Built to Scale: The Leadership Evolution of Moatassem Moatez: A TEC Canada Journey

Turning Experience into Enterprise

Long before MyCourier Inc. was founded, Moatassem Moatez had already built a career defined by scale, strategy, and execution.

Born and raised in Egypt, Mo began developing his leadership instincts early. In 2006, he moved to Dubai, where he built a strong corporate foundation leading marketing and sales teams for global multinationals including Unilever and Nestlé. Those years shaped his understanding of brand, operational discipline, and performance-driven growth.

Entrepreneurship followed naturally. Mo co-founded his first startup, secured strategic partnerships with a leading technology communications company, and later became an angel investor, using his ability to identify high-performing teams and scalable models to support emerging ventures.

By the time he arrived in Canada in 2019, Mo was not searching for direction, he was preparing for his next build.

When COVID reshaped global commerce, Mo recognized what many overlooked: the explosive demand for logistics capacity. With both corporate discipline and entrepreneurial pattern recognition behind him, he founded MyCourier Inc. in July 2020.

What followed was not accidental growth. It was intentional scale.

The Build: From Strategy to Execution

MyCourier Inc. was launched with clarity: focus on performance, flexible capacity, and strategic partnerships. Early traction came quickly, and Mo secured contracts with major e-retailers like Amazon.

Within two years, MyCourier scaled to:

• 70+ drivers
• Over 160 employees
• A fleet serving the Greater Toronto and Golden Horseshoe region
• Established partnerships with major online retailers

The company carved out a logistics niche in an increasingly competitive market by prioritizing asset growth, operational rigor, and disciplined investment. But rapid scale brings a different kind of complexity.

What began as high-growth execution evolved into a leadership challenge.

The Inflection Point: From Founder to Builder

Mo understood growth. He had led teams globally. He had built startups. But scaling an organization of 160 people required a new level of leadership maturity.

“I knew how to operate,” he reflects. “But I wanted to build something that could outlast me.”

The pressure shifted from winning contracts to developing leaders. From reacting quickly to thinking long-term. From being the engine of the business to building the infrastructure that would sustain it.

That’s when Mo leaned into TEC Canada.

He didn’t join because he lacked experience. He joined because he understood that leadership at scale requires challenge, perspective, and accountability.

A Personal Board of Directors

From the outset, Mo approached TEC with intentionality.

He treated it as a strategic asset, what he describes as a personal board of directors. A room of experienced leaders who understood scale, pressure, and the weight of executive decision-making.

Under the guidance of his Chair, Jeremy Harvey, the conversations went deeper than operational tactics. They addressed mindset, blind spots, emotional discipline, and the often-unspoken cost of leadership.

One lesson proved transformational: the discipline of pause.

Mo had built his career on decisiveness. TEC helped him refine it. Instead of reacting at speed, he learned to respond with structure. To build decision frameworks. To separate urgency from importance.

Another defining moment came during a TEC retreat, when he was challenged on the motivation behind his growth.

“For years,” Mo realized, “I was growing out of fear – fear of losing clients, fear of instability.”

Jeremy reframed it simply: growth should come from excitement, not fear.

That insight reshaped Mo’s strategic lens. Expansion became intentional. Hiring became investment. Acquisitions became opportunity rather than protection.

Strengthening the Core

The impact of TEC wasn’t abstract – it showed up in results. The company evolved from conservative, single-digit revenue growth into sustained double-digit expansion.

“We started with conservative single-digit revenue growth,” Mo shares. “After joining TEC, that growth consistently moved into the double digits.”

But revenue was only part of the story. Leadership depth increased. Senior managers were developed more deliberately. Delegation improved. Decision-making became calmer and more deliberate. MyCourier Inc. became less dependent on Mo’s constant involvement.

The organization matured structurally. Mo matured strategically. And perhaps most importantly, he recalibrated how he valued himself.

One piece of feedback from Jeremy stayed with him:
“Mo, you don’t yet realize how much value you bring.”

That perspective shift influenced negotiations, pricing strategy, partnerships, and long-term positioning. It strengthened both margins and confidence.

Leadership Beyond the Company

Today, Mo’s influence extends beyond MyCourier.

He serves as Chair of the Board of Directors for the Oakville Chamber of Commerce, is an active supporter of newcomer entrepreneurship in Canada, and has spoken on global platforms including TEDxRIT, Dubai Chamber, RiseUp, and multiple universities across the Middle East.

In 2022, he was named Entrepreneur of the Year by the Oakville Awards for Business Excellence, and in 2024, MyCourier received the Canadian SME National Business Award. The growth of the company mirrors the growth of the leader behind it.

The TEC Impact: Sharpening an Experienced Leader

When reflecting on TEC, Mo is clear: it did not create his leadership foundation. It refined it.

Before TEC, he was a strong founder and operator. Through TEC, he became a more deliberate builder of people and systems. Isolation gave way to perspective. Intensity gave way to structure. Fear-driven growth evolved into purpose-driven expansion.

The business became more strategic. More resilient. More self-sustaining. TEC did not remove the pressure of leadership. It strengthened his capacity to carry it. Today, Mo sees TEC not as a program, but as a long-term leadership discipline – a place that continues to stretch him as the business scales.

A Leadership Journey That Compounds

Mo’s story is not about starting from scratch. It is about what happens when an already accomplished leader chooses to sharpen their edge.

From global corporate leadership…
To startup founder…
To award-winning CEO leading 160+ employees…

Mo’s journey reflects a truth many executives recognize: growth does not stop when you gain experience. It accelerates when you commit to refining it. And for Mo, TEC Canada became the arena where that refinement continues.