Lawrence Krimker – Building Businesses by Building People
In business, it’s often said that people are your greatest asset. For Lawrence Krimker, this isn’t just a mantra — it’s the foundation of his leadership philosophy. As a Canadian entrepreneur, investor, and mentor, Krimker has built a career around developing high-performance cultures that drive tangible results. His companies don’t just grow — they thrive, thanks to his unwavering commitment to hiring right, leading with empathy, and putting people first.
While many CEOs focus solely on bottom-line outcomes, Krimker begins with culture. He understands that sustainable success starts with attracting the right talent and equipping them with the tools to excel. “It starts with finding the right people for your business and giving them the right resources,” he’s said. This means identifying individuals who not only have the right technical skillset but also align with the company’s values and appetite for growth.
That mindset paid off. Under his leadership, his home improvement lending company achieved a 44% internal rate of return and over three times MOIC for investors. But behind those numbers was something deeper: a near-zero executive turnover rate, six consecutive placements on Canada’s Best Places to Work list, and a reputation for being one of the best workplaces for women.
Krimker’s leadership style blends big-picture thinking with day-to-day involvement — what he calls “30,000 feet to three feet.” While he steers strategy and growth from a high level, he stays close to frontline operations, regularly engaging with staff and understanding customer pain points. This dual view ensures his strategic direction stays grounded in the daily reality of the business.
His people-first focus also extends beyond his own organizations. Early in his career, Krimker ran mentoring workshops in the Jane-Finch neighbourhood in Toronto while studying finance at Schulich. He helped young entrepreneurs navigate government funding opportunities and launch their own ventures — long before his own investment portfolio took shape.
And even as his businesses scaled, Krimker continued to make time for handwritten notes to employees and customers, recognizing birthdays, milestones, and achievements. It’s not performative; it’s a genuine expression of his belief that when people feel seen and valued, they do their best work.
Ultimately, Krimker’s leadership isn’t about perks or perks-based culture. It’s about trust, respect, and shared ambition. His companies perform because his people believe in the mission — and in the leader who put them first.
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