Amid constant change and uncertainty, it can be difficult to know which direction to take. But for François Nantel, president of Mitsubishi HC Capital Canada, a financial firm based in Trois-Rivières, Quebec, a time of crisis means it's time to stand your ground.
This strategy was battle-tested for Nantel during the pandemic. “At a time when many companies were leaving, we redoubled our commitment to our customers and employees.” As a result, the company achieved double-digit growth during that period. In an interview, Nantel provided further insight into his leadership philosophy, why he always puts people first, and where the company is headed next.
Please tell us about Mitsubishi HC Capital Canada.
Mitsubishi HC Capital Canada's mission is to enable growth for businesses of all sizes through flexible, customized financing solutions. Founded in 1979 as CLE Capital and headquartered in Trois-Rivières, Quebec, we got our start serving underserved markets with small equipment loans and now proudly support businesses across Canadian provinces with a complete suite of financial products.
Our foundation is to help businesses grow by providing financing that traditional banks often lack. Over the years, we have grown from a local business to a national and now North American financial partner. We specialize in advanced solutions such as equipment leasing, floor plan financing, operating leases, and more recently private credit and equipment as a service.
What makes us unique is our ability to serve customers across Canada, across the United States, and even around the world through our partnerships. We work directly with OEMs, vendors and dealers to provide end-to-end financing programs to support business expansion. Our ability to finance both small and large complex transactions, backed by the strength of Mitsubishi HC Capital's global brand, gives us a unique position in the market.
Most importantly, our company is built on people. We invest in our people, value transparency, and foster a culture of care and integrity. As we look to the future, diversification and innovation will continue to guide us, while our commitment to helping businesses thrive remains at the heart of everything we do.
Under your leadership, our company achieved double-digit growth during the pandemic, with sales increasing in all areas. How did you achieve this?
Achieving such significant growth during the pandemic was the result of a clear strategy, disciplined execution, and an unwavering focus on people, including both customers and employees. When I joined the company, my mission was to build a national financial platform, starting with expanding our footprint across Canada and gaining “foot on the street” in all key regions. This geographical growth laid the foundation.
But just as important was our decision to be selective. We focused on building deeper, more strategic relationships with key vendors and intermediaries that provide meaningful market access. We didn't try to be everything to everyone. We focused on doing more with the right partners.
The pandemic itself has been a true test of leadership. As many companies exited, we redoubled our commitment to our customers and employees. We supported our customers when they needed it most and kept our employees safe, engaged and informed. Transparency and trust were essential, both internally and externally.
We also continued to innovate and offer financing products that banks couldn't offer, such as operating leases and vendor programs tailored to cross-border operations. This has differentiated us in a crowded market and allowed us to grow when other companies were standing still.
In short, our success has come from acting boldly when it matters, being there for our clients, and fostering a culture where our people feel empowered and valued.
Employee engagement rates are high. What's the secret to achieving that?
There's no secret formula. It really comes down to compassion, consistency, and communication. From the beginning, I've believed that if you want people to invest in your company, you need to invest in them first. That means hiring the right people who align with our values, giving them a clear career path, and creating an environment where they feel safe, respected and heard.
We are very conscious about our culture. We've built a team that values humility, integrity, and collaboration. We don't tolerate ego and we don't spin the truth. Transparency is one of the most important aspects of how we lead. Whether it's a town hall, an employee survey, or an informal breakfast with a small group of staff, I spend a lot of time listening to and acting on employee feedback.
We are also putting effort into development. If anyone wants to grow here, we will do our best to support them. That might mean training, mentorship, or new opportunities across departments. We especially need our younger employees to understand that their future is here, and we will work to make sure they do that.
After all, people don't leave companies where they feel valued. We work hard to ensure all employees feel seen, supported and involved in meaningful activities. That's what drives engagement and drives our success.
What’s next for the company?
We are now focused on smart, strategic growth. That means diversifying our portfolio, expanding into new areas and delivering innovative financial solutions that truly set us apart. The company has built a strong foundation in equipment finance, particularly in transportation and construction, but is now targeting high-growth areas such as technology finance, energy efficiency and equipment-as-a-service models.
We are also increasing our integration with North America, allowing us to provide OEMs and vendors with seamless cross-border solutions. Access to new products such as private credit and asset-based lending allows us to support our customers across a broader range of needs and provide solutions that traditional banks simply cannot match.
And just as importantly, we continue to invest in our people. As our services become more sophisticated, so do the opportunities for our teams. We're building career paths that allow our employees to move between business areas, develop new skills and take on bigger challenges.
What’s next for us is exciting. More innovation, more value for our customers, and more growth opportunities for our employees. We're building something sustainable, adaptive and unique, and we're just getting started.
