From diaspora roots to national scale: How Meest competes with Canada Post and DHL—an interview with Irina Kisil

You’ve described Meest’s evolution from a local community service into a multicultural logistics network. What made that growth possible?

We've been in business for more than 36 years, primarily serving the Ukrainian community. Over time, we reached a point where we felt ready to grow beyond that and expand into new markets, regions, and communities.

For us, expansion is about creating more opportunities to develop our services — whether that's shipping, money transfers, or supporting businesses. We built a strong network across Canada and spent decades earning people's trust. Taking that next step felt entirely organic.

Canada is one of the most diverse countries in the world, and much of that diversity comes from immigrant communities. Those communities have always been at the heart of what we do. We help people stay connected to their families, friends, and roots, no matter where they come from. Our story may have started with Ukrainians, but the need to maintain those human ties is universal. That’s exactly why our model translates so well to other diasporas.

After expanding beyond the Ukrainian community and launching domestic delivery across Canada last summer, you've already seen the first results. How is Meest Domestic performing so far?

The service is live, and we're actively scaling it. While we are going up against Canada’s biggest players like Purolator and Canada Post, domestic delivery is a natural extension of what we already offer.

Our goal is to become a one-stop shop for our customers. We want people to think of Meest whenever they need to send something—whether it's an international shipment, a package within Canada, a money transfer, or even online shopping services.

Meest Domestic bridges the gaps in our existing network, allowing us to offer an end-to-end service. The early indicators are highly encouraging, and we see massive growth potential as more Canadians discover what we can do.

You mentioned Canada's diversity and immigrant communities. Since the full-scale invasion in 2022 brought a new wave of Ukrainians to Canada, how has your customer base evolved?

Earlier generations of Ukrainian immigrants grew up with Meest; they already knew our brand and our services inside out. For many of those who arrived after 2022, however, Meest was a newer brand. But as these newcomers settle into Canadian life, they quickly discover the trusted, reliable network we’ve built here over the decades.

They also deeply value the strategic partnerships we’ve established to make their transition easier. For instance, our collaboration with Ukraine's state-owned passport service, DP Document, allows Ukrainians to conveniently access essential administrative and passport services right here in Canada.

Ultimately, our customer base has become far more dynamic. While we are proudly supporting this newest wave of Ukrainians, we are also seeing surging demand from other immigrant demographics, including Canada's large Indian community. Canada is a country built by immigrants, and our goal is to provide services that meet the needs of all of them.

Historically, Meest grew out of the Ukrainian community, which was the foundation of your business. Are immigrant communities still the primary catalyst for your growth today?

Yes, absolutely. The name Meest means "bridge," and connecting people across borders remains our main purpose. Immigrant communities continue to play a very important role in our business.

At the same time, we're evolving as a company. Our goal is to become a full-service logistics and shipping provider, similar to major players such as DHL, FedEx, and Purolator. While delivery is our anchor, we are expanding our portfolio to solve a much broader spectrum of everyday needs.

In the future, that includes cross-border shopping solutions, money transfer services, and other products that make life easier for our customers. We don't just move boxes—we strive to be a trusted partner that helps people stay connected and access the vital services they need, wherever they are.

Preparing for this conversation, I read some of your previous interviews and noticed that you stay very close to your customers. When making decisions, do you rely more on data or on intuition?

My intuition is heavily shaped by data and experience. My background is in marketing and customer experience—before joining Meest, I spent years at American Express, Purolator, and RBC. There, I learned how important it is to put customers at the center of every decision.

I believe a service company can only thrive if it makes life easier for its customers. That's why, over the past decade, we've focused on improving the customer experience. We digitalized our services, launched a new website, created a shipping portal, developed a mobile app, and are strengthening our communication with customers.

At Meest, we see ourselves as part of a larger ecosystem. We grew alongside immigrant communities, and they sustained our growth in return. That bond is built on trust and shared values.

So, whenever a tough decision comes up, I look at it through the customer's lens. I ask myself a simple question: how can we make this simpler, faster, and better for the people who use our services?

Do you see differences between customers from various diaspora communities? For example, Ukrainians are often quite demanding when it comes to service.  Have you noticed distinct expectations or habits within other groups, like the Indian diaspora?

Absolutely, every diaspora community brings its own unique cultural expectations and habits.

When it comes to Ukrainians, they are very digitally focused. Ukraine is deeply digitized, and newcomers arrive in Canada accustomed to a seamless, high-speed digital lifestyle. They naturally expect that same level of convenience, speed, and mobile-first service here. That pushes us as a company to keep innovating and improving the customer experience.

For other major demographics, many diaspora communities want to interact with businesses in their own language. This and cultural familiarity help people feel more comfortable, especially when they are new to a country. That’s why we invest in customer service that reflects the linguistic and cultural nuances of the communities we serve.

At the end of the day, our goal is to make customers feel understood and supported, whether they are Ukrainians, members of the Indian diaspora, or any other community building a life away from home.

Has Meest developed a specific “Canadian model” that you are now replicating in other markets?

Our success stems directly from the exceptional team we’ve built here in Canada, and I'm incredibly proud of their drive. Over the past few years, we’ve successfully managed a generational transition, with younger team members taking on larger roles alongside more experienced colleagues. This fusion of fresh perspectives and deep industry experience, I believe, has made a significant difference.

We've also become highly efficient at launching initiatives and entering new markets. We now have a proven working model. Everyone understands their role, and we know how to execute quickly. Naturally, we don't believe in a one-size-fits-all approach; every country has its own specifics. For instance, our recent expansion into the UK and our upcoming launch in India each demand a deep understanding of local cultural nuances and consumer expectations.

However, our core product architecture and operational playbooks are highly adaptable. Our team knows exactly how to move fast and scale efficiently while tailing the service to local realities.

You are also investing in Central and Eastern Europe. Is this primarily a bet on Ukrainians living abroad, or are you targeting the broader market?

I think it makes sense for any business to build on its strengths. When we enter a new market, we usually start with the communities we know best, including Ukrainians abroad. But our strategy is never limited to one group.

Each country is different, so before launching we analyze the local market, demographics, and customer needs. That helps us understand where we can create the most value and which services will resonate most with the local population.

Today, Meest ships to more than 170 countries, so our focus is already much broader than any single community. At the same time, when entering a new market, it's natural to begin with the customer segments and expertise we already understand, and then expand from there to serve a much wider audience.

You’ve stated your ambition to stand alongside giants like DHL or Purolator. What is the roadmap for Meest to reach that level?

For that, we need scale. That means continuing to attract the right people, investing in our teams, and securing the capital needed to expand our operations.

At the same time, our growth playbook is disciplined. You cannot boil the ocean; you have to execute in phases. We focus on what we do best, build a strong position there, and then expand into adjacent opportunities and markets. That approach has served us well so far.

There is a lingering misconception that Meest is still just a small, family-run business. While that narrative was true in our early days, today we are a global company with a 36-year legacy. Depending on how you count employees, agents, drivers, and corporate staff, we have more than 10 000 employees worldwide.

Our key hubs are in Canada, the United States, China, Germany, Poland, and Ukraine, but our footprint stretches far beyond. We serve both individual customers and major retail clients, working across C2C and B2C segments. Every day we connect people and businesses across North America, Asia, Europe, and Ukraine.

We’ve built a strong international operation, and while we’re proud of how far we’ve come, we believe there is still significant room for growth.

We’ve been discussing Meest’s global expansion, but the company has also faced growing competition in the Ukrainian market. How important is Ukraine in Meest’s current strategy? Is regaining and growing market share there still a priority, or is the company now more focused on international expansion?

Historically, we did not focus on developing domestic postal logistics in Ukraine. Until a few years ago, our goal was not to compete actively in the domestic delivery market, as our core expertise and strategic focus were primarily on international parcel delivery to and from Ukraine. In this segment, we are a clear leader among Ukrainian logistics companies.

A few years ago, we made a strategic decision to place a stronger emphasis on developing our domestic delivery business as well. Today, we are already among the leading players in this market and continue to actively expand our presence and capabilities.

In one of his interviews, your father, Rostyslav Kisil, mentioned that the company might eventually be sold or go public via an IPO. Do you view such a step as an exit strategy or as a vehicle for further growth?

I don’t think this is something we would openly share at this stage, but every business starts with the goal of reaching the highest possible level.

Strategies naturally evolve. You always have to evaluate the macroeconomic climate, industry trajectories, competitive forces, and how your infrastructure fits within that matrix. Based on those variables, you execute the right moves.

In general, these kinds of outcomes are always a possibility, and for most businesses, they are also a long-term goal. I wouldn’t want to make any public statements at this point. I would say the sky is the limit in terms of how we want to build the company.

As the business continues to scale, the right strategic opportunities will surface, and we'll certainly evaluate them when the time comes. Right now, our entire focus is on converting our potential into execution.

How does Meest go toe-to-toe with global logistics heavyweights today—and what is your defining edge?

Our core competitive advantage lies in our agility: we deliver premium, cost-effective services in high-barrier markets that global giants often overlook or deem too complex.

I'm talking primarily about countries in Eastern Europe and Central Asia. Many of these markets face unique socio-economic challenges. In Ukraine's case, for example, there are, of course, the additional complexities caused by the war. But these are also markets that large global players such as DHL and FedEx don't typically prioritize. They tend to focus on Western and Central Europe or other more established markets.

However, these overlooked regions contain millions of consumers who require reliable cross-border connectivity. Where many large companies see prohibitive complexity, we see immense opportunity. We are already seeing the results of this strategy. In Poland, for example, Meest has entered the top ten largest postal operators, competing alongside major international players.

Our goal is to simplify the cross-border experience for people in these regions. Whether they want to shop internationally or send shipments across borders, we make the process easier by handling the complexity for them. We take care of customs procedures, regulatory requirements, and all the logistical challenges, so our customers receive a seamless, reliable service.

I'd like to ask about your own professional journey. Before joining Meest, you built a career at several major corporations. What did that experience allow you to bring to the family business?

For me personally, it was very important to gain experience outside the family business before joining it. In fact, that's the advice I give to almost everyone: you should be able to bring something valuable to the table, and the best way to do that is by building experience elsewhere, trying different things, and learning from other environments.

That's why it was so important for me to work for large companies first. It gave me the opportunity to understand how successful organizations are structured, how they operate internally, and how they approach corporate management. I learned a great deal about leading teams, managing and retaining talented employees, and understanding what makes a business run effectively.

I also gained valuable experience working on large-scale projects with significant budgets. That taught me how to collaborate across teams, launch complex initiatives, and, most importantly, view everything from the customer's perspective.

When I transitioned to Meest, I brought with me many of the best practices I had learned from American companies and applied them to this business. My goal has been to introduce more structure, strengthen our long-term vision, and maintain a strong focus on the customer. By accelerating our digitalization and laying a robust organizational foundation, we’ve effectively prepared Meest to scale globally.

Meest has scaled from a grassroots family business into a global enterprise. How has your internal role evolved over the years, and what falls under your responsibility today?

Honestly, I've always been my own harshest critic. I took joining the family business very seriously, promising myself that I would only step in if I could genuinely move the needle and make the company better.

What also drives me is the mission my parents built the company around. They always taught me that if you are fortunate enough to build success, you have a responsibility to pull others up with you. They arrived in Canada from a small village in Ukraine with virtually nothing, built this business from the ground up, and never forgot their roots. Instead of focusing solely on corporate growth, they poured resources back into the community, funded Ukrainian organizations, and launched initiatives that still support Ukraine today.

That legacy is what motivates me. Every business must be profitable to survive, but at Meest, we believe that true success must generate community value. The question we constantly ask ourselves is: how can we help even more people?

I didn't step into an executive office on day one. I came in at a level similar to the position I had at American Express and earned my way up. One of my first priorities was building the company's first global marketing team. During those first years, we completed a global rebrand and launched meest.com, which didn't exist before.

Once that infrastructure was solid, I moved into other areas of the business. As any business owner will tell you, you go where you're needed most. I've worked on a variety of strategic projects across the company, and when the full-scale war began, my focus naturally locked onto crisis response in Ukraine. 

Partnering with organizations like the Canada-Ukraine Foundation, we launched humanitarian initiatives, including a program that delivered food boxes to vulnerable people across Ukraine. Those efforts reflected the values on which the company was built and reinforced the role we believe a business should play in times of crisis.

This commitment is probably more visible in Canada than in Ukraine. Is it part of your business strategy, or is it primarily driven by your values?

It's very much driven by our values.

From a purely business perspective, any company would tell you that reinvesting profits into the business is often the most rational financial decision. But for us, supporting Ukrainian charities, community organizations, and humanitarian initiatives has never been just a business calculation.

In a time of war, we view this not as a choice, but as a responsibility. Businesses cannot stand on the sidelines; they must actively defend our culture, heritage, and the global Ukrainian community. As Russia systematically attempts to erase Ukraine's identity, language, and culture, the role of the diaspora becomes more important than ever.

Empowering Ukrainians abroad means safeguarding that heritage for generations to come. We firmly believe that sustaining these diaspora communities is one of the most meaningful ways we can contribute to Ukraine's future.

For us, this goes far beyond business. We genuinely care about our country, and supporting Ukraine and Ukrainians has always been part of who we are.

Do your customers mention your support for Ukraine and the Ukrainian community when choosing Meest? Do you have hard data—or at least an intuition—that it influences their decision?

I'd like to believe it does, although I also try to be realistic. When customers compare companies that offer similar services, price and convenience are often the deciding factors.

That said, I do think people notice what we do. Across Canada and the U.S., Meest supports many community events and Ukrainian initiatives, so our customers regularly see us involved. We often hear appreciation for that, and people are genuinely happy that we're investing in causes that matter to them.

While quantifying this emotional ROI is difficult, I believe it becomes part of the overall picture. Customers don't choose us solely because of our community involvement, but it reinforces trust and shows who we are as a company. In the end, people still care about competitive prices and reliable service—but they also appreciate doing business with a company whose values align with their own.

You are also a mother. How has this role reshaped the way you manage and lead in business?

Personally, I think all mothers are super moms—and, in many ways, super employees. I genuinely believe companies should hire more women, especially mothers, because they bring an incredible set of skills to the workplace.

They are often the best multitaskers, highly adaptable, and able to find creative solutions under pressure. If you look closely, the qualities of a good mother and a strong employee are very similar: managing multiple responsibilities at once, balancing competing priorities, and still delivering results.

Motherhood also teaches resilience. You learn to push through complex and unpredictable situations, solve problems quickly, and keep going no matter what. For me, becoming a mother has made me a better employee and a better leader.

It has also deepened my empathy as an executive. I think the best companies are the ones that give employees flexibility and understand that people have lives outside of work—especially working parents. At the same time, I believe in creating an environment where people aren't afraid to speak up, where they can learn on the job, and where mistakes are part of growth.

Being a working mom is extremely challenging, but it has shaped the way I lead in a very positive way.

Looking at the next three to five years, where do you see Meest’s primary growth engine—in product, technology, or geography?

I see significant growth potential across all of these areas.

First of all, we need to continue expanding beyond the Ukrainian market and reach broader international and multicultural customer groups. At the same time, a key priority is strengthening our brand so that it stands alongside major competitors like Purolator, Canada Post, DHL, and FedEx. We want Meest to be equally recognizable in the global logistics space.

Achieving that requires a multi-channel approach: expanding our presence in more shipping locations, increasing our visibility online, and building stronger digital channels to reach customers directly.

Geography remains a dominant catalyst. We are actively expanding into new markets such as the UK and India, and we see further international expansion as a core part of our strategy.

Another important opportunity lies in the B2C and e-commerce space. E-commerce continues to grow at a double-digit rate globally, and every logistics company is now adapting to serve this segment more effectively. For us, this represents a major strategic focus and a significant growth opportunity.