Scott Marshall is a VP and CEO at Allan Marshall & Associates, a Licensed Insolvency Trustee firm with over 20 offices across five provinces. Founded more than 45 years ago by Allan Marshall, the company is built on the core principle of treating people the way you wish to be treated. The firm prides itself on explaining financial options in a way that clients understand, offering solutions tailored to individual circumstances, and providing a personal, compassionate approach from the first phone call onward.
Company: Allan Marshall & Associates
We are thrilled to have you join us today, welcome to ValiantCEO Magazine’s exclusive interview! Let’s start off with a little introduction. Tell our readers a bit about yourself and your company.
Scott Marshall: Allan Marshall & Associates is a family-run Canadian Licensed Insolvency Trustee firm built on a simple promise: We Can Help. Over 45 years ago, my father, Allan Marshall, left his role with the Office of the Superintendent of Bankruptcy to move back to his home province of New Brunswick. His mission was twofold: to be closer to family and to help people through their tough financial times with compassion and clarity, rather than judgment and shame.
It started with one small office, but the business eventually grew to encompass more than 20 locations across five provinces, spanning from the Maritimes across to British Columbia. While we grew, we ensured all locations didn’t stray from our principal core value: treat people the way we’d want to be treated. This crucial yet straightforward sentiment permeates all our operations. When you call us with your financial issue, you talk to a real person who listens, cares, and explains your options in plain language to help determine what’s best for you and your unique personal situation.
What were the most significant challenges you faced during the scaling process, and how did you overcome them?
Scott Marshall: Scaling from one office to more than 20 across five provinces came with a unique set of challenges. Most noticeably, how to maintain the personal touch that we’ve always been known for, and duplicate that elsewhere. To ensure we continue to promote those same values, we have to be very intentional with who we hire, how we train, and how we lead.
We seek out people who genuinely care, listen without judgment, and can explain options in an easily understood way without overwhelming clients. From there, we lay a foundation for new hires that outlines precisely how we engage with clients, and our leaders embody and model those same approaches every day. We reinforce it by providing ongoing feedback and ensuring everyone understands the ‘why’ behind what we do.
In real-life scenarios, this translates into clients feeling informed, rather than pressured, and respected rather than shamed. It’s about placing compassion at the forefront, whether they’re walking through our very first office door or into our newest location.
That consistency is how we’ve grown without losing what made us successful in the first place.
How did you ensure that your company culture remained intact as your business expanded?
Scott Marshall: Our culture is built on the simple idea that we treat people the way we’d want to be treated. That starts the moment someone calls. They get a real person on the line, not a maze of automated options. I still take calls myself when I can, because it’s the best way to show our team exactly how we want clients to be treated.
I remember one call where the person on the other end was so nervous, they didn’t even know where to start. I just said, “Take your time, I’m here to help,” and let them tell their story at their own pace. We had some new staff listening in that day, so it was an ideal chance to showcase in real time with a real-life example what we’re all about: slowing down, taking the time to really listen, outlining every option in easily understandable terms, and ensuring the person feels heard and validated.
Even as we’ve expanded from the Maritimes to across Canada, we’ve held onto the one thing our clients value most: being treated like a person, not a number. Whether you’re calling from BC or PEI, you’ll be put in touch with a real person ready to listen without judgment and guide you to the right steps. That commitment to human connection is woven into the fabric of everything we do, and it’s how we make sure that whether someone connects with our first office or our twentieth, they get the same personal, compassionate service every time.
What strategies did you employ to maintain quality and customer satisfaction while scaling rapidly?
Scott Marshall: For us, it comes down to remembering that behind every file is a real person going through something difficult. Sometimes it’s a single mom left with credit card debt after a separation. Other times, it’s a retired couple juggling rising grocery bills and a mortgage renewal at a higher rate. We’ve had professionals like doctors, teachers, and small business owners walk through our doors, worried they’ll lose everything.
No matter the situation, we take pride in explaining an individual’s options in a way they understand, outlining both benefits and consequences. The goal is to help them make an informed decision. Our staff are trained to treat clients with empathy and respect, even on their worst days. This focus on compassion and clarity ensures consistent service quality across all locations, no matter how quickly we grow.
Can you share a specific turning point that was crucial for your business’s successful scaling?
Scott Marshall: A major turning point was expanding beyond New Brunswick into multiple provinces, which required reinforcing our brand values across a wider team. By staying committed to personal service and consistent messaging, we were able to scale without losing the qualities that make clients trust us.
How did you manage the financial aspects of scaling, particularly in securing funding and maintaining cash flow?
Scott Marshall: Start slow and steady.
