Pierre-L. Baribeau climbs Island Peak, a peak in the Himalayas (Nepal), to raise funds for research on respiratory diseases

May 10, 2012

Pierre-L. Baribeau, a Lavery partner, is a member of an expedition that aims to raise funds to help the Foundation of the Hôpital Sacré-Cœur de Montréal support research on respiratory illnesses. The team, which left Québec City April 13, intends to climb Mount Everest – nothing less! Last April 25, during the first leg of the trip a group of six trekkers – including Mr. Baribeau – and their guide reached the top of the Island Peak (6 189 m), after a “fairly trying” ascension which three of their companions had to give up.

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January 21, 2025

Medifice: Secrets of a Smooth Transition Across Generations

Marcel Landry founded Medifice in 1976 and had been running and growing the business for over four decades. In recent years, however, he began looking at succession planning. His company, which specializes in building and managing healthcare facilities, had experienced robust growth since its inception and was now recognized for its active role in developing advanced healthcare infrastructure across the province. In the summer of 2017, Landry decided it was time to seize market opportunities and slow down a bit, so he started putting his plans in motion. That’s when he approached the three young candidates he had in mind to take over, and told them: “I think I’m ready to sell you my business.” Although the three of them barely knew each other, they were drawn together by similar ambitions. “We weren’t friends teaming up to start a business. Our lives ran in parallel, but we all knew Marcel. That’s the one thing we had in common,” says Maxime Di Patria, one of the three buyers, currently Partner and CFO of Medifice. Jean-Simon Masse came from the construction industry, where he had started out as a construction worker before moving to administration. He had been working with Landry for several years. Frédérick Gariépy had worked in real estate for over 10 years and brought both “boots on the ground” know-how and actual entrepreneurial experience to the table. Maxime Di Patria, who had previously worked for larger organizations, rounded out the trio, providing financial and investment expertise. “The great thing about Marcel is that he’s always been there for young people, helping them grow and supporting them as they went into business. Everything he’s done in life has always revolved around that. He said to himself: Maxime will manage finance and operations, Jean-Simon will oversee the construction side of things, and Frédérick will handle development. Together, they will help Medifice grow, and I’ll be able to retire quietly when the time comes,” says Frédérick Gariépy, Partner and Vice-President, Development. There was another challenge, however. All three potential buyers had to agree for the deal to go ahead. “We each wanted it to happen. The idea was to see if we were all on the same page. If there had been only two of us, the dynamic wouldn’t have been the same. We didn’t discuss details and percentages. Instead, we looked at things like: What do we want to do in life? What are our values? Do we want to make a profit and sell in five years, or do we want to own a business for the next 30 years?” says Jean-Simon Masse, Partner and Vice-President, Construction. “We all had different goals, but we soon realized that we each wanted to work on meaningful projects that would change communities for the better. We each wanted to create buildings that would help provide better services to the public—buildings that we could show our children 10 years from now, saying: ‘I built that,’” adds Di Patria. A few months later, the deal was done and Medifice welcomed three new partners: Jean-Simon Masse became Partner and Vice-President, Construction; Frédérick Gariépy, Partner and Vice-President, Development; and Maxime Di Patria, Partner and Chief Financial Officer. A new entity was created to oversee the construction, development and management of new projects. Landry stayed on as CEO and retained a 50% stake in the company, while the remaining 50% was distributed among the three new shareholders. It was a winning formula that enabled Medifice to grow exponentially. Within seven years of the three new partners joining, the team had expanded to five times its original size, while sales revenue had increased tenfold. “Today, we’re running Medifice together, and I’m proud to see how our partnership has strengthened our position in the market. The decision has enabled Medifice to expand considerably and do more to provide more services to Quebecers,” says Marcel Landry, founder of Medifice. Each year, over 600,000 people walk through the doors of Medifice buildings to receive the services they need. A visionary founder and a strong new leadership team Medifice owes its success to its visionary founder and the structured approach taken by its carefully chosen, balanced leadership team. With a rapidly aging population and a growing number of baby boomers looking to retire, businesses have been hitting the market at a steady clip. In Quebec, 9% of SME owners are planning to sell or transfer their businesses, according to a study conducted in early 2024 by the Centre de transfert d’entreprise du Québec. Most entrepreneurs, however, have no succession plans or prospective buyers lined up, and that could jeopardize both the long-term viability of their businesses and economic growth in Quebec. Medifice took a proactive and strategic approach to succession planning—unlike many companies that see it as a low priority and sometimes keep postponing it, potentially running into serious obstacles down the road. Landry’s decision to bring new partners on board was the result of careful consideration. By 2014, with Medifice gaining momentum and projects becoming increasingly complex, Landry realized he needed support. Faced with the choice of selling his business to a Canadian-owned company or trying to build a new leadership team, Landry opted for the latter. He took the path that required more effort, but that choice would really pay off in the long run. “I’ve always been deeply invested in the future of Medifice. That’s why I decided to bring in three young professionals I had connected with throughout my career. Selling my business was never an option. I’ve always believed in supporting up-and-coming talent, so I gave those young people the opportunity to lead and grow the business.” Marcel LandryFounder, Medifice “Marcel found us, recognized our strengths and saw how well we complemented one other, so he passed the company on to us under very favourable terms that no other offer could have matched. It’s his vision that brought us to where we are today,” says Di Patria. “In the early days, we would handle every possible aspect of the business down to the smallest detail as best we could,” says Di Patria. “But we knew our role was to set up procedures, really making sure the business moved toward greater professionalism, with faster, more structured growth.” In 2019, the new leadership team bought half of the remaining shares held by Landry, and the four became equal partners. From left to right: Maxime Di Patria, Jean-Simon Masse, Frédérick Gariépy and Marcel Landry. Managing emotions and finding the right people As with any change of ownership process, the transition at Medifice came with its own set of challenges. The first challenge, following the 2017 deal, was to change the business structure and convert the sole proprietorship to a company with four shareholders. For Landry, that meant relinquishing his role as the sole decision maker—a role he had held for over 40 years. For the three new partners, it meant finding their own ways of doing things and managing the company’s rapid growth, while acknowledging that the founder was letting go. “In business, there’s a limit to how tough the work gets. The real challenge lies in managing the emotional dynamics among partners,” says Masse. “Picture this: four different people, each with a different background. We didn’t think the same and didn’t talk the same. But we had to constantly make sure our personal and professional goals were aligned so the four of us could move forward together. That was one of our biggest challenges.” Maxime Di Patria Partner and CFO, Medifice The four partners enlisted industrial psychologists and consultants specializing in ownership transition to help them manage the human and emotional aspects of the process, organize themselves, and define a strong mission and vision for the future of Medifice. So what is the team’s greatest strength? “We’ve always put the business before our personal needs, and we’ve managed to find a fair and respectful approach for everyone to help us get through the ups and downs,” says Di Patria. “We’ve all learned something different from Marcel. He rounds out our team. He’s our mentor and go-to person on many issues, not just business.” Sharing the same values With a portfolio of several dozen buildings, Medifice handles all aspects of a project, from financing and development (concept and design) to construction and building management. That strategy has enabled the company to maintain a broad perspective and exert greater control over quality and costs. The fact that the founder and the three new shareholders share common values, such as making a difference, giving back and helping others, has also played a crucial role in the transition. “At Medifice, we create buildings that meet real needs and make a real difference in people’s lives. Everything we do is designed to improve living conditions in our communities. And that’s not just a catchphrase—it’s really what the company is all about,” says Gariépy. A promising future After consolidating its position as a leader in assisted living facilities for seniors, the company expanded into new areas beyond its initial focus in health care. “We’re using our expertise to deliver customized real estate solutions. We build social infrastructure to meet the need for basic services in communities,” says Di Patria. One of the latest projects completed by Medifice is Pôle santé Saint-Jérôme—a development of over $100 million, featuring a medical complex designed to serve over 150,000 patients per year, a 112-bed long-term care facility, an outpatient centre affiliated with the Saint-Jérôme hospital, and a specialized medical centre with seven operating rooms. Another project, currently being developed, is the Université du Québec à Trois-Rivières campus in Terrebonne, with completion scheduled for 2025. Given the massive need for social infrastructure across the province, Medifice is positioning itself for sustained growth so it can continue to play its part in helping municipal, provincial and federal governments to better serve the population. The company’s vision is to become Canada’s largest developer and owner of positive-impact buildings by 2040. “We’re a solid, close-knit team. We’re all working toward the same goal, and that’s key here. When the time comes, Marcel can retire with a clear conscience, knowing that we will continue the work he started and that the company’s mission—to improve living conditions in our communities—will remain at the core of everything we do,” says Di Patria.

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January 14, 2025

Lavery Welcomes Lisa Azzuolo as Chief Strategy and Growth Officer

Lavery is pleased to announce the appointment of Lisa Azzuolo as Chief Strategy and Growth Officer. Reporting directly to the Chief Executive Officer, Lisa is responsible for driving the firm’s business goals and ensuring growth targets are met. As a key member of the executive committee and steward of the Lavery brand, she will lead business development, client experience, and marketing and communications efforts. Lisa’s mandate includes delivering strategic support to partners and professionals, cultivating strong client relationships, and ensuring excellence in service delivery. "I am delighted to join Lavery, a pillar of the Quebec legal and business community and a respected law firm partner nationally. Lavery’s visionary leadership was pivotal in my decision to join. I am eager to contribute to the firm’s growth and strengthen its position as Canada’s Quebec Law Firm," said Lisa Azzuolo, Chief Strategy and Growth Officer of Lavery. A Distinguished Career in Pursuit of Excellence Before joining Lavery, Lisa held leadership positions in marketing and business development at three prominent national law firms. She also spearheaded an integrated marketing and communications strategy for the Canadian subsidiary of a global financial services company. A member of the Quebec Bar from 1994 to 2012, Lisa began her career in private practice in Montreal. With extensive experience in both national and global organizations, Lisa blends the rigor of best practices from large firms with a personalized, client-focused approach characteristic of a regional firm. This enables her to deliver the best of both worlds to benefit Lavery’s clients. A Client-Centric Approach "Lisa’s arrival marks a key moment for our firm," said Anik Trudel, Chief Executive Officer of Lavery. "Her national experience and deep expertise in legal marketing and business development align perfectly with our long-term vision. Welcoming a leader of Lisa’s caliber reinforces our position as Quebec’s business law firm of choice and highlights our commitment to an exceptional client experience."

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January 14, 2025

Nicolas Gagnon recognized in Lexpert’s 2025 directory of Leading 500 Cross-Border Lawyers

Lavery is pleased to announce that our partner Nicolas Gagnon has been listed in Lexpert’s Leading 500 Cross-Border Lawyers directory for 2025 in Construction Law. The selection of lawyers is based on an extensive annual survey and a rigorous review process. Professionals included in the Lexpert ranking have been recommended by their peers. Congratulations to Nicolas on this nomination, a testament to his expertise. Nicolas Gagnon specializes in construction law and surety law. He counsels contractors, public- and private-sector clients, professional services firms and surety companies at every stage of construction projects. He advises clients on the public bidding and procurement processes and participates in the negotiation and drafting of contractual documents involving various project delivery methods, such as public-private partnership projects and design, construction, financing and maintenance contracts. View the full directory here. About Lavery Lavery is the leading independent law firm in Quebec. Its more than 200 professionals, based in Montréal, Québec City, Sherbrooke and Trois-Rivières, work every day to offer a full range of legal services to organizations doing business in Quebec. Recognized in the most prestigious legal directories, Lavery professionals are at the heart of what is happening in the business world and are actively involved in their communities. The firm’s expertise is frequently sought after by numerous national and international partners to provide support in cases under Quebec jurisdiction. About Lexpert’s Leading 500 Cross-Border Lawyers directory (formerly Lexpert/ALM 500) Lexpert’s Leading 500 directory for 2025 features lawyers ranked highest in 33 practice areas and is sent to leading law firms and corporate counsel in the U.S. The practice areas are selected from the 68 practice areas in the Canadian Legal Lexpert Directory 2025.

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January 7, 2025

Mining law, M&A trends, and ESG: Lavery's Josianne Beaudry on navigating complex challenges

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