Interview with Jocelyn Couture, President and CEO of Tink

Looking Back on 30 Years of History, Evolution and Innovation

From microcomputers to artificial intelligence, Jocelyn Couture has witnessed all the major technological revolutions of the past three decades.

Thirty years after founding Tink with his partner Marcel Tremblay, our President and CEO tells us how a two-person startup became Quebec's largest independent digital firm, now employing over 150 people.

What sparked your desire to start a business in 1995?

It's a desire that has always been within me! It comes in part from my youth, since my father was an entrepreneur. After a few years in the job market, I took the plunge, but not alone: I wanted to start with someone who would complement me well. Marcel was the ideal person in that sense; he was very strong with technology, while I had more skills in management and finance. Our partnership was truly complementary!

From the very beginning, we knew it would be part of our DNA to always be on the lookout for new technologies and adapt them to organizations' needs.

Was there a moment in Tink's history when you felt the company had reached another level?

Like most organizations, we started as a small company operating in "artisanal" mode. I remember in the early years, I was taking on assignments in addition to handling accounting, recruitment, and several other tasks.

The turning point came after seven or eight years, when we reached about 30 employees. At that point, I realized that I needed to build a team around me and structure the company more. So we established governance, hired specialized managers, and created external committees to support our growth.

This kind of step is very important for the growth of a company; it involves learning to delegate, surround yourself with the right people, and trust them.

You shouldn't be afraid to recruit people who are strong in their field to complement what you do. And with a good governance structure, there's not much difference between managing a company of 75, 150, or 200 people.

What personal values have you instilled at Tink since its founding?

Everything related to respecting people and differences. It has always been fundamental to me.

Of course, customer service is also essential, because it's thanks to our clients that we still exist today. It's important to serve them well and develop solutions that contribute to their digital profitability.

When you talk about "digital profitability," what exactly do you mean by that?

When new technologies come out, many companies tend to go on what I call "technology trips", where technology becomes an end rather than a means.

Digital profitability is the art of transforming technology into concrete results. It's asking how tools like artificial intelligence can truly support business objectives. Redesigning an e-commerce site, for example, isn't just about making a new storefront: it's about optimizing every step of the purchasing process and measuring the impact on sales. Regardless of technological advances, organizations' objectives remain the same, whether they're very large companies or nonprofits. What's changed is the central role technology now plays in achieving them.

What are the major milestones that have marked Tink's history?

First there was microcomputing, then we witnessed the birth of the Web and all the new technologies that came with it. We quickly embraced these technologies, and it really helped us stand out in the market! The arrival of my brother Michel, four years after Tink's creation, helped us a lot in leveraging new technologies and quickly positioning ourselves in the market.

Mobility was obviously a major technological evolution for us. The Web grew significantly in the early 2000s, but everything was still happening on our computers; phones, tablets and other mobile devices changed the game! Then came social media, which completely transformed the way we interact online.

The latest milestone is, of course, artificial intelligence. It has become an unavoidable reality for organizations and our clients. AI will revolutionize the world of technology, just as microcomputing and the Web did before it.

Would you say that AI is the revolution of all revolutions?

I believe so! Artificial intelligence will impact all professions and interactions, as well as our education system. It's a tool that will allow us to be much more efficient on a daily basis.

For a firm like ours, AI has certainly transformed – and will continue to transform – how we develop technological solutions at every level: in management, programming, creation, development, and strategy. We need to quickly adapt and seize the opportunities it brings.

The key is to stay open to change and not resist artificial intelligence thinking it will "steal our jobs." Instead, we should see it as an opportunity to do better and make ourselves even more indispensable.

With the arrival of AI and machines, is it a challenge for you to preserve Tink's human side?

Since our very beginning, people – both our employees and clients – have been our raison d'être: without employees, we'd have no clients, and without clients, we'd have no employees! I don't believe artificial intelligence will change that.

What's important for us is to support our employees as their roles evolve, because AI will certainly will certainly transform the way they do their jobs. Many tasks will be done much more quickly and efficiently!

In the end, AI remains a tool. It doesn't replace human judgment. Anyone can create with AI, but what will really set us apart is our ability to add a human touch to it.

In your opinion, what's the number one factor behind Tink's longevity?

Our ability to get through sometimes difficult economic periods. Marcel and I have always advocated for financial prudence. We could have give ourselves big salaries, but it was much more important for us to build a solid foundation and focus on sustainability.

This discipline is probably one of the reasons why Tink has always been in good financial health, even during tougher times. And still today, we have a governance structure that ensures our longevity!

Being an entrepreneur always involves some risk, but we've always known how to be cautious while maintaining our ability to innovate.

There have still been moments in Tink's history where you made bolder decisions, notably through acquisitions. What role have these acquisitions played in your evolution?

After several years of organic growth, we acquired BMG Multimedia in 2008, a Quebec City firm with about thirty people. For us, it was advantageous geographically, since we weren't present in the Quebec City market, but also in terms of service offering. It was a very fruitful experience, because we were able to evolve with BMG Multimédia and develop a distinct offering in gaming, more focused on connected toys.

A rare occurrence: ten years after we acquired BMG Multimedia, the firm's employees bought back the company, which had meanwhile grown by 600 to 700%! In short, it was a great success that demonstrates the significant added value an acquisition can bring to an organization.

More recently, in November 2025, we announced our merger with Montreal agency Click & Mortar, which specializes in data science, performance marketing, and artificial intelligence. To me, this alliance is the perfect example of a strategic and complementary partnership. It adds deep expertise in designing and deploying solutions that harness the benefits of AI to deliver tangible value for our clients, while expanding our offering and staying true to our values and culture.

What makes you particularly proud when you look at the journey of the past 30 years?

Having created jobs and seeing our employees grow in their careers. That's what motivates me the most every day! I'm thinking in particular of certain people who joined Tink as developers and are now project managers or directors.

It's also a great source of pride for me to contribute to Quebec's economy and make a difference in the community.

If you had to describe Tink in three words, what would they be?

• Longevity: 30 years of existence is still quite rare for an organization.
• Competence: our success comes largely from the expertise and interpersonal skills of our teams.
• Clients: for the tremendous importance we give them every day!

Finally, if you could go back in time to give advice to the Jocelyn Couture of 1995, what would it be?

I'd tell him: “Go for it, Jocelyn! Don't hesitate to go for it and achieve your ambitions!” I'd also remind him of the importance of being well surrounded.

Additionally, I'd mention him to never forget that founding a business is a marathon, not a sprint. Some people like creating company after company, but for me what matters is ensuring an organization's longevity and giving it the means to overcome difficulties.

Finally, I'd advise him to always aim for balance: it's thanks to that balance that I've gotten where I am today and why I want to continue for several more years!