After graduating from law school in New Brunswick, Bert Henry-Luc Cyr spent a short time at Stewart McKelvey. However, his career path came into focus when he joined the Irving group. “I worked there for close to 10 years, and eventually, I was embedded in the purchasing department hedging group, where they would hedge natural gas for the operations in the States, as well as all of the oil for the Cavendish fries.”
In these early roles, his interest in investments took shape, eventually leading him into private equity. In this sector, he could meld his legal knowledge with business and investment strategies. “We started investing in equities... the group got bigger... and then that’s where the leap came into private equity.”
This background has shaped Cyr in his role as CEO of Fox Creek Capital, where he prioritizes a calculated approach to risk and growth in acquisitions. His legal experience has influenced his negotiation style, which focuses on crafting agreements that benefit both parties. At Irving, Cyr was often tasked with high-stakes negotiations, where he learned that “building mutually beneficial scenarios instead of squeezing the other party... develops long-term relationships,” an approach he values in his role today.
Integrating technology in private equity has also been pivotal to Cyr’s work. He sees tech as reshaping investment and operational strategies, particularly in the real estate sector. “Technology is certainly playing a giant role nowadays... data analytics is revolutionizing the way we’re making decisions,” he says, pointing out how analytics provide more precise insights into market trends, investment choices, and customer behaviour.
For Cyr, automation and digital tools streamline operations and enhance efficiency, especially in due diligence and portfolio management. He has implemented systems in Fox Creek’s real estate holdings to improve tenant engagement and operational efficiency through property technology, a field evolving rapidly with tools like virtual tours and online leasing platforms. "We are exploring property technology solutions such as smart building technologies and enhanced online leasing platforms," he says, noting these solutions are now critical to Fox Creek’s strategy.
Cyr’s career includes three significant technology implementations, with each project reflecting his commitment to operational excellence. He recalled implementing a vendor management software program at Irving: “It was purchasing management... all the negotiations with the suppliers would happen inside the platform... all the red lines were saved.” The platform enabled seamless tracking of contract negotiations, drastically reducing processing time.
At UNI Financial Cooperation, he continues to champion such integrated platforms. As a board member overseeing the financial institution’s transition to Finacle, Cyr has also seen the potential for technology to streamline banking functions, enhance digital engagement, and provide analytics to improve the member experience. “Finacle is creating an omnichannel experience... giving [clients] visibility into their financial items with us.”
Cyr sees several emerging trends that he believes will shape the future of private equity and real estate. He says sustainability is central: “We’re always exploring investments in businesses that prioritize environmental responsibility.” With regulatory shifts and investor demands, companies increasingly prioritize green practices, which Fox Creek considers when evaluating acquisitions. Cyr sees potential in monetizing carbon credits through sustainable practices in real estate and manufacturing investments, which he predicts will become an essential revenue stream. His focus on technological innovation, remote work flexibility, and enhanced health and safety technology signals a proactive approach to industry evolution, especially as markets adapt to post-pandemic realities and the rise of e-commerce.
Balancing risk and growth in mergers and acquisitions is another cornerstone of Cyr’s strategy. "The key strategies I try to employ in balancing growth and risk is thorough due diligence," a process he views holistically, encompassing financial, operational, regulatory, and cultural evaluations. Cyr’s legal experience offers a strategic advantage when assessing acquisitions, enabling Fox Creek to align potential purchases with existing portfolio companies to amplify efficiencies and lower integration risks. “By identifying targets that complement our existing portfolio... we can enhance growth while minimizing integration risks.” This disciplined approach has proven essential in volatile sectors, where market changes can render some acquisitions high-risk.
When discussing his interactions with external legal counsel, Cyr highlights the importance of having a solid in-house legal team during acquisitions. During Fox Creek’s acquisition of Timbery Bandsaws Atlantic, Cyr noticed that external counsel’s focus on compliance overlooked operational vulnerabilities. He took a hands-on approach, working directly with suppliers to negotiate terms that mitigated risks associated with Timbery’s reliance on a small pool of suppliers. “I’ve seen how relying solely on external counsel can lead to missed opportunities... having in-house counsel is essential not just for risk management but for driving strategic initiatives.”