Gary Mazin on Building a Law Firm with Structure and Purpose

Gary Mazin is the owner and principal lawyer of Mazin & Associates, a Canadian personal injury law firm known for its steady, client-focused approach. His career reflects a mix of discipline, long-term thinking, and practical leadership.

Born in the former Soviet Union, Mazin moved to Canada with his family at the age of four. He grew up in humble beginnings, an experience that shaped his work ethic and view on responsibility. “When you start with little, you learn quickly that effort and consistency matter,” he says.

Mazin built a strong academic foundation. He earned a Bachelor of Arts from the University of Toronto, a law degree from Osgoode Hall Law School, and later an MBA from the Schulich School of Business at York University. This combination of law and business training allows him to think beyond individual cases and focus on sustainable firm leadership.

As a personal injury lawyer, Mazin is known for his structured and analytical approach. He focuses on clear communication, careful preparation, and realistic outcomes. “Clients need clarity more than noise,” he notes. “My role is to guide them through complex situations with honesty.”

As the leader of Mazin & Associates, he has translated big ideas into practical systems that support both clients and staff. His leadership style values process, accountability, and long-term growth over quick wins.

Outside of work, Mazin enjoys chess, swimming, travelling, and time with his family. He is also committed to giving back, supporting healthcare initiatives, including sponsoring a room at the University Health Network Hospital.

An Interview with Gary Mazin: Building a Career with Structure and Purpose

Q: Gary, let’s start at the beginning. How did your early life shape the way you think about work and business today?

I left the Soviet Union when I was four years old and came to Canada with my family. We started from very modest circumstances. That experience stays with you. You learn early that stability is built, not given. I think that’s where my focus on structure and consistency comes from. When things are not guaranteed, you value planning and discipline.

Q: Was law always the goal, or did that come later?

Law was not an instant decision. I was interested in ideas, systems, and how decisions affect people. That led me to study arts at the University of Toronto. Law became appealing because it combines reasoning with real-world consequences. It is not abstract. What you do matters to someone’s life.

Q: You later added an MBA to your legal education. Why was that important to you?

I realised early on that practising law and running a law firm are not the same thing. Osgoode Hall Law School gave me a strong legal foundation. But business education at Schulich helped me understand operations, leadership, and long-term planning. I didn’t want to rely on instinct alone. “Law teaches you how to analyse,” I often say. “Business teaches you how to build.”

Q: Why did you choose personal injury law as your focus?

Personal injury law is very grounded in reality. Clients are often dealing with physical injuries, stress, and uncertainty. There is very little room for theory. You need clarity and patience. I was drawn to that responsibility. You are guiding people through difficult moments, and that requires care and precision.

Q: What lessons did you learn early in your legal career?

One key lesson was that communication matters as much as legal skill. Clients do not want noise or complexity. They want to understand what is happening. I learned to slow things down, explain processes clearly, and set realistic expectations. That approach built trust over time.

Q: What prompted you to start Mazin & Associates?

I wanted to create a firm that reflected how I think about work. Clear systems. Accountability. A calm, professional environment. Starting a firm forces you to turn ideas into daily practice. It is not just about cases. It is about people, processes, and standards. “A firm is built one decision at a time,” and those decisions compound.

Q: How would you describe your leadership style as a business owner?

Measured and structured. I believe consistency is underrated. Big ideas are important, but execution is what makes them real. My goal has always been to build something sustainable. That means focusing on process, not shortcuts. Growth should be deliberate, not rushed.

Q: Many people associate leadership with constant visibility. You seem more reserved. Is that intentional?

Yes. I don’t believe leadership needs to be loud. Results come from systems that work quietly in the background. I prefer to focus on how things function day to day. If clients are supported and staff are clear on expectations, the rest follows.

Q: Outside of work, how do you maintain balance?

I enjoy chess, which mirrors how I think about strategy and patience. Swimming helps clear my head. Travelling gives perspective. Most importantly, I value time with my family. Work can expand endlessly if you let it. You need boundaries to stay effective.

Q: Philanthropy also plays a role in your life. Why is that important to you?

Giving back feels like a responsibility. I’ve supported healthcare initiatives, including sponsoring a room at University Health Network Hospital. Healthcare intersects closely with my work. Many clients rely on that system. Supporting it felt practical and meaningful, not symbolic.

Q: How has your definition of success changed over time?

Earlier in my career, success was about progress and achievement. Now it is about stability and impact. Building a firm that lasts. Treating people fairly. Making decisions I can stand behind. “Success is not speed,” I remind myself. “It’s durability.”

Q: Looking back, what connects all the stages of your career?

Intentional growth. From education to practice to business ownership, I tried to make thoughtful choices rather than reactive ones. Coming to Canada as a child taught me that progress is built step by step. That idea still guides how I approach my career today.

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