The Third Layer

Dhruv Pandit, a prominent Kenyan family business leader, offers a compelling account of his family's century-long entrepreneurial journey, rooted in his grandparents' immigration from India to East Africa. He details his father's impressive self-made success in banking, insurance, and real estate, emphasizing the founder's outgoing nature, continuous learning, and ability to connect across diverse social strata. The episode delves into the evolution of their enterprise, highlighting the strategic decision to exit the banking and insurance sectors to concentrate on real estate and formalize a family office structure. Dhruv discusses pivotal moments, including navigating strategic disagreements with his elder brother using YPO forum principles, and how the challenges of COVID-19 spurred a critical reevaluation of capital allocation and governance. The family's collaboration with "process consultants" led to the adoption of an "independent but interdependent" framework, enabling diversification and fostering next-generation entrepreneurship through a "family bank" model. Dhruv's narrative underscores the profound impact of intentional communication, cultural adaptability, and structured governance in ensuring both family unity and sustained entrepreneurial success across generations. His ultimate legacy aspiration is simply "to do right by people".   Key Themes: Entrepreneurial Legacy & Multi-Generational Evolution Strategic Business Transitions & Diversification Formalizing Governance & Communication Shift from Family Business to Family Office Cultivating Next-Generation Entrepreneurship Cultural Nuance & Adaptability   Timestamps: 00:50 – Family immigration history and early entrepreneurial beginnings in Kenya 02:23 – Father's first business ventures in banking and real estate 03:44 – Father's personality and approach to people and business 05:02 – Indian community in Kenya and cultural integration 06:24 – Relationship with brothers and early family dynamics 08:16 – Stepping into the family business and generational transition 10:27 – Losing his brother and the emotional impact on the family 11:56 – Family traditions and business discussions at home 13:20 – Early career, merging family businesses, and selling the bank 15:59 – Emotional reflections on selling the family business and lessons learned 18:51 – Real estate focus and creation of a family office structure 21:14 – Family disagreements, communication challenges, and using YPO forum principles 24:55 – COVID-19's impact and the decision to bring in consultants for governance planning 31:34 – Transition to a family office model, creation of a "family bank," and future legacy vision   Additional Resources: Dhruv Pandit, CEO at Fedha Group Connect with Marshall on LinkedIn Follow PeopleForward Network on LinkedIn Learn more about PeopleForward Network  

Nike, an esteemed advisor at Northern Trust and a leader within her own Nigerian family enterprise, shares profound insights into the intricate world of family businesses. Her journey began by managing her family office without a "playbook," a decade she describes as both the most meaningful and challenging of her life. Faced with "drowning in complexity," Nike spearheaded the creation of a family office, establishing a "control tower" designed around family values and vision to manage diverse businesses and investments. She emphasizes the critical need for rising generation leaders to earn trust through persuasion, consistency, and hard work, especially within elder-dominant cultures. Nike's narrative powerfully illustrates that structured governance, open communication, and the development of a strong personal identity are not just beneficial, but essential for the enduring performance and successful intergenerational transition of family enterprises. Her advisory work is driven by a purpose to enhance succession and longevity for family businesses globally, acknowledging the universal nature of these challenges across cultures.   Key Themes: Strategic Evolution of Family Enterprises Next Generation Leadership Development Importance of Governance and Communication Personal Identity and Purpose: Cross-Cultural Relevance of Family Business Challenges: Professionalization of Family Wealth Management   Timestamps: 00:35 – Nike's career journey and role at Northern Trust 01:49 – Family background and her father's entrepreneurial story 03:29 – Transition from medicine to entrepreneurship 04:37 – Childhood memories and realizing her father's success 06:16 – Family enterprises within the Nigerian economy 08:04 – Moving to the UK at age nine and cultural adjustment 11:05 – Early career at Deloitte and lessons from tax accounting 12:27 – Returning to Nigeria and founding the family office 18:14 – Challenges convincing her father and evolving governance 21:19 – Establishing family governance: council, committees, communication 25:22 – Working across family businesses and earning trust as next gen 34:26 – Leaving the family business and relocating to the U.S. 38:07 – Building her next-gen advisory career and global perspective 42:00 – Advice for rising generations: self-awareness, coaching, and legacy   Additional Resources: Nike Anani, Director Next Gen Advisory Services, SVP at Northern Trust Connect with Marshall on LinkedIn Follow PeopleForward Network on LinkedIn Learn more about PeopleForward Network  

Jeff Cloud, President and CEO of IBT Industrial Solutions and its parent company, Cumulus Companies Inc., shares the rich history of his family's 77-year-old industrial distribution business, founded by his grandparents in 1949. Born from his grandfather's entrepreneurial spirit after a sales territory dispute, IBT's core "Yes, we can do that" mantra and sales-driven approach fueled its growth from a single shop to a multi-state enterprise with over 400 employees. Jeff discusses the intentional cultivation of a people-first culture, emphasizing respect, internal development, and exceptional customer service, evidenced by their remarkable employee longevity. His personal journey, which included time in the culinary industry before returning to IBT, highlights the value of earning respect and understanding the business from the ground up. The family's commitment to long-term stewardship led to the formation of Cumulus Companies, diversifying investments while intentionally scaling IBT's core cultural values across new acquisitions. This episode offers a compelling case study for family business leaders on nurturing legacy, fostering a resilient culture, and strategically preparing for multi-generational success.   Key Themes: Multi-Generational Legacy and Succession Planning Culture as a Performance Driver Customer-Centricity and "Exceptional Engagement" Strategic Diversification and Value Creation Leadership Development and Humility   Timestamps: 00:41 - What IBT Industrial Solutions does and context for listeners 00:59 - Founding story, sales-first ethos, and "Yes, we can do that" mantra 08:14 - Second-generation leadership succession: Uncle Tree, then Jeff's father as CEO 09:24 - Culture under Jeff's father and extraordinary employee longevity 12:31 - Culinary school and restaurant background shaping work ethic 16:10 - Decision to return to the family business and two-year pact with his father 19:10 - Cross-functional rotations across warehouse, sales, IT, supply chain, and more 20:43 - Transition to CEO and advice for next-gen family leaders 23:40 - Mentorship from President Mark Byrne and their candid-feedback agreement 28:45 - External CEO period after Byrne and eventual transition back to family leadership 30:06 - Communicating the move to family-led, long-term stewardship and private flexibility 32:29 - IBT House and the Four Heroic Pillars (Family & Community, Customer Experience, Leadership, Integrity) 39:51 - Scaling culture via quarterly all-hands for all branches and improved NPS 43:51 - 24/7 exceptional customer service and emergency support examples 57:09 - Jeff's legacy goal: prepare the fourth generation and reach 100 years   Additional Resources: Jeff Cloud, President & CEO at IBT Industrial Solutions: https://www.linkedin.com/in/jcloud/ Connect with Marshall on LinkedIn Follow PeopleForward Network on LinkedIn Learn more about PeopleForward Network  

Spence Wilson Jr., a principal at KWC Management, a single-family office, shares the compelling journey of his family's entrepreneurial legacy, from his grandfather Kemmons Wilson's founding of Holiday Inn to the current multi-generational operation of KWC Management. The discussion highlights the importance of intentional leadership, robust family governance, and a values-driven culture in sustaining success across generations. Spence details the origins of Holiday Inn, born from a "frustrated experience," leading to innovations like standardized rooms, free stays for kids, pet care, and a nationwide reservation system. He also sheds light on the deliberate transition of the family business, which involved external consultants and a commitment from the second and third generations to stay "better together" under a shared umbrella. KWC Management now primarily focuses on hospitality funds and a collection of consumer brands, with a strategic emphasis on understanding business models and partnering with passionate and competent people. The narrative underscores that sustained performance in a family enterprise is deeply rooted in strong relationships, resilience, and a commitment to stewardship—both within the family and the wider community. Key Themes: Entrepreneurial Legacy and Innovation Multi-Generational Family Business Governance Values-Driven Investment Philosophy Importance of Culture and Relationships Stewardship and Community Impact Resilience and Learning from Mistakes Timestamps: 00:01 - Welcome & family-office focus 00:36 - Kemmons Wilson backstory 02:24 - Road-trip spark and first Holiday Inn (1952) 03:25 - Franchising with home builders and Interstate tailwind 05:26 - Standards that won travelers and Holidex reservations 08:30 - Lessons from missteps: wrong lot and the Elvis rights sale 13:05 - The Wilson family today: generations and headcount 14:31 - Stepping away from Holiday Inn (1978) and timeshare pivot 18:12 - Spence's path: banking, joining KWC, early turnarounds 21:33 - Governance for G3: consultants and the 2014 transition plan 27:17 - Building the platform: board, hotel funds, manager-agnostic model 31:33 - Investment lens and culture: people, simple models, service 41:04 - Next-gen engagement: trips, Sunday dinners, Family Council 46:25 - Memphis impact: foundation focus and neighborhood strategy 51:41 - What's next and personal legacy: hotel funds focus and service across spheres Additional Resources: Spence Wilson Jr. - Chairman & Principal at Kemmons Wilson Companies Connect with Marshall on LinkedIn Follow PeopleForward Network on LinkedIn Learn more about PeopleForward Network  

Brittney Ray, the full-time Family Council Chair for E. Ritter & Company, provides a compelling look into stewarding a 136-year-old family enterprise. As a "married-in," or "outlaw" as they humorously refer to them, Brittney's journey into family leadership underscores the importance of curiosity and inclusivity in family businesses. A pivotal moment for the Ritter family came in 2019 with a significant liquidity event, which prompted an identity shift from owner-operators to owner-investors. This change spurred "Project Ernest," an 18-month initiative to revamp the family's mission, vision, and values, engaging professional consultants for broad family input. The project resulted in a renewed commitment to investing in the family, doubling the family governance budget, and shifting towards proactive, intentional planning. Brittney's role focuses on fostering family unity and engagement, developing future leaders—including a unique educational program for 8-18 year olds—and creating a culture where diverse perspectives and open dialogue are not just tolerated but celebrated, ensuring the family remains bonded beyond shared ownership.   Key Themes: Evolution of Family Governance Inclusive Family Definition & Engagement Intentional Investment in Family Unity Multi-Generational Leadership Development Culture of Openness and Productive Dialogue Philanthropy as a Unifier   Timestamps: 02:43 - Ritter family history, legacy, and founder's entrepreneurial roots 04:48 - Current family size and inclusive definition of family 05:39 - Married-in perspective and first family meeting, the "outlaws" term 06:56 - Liquidity event and shift of ownership to engage younger generation 09:56 - Role and mandate of the Family Council Chair 11:45 - Tenure, path from non-voting member to chair, and move to full-time 17:06 - Post-sale identity shift and Project Ernest to revamp mission, vision, values 21:40 - Three-day Boston summit and family approval to invest more in governance 22:49 - Transition from reactive to intentional, strategic family planning 26:41 - Governance structure overview including Owners and Philanthropy committees and boards 33:01 - Biannual family meetings and fall education experiences 36:30 - Next-gen education program for ages 8 to 18 and custom curriculum 52:27 - Philanthropy as a unifier and next-gen engagement in giving   Additional Resources:  Brittany Ray, Ritter Family Council Chair Connect with Marshall on LinkedIn Follow PeopleForward Network on LinkedIn Learn more about PeopleForward Network  

Rachel Wallis Andreasson, a third-generation leader of Wallis Companies, shares the compelling narrative of her family business, transformed from a single gas station in 1968 to a billion-dollar enterprise. Her father, Bill Wallis, an American entrepreneurial archetype, instilled a foundational culture built on strong work ethic, deep intuition for people, and a profound focus on employee well-being, a legacy Rachel and her siblings continue to uphold. Rachel emphasizes that despite its immense growth, Wallis Companies retains its family business feel due to its people-first culture and "leading with heart" approach. The episode delves into Rachel's journey, from purposefully gaining external experience before joining the family business, to her pivotal role in building its HR and training infrastructure, and ultimately becoming a second-generation CEO in 2017. A key highlight is the strategic acquisition and culture integration of the Taylor family business, which Rachel navigated by prioritizing relationships, trust, and empathy for employees. The discussion also covers the family's intentional transition to a shareholder model with a non-family CEO and the establishment of a family council to educate the rising third generation on governance and communication. Key Themes: People-First Culture as a Differentiator Intentional Leadership & Growth Strategic Succession & Governance Empathy and Trust in M&A Integration Defining and Living Legacy Timestamps: 00:02 Introduction and Connection 00:33 Bill Wallis' Entrepreneurial Journey 03:40 Cuba Roots and Growth 06:51 Still a Family Business 09:21 Joining the Business 12:28 HR Path and People Systems 17:39 Loss and Leadership Transition 24:25 2016 Acquisition Highlights 26:59 The Sixth Level 34:30 Culture Integration, Best of Both 57:09 Family Council and Next Gen 01:00:26 Legacy and Closing Additional Resources: Rachel Wallis Andreasson Principal at The Sixth Level, Board Member at Wallis Companies: https://www.linkedin.com/in/rachel-wallis-andreasson/ https://www.thesixthlevel.com/ https://www.thesixthlevel.com/the-book/ Connect with Marshall on LinkedIn Follow PeopleForward Network on LinkedIn Learn more about PeopleForward Network  

Kristin Keffeler, a family wealth consultant, provides profound insights into the human side of wealth and family businesses, focusing on fostering human peak performance and thriving. While her own family story differs from multi-generational businesses—her entrepreneurial father successfully built, took public, and sold a company, creating wealth—her personal journey profoundly shaped her work. Navigating questions of identity, purpose, and authentic relationships in her twenties, she discovered the unique challenges faced by rising generations. Keffeler details the "clutter" (identity, relationship, money, contribution) that can uniquely challenge young family members, hindering their ability to truly flourish. She emphasizes the critical importance of cultivating character strengths like grit, mastery, unconditional positive relationships, and a growth mindset, noting that wealth, if not managed intentionally, can inadvertently buffer against their development. Her work champions an approach where family business leaders prioritize intentional parenting and authentic self-discovery to ensure future generations contribute meaningfully, find fulfillment, and drive the family enterprise forward with purpose.   Key Themes: Cultivating Human Thriving Alongside Wealth Addressing "Wealth Clutter" for Next-Gen Development Intentional Parenting to Build Character Strategic Engagement & Career Pathways for Rising Gen Connecting Individual Purpose with Organizational Values   Timestamps: 00:01 - Introduction and Welcome 01:11 - Kristin's Work with Families and Human Thriving 03:34 - Kristin's Family Background and Entrepreneurial Story 08:22 - Identity and Challenges Growing Up in a Wealth-Creating Family 11:17 - Cultural Difficulties Talking About Wealth 16:21 - Clutter in Family Business (Identity, Money, Relationships, Contribution) 23:14 - Discovering Identity and Autonomy in a Family Business Context 25:43 - Traits of Thriving People in Positive Psychology 29:53 - Wealth as a Buffer Against Developing Resilience 33:20 - Parenting Challenges: Teaching Grit and Growth Mindset 43:16 - Teen Jobs, Contribution, and Dignity from Work 48:48 - Connecting Family Values, Purpose, and Business Legacy Additional Resources: Kristin Keffeler, Chief Learning Officer, JFG Family Office: https://www.linkedin.com/in/kristin-keffeler-msm-mapp-245a21/ Connect with Marshall on LinkedIn Follow PeopleForward Network on LinkedIn Learn more about PeopleForward Network

Anne E. McGregor, a fourth-generation owner of Herschend Entertainment, the family behind Silver Dollar City, offers insights into their transition from family operators to engaged owners. Her grandparents, Hugo and Mary Hershend, founded the business by purchasing a cave in the Ozarks for tourism in 1950, which later evolved into Silver Dollar City in 1960. Anne's father, Pete, and uncle, Jack, further developed the enterprise, notably contributing to the "boom" of Branson by realizing the community needed to grow with them to provide amenities for visitors. Today, the Herschend family emphasizes intentional family engagement and governance to ensure the business's long-term stability and success, with a non-family CEO since the 1990s. Anne plays a pivotal role in strengthening family connections through philanthropic initiatives via their "Neighbor" company, which also serves as a unifying platform for over 60 family members across multiple generations. The family's purpose is "bringing families closer together," and they strive to live their mission of "live, love, and serve together" through their business and family structures.   Key Themes: Intentional Governance and Family Stability Culture of Connection through Family Meetings Philanthropy as a Unifying Force Next-Generation Education and Engagement Learning from Peers People-First Purpose and Legacy   Timestamps: 01:06 - Founding story of Herschend and Marvel Cave 06:31 - Growing up in a theme park-owning family 08:05 - Branson's boom and role of community collaboration 12:30 - Anne's background and early career 13:26 - Creation and purpose of Share It Forward 15:46 - Beginning of philanthropic work and founding of Neighbor 19:46 - Family governance: structure of the Family Council 24:19 - Family Office and programming for unity 30:25 - Family meetings and intergenerational bonding 37:38 - Future Owners Group (FOG) and mentoring the rising gen 48:58 - Community impact through Neighbor and family giving   Additional Resources: Anne McGregor, Chairperson, Neighbor Company: https://www.linkedin.com/in/anne-mcgregor-5bbabb166/ Connect with Marshall on LinkedIn Follow PeopleForward Network on LinkedIn Learn more about PeopleForward Network

Ganesh Iyer, the non-family CEO of Etnyre, a 127-year-old family business, shares his journey from a diverse upbringing in India to leading a company through significant transformation. Joining Etnyre after a distinguished career at Caterpillar, Ganesh sought an environment where deep care for people and purpose transcended singular focus on shareholder return. His partnership with fourth-generation Chairperson William Etnyre aligned perfectly with this vision, establishing "improving lives" as their North Star. Under Ganesh's leadership, Etnyre has not only nearly tripled revenues and valuations but also significantly enhanced employee well-being through initiatives like substantial wage increases (up 50% in 6-7 years), improved physical and psychological safety, and optimized working hours. This success demonstrates a powerful model for family business leaders: that prioritizing stakeholder well-being and fostering a culture of care directly drives exceptional financial performance. Ganesh's story underscores the potential for family businesses to achieve enduring legacy and growth by intentionally aligning profit with purpose. Key Themes: Stakeholder Capitalism & Purpose-Driven Growth Culture of Care and Inclusion Strategic Non-Family CEO Partnership Intentional Communication & Alignment Leadership Development as a Cultural Driver Additional Resources: Ganesh Iyer, President and CEO, Etnyre International Connect with Marshall on LinkedIn Follow PeopleForward Network on LinkedIn Learn more about PeopleForward Network Timestamps: 00:01 – Ganesh's upbringing in a multicultural and multi-religious environment in India 04:46 – Joining Caterpillar and applying engineering skills in R&D 06:03 – Transition from technical to management roles at Caterpillar 07:42 – International leadership experiences and learning cultural adaptation 11:07 – Moving to a family business and motivations for leaving a public company 13:48 – Critique of shareholder primacy and advocacy for stakeholder capitalism 19:36 – Cultural transformation at Etnyre: safety, wages, and optimized profit 22:46 – Aligning employees with company purpose and individual meaning 27:07 – Leading across generations and investing in leadership development 29:15 – CEO as communicator: how Ganesh shares purpose with all stakeholders 34:31 – Relationship with William (formerly Bill) and building family alignment 42:43 – Pride in raising safety, wages, and quality of life for team members

William Etnyre, a fourth-generation owner and current Chairperson of Etnyre, shares the compelling evolution of his family's business, from its 1898 roots in farming equipment to a leading road construction manufacturer. Despite a period where his direct family branch was not involved in operations, William, a social worker with a deep commitment to human well-being, unexpectedly ascended to lead the board. Under his leadership and in partnership with a non-family CEO, Ganesh, who shares his social impact vision, Etnyre has undergone a significant transformation.They've championed a people-first culture, prioritizing fair wages, diversity, and community engagement, rooted in the company's long-standing ethos of caring for all stakeholders. This purpose-driven approach has correlated with remarkable business growth, with revenues nearly tripling in seven years, demonstrating that doing good can also mean doing well. Etnyre's journey highlights the power of intentional governance and intergenerational engagement to secure a family business's legacy and ensure its relevance for future generations. Key Themes: Purpose-Driven Leadership Strategic Non-Family CEO Partnership Intentional Family Governance & Education Culture of Dignity and Fair Compensation Profit with Purpose (Conscious Capitalism) Continuous Learning and Adaptation Additional Resources: William Etnyre, Chair Of The Board Of Directors, Etnyre International Connect with Marshall on LinkedIn Follow PeopleForward Network on LinkedIn Learn more about PeopleForward Network Timestamps: 01:16 – The origin story of the Etnyre family business 11:00 – Early work experience at Etnyre during high school and college 12:40 – Choosing social work over business school and military service 17:25 – Mini MBA and continuing education for board preparation 18:27 – Re-engagement with the family business from Seattle 21:31 – Structure and history of the Etnyre company board 28:13 – Recruiting a new CEO shortly after becoming board chair 36:43 – Integrating social impact into the business structure 48:26 – Commitment to authentic, value-aligned leadership 52:32 – Family member engagement and next-generation involvement 01:00:20 – Guiding the family toward shared purpose and ownership 01:02:36 – Reflections on fulfillment and legacy as board chair

In this conversation, Jason Johnson, CEO of Metro National, shares the rich history of the family-owned real estate development company founded by his grandfather in 1954. He discusses the importance of building relationships in acquiring land, the vision of creating a 'city within a city', and the expansion into various sectors beyond retail. Jason emphasizes the significance of long-term thinking in real estate, especially during challenging times like the COVID-19 pandemic. He also reflects on the dynamics of working in a family business, the transition of leadership from his father, and the collaborative effort to define and uphold the company's core values, which focus on integrity, trust, impact, and legacy.  Additional Resources: Jason Johnson President and CEO at MetroNational: https://www.linkedin.com/in/jason-johnson-7784b922/ Connect with Marshall on LinkedIn: https://www.linkedin.com/in/marshall-lockton-26369a1/ Follow PeopleForward Network on LinkedIn: https://www.linkedin.com/ Learn more about PeopleForward Network: Learn more about PeopleForward Network: https://peopleforwardnetwork.com/ Key Takeaways: - Metro National was founded in 1954 by Joe Johnson, starting with residential home building. - The company has grown to encompass 10 million square feet of commercial real estate in Houston. - Building strong relationships was key to acquiring the original 200 acres of land. - Joe Johnson's vision was to create a 'city within a city' for community use. - The company has expanded beyond retail to include healthcare, hospitality, and office spaces.

In this conversation, Francis Hall Chaney III shares the rich history of Chaney Enterprises, founded by his grandfather in 1962. He discusses the evolution of the company through various leadership changes, emphasizing the importance of culture, community engagement, and the dynamics of running a family business. Francis reflects on his upbringing in the family business, the lessons learned, and the transition to his role as CEO. He highlights the company's significant growth and the core values that drive its success, including authenticity, purpose, and grit. In this conversation, Marshall Lockton and Francis Chaney discuss the importance of authenticity, transparency, and connection in leadership. They explore how building trust through vulnerability and open communication can enhance employee engagement and performance. Additional Resources: Francis Hall Chaney, Chief Executive Officer at Chaney Enterprises: https://www.linkedin.com/in/hallchaney/ Connect with Marshall on LinkedIn Follow PeopleForward Network on LinkedIn Learn more about PeopleForward Network Key Takeaways: Chaney Enterprises was founded in 1962 by Eugene Chaney, focusing on sand and gravel production. The company has evolved through various leadership changes, emphasizing culture and community engagement. Francis Chaney highlights the importance of understanding family dynamics in business. Growing up in a family business shaped Francis's perspective on leadership and responsibility. Exposure to different roles in the company helped Francis develop a well-rounded understanding of the business.

In this episode, Jeff Oddo shares the journey of transforming his family's janitorial business into a nationwide franchise powerhouse. From early leadership failures and emotional burnout to rediscovering purpose through significance and servant leadership, Jeff reveals how vision, values, and vulnerability fueled massive growth. Learn how City Wide grew from one company to over 100 franchises — all rooted in culture, clarity, and the ripple effect. Additional Resources: Jeff Oddo, President/CEO at City Wide Facility Solutions: https://www.linkedin.com/in/jeffoddo/ Connect with Marshall on LinkedIn Follow PeopleForward Network on LinkedIn Learn more about PeopleForward Network Key Takeaways: True fulfillment in leadership comes from making a meaningful impact, not just financial gain. Jeff's early management mistakes taught him the value of humility, mentorship, and people-first leadership. Shifting from doing to teaching allowed Jeff to scale his business and serve more people through a replicable model. Clear processes and training manuals not only enabled growth, but also freed Jeff from micromanagement. Every franchisee is vetted on mission, vision, and values — because shared beliefs are the foundation of sustainable success.

In this conversation, Wiley shares insights about his father, Pat Curran, and the lessons learned from his legacy in business. The discussion covers Pat's approach to leadership, the importance of customer focus, teamwork, and the transition of leadership within the family business. Wiley also introduces CPC, a long-term investment strategy that emphasizes building and holding businesses for the future, highlighting the five key battles for success in business. In this conversation, Wiley and Marshall discuss the complexities of raising capital, the importance of long-term thinking in business, and the strategies for winning the people battle within organizations. They delve into the dynamics of family businesses, emphasizing the need for clear roles and open communication among family members. Wiley shares insights on legacy and the impact of leadership on future generations, highlighting the importance of nurturing a positive company culture and employee engagement. Additional Resources: Wiley Curran, Principal at CPC Management: https://www.linkedin.com/in/wileycurran/ Connect with Marshall on LinkedIn Follow PeopleForward Network on LinkedIn Learn more about PeopleForward Network Key Takeaways: Wiley grew up in a family business environment, which shaped his career aspirations. Understanding customer needs is crucial for business success. Wiley emphasizes the importance of asking the right questions in business. CPC focuses on long-term investments and creating great workplaces.

In this conversation, Brett Kaufman shares his journey from growing up in a family with complex dynamics to founding Kaufman Development. He discusses the influence of his family, particularly his father and stepfather, on his career choices and personal development. Brett reflects on the expectations placed on him as a child, the challenges he faced, and the importance of gaining experience outside of family business. He emphasizes the significance of pursuing one's passion and the support he received from his family when making the leap to start his own venture. In this conversation, Brett Kaufman shares his journey of entrepreneurship, emphasizing the importance of preparedness, risk management, and the role of luck in business. He reflects on the lessons learned through challenges, the evolution of his life perspectives, and the significance of leading with vulnerability. Additional Resources: Brett Kaufman Founder at Kaufman Development https://www.linkedin.com/in/brett-kaufman/ Connect with Marshall on LinkedIn Follow PeopleForward Network on LinkedIn Learn more about PeopleForward Network Key Takeaways: Brett Kaufman shares his journey influenced by family dynamics. He experienced high expectations growing up in a family business. Brett's father struggled with addiction, impacting family relationships. He transitioned to his stepfather's business, gaining valuable experience. Brett desired independence and a personal vision for his career.

In this conversation, Stephen shares his journey from humble beginnings to leading J & B Healthcare, a family business focused on providing affordable and accessible healthcare. He reflects on the influence of his parents and grandmother, the importance of servant leadership, and the role of authenticity in business. Stephen emphasizes the significance of family values, community impact, and the legacy he hopes to leave behind, highlighting that true richness comes from giving and serving others. Additional Resources: Stephen Shaya, M.D. Managing Director of Akkad Holdings https://www.linkedin.com/in/stephen-shaya-m-d-a1a13357/ Connect with Marshall on LinkedIn Follow PeopleForward Network on LinkedIn Learn more about PeopleForward Network Key Takeaways: Stephen's family background shaped his values and work ethic. The importance of family in business is paramount. J & B Healthcare aims to make healthcare accessible globally. Servant leadership is essential for organizational success. Authenticity in leadership fosters trust and engagement.

In this conversation, Ben DuPont shares insights into the rich history of the DuPont family and their business, which has been a significant part of American industry since its founding in 1802. He discusses the evolution of the company, its diversification strategies, and the family's ongoing legacy in philanthropy and innovation. Ben also reflects on his personal journey, including his entrepreneurial ventures and current role in growth equity investment, emphasizing the importance of human relationships in business. In this conversation, Ben DuPont discusses his investment strategies focused on B2B companies, emphasizing the importance of curiosity in business culture. He shares insights on innovative networking through 'non-obvious dinners' that foster deep discussions and idea generation. The conversation also explores the transformative potential of education driven by curiosity and the impact of coding education on communities. DuPont reflects on legacy and the desire to make a significant positive impact on millions of lives, while considering the evolving role of AI in the workforce. Additional Resources: Ben duPont Managing Director / Co-Founder at Chartline Capital Partners Connect with Marshall on LinkedIn Follow PeopleForward Network on LinkedIn Learn more about PeopleForward Network Key Takeaways: The DuPont company was founded in 1802 and is the oldest continually operating company in the U.S. The family has maintained a significant share and influence in the company throughout its history. Diversification into other industries, including chemicals and automotive, was key to DuPont's growth. The DuPont family has a strong philanthropic legacy, including hospitals and educational initiatives. Family gatherings are held every January 1st to celebrate their heritage.

In this conversation, Rebecca Polan shares the rich history of her family's business, which dates back to 1911, and discusses the evolution of the company from a furniture store to a multifaceted real estate and manufacturing enterprise. She reflects on the generational transitions within the business, her personal journey in deciding to join the family business, and the complexities of navigating family dynamics in a professional setting. Rebecca also highlights strategic growth opportunities, including acquisitions and innovative business practices that have shaped the company's current direction. In this conversation, Rebecca Polan discusses her journey in navigating the complexities of leading a family business, particularly in the context of family dynamics, communication, and the challenges posed by COVID-19. She emphasizes the importance of building trust and relationships within the family, adapting to changing business landscapes, and ultimately making the decision to sell the family business while ensuring the well-being of family members and employees. The conversation highlights the significance of legacy and the impact of family businesses on communities. Additional Resources: Rebecca Polan CEO at REO Processing https://www.linkedin.com/in/rebecca-polan/ Connect with Marshall on LinkedIn Follow PeopleForward Network on LinkedIn Learn more about PeopleForward Network Key Takeaways: Legacy of a Family Business: A Journey Through Generations Navigating Leadership Transitions in Family Enterprises From Passion to Profession: A Personal Journey The Complexities of Family Dynamics in Business Strategic Growth: Opportunities in Family Business

In this conversation, Richard Altieri discusses the dynamics of managing a family business, emphasizing the importance of communication, alignment, and stewardship among family members. He shares insights on maintaining family connections through events, valuing diverse contributions from family members, and the challenges of transitioning leadership roles. Richard reflects on his journey of getting involved in the business during a critical time and highlights the significance of legacy and values in family enterprises. Additional Resources: Dr. Richard Altieri Chairman, Groupo Corporativo Perez https://www.linkedin.com/in/richard-altieri-ba9aa729/recent-activity/all/ Connect with Marshall on LinkedIn Follow PeopleForward Network on LinkedIn Learn more about PeopleForward Network Key Takeaways: Ricky's grandfather started the first Toyota dealerships in Panama. The family business has diversified into various sectors over the years. Ricky's mother played a crucial role in the family's business operations. The transition of leadership was planned and executed with care. Ricky chose a medical career before joining the family business.

In this conversation, David Dragoo shares his journey as an entrepreneur in the outdoor industry, particularly in fly fishing through his company Mayfly. He discusses the importance of culture, values, and team dynamics in building successful businesses, both in the outdoor sector and in his family real estate business. David emphasizes the significance of hiring individuals who align with the company's core values and the lessons learned from past mistakes in leadership. He also highlights the collaborative process of defining core values with his leadership team, ensuring that they resonate throughout the organization. In this conversation, David Dragoo and Marshall Lockton discuss the intricacies of leadership, organizational culture, and the importance of aligning business practices with community values. They explore the challenges of difficult conversations in leadership, the significance of a strong organizational culture, and the role of B Corporations in promoting stakeholder capitalism. The discussion also delves into the Colorado Outdoors Project, highlighting its mission to create a compelling business environment while preserving natural resources and fostering community engagement. Ultimately, the conversation emphasizes the importance of legacy and the impact of thoughtful leadership on future generations. Additional Resources: David Dragoo, Founder & CEO at Mayfly Outdoors https://mayflyoutdoors.com/ Connect with Marshall on LinkedIn Follow PeopleForward Network on LinkedIn Learn more about PeopleForward Network Key Takeaways: Navigating Entrepreneurship in the Outdoor Industry The Art of Blending Passion with Business Building a Culture of Collaboration and Trust Hiring for Values: A Key to Success Leadership Lessons from the Outdoor Sector