bec, Dylan\u2019s case remains exceptional. \u201cA business transfer usually takes three to five years. A success story like Bolar\u2019s, with a talented entrepreneur like Dylan Beaus\u00e9jour and no initial plan, is the exception. It is a rare talent, comparable to finding a National Hockey League player.\u201d<\/p>\n
Dylan\u2019s entrepreneurial journey was also recognized through Grillage Bolar\u2019s nomination in the Mercuriades<\/p>\n
Raised in an environment where independence was encouraged, Dylan was never sheltered from challenges. His mother taught him the fundamentals of management while giving him the freedom to learn and grow. Mistakes became an essential part of his development. \u201cI made a decision that cost the company $100,000. My approach to human resources was not optimal at first either, but those experiences taught me to clarify expectations and communicate better.\u201d<\/p>\n
For Jean-Philippe M\u00e9nard, this combination of trust and adaptability is essential. \u201cA successful transition is not measured by the absence of mistakes, but by the ability to adapt and adjust.\u201d<\/p>\n
From the moment he stepped into his leadership role, Dylan made it a priority to build strong relationships with his team. During periods of increased workload, he does not hesitate to return to the production floor and lend a hand.<\/p>\n
\u201cI want to represent values of respect, teamwork, and kindness. I do not lead through fear.\u201d<\/p>\n
\u2014 Dylan Beaus\u00e9jour, Vice-President of Grillage Bolar<\/p>\n
From a business perspective, growth has been driven by two key factors: expanding into new markets, including the roofing sector, and strengthening customer relationships. \u201cI personally met with our customers one by one to strengthen those relationships. This approach worked, and for many of them, my fresh perspective helped build confidence.\u201d Today, Dylan continues to carry forward the legacy of Grillage Bolar while shaping its future with ambition, innovation, and the same passion that has guided the company for three generations.<\/p>\n
https:\/\/www.lapresse.ca\/affaires\/portfolio\/2026-05-04\/mercuriades\/reprendre-une-entreprise-a-19-ans-et-en-faire-exploser-la-croissance.php<\/p>\n","protected":false},"excerpt":{"rendered":"
Taking over the leadership of an 80-year-old family business at just 19 years old is already an uncommon achievement. Achieving 64% growth over the following three years is even more remarkable. This is the accomplishment of Dylan Beaus\u00e9jour. Today, at 23 years old, Dylan serves as Vice-President of Grillage Bolar, a company specializing in innovative […]<\/p>\n","protected":false},"author":16,"featured_media":11642,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"footnotes":""},"categories":[1],"tags":[],"class_list":["post-11643","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-news"],"acf":[],"yoast_head":"