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business elite canada
H
APRIL 2014
give it a try.’ If it didn’t work I believed I could
always go back to the industry and get a job,”
says Kwong. “If I could do it, there might be
a transformation, and that’s exactly what had
happened.”
Initially starting as a consulting company in
’97, the firm made the decision to take the
company public in 2005 and listed in the To-
ronto Stock Exchange venture and dive into
the manufacturing business. Although the
company relished in being the exclusive man-
ufacturers for the big players in the industry,
such as Pfizer Canada and Johnson & Johnson,
the economic times did not agree with their
business platform and caused a re-branding of
sorts. “At the time there was a financial tur-
moil in 2009 and many companies were going
down because of this. Unfortunately we were
caught in this financial crisis and I realized that
the manufacturing business and consulting
business are very different.” As a result, Phar-
mEng reverted back to its consulting roots in
2009 and have only been growing from this
stage.
The consulting firm has offices in Canada, the
U.S. and Asia and whole-heartedly believe that
