In an exclusive interview with CanadianSME Small Business Magazine, we had the pleasure of speaking with Stephen Hamelin, Founder and CEO of Vortex Aquatic Structures International, a pioneer who transformed a small business into a globally recognized leader in aquatic play. Headquartered in Montreal, Vortex has delivered over 12,000 installations across 50 countries, enriching communities with inclusive, sustainable, and innovative aquatic experiences
Interview by SK Uddin
Stephen Hamelin is an engineer by training who transformed his small business into a global leader in aquatic play. Under his leadership, Vortex Aquatic Structures International has revolutionized the way children and families play in urban spaces, water parks, and resorts around the world. Headquartered in Montreal, Canada, Vortex employs nearly 250 people and has delivered over 10,000 custom installations across 50 countries and five continents.
Its solutions can be found in renowned destinations such as Walt Disney resorts, Ritz-Carlton hotels, Zoo Miami, and major cities including New York, Los Angeles, and Paris.
Vortex Aquatic Structures International has grown from a small business into a global leader, with over 12,000 installations across 50 countries. What were some of the pivotal challenges you faced while scaling the company, and how did you overcome them to achieve international success?
At the beginning, we were pioneering an entirely new product category—Splashpads. Very few people truly understood the benefits, let alone how to design, build, and operate them. That meant we had to invest significant time and resources into educating all stakeholders—from municipal decision-makers to landscape architects and operators. It was a heavy lift. The sales cycle was long and costly because there was no existing ecosystem to support us outside the organization. Everything—from product awareness to technical guidance—had to come from us.
Another pivotal challenge was getting closer to the customer. In our early stages, we worked primarily through distributors, which limited our ability to connect directly with end users. As we scaled, we made the strategic decision to engage directly with customers in key markets. This gave us invaluable insights—not just into what they needed, but how we could improve. That proximity fed directly into our innovation pipeline and helped us refine our offering in ways that wouldn’t have been possible otherwise. It was a bold move, but a defining one in our growth story.
Innovation is at the heart of Vortex, from pioneering the first Splashpad® to launching immersive experiences like DreamTunnel™. How do you foster a culture of innovation within your team, and what role does customer feedback play in your product development process?
First and foremost, we recognize that innovation isn’t limited to product development—it can and should occur across all facets of the organization. Whether it’s improving internal processes, enhancing capabilities, or raising quality standards, innovation starts with a mindset: never being satisfied with the status quo.
We actively encourage our team members not only to identify areas for improvement but also to take initiative and act on their ideas. Fostering this culture means leadership must focus on enabling the organization. That involves creating space for cross-functional collaboration, promoting open communication, and setting clear objectives.
Too often, managers hand out task lists without answering the why. But when employees understand the bigger picture—the purpose behind what they’re doing—they’re more likely to think critically and contribute meaningfully beyond their defined roles. That’s where true innovation begins.
Customer feedback also plays a vital role in this process. Our most successful innovations have come from listening closely to our customers—not just what they say they want, but understanding the underlying needs and aspirations driving their requests. That feedback is an essential input in shaping our product roadmap and delivering solutions that resonate.
Sustainability is increasingly important in the aquatic play industry. Can you share how Vortex integrates sustainable practices—such as water management systems and regional manufacturing—to minimize environmental impact while delivering engaging play experiences?
With water—one of Earth’s most precious resources—at the heart of what we do, environmental responsibility has always been a core value at Vortex. From the very beginning, we’ve embraced the principles of sustainable design to guide our decision-making. The three pillars of sustainability—social impact, economic value, and ecological responsibility—align perfectly with our approach.
At our core, we create opportunities for inclusive, multi-generational play. Whether it’s in a public park, family resort, or amusement park, our aquatic play solutions foster joyful, wholesome experiences for the entire family. That’s the social impact we’re proud of.
Economically, our installations deliver strong returns. Commercial clients see increases in revenue and guest satisfaction, while our municipal partners are able to enhance the quality of life in their communities through accessible, engaging recreation spaces.
At Vortex, we often say: “Make every drop count.” That philosophy drives our development of advanced water management systems, tailored to the needs of each project. We carefully balance water consumption with operational efficiency, offering flexible solutions that help preserve both water and energy. From recirculation systems to smart flow controls, our technologies are designed to minimize environmental impact without compromising the play experience.
Regional manufacturing is another important part of our sustainability strategy. By producing closer to our markets, we reduce transportation emissions, shorten lead times, and better support local economies—all while maintaining high quality standards.
With Vortex celebrating its 30th anniversary and expanding with a new facility in Plattsburgh and the acquisition of Watergames & More, how are these milestones shaping your vision for the company’s future and its impact on communities worldwide?
These are important milestones in our growth story—and they reflect a deeper evolution in how we see our role in the world.
Our products become part of the fabric of communities. That’s why it’s vital for us to understand not just the technical requirements, but the culture, regulations, and priorities of the people we serve. The only way to truly achieve this is through proximity.
Opening our new facility in Plattsburgh allows us to be closer to our largest market and to better support our customers in the United States. We’ve long had team members across the U.S. in sales and service roles, but now we can also offer a U.S.-manufactured product—something that strengthens our responsiveness, improves lead times, and reinforces our commitment to local economies.
Similarly, our operations in Spain and the Netherlands, along with a network of distribution partners throughout Europe, provide the infrastructure we need to effectively support international markets. These aren’t just logistical decisions—they are strategic moves to ensure we remain closely connected to the communities we impact.
While our corporate values and product expertise originate from Canada, our reach is now global. That means our company culture must evolve to reflect the international diversity of our organization. We’re not just exporting products—we’re sharing a vision of play, inclusivity, and sustainability that adapts and responds to local realities.
Looking ahead, these expansions are not just about scale—they’re about strengthening our ability to listen, learn, and lead with purpose in every corner of the world we touch.
Reflecting on three decades of leadership and innovation, what final advice would you offer to Canadian small and medium-sized business owners who aspire to make a lasting impact in their industries?
My advice to Canadian small and medium-sized business owners who aspire to make a lasting impact is simple, but hard-earned through experience.
First, take the time to define your core values. If they’re thoughtfully chosen and genuinely believed in, they will serve as a guiding beacon during times of uncertainty and change. When you live those values intentionally—in your leadership, your decisions, and your day-to-day actions—they become magnetic. They help you attract the right people and align with the right partners.
Second, be clear about your unique value proposition. Understand what truly sets you apart, and make sure that message is consistently projected to your customers. Your differentiation is your foundation—protect it, communicate it, and keep evolving it.
Finally, recognize that growth requires evolution—not just in your offering, but in your team. A growing business will need different types of talent at different stages. Don’t be afraid to bring in new skills and perspectives—even before you think you need them. Getting the right people on board at the right time, or ideally a little ahead of time, is critical to scaling successfully.
At the end of the day, building a lasting company isn’t about one bold idea—it’s about clarity, consistency, and having the courage to evolve when it matters most.
Disclaimer:
The views and opinions expressed in this interview are those of the guest and do not necessarily reflect the official policy or position of CanadianSME Small Business Magazine. This content is provided for informational purposes only and should not be considered business advice.
