Gary Mazin is the owner and principal attorney of Mazin & Associates, a Canadian personal injury law firm known for its consistent, client-focused approach. His career reflects a blend of discipline, long-term thinking and practical leadership.
Mazin was born in the former Soviet Union and moved to Canada with his family at the age of four. He grew up in humble circumstances, an experience that shaped his work ethic and his view of responsibility. “When you start with little, you quickly learn that effort and consistency are important,” 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 York University’s Schulich School of Business. This combination of legal and business training enables him to think beyond individual cases and concentrate on sustainable business management.
As a personal injury attorney, Mazin is known for his structured and analytical approach. His focus is on clear communication, careful preparation and realistic results. “Customers need clarity more than noise,” he states. “My job is to honestly guide them through complex situations.”
As leader of Mazin & Associates, he has translated big ideas into practical systems that support both customers and employees. His leadership style emphasizes process, accountability and long-term growth over quick wins.
Outside of work, Mazin enjoys chess, swimming, traveling and spending time with his family. He is also committed to giving back and supporting healthcare initiatives, including sponsoring a room at 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?
When I was four years old, I left the Soviet Union and came to Canada with my family. We started from very humble beginnings. This experience remains in your memory. You learn early on that stability is built and not given. I think that’s where my focus on structure and consistency comes from. When things aren’t guaranteed, emphasize planning and discipline.
Q: Was justice always the goal, or did that come later?
The law was not an instantaneous decision. I was interested in ideas, systems and how decisions affect people. That led me to study art at the University of Toronto. Law became attractive because it combined reasoning with real-world consequences. It’s 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 realized early on that being a lawyer and running a law firm were not the same thing. Osgoode Hall Law School gave me a solid legal foundation. But the business education at Schulich helped me understand processes, leadership and long-term planning. I didn’t want to rely solely on my instincts. “The law teaches you to analyze,” I often say. “In business you learn how to build.”
Q: Why did you choose personal injury law as your focus?
Personal injury law is very realistic. Clients often struggle with physical injuries, stress and insecurity. There is very little room for theory. You need clarity and patience. I was drawn to this responsibility. You guide people through difficult moments, and that requires care and precision.
Q: What lessons did you learn early in your legal career?
An important lesson was that communication is just as important as legal skills. Customers don’t want noise or complexity. They want to understand what is happening. I learned to slow things down, explain processes clearly, and set realistic expectations. This approach built trust over time.
Q: What motivated you to start Mazin & Associates?
I wanted to start a company that reflected my attitude towards work. Clear systems. Accountability. A calm, professional environment. Starting a business forces you to put ideas into everyday practice. It’s not just about cases. It’s about people, processes and standards. “A business is built one decision at a time,” and those decisions compound.
Q: How would you describe your leadership style as an entrepreneur?
Moderate and structured. I think consistency is underestimated. Big ideas are important, but it’s the implementation that makes them reality. My goal has always been to build something sustainable. This means we need to focus on processes and not shortcuts. Growth should be deliberate and not rushed.
Q: Many people associate leadership with constant visibility. You seem more reserved. Is that intentional?
Yes. I don’t believe leadership has to be loud. Results are achieved by systems that work quietly in the background. I prefer to focus on how things work in everyday life. When customers are supported and employees are clear about expectations, the rest falls into place.
Q: How do you maintain balance outside of work?
I like chess, which reflects my attitude towards strategy and patience. Swimming helps me clear my head. Traveling gives perspective. The most important thing to me is the time with my family. The work can stretch endlessly if you let it. You need boundaries to remain effective.
Q: Philanthropy also plays a role in your life. Why is this important to you?
Giving back feels like a responsibility. I have supported health initiatives, including sponsoring a room at University Health Network Hospital. Healthcare is closely linked to my work. Many customers rely on this system. It felt practical and meaningful to support it, not symbolic.
Q: How has your definition of success changed over time?
At the beginning of my career, success was about progress and achievement. Now it’s about stability and impact. Build a company that lasts. Treat people fairly. Make decisions that I can stand behind. “Success is not speed,” I remember. “It’s durability.”
Q: Looking back, what connects all phases of your career?
Intentional growth. From training to practice to business management, I have tried to make thoughtful and non-reactive decisions. When I came to Canada as a child, I learned that progress comes one step at a time. This idea still determines how I approach my career today.
