Talk about a case study in developing resilience.
In its first year of existence, the founders of investment firm Dixon Mitchell Investment Counsel had to navigate the dot-com bust, along with the terror attacks of Sept. 11, 2001.
Then came the 2008 market crash, the instability seen during the COVID-19 pandemic and now, geopolitical rancour throughout North America and across the Atlantic Ocean.
Built to endure
Fast forward now to its 25th year in business and Dixon Mitchell has withstood the tests of time by adhering to its bread and butter. Which is to say that as an independent, employee-owned investment firm, the company is structured to serve one interest: that of its clients.
“Our longevity is rooted in our adherence to the investment process, which has helped us to steer portfolios through these challenging periods and to a culture that empowers our staff and encourages their growth,” says Don Stuart, president and executive chair of Dixon Mitchell.
It’s an investment process that is disciplined and time-tested, emphasizing fundamental research and long-term ownership for clients spanning senior professionals such as lawyers and C-suite executives, institutions like foundations and endowments, Indigenous communities, along with individuals and families.
Lessons through adversity
Upon reflecting on the company’s 25 years, Stuart notes that facing one crisis after another has brought valuable lessons and unexpected advantages.
When the pandemic and subsequent lockdown occurred, Stuart’s team “re-underwrote” each of its portfolio positions against the new reality and spoke with every management team. Armed with that new information, Dixon Mitchell made several portfolio changes that added significantly to subsequent performance: five-year results for both Dixon Mitchell Canadian Equity and Dixon Mitchell US Equity were improved significantly versus what they would have been had the firm left the mandates unchanged.
They’re indicators that are key to the Dixon Mitchell approach, which is to shun the temptation to make market or economic forecasts.
“We believe that we’re in a constant state of learning and that our investment process will be stronger tomorrow than it is today and stronger still in one and five years’ time,” Stuart says. “Our strength lies in uncovering exceptional businesses run by exceptional management teams and having the patience to allow growth to compound over time.”
Independence sets them apart
Perhaps the firm’s biggest differentiator is its independence and structure. As a 100% employee-owned business with no external shareholders or affiliations, Dixon Mitchell emphasizes quality businesses, long-term value creation and full alignment between its team and clients. It’s a model that ensures portfolios are built with conviction, not consensus. For clients, this means alignment, consistency and stewardship of wealth across generations.
As Stuart explains, Dixon Mitchell operates as a true flat organization where every team member is encouraged to share ideas for improvement. This culture of equality extends to ownership too, with company equity available across all departments and roles. In fact, nearly every staff member who has been with DM for five years or more holds a stake in the firm.
“I believe that this collective humility and approachability is also recognized by clients,” Stuart says. “We don’t always have all the answers and sometimes we make portfolio decisions that we wish we could take back but I think our clients know that everything we do is with the best of intentions and by putting their interests ahead of everything else.”
Learn how Dixon Mitchell’s disciplined, client-first approach has stood the test of time by visiting www.dixonmitchell.com.
