Redrock Camps

Since the inception of the company, Ferguson and his team have developed a strategy that shows the decision-making clients, that what some consider the “extras” are actually central to productivity. In short, if a company’s employees are comfortable in their downtime, they will be productive on the job.

The timeframe of setting up the camp depends on how big it is. Some are engineered to sleep 50 people and can be set up in a day. Other times, large complexes that include sleeping quarters for 200, common areas, and a kitchen area will typically take much longer to set up: around three weeks from start to finish.

Managing Rapid Growth
Redrock Camps, though only established a decade ago, is already a high-growth company. Originally, Ferguson and his business partner relied on available human capital that was already in the industry, and didn’t spend much in terms of HR in the early days. But the pool of qualified candidates began to get smaller.

As the operation evolved into the high-growth entity it is today, Redrock and Ferguson had to change strategy. Now, he doesn’t just look for the best trained or most skillful person for the job; instead, as long as the person has the right character and personality to fit Redrock’s company culture, they are considered for the position. After all, the skills needed to do the job can be taught.

Another way the company is managing its growth—and creating great opportunities for its future—is through the recent acquisition of Sockeye Enterprises, a modular installation company. Previous to the acquisition, Redrock Camps was outsourcing the installation of its camps, but now the company can provide an “easy button” for its clients by having the same supplier of installation services, now just at a reduced cost.

“Camp companies like us don’t usually own installation companies, but it became more of a question of ‘why not?’ rather than ‘why?’” Ferguson said. “It’s going great—our two companies have the same core values, and Sockeye has a great culture and great people, which makes the integration process into our business easy. Often, culture can be the greatest challenge with acquisitions, but we haven’t found that with Sockeye.”

Awards and Recognition
Recently both the company and Ferguson have been up for impressive industry and leadership awards. The company earned the Workforce Housing Provider of the Year from the Oil &Gas Awards. Ferguson attributes the win to focusing on the company’s quality versus quantity approach to doing business. He acknowledged that “the equipment is only one part, taking care of people is the bigger focus.”

Ferguson himself is a finalist for the EY Entrepreneur of the Year award in the Energy Services division of the Prairies region of Canada. When asked what he thought stood out to EY for the nomination, Ferguson credited the uniqueness of what Redrock Camps is doing, noting that the company is “adding some color to the industry.”

What’s Next?
“We’re a remote logistics company that just happens to do camps today,” Ferguson said. “In the future I see us continuing with our foundation of providing services to people and companies in the middle of nowhere, but there’s so much more we can do.”

Yes, Ferguson is hoping—and planning—for revenue growth but he thinks Redrock Camps can also be an asset to the community in the region.

“We’re good at getting things done in remote locations, and I’d really like to see us help with the planning and building on the first nation community reserves,” he concluded.