Classic Fire + Life Safety prioritises people in next phase of growth
Classic Fire + Life Safety has announced a renewed focus on integration, culture and long-term planning under new Chief Executive Officer (CEO) Mike Farren.
The company, which began in 1985, has become one of Canada’s largest fire protection providers through multiple acquisitions and a national rebrand.
Farren joined the organisation in early 2025 and has since visited nearly all locations, meeting about 900 of its 1,000 employees.
He said the company’s rapid expansion had created strong engagement but also revealed the need for deeper cultural alignment.
Mike Farren, CEO at Classic Fire + Life Safety, said: “We’ve put people together but haven’t fully brought people together.
“It tells me we still have some important work to do.”
Five-year plan aims to strengthen alignment
According to the company, a new five-year strategic plan will focus on clearer communication, leadership accountability and alignment across business units.
Farren said his priorities shifted after meeting staff nationwide.
Mike Farren said: “Through my travels, I saw the potential of uniting our offices, departments and teams – truly aligning our people.
“This has become a top priority and one that will affect everything we do.”
To support this goal, Classic Fire + Life Safety has established a cross-functional Integration Committee.
The company said the committee will guide the unification of acquired firms, focusing on employee well-being and inclusive planning.
Farren said this approach would help build trust and a stronger sense of belonging across the organisation.
Mike Farren added: “We’re taking a closer look at what it takes to build something people want to be part of.”
Growth continues with cultural focus
Farren confirmed that Classic Fire + Life Safety will continue acquiring companies but within new cultural and geographic guidelines.
Mike Farren said: “We’re still looking at successful fire alarm and sprinkler companies – but now we’re going even deeper than that.
“If a company doesn’t align with our five-year plan, it just won’t make the cut.”
He explained that recurring revenue streams such as inspections, service calls and maintenance contracts will be central to future growth.
Farren said: “In today’s world, we need to double down on what’s recurring.
“It’s how we maintain the business through good times and bad.”
The company’s installation division will remain active, particularly for industrial projects, but Farren stressed the importance of selective bidding.
Mike Farren said: “We need to stay focused on the work we’re good at.
“We have an excellent installation group, but we don’t need to take on every opportunity.”
Building shared standards and culture
Farren said he aims to raise internal standards and reinforce a shared company identity.
He described a scenario he uses to communicate this idea to staff.
Mike Farren said: “I tell staff to imagine you’re walking through a hotel with your family.
“You see a fire extinguisher with a Classic inspection tag.
“You should feel proud of that.
“And when our technician comes around the corner to inspect it, their uniform and the way they conduct themselves should reflect who we are and what we stand for.”
He said the company’s goal is to create a sense of ownership and pride across all levels of the organisation.
Mike Farren added: “It lifts the low watermark.
“It sets the tone for what we expect internally from each other and what our clients can expect from us.”
Preparing for long-term maturity
Farren credited the former leadership team for positioning Classic Fire + Life Safety for this stage of development.
He said his role now is to help the organisation mature into a people-first business.
Mike Farren said: “If we think like a 300-million-dollar company, that’s where we’ll stay.
“But if we start thinking like a billion-dollar company, we begin making the bold decisions that get us there.”
He added that the company’s next steps involve building structure around its existing strengths rather than changing direction.
Mike Farren concluded: “The team’s done a lot, and Classic has come a long way.
“Now we need to start thinking and operating like the company we want to become.”
Relevance for fire and safety professionals
Classic Fire + Life Safety’s updated integration strategy highlights how organisational culture and workforce engagement influence performance in the fire protection industry.
For fire-protection contractors, installers and service providers, the company’s emphasis on recurring revenue streams underlines the growing importance of inspections, maintenance and long-term service agreements.
For fire engineers, facility managers and system designers, Classic’s alignment and quality focus may affect how multi-site clients are served and how acquisition-driven firms sustain standards across regions.
Leadership approaches like Farren’s people-first model could shape how large fire-protection companies integrate operations and maintain consistency after mergers.