Bil­lion-Dol­lar Am­bi­tion

Meet Iggy Do­ma­gal­ski, the 36-year-old CEO of Tun­dra Process So­lu­tions

Alberta Oil - - THE ASK - – By Wil­low White

IGGY DO­MA­GAL­SKI AL­WAYS KNEW HE WANTED TO BE the boss. This spring, his dream be­comes a re­al­ity, as the 36-year-old takes over as CEO of equip­ment sales, en­gi­neer­ing and main­te­nance firm, Tun­dra Process So­lu­tions.

Along with Mike Miller, his long-time friend, men­tor and busi­ness part­ner, and Dan Peet, Tun­dra’s founder, Do­ma­gal­ski bought the com­pany in 2006. Over the next 10 years, the group trans­formed Tun­dra from an $8-mil­lion busi­ness to a $150-mil­lion one. “We’ve had some pretty good growth,” Do­ma­gal­ski says. But this spring, Miller will be mov­ing more fully into his po­si­tion as chair­man, while pass­ing on the role of CEO to Do­ma­gal­ski, who has been serv­ing as COO. Do­ma­gal­ski says he’s ready to em­brace his new role and he isn’t shy about his goals—“to build a bil­lion-dol­lar com­pany.” It’s a bold am­bi­tion, made all the more so given to­day’s en­ergy eco­nom­ics. So where does the 36-year-old get off mak­ing such claims?

Born in Wro­claw, Poland, and raised in Win­nipeg, Do­ma­gal­ski learned early on the im­por­tance of en­trepreneur­ship from his par­ents, them­selves small busi­ness own­ers. From the time he was 12, he wanted to run his own com­pany. So he did. Be­tween the ages of 16 and 20, Do­ma­gal­ski ran a paint­ing com­pany and a small on­line mar­ket­ing busi­ness. Later, he at­tended the Univer­sity of Man­i­toba’s Bach­e­lor of Com­merce pro­gram and dou­ble-ma­jored in fi­nance and ac­count­ing, lead­ing him to­wards a ca­reer in cor­po­rate fi­nance. When the op­por­tu­nity arose to move into the mid-sized busi­ness world by buy­ing the for­mer Tun­dra Con­trols, Do­ma­gal­ski jumped. He and Miller moved west and took over Tun­dra, which had been founded by Peet in 1999. Ten years and two name changes later, Tun­dra Process So­lu­tions now pro­vides unique, in­dus­trial equip­ment op­tions for a va­ri­ety of oil and gas plants. The com­pany’s head of­fice is in Cal­gary, with smaller of­fices span­ning the prov­ince and be­yond in Ed­mon­ton, Fort McMur­ray, Grande Prairie, Lloy­d­min­ster, Saska­toon, Swift Cur­rent, Red Deer and Den­ver, Colorado.

Do­ma­gal­ski takes the com­pany’s ex­po­nen­tial growth in stride. “It’s been fun try­ing to keep the train on the rails,” he says. The in­com­ing CEO doesn’t lay any claim to the com­pany’s suc­cesses as the re­sult of any one great de­ci­sion he’s made. Rather, he says he takes ev­ery­thing one day at a time. In 2007, Tun­dra grew sig­nif­i­cantly af­ter pur­chas­ing Al­berta-based Cana­dian Boiler In­dus­tries, and it con­tin­ues to make strate­gic part­ner­ships. And while Do­ma­gal­ski may not take the credit, Deloitte named Tun­dra one of the best man­aged com­pa­nies of 2014.

Step­ping up from COO to CEO won’t dras­ti­cally change Do­mo­gal­ski’s role, as he’s al­ready wo­ven tightly into the fab­ric of the com­pany. “My job, on a day-to-day ba­sis, is to work on things like vi­sion, fore­casts and cul­ture,” he says. That, and scout­ing for new em­ploy­ees. “That’s what I spend a lot of time do­ing; find­ing and re­tain­ing and train­ing our awe­some peo­ple,” he says. “I think we’ve built a very spe­cial cul­ture—one where peo­ple re­ally want to work.”

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