The Ngenia team is passionate about all kinds of challenges. They thrive on jumping on board and joining up with your crew to help you management team identify the best opportunities for growth and organizational efficiency.


In high pressure situations, where businesses must always do better, do it faster, and often with fewer resources, our involvement aims to accompany you to…

Build a cohesive management team
Develop unique, efficient and realistic strategic pathways
Guide managers towards developing indispensible organizational capacity
Ensure you evolve towards a distinctive business model

Ngenia is a partner of choice as you aim to reach your goals. Whether through dynamic workshops and/or working alongside specific teams, we strive to facilitate alignment and decision-making, guiding the organization into safe harbour.

Nathalie Gélinas is the driving force behind Ngenia. An Industrial Engineer, she also holds an MBA and the IASA certification. She has over 30 years of business experience. Through her career, she has several hats (entrepreneur, consultant, executive manager), which has allowed her to acquire considerable versatility as well as direct experience in a diversity of sectors (industrial, manufacturing, financial) At the same time, she has worked as a company administrator and served on Boards of Directors.


Nathalie has surrounded herself with a multidisciplinary team, which can be tailored to meet the needs of specific mandates. Her partner network consists of experienced resources, talented in the areas of guidance, leadership, financial analysis, project management and governance.

Nathalie’s approach is unique. Based on the 4Cs, it focuses on continuous improvement.

These 4 steps are interdependent, and each of them encourages ease of movement.

Cohesion in the management team underlies any and all improvement in the business’ performance. It is generally accepted that when the team is dysfunctional, long-term aspirations and goals, daily operations and employee engagement are thrown overboard!


With no investment of energy in organizational Clarity, a clear mission and direction, the crew becomes exhausted and goes off course. The course map should be simple, clear and understood by all. No one should be left aside. It is at this point that the business can be set adrift, losing its moorings and actively seeking a change in direction.


Without a clearly affirmed will to carefully manage Change, businesses often drift aimlessly, no longer able to set a useful course. They waste their energy and resources following the wrong route. A continuous reading of constraints and an ability to adjust course guarantees that the wind remains in the sails and port is reached. 


Finally, the organization must take the time to anchor what it has learned in its Culture.



Results are hard to obtain when the pilots at the helm do not agree on the destination. In order for the crew to have a clear sense of direction to then set a proper course, managers must have the right navigational tools. Everyone must be speaking the same language so they all understand each other. Otherwise, they become dysfunctional, risking their cohesion. Investing in confidence, encouraging commitment, making everyone aware of their responsibilities, building on collective accomplishments, all the while eliminating silos and making room for value-creating activities.


Identify and measure team dysfunction.

Understand leadership styles to maximize results.

Agree on the course and identify targets, objectives and key issues.

Develop a plan, focus the team, lay the groundwork for change.

All activities must be organized and synchronized to move the team forward quickly, taking what has been learned from work sessions and putting that into practice at the daily operational level.



Organizational clarity aims to provide all members of the crew with a shared vocabulary

and a clear vision of what is and what is not important.


Clarity is the rallying cry, the unifying theme. The wind shifts direction?

Clarity enables agility, leading to better decisions.


If doing less is called for, in order to conserve energy, then it is vital to act correctly.
Clarity also allows managers to delegate more effectively, to empower teammates with confidence, to make fast decisions, to reduce confusion and to resolve problems, without being constantly on the look-out.


Update the manager logbook.
Clarify the fundamental elements that need to be communicated clearly :
Business mission and values;

Business model and current and future value propositions;

Strategic plan and operational plans: business priorities and key strategies.
Develop a realistic game plan where roles and responsibilities are clearly defined.



When the wind is up, mastering all the navigational instruments is crucial – those that signal a change in course and those that alert the need for actions required to stay afloat and guarantee arrival in safe harbour.


The entire crew must be mobilized around their fundamental tasks. As a team, everyone gains agility and can adjust to changing conditions. It is accepted that sometimes we cannot control everything. Goodbye silos, petty guidelines and alarm bells: everyone rows in the same direction, using the same means to enter port.


Plan, organize and implement change.
Stay on course.
Create mechanisms for communication/feedback.
Secure the teams, cascade information and consolidate position.
Manage projects, manage change.



Culture is an organization’s homeport. After sailing through high winds and tides, coming home allows you to take stock, set new references and confirm your position.


That’s why adjusting culture has its place in the improvement roadmap. Throughout the challenges created by change, the organization keeps watch, deals with obstacles and learns. This journey integrates information in an organization carefully built on management systems. Feedback points out where adjustment is needed after missteps, and above all, encourages new discoveries and newly acquired organizational skills to be integrated into the company DNA.


Set in place structures to ensure watchfulness and maintain the right direction.
Take stock of what constitutes the organization’s culture.
Unravel knots, join up the ends, secure the mooring.
Make management meetings, both operational and strategic, more productive.

Align management systems and human resources to strategies and values.



514 466-4664
Montréal (Québec) Canada