Blake C. Goldring is the executive chairman of AGF Management Ltd. He is the second of five children born to investment magnate and philanthropist C. Warren Goldring, who co-founded AGF Management, and his wife, Barbara Dowd. After joining the firm in 1987, Goldring climbed steadily within the ranks and was appointed president in 1997, CEO in 2000, and CEO and Chairman in 2006.
Today, after nearly 40 years with the company his father founded, Goldring says he takes pride in setting the mission, vision and strategic direction at AGF, and he is passionate about providing counsel to the executive management team as well as leadership support to the company’s board of directors. Yet he also takes after his parents elsewhere in his life—including as a generous philanthropist in his own right.
Goldring is a longtime supporter of Canada’s performing arts, as well as education, health and the Canadian military. He has been a board member on a number of private and not-for-profit boards, including the C.D. Howe Institute, SIMA (formerly the Investment Funds Institute of Canada) and Toronto’s Economic and Cultural Recovery Advisory Group. Goldring is also a past director of The Canadian Film Centre and past vice-chair of the Toronto Symphony Orchestra. At the University of Toronto, he established its Goldring Student Centre along with his sister Judy Goldring, and he is past global chair of the INSEAD Foundation, which supports the non-profit European business school. In the realm of healthcare, he is past-chair of Sunnybrook Health Sciences Centre, and a transformational donation from Goldring and his wife, Belinda, was instrumental in the creation of Blake & Belinda Goldring Department of Surgery at Sunnybrook.
Meanwhile, his commitment to the Canadian military led to his appointment as the first ever Honorary Colonel of the Canadian Army, as well as his receiving the Meritorious Service Medal, Military Division, in 2011. Goldring also founded Canada Company: Many Ways to Serve, a charitable organization created to connect business and community leaders to support members and veterans of the Canadian Armed Forces and their families.
Goldring has received numerous honours in recognition of his personal and professional
achievements, including both the King Charles III Coronation Medal in 2025 and the
Queen’s Diamond Jubilee Medal in 2012. He was named a Member of the Order of
Ontario in 2024 and a Member of the Order of Canada in 2018, and he received honorary degrees from the University of Toronto, Victoria University (University of Toronto) and the Royal Military College.
Here, Goldring shares his memories of growing up in a large, prosperous family, and how his family works together to give back to worthwhile causes.
Tell us about your favourite memories and experiences growing up in a large, somewhat well-known family of philanthropists.
In my family, there’s always been a belief that society functions better when we all take care of one another. It’s a value passed down from my grandfather Cecil to my father, AGF Co-Founder Warren Goldring. And he in turn ensured this value was instilled in me and my siblings—and now, it’s something that I’m proud to have passed on to my daughters.
One of my favourite memories is hearing about my grandfather Cecil’s involvement in the United Way. In 1956—the year before AGF was founded—he sat on the first board of directors for the United Community Fund, which would later become the United Way. Today, AGF employees take part in an annual campaign in support of the United Way, along with other initiatives that promote education, protect the environment and embrace an inclusive society.
As a family-founded company, we’ve been proud to share the Goldring family’s belief in the importance of giving back and helping to build a stronger community for everyone. My first personal gift to the University of Toronto was a small donation towards a scholarship. At the time, it felt significant because we had a mortgage and three young daughters. And that’s really how it starts. Over time, your involvement grows, your capacity to give grows, and so does your impact. There’s a kind of natural progression—a lifecycle to giving—and it often begins with one small step.
When did the entrepreneurial spirit take hold in you?
I grew up in an entrepreneurial family and, as they say, the apple doesn’t fall far from the tree. From an early age, I witnessed firsthand what it really means to be in business, the risks, the sacrifices and the resilience it requires.
One defining moment I often think about is from the early 1970s, around the end of the gold standard. At that time, many investors pulled out of the market. Our firm lost half of its assets and had to disband a 400-person sales force. It was a deeply challenging period, and I saw up close how difficult those decisions can be. But I also saw the grit it takes to move forward. That experience stayed with me.
I’ve always considered myself a bit of an entrepreneur. Later in my own career, especially during my time as CEO, I took that mindset and built on it. I launched a trust company, created Unisen, a back-office operation we later sold to Citibank, and led multiple acquisitions in the mutual fund and high-net-worth areas. As an entrepreneur, you need a solid understanding of the business, but you also need to be willing to take smart risks.
Who guided you and how did their mentorship shape your choices?
Throughout my life, I’ve been fortunate to have mentors from across business, philanthropy and education. One of my most influential teachers was my high-school French teacher. I tried to drop her class, since I was failing and I knew it would hurt my overall final average. She refused to sign the ‘drop’ form. Instead, she made a deal: If I committed to weekly check-ins, did my homework and watched French TVO shows with weekly written summaries, she’d help me succeed.
It was a turning point. She understood what motivated me. That structure, that investment from her, completely changed my relationship with the French language. I actually got excited about learning French! Once the pressure of ‘failure’ was lifted, I was able to engage, to learn and to thrive. Today, I use French regularly in business; I’ve lived in France, and I often give speeches in French. It all started with a teacher who saw potential and wouldn’t let me give up.
When it came to pursuing my education in finance and ultimately my career, my father was undoubtedly my greatest mentor. When I was younger, I was determined to carve my own path. I had no plans to join the business he founded—AGF. I wanted to do my own thing. While I entertained jobs outside of financial services, my father was understanding. He always told me you have to be able to sell yourself, communicate effectively and understand the discipline of numbers. His words stuck with me, and I eventually went into banking, working in international corporate finance. That path, while different than I originally planned, ultimately led me back to where I belonged.
When did you feel ready for more senior leadership roles?
I believe most people, including myself, never know if they’re ready for a new role or more responsibility. What matters most is the willingness to work hard, constantly learn and stay humble. I came into my leadership roles at AGF with experience. I had earned my MBA and spent five years in banking. At the same time, I made a point to keep learning. I was a sponge trying to pick up more along the way. Leadership is about getting your hands dirty, learning the ropes over time and growing through the challenges.
When I first joined the board at Sunnybrook Health Sciences Centre, I remember asking myself if I could ever understand medical lingo and contribute. Fast-forward, I became the board chair five years later.
There is no doubt that my father was my biggest champion. He always had my back and supported me. He was a sounding board to bounce ideas off and helped shape the foundation for my leadership journey. We worked closely together for 10 years, which was fantastic.
How did your family teach you about wealth stewardship?
I grew up in a financially oriented household, where the importance of stewardship and being thoughtful with money was part of everyday life. From a young age, I was learning the fundamentals, including save wisely, invest for the future, don’t take on unnecessary debt, and always diversify. The classic ‘Don’t put all your eggs in one basket’—like a mutual fund. When I was younger, my father gave each of us kids $1,000 to invest in the stock market. It was a hands-on way to learn. He didn’t just hand us the money, he offered advice, talked about risk and encouraged us to make our own decisions.
I remember diving into a bunch of penny stocks. Some picks were based entirely on the name—no strategy at all—and while a few totally flopped, others turned out to be surprising successes. I ended up with this odd little portfolio that was, frankly, a bit of a dog’s breakfast, but it taught me a lot.
It’s a tradition I’ve carried on with my daughters. I’ve encouraged them to invest early, think critically, and take ownership of their financial future. For me, it’s always been about continuing those core lessons: Be smart with your money, plan ahead, use financial professionals, and build something that lasts.
How have you and your family decided on philanthropic initiatives?
When it comes to giving back, I tend to focus on the arts, education, health and the Canadian military. For me, these areas are all essential parts of a strong, caring and well-rounded community. The arts bring people together and help us see the world through different perspectives. Education creates opportunities and levels the playing field. Good health is the foundation for everything else. And the military represents service and sacrifice, values that I believe deserve our respect and support. They also ensure that we are able to protect the lives that we all wish to live.
At the end of the day, these are things that benefit all of us, no matter who we are or where we come from. Supporting them isn’t just about giving—it’s also about strengthening the kind of society we all want to live in.
Natalya Anderson is a writer and former ballet dancer. She completed her master’s degree in creative writing at Anglia Ruskin University, Cambridge, England. Natalya has won several literary awards, including the Moth Poetry Prize for her poem ‘A Gun in the House’ and the Bridport Prize for her poem ‘Clear Recent History.’
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