Success comes with doing the right thing at Mawer

What does it take to be successful for 50 years? It’s written on the wall as you walk into the lobby of Calgary-based Mawer Investment Management Ltd., right underneath founder Commander Charles (Chuck) N. Mawer’s picture. His mantra – “Do the right thing”– differentiated the organization back in 1974 and still guides the privately-owned, independent firm today as it celebrates its 50th anniversary.

“It’s a big part of who we are,” says board chair Craig Senyk, who joined Mawer in 1997. “I remind people of that all the time, because Chuck once said to me, ‘Craig, as long as you do the right thing, I never have to worry about my name being on the wall.’ So, I see reminding everyone of this as my responsibility. The company today is really a continuation of Chuck’s vision.”

What has changed is that the organization has grown, with additional offices in Toronto and the U.S., along with a research presence in Singapore, but its culture and values have remained much the same, with a strong commitment to excellence throughout the organization.

“There’s a desire to want to be the best, not just in Canada, but globally,” says Senyk. “And a large part of being the best is doing it the right way. We have a very strong culture and our alignment around culture is one of the biggest things that differentiates Mawer.

“In order to do that, you need to have really good people and be very consistent and intentional about ensuring that everybody learns about the culture as they join the firm. It’s a big part of our onboarding process, but it’s not a one-time thing. We revisit it often to make sure every person understands our culture and how important it is to our success.”

“Everybody wants you to succeed; everybody wants you to do your best,” says Harpreet Mangat, a client operations analyst who started as an associate 24 years ago. “They encourage your creativity, growth and career development. For example, we’re given a $5,000 learning stipend to spend on anything we want to help develop ourselves – I used mine for a life coach, which has been so inspiring.”

While clients’ interests and “doing the right thing” are always at the forefront of her mind at work, Mangat says the commitment to inclusivity and collaboration is what resonates most with her at Mawer.

“All ideas are welcome in our open work environment,” she says. “I really love our ability to collaborate across our functions when we’re working towards a common goal, finding more efficiencies or making something better. That’s present every day and contributes to having such a fantastic culture.

“The secret to the firm’s success is simple in my opinion. Mawer genuinely cares about and values its employees, its clients, and the community as a whole. We stay true to our values.”

The firm’s independence and private ownership are also contributing factors, as over 80 out of roughly 275 employees are owners, and employees at all levels are eligible to become owners.

“Ultimately, our success is due to our people,” says Senyk. “Our owners, such as Harpreet, work at the organization – that’s one of the reasons we have a high retention rate. As they contribute to our success, they become part of that success.

“Another big factor is our independence which gives us the freedom to make our own decisions. We're in this for our clients. They know what to expect from us and that has stood the test of time.”

This article appeared in the magazine announcing this year's Canada's Top 100 Employers winners, published November 15, 2024 in The Globe and Mail. This article was prepared with the financial support of the employer, which reviewed but did not write its contents.

Lifelong learning is a cornerstone at Mawer

Since joining Mawer Investment Management Ltd. in 2016, Karan Phadke has taken courses in speed reading, marketing, high risk management, and one taught by ex-FBI and police hostage negotiators on improving interviewing and negotiation skills – all using his yearly $5,000 learning stipend that allows full-time employees to choose their own development opportunities, including conferences. No approval by management is needed if the opportunity adds value to the firm.

“The courses have helped with my skills, particularly when it comes to interviewing or listening, because a big part of the job is interviewing management teams,” says Phadke, portfolio manager. “Then, there’s an obvious tangible benefit to the ones that are specifically finance-related, which have helped when it comes to making investment decisions or even constructing our portfolios. It also keeps me more engaged and energetic.”

“Mawer prioritizes constant learning and improvement – making sure that we get better as investors and always put the clients’ interests first,” he says. “These are values that come from the top down. Having alignment around our culture is a really important component of the firm.”

Phil Mittertreiner, chief learning officer at Mawer, says the idea behind eliminating manager approvals for the learning stipend is to simply to remove any barriers or obstacles to learning. Popular uses include hiring experts and career coaches and enrolling in unique courses.

“People love having the flexibility to make their own choices and, equally, knowing that we trust their judgment,” says Mittertreiner. “It’s a natural by-product of our culture in that we try to be innovative and creative while continually improving.”

“One of our values is pursuing excellence, another one is thinking long term,” he says. “When you combine those two, learning is the way to get there, so we see learning as integral to our success at the firm.”

Firm-wide learning programs include leadership development, featuring monthly three-hour workshops with guest speakers and small group discussions, as well as professional development with external coaching offered for all employees. Additionally, the firm offers mentorship, team development and diversity education programs, along with frequent lunch and learns.

Mawer also introduced a learning management system at the beginning of 2024, learnMAWER, that houses a variety of learning opportunities in a flexible format, including some very structured programs and certifications, as well as top-notch virtual learning programs that employees can access on demand.

“Some of the most popular choices are naturally in the area of investing and investment counselling,” says Mittertreiner. “We really see learning as integral to success on many levels. It’s essential for the firm to have the talent to meet today’s and tomorrow’s demands. We help our team continue to develop and stay ahead of the curve.”

Phadke would agree, especially for investment research.

“The stock market is a learning machine itself, and if you don’t learn faster than the market, you lose in the long run,” he says. “So there’s a direct business implication for the firm and our clients. If you’re not learning, you’re not getting better, and you’re not engaged.”

This article appeared in the magazine announcing this year's Alberta’s Top Employers winners, published January 28, 2025 in the Calgary Herald and Edmonton Journal. This article was prepared with the financial support of the employer, which reviewed but did not write its contents.

Flexibility creates a better balance at Mawer

As a dad with two young kids, Brent Mitchell, a payroll and human resources coordinator at Mawer Investment Management Ltd., appreciates the flexibility to work from home.

“I spend less time commuting to the office, which means I can finish my day earlier and enjoy more family time,” says Mitchell, who lives 45 minutes from the firm’s Calgary headquarters. “Each team determines their own schedule. While our team doesn’t have a fixed schedule, we strive to work at the office at least once per week to enhance collaboration and teamwork. All teams aim to balance remote and in-office time.”

Flexibility is a key priority. Mawer’s hybrid work model, introduced after the pandemic, enables staff to work when and where they feel most productive, based on their individual circumstances, while taking into account the needs of each role, the team and the firm.

“We have people in Toronto on our team as well, so we use a lot of videoconferencing,” says Mitchell. “While some people might start their day earlier, there are many hours where we overlap so we can collaborate. It works well for us.”

Audra Campbell, head of human resources, says the hybrid environment offers employees the best of both worlds — the flexibility to work remotely while maintaining meaningful in-person time in the office.

“It really reflects the firm's commitment to supporting productivity, innovation and employee well-being,” says Campbell. “Our staff can work where they work best. That could mean being at home when they really need to focus or in the office for a brainstorming session. Innovation often comes when we’re together collaborating and having that in-person connection really enhances everyone’s well-being.

“We find this model gives employees the opportunity to work in ways that align with their roles, enhance team dynamics and respect their personal preferences.”

Campbell says the challenge is to find the right balance between in-person and remote collaboration.

“We’re constantly reviewing our model and sharing best practices across teams. We continually evaluate how we can refine and improve, making careful adjustments,” says Campbell. “These challenges have led to creative solutions that have really strengthened our teams and improved employee engagement.”

Mawer’s flexible hybrid model is also attractive to job candidates, giving the firm an edge in attracting and retaining top talent. That flexibility extends to an “unlimited” paid time off policy and the opportunity to apply to temporarily work from another location within or outside of Canada.

“These are fantastic benefits for our employees, but it requires a shared understanding of how to use them responsibly — and communication is key to their success,” says Campbell.

"We like to give everybody the autonomy to manage their lives in the way that works best for them, and I can honestly say these flexible policies have changed people’s lives,” she says.

“When I think back to when my kids were little and how I was running between work and daycare, it makes me happy that it’s different for the parents at our firm. They can build time into their day to hang out with their kids after school, or work from the hockey rink while the kids practice. They can take time to walk the dog at lunch or choose to spend a month abroad and still continue working.

“These are life moments that really make a difference to people.”

This article appeared in the magazine announcing this year's Canada's Top Small & Medium Employers winners, published April 8, 2025 in The Globe and Mail. This article was prepared with the financial support of the employer, which reviewed but did not write its contents.