An entrepreneur
of sustainability

Rémi Marcoux (2017)

Photo Credit : Image taken from interview with Rémi Marcoux,
Cercle des Grands entrepreneurs du Québec

Good business sense and analytical skills

Rémi grew his business in a rapidly changing industry. He witnessed revolutions in printing methods and the advent of digital technology. But the entrepreneur was able to diversify and manage the changes. Committed to ensuring his company’s longevity, Rémi took a long-term management approach.

Remi Marcoux (1979)

Imprimerie Chartier, 1979 (Transcontinental Sainte-Hyacinthe)

Photo credit : benoît chartier

Clip from Michel Patry's interview, Cercle des Grands entrepreneurs du Québec - only available in French

After successfully setting up their flyer printing operations, Rémi and his partners were ready for the next step. They made their second acquisition in 1979, this time in Saint-Hyacinthe, where they purchased Imprimerie Chartier, a printing plant that focused mostly on community newspapers, and then embarked on a Canadian expansion in 1982 by opening a print shop in Ontario. In 1986, Transcontinental made its first acquisition in the field of publishing outside Québec with The Hockey News, and made inroads in the U.S. by acquiring two print shops south of the border. That same year saw the emergence of Publi-Sac and Publi-Lobby, which revolutionized flyer distribution. In 1992, Transcontinental became Canada’s leading commercial printer with the acquisition of Southam’s commercial printing division. Today, Transcontinental is Canada’s largest printer and a major North American flexible packaging supplier. The company is also a leader in specialized media.

Combining innovation and sharp analytical skills, Rémi, together with his partners, has orchestrated the growth of Transcontinental through numerous acquisitions in Canada, the U.S. and Mexico. With his accounting background, Rémi has a firm grasp of financial matters and knows how to manage risks.

Rémi Marcoux avec prémédia

Rémi Marcoux (centre), accompanied by the Premedia team in Toronto (April 2012).

Photo credit : Transcontinental archives

The importance of information and training

Like his father, Rémi Marcoux believes education is important. He wants to teach Quebecers about the economy and encourage them to become entrepreneurs.

Rémi at Isabelle Marcoux

Rémi Marcoux and his daughter, Isabelle, at Transcontinental’s annual general meeting of shareholders in February 2012

Photo credit : Pierre Charbonneau

Rémi decided to purchase the Les Affaires newspaper in 1979. At the time, the weekly was in trouble and Rémi did not want to see the only French-language financial newspaper disappear. The businessman saw an opportunity to turn it into an educational tool that could be used to encourage Quebecers to start their own companies. He wanted to show them that it’s possible to succeed in business. To this day, the company has a large number of flagship publications dealing with the economy, business and financial management. They are the voice of local entrepreneurs who continue to inspire and inform our society.

Clip from Jean-Paul Gagné’s interview, Cercle des Grands entrepreneurs du Québec — only available in French

A well planned and prepared ownership transfer

Rémi Marcoux would like Transcontinental to remain in family hands. Handing over the reins has always been part of his long-term vision and the main reason he invested so much time in preparing his successors. Transcontinental’s transition took more than 20 years, and its success speaks to Rémi’s leadership and vision.

Clip from Rémi Marcoux's interview, Cercle des Grands entrepreneurs du Québec — only available in French

In 2012, Isabelle Marcoux became Chair of the Board of Transcontinental. His son Pierre Marcoux, became President of TC Media, his daughter Nathalie Marcoux, became VP Finance, Capinabel Inc., and his son-in-law, François Olivier, became President and CEO of TC Transcontinental. They all sit on the company’s board of directors and actively contribute to its transformation and success.

It took more than 20 years to complete the transition and ensure its success. We’re lucky to have a father who prepared his successors properly and a board of directors that supported us throughout the process.


The members of the family’s second generation are actively involved and motivated to ensure the company’s growth. They have a long-term vision and are reinventing Transcontinental with a new growth driver, flexible packaging.