In Uncertain Times, Be Bold

Amidst constant change and uncertainty, it can be difficult to know in which direction to go. But for François Nantel, president of the Trois-Rivières, Quebec-based finance company Mitsubishi HC Capital Canada, times of crisis mean it’s time to hold your ground.

This strategy was battle-tested for Nantel during the pandemic. “While many companies were pulling back, we doubled down on our commitment to our clients and our people.” It paid off—the company achieved double-digit growth during that period. In an interview, Nantel shares more insight into his leadership philosophy, why he’s always putting people first and where the company is headed next.

Tell us about Mitsubishi HC Capital Canada.

At Mitsubishi HC Capital Canada, our mission is to enable businesses of all sizes to grow through flexible, tailored financing solutions. Founded in 1979 as CLE Capital and headquartered in Trois-Rivières, Quebec, we began by serving underserved markets with small equipment financing, and today we proudly support companies across all provinces in Canada with a full suite of financial products.

Our foundation is in helping companies grow by providing funding where traditional banks often fall short. Over the years, we’ve grown from a local operation into a national and now North American financing partner. We specialize in equipment leasing, floor plan financing, operating leases and more recently, advanced solutions such as private credit and equipment-as-a-service.

What sets us apart is our ability to serve clients from coast to coast in Canada, across the U.S. and even globally through partnerships. We work directly with OEMs, vendors and dealers to offer end-to-end financing programs that support business expansion. Our ability to finance both small transactions and large-scale, complex deals—backed by the strength of the Mitsubishi HC Capital global brand—makes us uniquely positioned in the market.

Most importantly, our company is built on people. We invest in our employees, 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 center of everything we do.

Under your leadership, the company experienced an increase in sales in all areas with double-digit growth during the pandemic. How did you accomplish this?

Achieving such significant growth during the pandemic was the result of a clear strategy, disciplined execution and an unwavering focus on people—both customers and employees. When I joined the company, my mandate was to build a national financing platform, and we began by expanding our footprint across Canada, putting “feet on the street” in every key region. That geographic 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 who could give us meaningful market access. We didn’t try to be everything to everyone—we concentrated on doing more with the right partners.

The pandemic itself was a true test of leadership. While many companies were pulling back, we doubled down on our commitment to our clients and our people. We supported customers when they needed it most, and we kept our employees safe, engaged and informed. Transparency and trust were essential—internally and externally.

We also continued innovating, offering financing products banks couldn’t, including operating leases and vendor programs tailored to cross-border operations. This differentiated us in a crowded market and allowed us to grow even when others were standing still.

In short, our success came from being bold when it mattered, staying close to our clients and fostering a culture where our people felt empowered and valued.

You have a high employee engagement rate. What are the secrets to achieving that?

There’s no secret formula; it really comes down to caring, consistency and communication. From day one, I’ve believed that if you want people to be invested 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’re very intentional about 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 town halls, employee surveys or informal breakfasts with small groups of staff, I spend a lot of time listening to what our people are saying—and acting on it.

We also focus heavily on development. If someone wants to grow here, we do everything we can to support them. That might mean training, mentorship or new opportunities across departments. Our younger employees especially need to see that there’s a future for them here—and we make sure they do.

At the end of the day, people don’t leave companies where they feel valued. We work hard to make sure every employee feels seen, supported and part of something meaningful. That’s what drives engagement, and that’s what drives our success.

What’s next for the company?

Our focus now is on smart, strategic growth: diversifying our portfolio, expanding into new sectors and offering innovative financial solutions that truly set us apart. We’ve built a strong foundation in equipment financing, particularly in transportation and construction, but we’re now targeting high-growth areas like technology finance, energy efficiency and equipment-as-a-service models.

We’re also deepening our North American integration, allowing us to offer seamless, cross-border solutions to OEMs and vendors. With access to new products like private credit and asset-based lending, we can now support customers across a wider spectrum of needs—solutions that traditional banks simply can’t match.

And just as importantly, we’re continuing to invest in our people. As our offering grows more sophisticated, so do the opportunities for our team. We’re building career paths that allow employees to move between business lines, develop new skills and take on greater challenges.

What’s next for us is exciting: more innovation, more value for our customers and more growth opportunities for our people. We’re building something sustainable, adaptable and unique—and we’re just getting started.