The Hallmark story began in 1980 with 1 employee, our founder Ron Northcott. Over the years, Hallmark has grown rapidly, surpassing 100 employees in 2005, and achieving nine-digit revenues in 1998.
In retrospect, we can attribute our meteoric growth and success to four main factors:
- Visionary leadership
- Unwavering core values
- A first-rate team of people
- Excellent industry relationships
In 2005, we celebrated our 25th year in the Canadian oilpatch, representing a quarter century of delivering unsurpassed quality, value and commitment to our customers. The year was a milestone in other ways as well; it featured the launch of an industry first -- our one-stop tubular services division, Hallmark Integrated Tubular Solutions (HITS) in Nisku, Alberta.
HITS is poised to revolutionize the industry with a unique product & service offering that would result in improved quality and safety, as well as significant cost savings and efficiencies for its customers.
In more ways than one, 2005 proved significant as it also marked the year that we re-launched the Hallmark brand. This extensive programme included a complete overhaul of our corporate identity, from logo to stationary, signage, fleet livery, website and literature. However, re-branding ourselves wasn't merely a case of just changing an image; it was about re-aligning our goals, ensuring that everyone in the organization 'walked the talk', and strengthening our corporate resolve.
It was about preparing for the future -- about how to run our business even better in the years to come.
After all, learning from the past while looking forward has always been the Hallmark way.
We believe in empowerment, not micromanagement.
From a customer perspective, our goal has always been to provide the best possible solution in the best possible way. In order to accomplish that, we needed a team that was proactive, technically competent and customer focused, but more importantly, we needed to create an environment that would attract and sustain a healthy, happy and motivated group of individuals. We had to find like-minded professionals who wished to excel, and who saw what we saw.
