Initially, Laperle Corp was founded to meet a demand for B2B sales training. Ludvic offered “Live” training sessions with salespeople or sales teams, which involved making appointments or “closer” calls. The formula was simple: if people didn't close at least once during the training, there was no charge.

Soon, customers were interested in hiring salespeople who already had a “hunter” profile. The service offering diversified to include B2B sales recruitment, with on-the-job training.

In 2019, the company ceased almost all sales training and concentrated on developing cold-calling strategies and hiring its first in-house employees.

The difference was quickly felt: calling non-active candidates made all the difference for customers.

As a result of health measures, recruitment mandates for roadside salespeople had fallen drastically. The company took advantage of this to expand its service offering to new types of jobs:

• Accounting

• Construction

• Manufacturing

• Consulting services

• And much more!

Setting up a company at the dawn of health measures was, all in all, a rewarding experience. LaPerle is proud to have not only doubled its hiring volume at a time when most of its competitors were closing down, but to have done so without applying for or accepting any government subsidies whatsoever.

100% of what Laperle Sales Corp is today still comes from the results of delivering value to our customers, not from life support. Because every difficulty overcome now prepares us for the next challenge.

Recruitment is the “sales” side of human resources. To remain consistent, LaPerle had to have the best sales culture. This was the year when the ideal profile to join the team was born.

In less than two years, François went from being the company's first sales representative to Sales Manager. The sales department and headhunting department are now the 2 pillars of LaPerle Corp.

LaPerle advocates hiring atypical people with great potential. The company develops a code of honor rather than rules. This approach is based on the common sense and ambition of each member of the team. It is presented to each new employee and serves as a reference in the more vulnerable moments of their development.

The Honor Code is leading to a restructuring of the team, with LaPerle making twice as many new hires as in 2022.

The year serves to solidify the foundation. The organizational structure comes to life. Camille was promoted to recruitment manager towards the end of the year, Karim is in charge of the administrative department and optimization, and François still manages sales with his sidekick Olivier.

This year has served to consolidate our company, finalizing the foundation so we're ready to reach new heights and experience national growth.