Turning uncertainty into strategic momentum

In a year marked by economic volatility, MacArthur’s Quality Flowers & Plants Inc., a Nova Scotia-based floral bouquet builder, has demonstrated how small businesses can not only weather uncertainty but use it as a catalyst for transformation.

4-minute read

Published September 19, 2025

Mike Lebans, Co-owner, MacArthur’s Quality Flowers & Plants Inc.

MacArthur’s Quality Flowers & Plants is a multi family-owned business that sources flowers from local and international growers, then arranges and distributes them to major Canadian retailers.

The Lebans family itself has been involved in the flower industry since the 1970s. MacArthur’s Quality Flowers & Plants was officially founded and incorporated in 1999. It has long been a regional leader in the floral industry. “Boxes of flowers come into our facility, and they leave as beautiful bouquets,” says Mike Lebans, the company’s vice president and co-owner.

You can wait for change, or you can guide it.

Facing internal and external headwinds

In 2022, Lebans realized he needed an extra set of eyes to consider the issues: “As the business grew, I knew that I couldn’t do everything myself.” He worked with the BDC to develop an optimization plan. It was designed to evolve and to fit in MacArthur’s new facility, which opened in 2023.

Then, 2025 brought a new set of challenges: currency fluctuations, shifting trade dynamics and rising pressure to localize supply chains.

Rather than retreat, Lebans leaned into the moment. “It’s a challenge to be better,” he says. “You can wait for change, or you can guide it.”

This forward-looking stance has defined the company’s response. MacArthur’s moved decisively to improve its internal efficiencies while also reducing its exposure to U.S. imports.

We live on fractions of a penny. So, we look at every process and ask: How can we make it smarter, not just faster?

Encouraging a productivity culture

MacArthur’s started by changing how the production line was set up and using what they already had to increase their productivity. It was a matter of shifting different stations and perspectives.

“We were able to increase our output tenfold just by using our existing equipment,” explains Lebans. “We just reused what we had, and we used some things that weren’t being utilized properly. That was probably the biggest and most impressive part.”

The leadership team also designated key employees to lead others in new ways of working. Lebans says the results were impressive. “The frontline team in the production room felt heard. They felt recognized. They were able to see the vision and run with it.”

Today, productivity at MacArthur’s is not just a metric—it’s a mindset. The company continuously evaluates how work is done, seeking ways to streamline operations without compromising quality or craftsmanship. From rethinking labor allocation to exploring equipment that enhances consistency, every decision is guided by a commitment to doing more with less.

This operational discipline is matched by a long-term vision. Lebans is preparing the next generation of leaders by involving them in strategic planning and innovation workshops. “I’m trying to step back a little more each month,” he says. “We’re building a team that can run the business and think beyond it.”

New markets, same mindset

MacArthur’s was just as decisive in responding to shifting trade dynamics, sourcing more from Latin America and emphasizing the local value-added nature of its products. 

“We now highlight that our bouquets are assembled in Nova Scotia—even if the flowers are grown elsewhere,” Lebans explains. “It’s about showing that local hands are part of the value chain.”

He sees a future that includes vertical integration and diversification. With deep expertise in handling perishable goods, MacArthur’s is exploring adjacent markets where its logistics and cold-chain capabilities can be leveraged. “We’re in the fresh business, not just the flower business,” he says. “What else can we move efficiently and profitably?”

When inefficiency and uncertainty became the norm, MacArthur’s responded with clarity and conviction. By focusing on core strengths, empowering its team and staying open to new opportunities, the company is setting itself up for long-term success.

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