Pelican Intl Inc. Acquires Assets of Pelican International Inc. and Confluence Outdoor Inc. Français
Renewed stability and a bold vision for long-term growth for the paddlesport market leader with U.S. and Canadian manufacturing operations.
LAVAL, QC, May 12, 2025 /CNW/ - Pelican Intl Inc., a newly formed entity, proudly announces the successful acquisition of the assets, excluding GSI Outdoors, of Pelican International Inc. and Confluence Outdoor Inc. through a court-approved Sale and Investment Solicitation Process (SISP) under the Companies' Creditors Arrangement Act (CCAA) in Canada and Chapter 15 in the United States. This transaction was led by former Pelican President and CEO, Danick Lavoie, along with former executives Frederic Guay and Guy Prenevost. A diverse and experienced group of private investors, represented by Vincent Chiara, President and founder of Mach Capital, Marc Varadi, President of RIMAP Hospitality, Luc Sabbatini, Founder of Ganesh Capital, and Charles Malo, Board member and investor has partnered with management to set Pelican Intl's path for growth, resilience, and success. Today marks a pivotal moment for the paddlesport industry, ensuring the continued legacy and innovation of a world-leading portfolio of brands. The core of the company remains strong, as over 400 passionate and dedicated employees will pave the way for the future.
In an effort to further integrate the two companies, Confluence Outdoor Inc. will now operate as Pelican Intl USA Inc., unifying North American operations. This change will provide a clear path for the legacy paddlesport name, Confluence Outdoor, to become our online marketplace and storefront for consumers, as well as the exclusive platform to streamline how we do business with our large retailers and independent dealer network for years to come at www.confluenceoutdoor.com.
A Message to Our Stakeholders
To Our Employees: We extend our gratitude to our resilient workforce, whose unwavering dedication sustained high-performing operations despite challenging market conditions, unsustainable debt levels, and complex CCAA proceedings. Your commitment to excellence has preserved our brands' reputation for quality and reliability, laying a strong foundation for our future success.
To Our Customers: Your continued support through the restructuring process has been invaluable in making this transaction possible. Pelican Intl Inc. is more committed than ever to delivering unparalleled products, innovation, and value to paddlesport enthusiasts of all levels. With a robust portfolio including Pelican, Wilderness Systems, Dagger, Perception Kayak, Advanced Elements, and Boardworks, we will continue to expand the accessibility of our products across all B2B and B2C channels, while further enhancing the agility and simplicity of our supply chain and the customer experience.
To Our Industry: Pelican Intl Inc. is eager to lead the transformation of the paddlesport category, driving innovation and promoting sustained growth in participation. We aim to foster a healthy, collaborative industry capable of disrupting in ways that create value for all brands, so we can continue to invest in new products that inspire adventurers worldwide.
To Our Suppliers: We sincerely acknowledge the support of both domestic and international partners who have championed the brands over the years and in recent months through the CCAA process. The newly formed Pelican Intl Inc. is committed to forging renewed partnerships, leveraging our state-of-the-art rotomolding, extrusion, and thermoforming facilities in Québec and Greenville, South Carolina, to deliver exceptional products and support mutual growth.
Strategic Vision for Growth
Supported by new investors, Pelican Intl Inc. is poised to further consolidate its leadership in the paddlesport sector. The company will actively pursue acquisitions and strategic partnership to strengthen its portfolio, ensuring it remains the global leader in paddlesports. By leveraging all distribution channels, we aim to reach enthusiasts across generations, from beginners to seasoned adventurers. In addition, our advanced manufacturing capabilities in Canada and the United States are well-positioned to support other consumer goods brands and strategic industries requiring large-format, complex equipment and parts. This will be supported by our deep product development and innovation expertise.
"This acquisition reflects the enduring strength of our brands, the resilience of our employees, and the loyalty of our retailers. We assembled an exceptional group of investors, and I am deeply grateful for their trust. Their level of commitment to making this complex transaction possible will create a well-capitalized company, preserve Pelican's legacy, and shape a renewed path for the future," said Danick Lavoie, President and CEO of Pelican Intl Inc. "The fundamentals of Pelican are resilient and strong. Over the past decades, Pelican was built with vision and passion, bringing breakthrough product innovation to the market and building solid manufacturing capabilities. In recent years, the company consistently outperformed competitors — even through rapid growth and a sharp market cycle decline. Pelican further solidified its leading position through strategic M&A, distribution channel diversification, and strong operational performance. I am privileged to embark on this unique opportunity to partner with the Pelican Intl team and my new partners to create sustainable growth, transform the paddlesport industry, and leverage our manufacturing capabilities."
About Pelican Intl Inc.
Headquartered in Laval, Québec, Canada, Pelican Intl Inc. is a global leader in recreational and performance paddlesport equipment and outdoor lifestyle accessories, operating advanced manufacturing facilities in Laval and Salaberry-de-Valleyfield, Québec, Canada, and Greenville, South Carolina. With a portfolio of iconic brands and a commitment to innovation, the company has empowered over six million outdoor enthusiasts worldwide to create lasting memories on the water.
Advisors
Cain Lamarre acted as legal advisor for the acquisition, while Woods LLP served as legal counsel for matters related to the CCAA proceedings.
Hashtags
Try Our AI Features
Explore what Daily8 AI can do for you:
Comments
No comments yet...
Related Articles
Toronto Star
an hour ago
- Toronto Star
From a kitchen table to the world. How Diva Cup changed menstrual products — and became a pop culture darling
More than two decades ago a small family business in Kitchener changed the global conversation about menstrual products. Now, Diva International is looking to do the same for other aspects of feminine care. Prior to Diva's rise menstrual products were largely limited to disposable pads and tampons, which are bad for the environment and contain potentially harmful materials. ARTICLE CONTINUES BELOW Though menstrual cups had existed since the 1930s, none had solved the design challenges that prevented them from competing with disposable alternatives. From a young age Francine Chambers believed that there was a healthier and more sustainable answer. After discovering one of the few cup options on the market, the entrepreneur secured the rights to be the Canadian distributor for a Cincinnati-based menstrual cup maker. Business There's a new ride-hailing service in town. Here's how Hopp plans to break Toronto's Uber-Lyft duopoly Hopp's general manager David Riggs says the app has outpaced expectations and is already Chambers spent more than a decade selling the product across Canada and around the world. But it wasn't until her daughter Carinne Chambers-Saini graduated with a business and economics degree from Laurier in 2001 that the pair began working on their own design. Through trial and error, the mother-daughter team discovered solutions to the traditional cup's design flaws. ARTICLE CONTINUES BELOW ARTICLE CONTINUES BELOW Introducing a new category of menstrual products while competing with multinational incumbents, however, proved an uphill battle. 'We're in a category with a lot of stigma and taboo and discomfort, and most of the buyers we were talking to were grey-haired men,' company CEO Chambers-Saini says. 'Some could not make eye contact with us — their faces would turn red just saying some of those words.' Despite pushback from traditional retail gatekeepers, the product developed an organic following. After a decade, the company landed its first national retail partner, Shoppers Drug Mart, in 2013, fuelling a period of growth that would land Diva Cup on shelves around the world, in pop-culture and atop global entrepreneur and product innovation competitions. The rapid growth, however, proved too much for the small family-run business, which struggled with operational growing pains that were exacerbated by the pandemic. Now, the recently rebranded Diva International is ready for its next cycle, expanding from a single product to a new intimate care category consistent with its tradition of sustainability, innovation, health and safety. ARTICLE CONTINUES BELOW ARTICLE CONTINUES BELOW The Star spoke to Chambers-Saini from her home in Kitchener about the company's rise from small family business to household brand, the challenges that came with its rapid ascent, and how Diva International is building a healthier and more sustainable future. Where did the idea for Diva Cup come from? My mom grew up in the Sixties with all brothers, and when she started getting her period she was devastated, because she could no longer do things with them. She remembers sitting on the beach watching her brothers play in the water, unable to join them, wearing this massive pad, thinking there had to be a better way. Business Why Square Canada's head is betting big on small business — and why cash is no longer king Square Canada's Go To Market Lead Steve Kelly says Trump tariffs and the economic fallout might She had dreamed of this cup back then, and when I was 14, she saw a classified ad for that exact product. She ended up calling the company, getting the product, and dedicated the next 10 years of her life to promoting it. Both of my parents are entrepreneurs, and they worked on the business together. My mom ended up selling the retail stores she owned to become a Canadian distributor, and my dad, who was a tech entrepreneur, helped her develop an online store all the way back in 1992. She dedicated her whole life to promoting menstrual cups around the world from our kitchen table. ARTICLE CONTINUES BELOW ARTICLE CONTINUES BELOW When did your family start its own business? I started using menstrual cups when I was 13, and by the time I graduated university I had a lot of experience with them. We had a lot of ideas on how to improve it, so we started to work on our own design. We found a company in Bolton called Silcotech, founded by Michael Maloney, an expert in design and tooling. We showed him our ideas and he helped us design a prototype, which completely failed, but we continued to work together on it. What made Diva Cup unique? It took us years of gathering feedback from my mom's customers to modernize the menstrual cup. The early versions were made of latex rubber and looked like mini toilet plungers. They even used the same hard rubber. Business How a high-tech vertical farm in Ontario could help reduce our need for U.S. produce With indoor farms for leafy greens near Guelph, Montreal, Calgary and Halifax, GoodLeaf CEO Andy We moved to a medical-grade silicone and made it more comfortable by smoothening out the hard edges around the rim. The biggest issue that nobody knew how to solve for at the time was that you need air holes to release the pressure to allow it to unfold and open properly, so we found a way to make the ventilation work. ARTICLE CONTINUES BELOW ARTICLE CONTINUES BELOW We added ridges on the outside at the bottom to allow easier, no-slip removal, and the overall shape was slightly longer and narrower, with a shorter stem. How did you introduce this new product to the market? We were selling online mostly, and at consumer trade shows, because retail buyers wouldn't even look at us. Tampons and pads bring customers into the store every month, and we were threatening that. And honestly, a lot of people we talked to were completely freaked out and thought it was disgusting. One retail buyer literally told us nobody would ever buy this, and we should give up, but we knew better, because it had already changed our lives. We were working around the clock, dedicated to getting this out there, no matter how much time it took. ARTICLE CONTINUES BELOW ARTICLE CONTINUES BELOW When did the tide start turning? It was through a series of serendipitous events that sealed the deal with our first national retailer. In early 2012 a Carnival Cruises boat sank, and they decided to give up their billboard in Times Square. The sales rep happened to be a woman in Hamilton who reached out to us to offer an incredible deal on the ad space because she loved our product. Business L'Oréal Canada CEO on how the 'lipstick effect' drives the 'essential' beauty business 'Sometimes people look at beauty as a little bit superficial,' says L'Oréal Canada CEO An It was a huge investment for us, but it was too good of an opportunity to pass up. That digital ad ran four times every hour, twenty-four hours a day, for a whole year. That was before we had significant distribution in New York, so it was a big risk. We had been trying to reach a buyer at Shoppers for several years, and they kept saying no, but then they got a new buyer. ARTICLE CONTINUES BELOW ARTICLE CONTINUES BELOW She had seen our banner in Times Square and agreed to give us a meeting. That buyer took a risk because our budgets were nothing compared to the multinational conglomerates that spent hundreds of millions a year advertising pads and tampons, but women were tired of what was out there and interested in trying something new. When we started out nobody really cared about sustainability — nobody was carrying reusable water bottles and grocery bags or talking about health and wellness — but by then the conversation had changed. When did you feel like you had made it? Pretty soon after Shoppers we got into major American retailers, like CVS, and before you knew it, we were in 60,000 stores across the United States. We were featured on a Larry King show about sustainable innovation, and we started seeing the Diva Cup in pop culture. The first time was in 2014 in the Adam Sandler movie Blended, and since then it's been mentioned in Modern Family, Amy Schumer had a whole bit about Diva Cups; people send us Diva Cup songs, poetry and artwork. In 2016 we won two EY Entrepreneur of the Year Awards — one in the sustainable products category, and another for being an industry disrupter — and we kept winning awards after that. ARTICLE CONTINUES BELOW ARTICLE CONTINUES BELOW Our growth quickly became exponential, in the hundreds of percentages each year, and we were no longer this scrappy underdog. At one point we were selling in 38 countries, and we were spreading ourselves too thin. Between 2016 and 2020 we were really struggling to manage all the business we had won. What was the breaking point? In 2020 we faced a lot of different challenges, from the growing pains of a rapidly scaling business to new competitors, and then the pandemic hit. Ironically, we were selling online in the beginning, but when we signed deals with retailers, they required that we shut down our online sales, because they didn't want to compete. So, when COVID happened, many of our competitors were strong on eCommerce, and we weren't. After that we started to lose our retail base and decided to take a step back and work on strengthening our brand. ARTICLE CONTINUES BELOW ARTICLE CONTINUES BELOW What changes did you make? In 2022 we rebranded from Diva Cup to Diva International — makers of Diva Cup — and changed our logo for the first time. That has really helped us solidify our position as our consumers' care partners through all different cycles of life. I'm in my late '40s and into another period where things change in a women's body, and there aren't a lot of resources; a lot of the products that are out there are full of toxic chemicals and perfumes that I don't want to put in my body. We've introduced new innovations in the menstrual care category with the Diva Disc and Diva Underwear, but vulva care is our first expansion into the wellness category. One in four women experience vulva dryness and itching, so we developed a line of products that are safe to use, including a daily moisturizing wash, a cleanser, a refresher — which is an on-the-go cleaning spray — and a lubricator. We've created this legacy around leading conversation on menstrual care, breaking stigmas, and pushing for equity, so this really makes sense as the next evolution for Diva.
Cision Canada
2 hours ago
- Cision Canada
Arctech celebrates five years of growth in Argentina and reinforces its commitment to the Southern Cone and LATAM
KUNSHAN, China, June 2, 2025 /CNW/ -- Arctech, a global leader in solar structure and tracker solutions with smart renewable energy technologies, is celebrating its fifth anniversary in Argentina, highlighting a trajectory defined by innovation, local commitment, and a regional development vision for the Southern Cone. At a special event held with clients, strategic partners, and members of the regional team, Arctech commemorated this milestone as an opportunity to reflect on the achievements and challenges overcome during five years of operations in the country. It was also a space to share the company's growth objectives as it continues consolidating its presence across Latin America. "This anniversary is a recognition of the joint work carried out with our clients, strategic partners, and the Arctech LATAM South team. Every step we've taken has been possible thanks to their trust and collaboration. We look to the future with excitement, knowing that the future of solar energy in LATAM is built on cooperation, technology, and commitment," said Alejandro Silva Zamora, Director LATAM South & Brazil. Since arriving in Argentina, Arctech has participated in some of the country's most prominent solar projects. With a presence across several provinces, the company has provided cutting-edge technology in developments such as Guañizuil II (117 MW), La Rioja Solar (35 MW), Anchipurac (23 MW), Ullum (25 MW), La Cumbre (15.6 MW), and Tucumán Solar (6 MW), among others. These projects reflect the technical and operational efforts of a committed regional team and a technology offering that stands out for its adaptability, efficiency, and reliability factors that position Arctech above other solutions in the market. Five years after its arrival in the country, Arctech reaffirms its commitment to delivering a reliable experience supported by local talent and technical service. The company also seeks to continue expanding long-term relationships that enable sustainable projects with regional impact. About Arctech Arctech is a global provider of intelligent solar solutions with over 91 GW delivered in more than 40 countries. Its portfolio includes solar trackers, fixed structures, PV cleaning robots, and energy storage systems. In Latin America, the company has a strong presence and a team of over 60 professionals, positioning itself as a strategic partner in the region's energy transformation.
Winnipeg Free Press
3 hours ago
- Winnipeg Free Press
‘Hard to look at the bright side'
Lost sales, higher prices and material shortages have recently hit Manitoba businesses reliant on steel and aluminum — and it could get worse. U.S. President Donald Trump announced last week he'd raise tariffs on steel and aluminum imports to 50 per cent, a doubling of the current levy. As of Monday afternoon, the change is proposed to begin Wednesday. Current tariffs already have a 'deep and profound' impact across the supply chain, said Catherine Cobden, president of the Canadian Steel Producers Association. MIKE DEAL / FREE PRESS Steel in various forms wait to be shipped to customers. Premier Wab Kinew and Selkirk Mayor Larry Johannson speak flanked by employees and in front of a giant Canadian flag hanging in one of the buildings at the Gerdau Manitoba Steel Mill, 27 Main St., Selkirk, Thursday morning. Reporter: Gabrielle Piche 250327 - Thursday, March 27, 2025. Gerdau SA's Selkirk steel plant is a CSPA member. A majority of the company's steel is exported to the United States; it employs upwards of 500 Manitobans. Gerdau previously directed a reporter to the CSPA for comment. Across Canada, steel shipments to the United States dropped roughly 30 per cent in April, Cobden said. Twenty-five per cent tariffs came into effect in March. 'This will close the market for Canadian exports to the United States,' Cobden said of the prospect of a 50 per cent levy. Selkirk Mayor Larry Johansson considers himself an 'optimistic kind of mayor.' '(But) it's hard to look at the bright side when they raise the tariffs another 25 per cent,' he said. For now, he's clocked activity in Gerdau's lot — plenty of semi-trucks. Gerdau employees haven't been laid off to date, the United Steelworkers confirmed. A 50 per cent tariff would be a 'massive challenge' to Gerdau and similar mills, said Scott Lunny, a United Steelworkers director. 'Who pays the price for that, often, is workers.' 'There's customers I supply in the U.S. that, when he does things like this, they just stop buying and wait six weeks.'– Richard Bobrowski, Imperial Steel owner Meantime, Imperial Steel hasn't laid off staff, despite recording a 25 per cent drop in sales year-over-year. The Winnipeg company, which makes thin-wall steel tubing, exported roughly 70 per cent of its products to the U.S. in 2024. 'You get going for a few weeks, and all of a sudden the president of the United States makes a statement,' said Richard Bobrowski, Imperial Steel owner. 'There's customers I supply in the U.S. that, when he does things like this, they just stop buying and wait six weeks.' American clients are sourcing within their home country more, Bobrowski added. Imperial Steel struggles to give consistent pricing — between tariff changes and recent steel price fluctuations — and U.S. customers are hesitant to sign on, wondering what change could occur before a shipment arrives. Imperial Steel currently splits the 25 per cent import tariff with its American patrons. It made a decision Monday: it won't swallow more than 12.5 per cent of a 50 per cent tariff. 'Which will then stress our company's ability to compete,' Bobrowski said. 'That's when the government has got to get involved.' The Manitoba government tabbed $300 million for tariff-impacted businesses and farmers in its Budget 2025 contingency plan. The funding hasn't yet been used. Evolution Wheel has avoided tariffs on both sides of the border, said owner Derek Hird. The Winnipeg-based construction-grade solid tire maker imports steel from the United States; it's exempt from Canada's reciprocal tariffs because of a carve-out for manufacturers. The company mainly ships south of the border. But the turnaround time has lengthened — Evolution Wheel hasn't been able to source the specific steel it needs. 'Companies … are just buying up huge amounts of stock, and there's no supply,' Hird said. 'You're … fighting for scraps on what's available in the market right now.' 'Companies … are just buying up huge amounts of stock, and there's no supply,' Hird said. 'You're … fighting for scraps on what's available in the market right now.'– Evolution Wheel owner Derek Hird Supply chain issues have resulted in lost sales, Hird added. Meantime, he's paying more for the steel he purchases. So, too, is Northern Steel Buildings, a steel shop enterprise in Morden. It gets steel from Canada and the United States, and it pays Canada's 25 per cent reciprocal tariff. The tariffed products can be cheaper than Canadian steel, said general manager Rick Friesen. That won't be the case if a 50 per cent fee comes online on Canada's side. 'If the Canadian government decides to retaliate … I think that will hinder the Canadian economy and growth,' Friesen said. The economic uncertainty is damaging, said Chuck Davidson, president of the Manitoba Chambers of Commerce. 'We continue to … move the goalposts at the whim of the (U.S.) president.' If businesses feel further tariff effects, government assistance could be needed, he added. The Canadian Steel Producers Association is calling for Ottawa to implement tariffs to incentivize domestic steel use. Local producers compete with unfairly traded international steel that retails cheaper, Cobden asserted. Manitoba is among the jurisdictions pledging to use more Canadian steel. In March, Premier Wab Kinew declared government infrastructure projects requiring steel would source Canadian. These announcements are appreciated, Cobden said, but the projects might be too late to mitigate the damage of a 50 per cent tariff. 'If the Canadian government decides to retaliate … I think that will hinder the Canadian economy and growth.'– Northern Steel Buildings general manager Rick Friesen However such a levy isn't a given, said Gary Mar, Canada West Foundation president. 'I think the best idea is to … wait and see what the president actually does first.' Monday Mornings The latest local business news and a lookahead to the coming week. He believes Americans will push back against tariffs as they feel pain in their pocketbooks. The impact hasn't reached its peak, Mar stated, noting hundreds of U.S. politicians will run for office again next year. Meantime, Manitoba companies are attempting to dodge tariffs. Northern Steel Buildings is consulting agencies about a reciprocal tariff exemption. It's heard of other companies being successful, Friesen said. Eascan Automation in Winnipeg, which creates robots, is tapping Canadian companies to bulk order aluminum goods from Europe for direct shipment into Canada. The goal is tricky because Eascan orders custom parts and its supplier distribution centres are in the United States, said chief executive Camila Bellon. Canada exported $20 billion worth of steel and iron to the U.S. last year and $4.1 billion in aluminum, per Natural Resources Canada data. Gabrielle PichéReporter Gabrielle Piché reports on business for the Free Press. She interned at the Free Press and worked for its sister outlet, Canstar Community News, before entering the business beat in 2021. Read more about Gabrielle. Every piece of reporting Gabrielle produces is reviewed by an editing team before it is posted online or published in print — part of the Free Press's tradition, since 1872, of producing reliable independent journalism. Read more about Free Press's history and mandate, and learn how our newsroom operates. Our newsroom depends on a growing audience of readers to power our journalism. If you are not a paid reader, please consider becoming a subscriber. Our newsroom depends on its audience of readers to power our journalism. Thank you for your support.
