Before we get into the conversation , first a bit of history . Perimeter was initially established as Canada ’ s first private Instrument Flight Rating ( IFR ) School in 1960 by William ‘ Bill ’ J . Wehrle . Four years later , the school acquired its first hangar at Winnipeg International Airport , enabling the company to begin servicing aircraft and , eventually , offer charter and maintenance services .
By 1976 , Perimeter had purchased Transair ’ s northern interior flight routes , encouraging significant growth . To keep up with its nascent expansion , employee numbers quadrupled overnight and Perimeter brought on several new kinds of aircraft .
Over the ensuing decades , the company built out a bigger portfolio of planes and hangars ,
increasing its services and range of operations . This included the introduction of a dedicated , full-time Aeromed air ambulance emergency evacuation service for communities in Manitoba .
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Growth vision
That rate of growth has continued . Today , the company boasts more than 40 aircraft and Approved ( Aircraft ) Maintenance Organization ( AMO ) certification . Perimeter ’ s service roster now includes : regular scheduled passenger services , Aeromed air ambulance services , and cargo shipping to more than 33 communities in Manitoba and Northern Ontario . On top of that , the company also has the ability to provide custom chartered flights to any destination in North America .
For Timo , though , the most rewarding part of the company ’ s growth vision is that it ’ s not afraid to make mistakes in the process . “ It ’ s really exciting to watch progression happen , especially when you ’ ve put a lot of work into a plan and it comes to fruition ,” he details . “ Of course , there are always going to be ups and downs , particularly with a company this old .
“ Throughout Perimeter ’ s history , there have been some decisions that were backtracked after short periods of time ,” he goes on . “ But that ’ s the nice thing – working for a company that wasn ’ t afraid to say , ‘ Yes , we made a mistake , and we need to change our approach .’ In the end , it just makes the company that much stronger .”
New goals
Another aspect of the business Timo is keen to champion is the technology fueling operational efficiency . “ Technology is a huge part of the business ,” he notes , “ and we ’ re constantly evolving – different software , hardware , and so on . Our flight crews , for instance , have been using iPads for years , so now we ’ re at the point where , by the end of next year , it ’ s likely that all our team – from floor workers to those in the maintenance division – will have them .
“ It makes everything so much more efficient . You don ’ t have to go back and forth to a desk or anything like that . There ’ s also amazing things going on with software ; there ’ s so much that has come around –
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