Gregory James Aziz is a leading entrepreneur in Canada. He is the president and CEO of the National Steel Car Company. National Steel Car is the largest engineering and manufacturing company in North America. It is also one of the oldest companies in the region. National Steel Car deals with the manufacture of railroad freight cars and tank cars. Since 1912, the company has been in the manufacturing industry. One hundred years later, the National Steel Car is still doing very well and functioning as any other brand new company. The management skills of Gregory Aziz has however been significant in the growth of this company for the last two decades.
National Steel Car was started to take advantage of the huge demand for railway products that existed in the first few decades of the last century. Railway transport was the biggest mode of transport. Companies such as Trans-Pacific railways were demanding railways products in huge volumes. National Steel Car was established to fulfill this market gap that was open. In the first few years of its business operations, the company was doing so well, and the number of orders that were coming from the big railway’s corporations was huge. The initial investors of this company took advantage of the booming business to expand the business operations of the company further.
Since the beginning of the last century, the company has survived continuously despite a few challenges that came in the form of poor management, technological advancement and economic depressions which could push the demand for rail products down.
Gregory Aziz acquired the National Steel Car from a steel company called Dofasco. The company was doing badly off under the management of Dofasco. Greg Aziz came to rescue it from collapse. Under Dofasco, production had gone down to below 3,500 cars in a year. This production capacity was way below what could be tolerated by the company. With such a production capacity, there was no way an engineering firm like National Steel Car would survive.
When Greg Aziz bought the company in 1994, the first thing he did was to put in place a recovery strategy for the engineering company. There was the need to get the production capacity of the firm back up again, and this was only going to happen with a complete overhaul of the company’s production systems. He hired a team of professionals who worked on the systems, and within five years, the company was back in good business. Refer to This Article for related information.