The Family Biz Show

Growth is hard. Growth inside a family enterprise is harder. Because in a family business, every strategic decision carries emotional weight. Every acquisition, every hiring choice, every leadership disagreement touches not just the company — but the relationships that built it. That's where family business governance becomes the difference between sustainable growth and generational fracture. In Episode 127 of The Family Biz Show, Christina Armentano, third-generation leader of Paraco Gas Corporation, shares what it really takes to grow a multi-location energy company without breaking the family behind it. Her insights reveal that family business governance isn't theory. It's daily discipline.   The Founder's Grit Is Not a Governance Strategy Christina's grandfather was born in 1929, the year of the Great Depression. He didn't finish grade school. He started working young. He built the company through charisma, salesmanship, and relentless drive. That founder grit built the foundation. But grit alone doesn't sustain three generations. As family enterprises mature, family business governance must evolve beyond personality and instinct. What works for a founder rarely scales to siblings, cousins, and future generations. Growth demands structure.   Why Outside Experience Strengthens Family Business Governance Christina didn't step directly into the family company. She spent nearly a decade outside the business: Executive search MBA Internship at the largest propane company in the U.S. Turned down multiple early opportunities to join Why? Because strong family business governance requires competence, not entitlement. When next-generation leaders build experience elsewhere, they return with: Credibility Financial discipline Confidence Perspective Governance begins with earned authority.   Two Roles. One Discipline. One of the most powerful lessons in this episode: "You have your shareholder role and then you have your employee role. Those are two very separate roles." This distinction is the heart of effective family business governance. Ownership thinks long-term. Employees execute short-term. Shareholders protect capital. Employees protect performance. When these roles blur, conflict accelerates. When they're clearly defined, growth stabilizes.   Communication Is the Engine of Family Business Governance Christina shares her grandfather's advice: "Do right by the business and the business will do right by you." That statement reflects mature family business governance thinking. Open lines of communication. Business lens over personal lens. Disagreements that are never personal. Clear separation between family emotion and enterprise decision-making. Without disciplined communication, growth becomes personal. With governance, growth becomes strategic.   Acquisition Growth Without Governance Is Dangerous Paraco has completed more than 60 acquisitions. That kind of expansion requires structured family business governance. Christina breaks acquisitions into two stages: Due diligence Transition Strong governance means: Written checklists Clear deal leadership Objective financial review Emotional detachment from transactions Written transition plans Ego left at the door One critical lesson: retain what you have first. Retention is governance. Foundation is governance. Infrastructure before scale is governance. Without disciplined family business governance, acquisition momentum becomes chaos.   Selling a Business Requires Governance Discipline Too Christina emphasizes something most owners overlook: "The deal is never done until the deal is done." During a sale process, owners must continue running the business as if no deal exists. Why? Because strong family business governance protects optionality. If performance slips, leverage disappears. If emotion rises, valuation suffers. If the owner becomes dependent on the deal, negotiating power evaporates. Governance protects freedom.   Industry Leadership as Governance Maturity Christina serves as President of the New York State Propane Gas Association. When propane faced regulatory bans in New York, competitors collaborated to protect the industry. This reflects expanded family business governance thinking. Governance is not just internal. It's external influence. It's political awareness. It's industry collaboration. Mature family enterprises understand they are stewards of an ecosystem, not just operators of a company.   Coaching, Peer Groups, and Governance Accountability Christina credits her Vistage experience for sharpening her leadership. Peer groups: Call out blind spots Pressure-test strategy Provide emotional separation Create accountability Outside perspective strengthens family business governance by preventing insularity. Family enterprises that refuse external input often stagnate.   The Three Rules That Protect Growth Christina's closing advice distills governance into three principles: Family members must want to be there. Separate personal from business. Give yourself grace — but earn your seat. Each one reinforces family business governance at a human level. Engagement. Clarity. Discipline. Without those, growth fractures relationships. With them, growth strengthens legacy.   The Real Purpose of Family Business Governance Family enterprises are uniquely powerful because they combine trust and long-term thinking. But that same proximity creates risk. The purpose of family business governance is not control. It is alignment. Alignment between: Ownership and leadership Growth and stability Family values and enterprise vision When governance is intentional, growth compounds. When governance is ignored, conflict compounds. Episode 127 is a masterclass in how disciplined family business governance allows you to scale acquisitions, navigate succession, develop next-generation leaders, and protect the family behind the enterprise.

What if succession didn't need to be announced—because it had already happened? In this episode of The Family Biz Show, we sit down with Peter Roberti, third-generation leader of custom clothier Adrian Jules, to explore what family business governance looks like when it actually works—across generations, personalities, and pressure. Peter's story isn't about theory. It's about lived governance: earned leadership, deeply rooted trust, and decisions made with legacy—not ego—in mind. 🔹 When Leadership Is Earned, Not Handed Down "The employee should say, 'I thought he already owned the business.'" That single sentence reveals the power of effective family business governance. Peter didn't wait to be handed a title. Through years of consistent presence, decision-making, and trust-building, he stepped into leadership long before the org chart reflected it. In a world where succession planning often brings conflict and confusion, Adrian Jules offers a different path—one where credibility is built, not assigned. This model of governance isn't about rigid control—it's about intentional visibility, rhythm, and alignment across generations. 🔹 Conflict Prevention Through Rhythm and Real-Time Conversation Peter makes one thing clear: silence breaks trust. "If something's bothering you, we talk about it immediately." At Adrian Jules, communication isn't just encouraged—it's required. Weekly leadership meetings serve as a cornerstone of their family business governance structure, where financials, strategy, and culture are reviewed together—before things spiral. By naming issues early, the Robertis protect not just the business—but the relationships that power it. 🔹 Scaling Without Sacrificing Values "We're not willing to sacrifice the client experience—no matter how far we expand." As many family businesses hit growth bottlenecks, the temptation is to compromise experience in favor of scale. Peter rejects this mindset outright. Their governance model puts values-first decision-making at the center, ensuring that every expansion effort reflects the legacy—and expectations—that define the Adrian Jules brand. This balance of tradition and evolution is what enables next generation leadership to thrive without breaking the soul of the business. 🔹 Legacy in the Details: Made in Rochester, Led by the Floor Peter's story begins on the factory floor, not the boardroom. "I grew up in the factory. Tailoring is just part of who we are." This isn't just metaphor. It's proof that real family business governance includes frontline experience, generational mentorship, and brand stewardship from the inside out. Their choice to continue producing garments in Rochester, NY, isn't just operational—it's philosophical. Governance here means preserving place, people, and pride, not just profits. 🔹 Why This Episode Matters For legacy-minded leaders and family business advisors who've witnessed firsthand the cost of poor succession planning, Peter's approach offers a compelling alternative. This isn't just a story about a family business that lasted. It's about how strong family business governance can make legacy feel seamless, credible, and calm. Whether you're navigating your first generational transition or preparing the next gen to lead, this episode is a masterclass in governance that actually works. 🔚 Powered by the Family Business Flywheel The Family Biz Show is where real-world family business stories meet practical wisdom. If you're serious about building a legacy, aligning your governance, and setting your next-gen leaders up for success—this episode is a must. 🎧 Listen now, and discover how governance can build trust, not tension.

What Makes a Family Business Last Across Generations Episode 125 of The Family Biz Show delivers one of the most grounded and insightful family business leadership stories in recent memory. Hosted by Michael Palumbos, a seasoned financial advisor for family business owners, this episode features Domenic Cortese of Cortese Construction Services—a second-generation leader actively transitioning a thriving company to the third generation. Through honest family business conversations, this episode explores the real mechanics behind longevity: trust, governance, wealth discipline, and intentional succession. These are not theoretical lessons. They are lived leadership legacy stories that show what it truly takes to move a family business to new generation leadership without breaking relationships or momentum. Immigrant Roots and the Foundation of Trust The Cortese story begins in the early 1950s when Domenic's father and uncle immigrated from Italy and built a construction company from nothing. Their partnership was rooted in deep family enterprise relationships, marked by absolute trust—even when conflict was present. Their dynamic illustrates a critical truth often discussed by any experienced family business advisor: trust does not require harmony, but it does require commitment. These early family enterprise stories laid the groundwork for a business that would survive multiple transitions. Yet, as Domenic explains, the same trust that fueled growth also created governance challenges—highlighting why family governance and trust must evolve as businesses grow. Succession Is About Choice, Not Obligation One of the most impactful family business conversations in the episode centers on Domenic's cousin, who never wanted to be in the business. Rather than forcing participation, Domenic sought outside guidance from a family business succession planning advisor, creating a dignified exit that preserved both family harmony and business health. This moment underscores why family business legacy planning is inseparable from personal fulfillment. A strong family business advisor understands that continuity fails when individuals feel trapped. Addressing family dynamics in succession early is one of the most effective forms of family business continuity planning. Architecting a Family Enterprise That Can Adapt When Domenic assumed leadership, he didn't simply inherit the business—he rebuilt it. By exiting seasonal concrete work and expanding into remodeling, he demonstrated thoughtful family business strategy rooted in core competencies. This approach to architecting a family enterprise allowed the company to maintain family enterprise momentum without reckless risk. Rather than chasing growth, Domenic focused on designing family business continuity, proving that sustainable scale comes from discipline. This mindset mirrors how sophisticated family business family office structures think about long-term enterprise value. Letting Go of Control to Build Real Leadership A defining theme in this episode is Domenic's decision to move away from founder-centric control. Learning to trust non-family leaders became essential to sustaining momentum in family business operations. Today, key non-family roles support quality, operations, and growth—demonstrating how trust in family business extends beyond bloodlines. This shift reflects best practices in family office explained frameworks, where governance systems protect culture while empowering professionals. Any family business family office advice worth following emphasizes this balance. Preparing the Family Business for the New Generation Now transitioning ownership to his three children, Domenic offers a real-world case study in multi-generational continuity. Equal ownership, clear expectations, and accountability—such as shared liability for company assets—reinforce mature family enterprise relationships. Domenic's focus on separating sibling roles from business roles directly addresses common family business trust issues. These intentional structures support family business continuity strategy and reduce emotional decision-making, a lesson any family business succession planning advisor would endorse. Wealth Discipline and the Family Office Mindset Throughout the episode, Michael Palumbos—speaking from his experience as a financial advisor for family business owners—highlights the importance of separating personal wealth from business dependency. Domenic's disciplined approach to family business wealth management, including real estate investing and gifting strategies, reflects a true family business family office mindset. This approach ensures founders can step back without fear, a cornerstone of effective family business wealth management advisor guidance and long-term family office legacy planning. Grandchildren, Values, and Legacy Beyond the Balance Sheet Looking ahead, Domenic emphasizes preparing grandchildren through earned responsibility, humility, and philanthropy. These practices reinforce legacy continuity planning and sustain family business momentum across generations. By introducing philanthropy early, the Cortese family uses values as a training ground for leadership—an often overlooked yet powerful aspect of family enterprise stories that truly last.   Why This Episode Matters Episode 125 stands out because it connects governance, wealth, and relationships into one cohesive narrative. It offers clarity on family business legacy planning, real insight into family enterprise relationships, and practical guidance from both a business owner and a trusted family business advisor perspective. For anyone navigating succession, governance, or wealth transitions, this episode explains—clearly and honestly—what makes a family business last across generations.

Why Brand Can Make or Break Family Business Succession & Legacy In Episode 124 of The Family Biz Show, host Michael Palumbos welcomes back Megan Lynch of Six Point Strategy for a wide-ranging conversation that connects branding, trust, and reputation to the real drivers of Family business succession, Family business leadership, and long-term enterprise value. What makes this episode especially powerful is that Megan isn't approaching brand as "marketing"—she approaches it as an essential part of family business strategy, Legacy planning, and Business continuity for families. Megan shares how her firm originally focused on creative branding work, but as she stepped deeper into the family enterprise space—and became more intentional about Passing on the family business within her own journey—she recognized a key truth: family businesses operate under dynamics that traditional corporate strategy often fails to address. This is why working with a skilled Family Business Advisor or Family Business Consultant matters so much. Without the right lens, even "good ideas" can create harm, confusion, or conflict, especially during family business continuity planning. A Next-Gen Journey Into Family Enterprise Complexity Megan explains that as she started thinking about the future of Six Point Strategy and the transition of leadership, she joined a family business center for succession support. What she discovered quickly was that Family business succession isn't just a transaction or a timeline—it's emotional, relational, and deeply tied to identity. That's where the biggest insight comes in: family enterprises don't live in a vacuum. Ownership, management, and family relationships intersect constantly. So when a Family Business Consultant or Family Business Advisor recommends a new strategy or brand shift without understanding those intersections, it can destabilize trust, trigger resistance, and disrupt Business continuity for families. This is exactly why Megan describes family business work as a discipline—one that requires education, humility, and collaboration. She highlights that a financial advisor for family business or a family business wealth management advisor may be working on governance, capital, or transition planning at the same time that marketing or brand conversations are unfolding. If those advisors aren't aligned, the business and the family can pay the price. Why PPI Rendezvous Felt Like "Home" for a Family Business Advisor Mindset Michael and Megan discuss the Purposeful Planning Institute (PPI) Rendezvous in Denver, which Megan attended despite being the only "brand person" in the room. She describes the conference as a unique blend of academic curiosity and practical collaboration—where professionals openly share real examples, tools, and frameworks to improve how they serve families. This speaks directly to what families need today: a coordinated ecosystem of advisors, including the Family Business Advisor, Family Business Consultant, and trusted experts in governance, wealth, and transition. Families navigating family business legacy planning rarely have just one challenge at a time. They are dealing with succession, leadership development, reputation, rising-gen engagement, and often family business wealth management all at once. That's why the most effective outcomes happen when the advisor team thinks holistically and supports true family business continuity planning. The Cracker Barrel Lesson: Brand Isn't a Logo, But Logos Carry Meaning The episode pivots into a timely example: the "Cracker Barrel debacle," where a brand change sparked intense public backlash. Megan uses this moment to explain how people emotionally connect with symbols, especially nostalgic brands. The logo isn't the brand, but it becomes shorthand for what the brand represents—comfort, tradition, familiarity, and trust. For a family enterprise, this is a direct parallel: when long-standing brand elements change, stakeholders worry about deeper changes too. Megan calls this the "what else are we losing?" response. Customers and employees don't just react to design—they react to perceived shifts in trust and identity. This is why Family business leadership transitions and Family business succession must be approached with strategic communication and continuity. If leadership change is paired with sudden brand shifts, it can amplify uncertainty and weaken stakeholder confidence. Families focused on Business continuity for families must consider not only operational transition, but how reputation and brand signals communicate stability. Reputation as an Asset: The Hidden Value Families Must Protect One of the most valuable parts of the conversation is Megan's framing of reputation as a tangible asset. Many family owners intuitively know this: if you ask what their greatest assets are, they will often say "our reputation," "our relationships," and "the trust our customers have in us." That trust is brand equity—and it directly affects enterprise value. Megan explains that in business valuation, "intangible assets" often include brand power, customer relationships, intellectual property, and market positioning. Even if a family never sells the business, this still matters, because the business is often the family's largest asset and the central engine behind family business wealth management and long-term Legacy planning. In other words, the asset being transferred through Passing on the family business isn't just equipment, revenue, or real estate—it's also trust and goodwill. This is where the role of a Family Business Advisor becomes critical. A strong advisor helps families inventory and protect the intangible value that supports family business legacy planning, family office legacy planning, and strategic transition. The Three Brand Pillars That Strengthen Continuity and Transferability Megan outlines three practical pillars that help a business build brand equity and prepare for generational transfer. These pillars are especially relevant for a family business succession planning advisor or a Family Business Consultant supporting long-term continuity: 1) Transferability Does trust live only with the founder or leading generation? Or does it live within the company itself? If reputation is tied to one person, succession becomes fragile. Strong transferability supports family business to new generation transitions and reduces the "key person risk" that threatens Business continuity for families. 2) Systemization Is the brand experience consistent? Are communication systems documented? Are brand standards and customer experiences repeatable? Systemization helps the business maintain continuity when leadership changes, which is essential for family business continuity planning and Family business leadership development. 3) Voice of the Customer Do you regularly collect customer feedback, surface insights, and operationalize them? Megan notes that many family companies say they "know their customers," but don't systematize that knowledge. Capturing and using customer insight strengthens brand equity and gives future leaders a clear roadmap for protecting trust. These pillars connect directly to family office explained thinking: families who operate with a family business family office mindset often seek structured processes, measurable systems, and continuity planning that outlasts any one person. This is where family business family office advice becomes highly relevant, particularly when brand and reputation are part of the family's long-term wealth and continuity strategy. Culture Made Visible: Why Brand Is a Leadership Issue Michael and Megan reinforce that brand is essentially culture made visible. If culture is unclear, inconsistent, or undocumented, it becomes difficult to transfer. That's why families must articulate vision, purpose, and values in ways that employees and customers can repeat easily. Megan offers a sharp test: can employees and customers explain your strategy in one sentence? If not, you risk becoming a "best kept secret"—and your team won't be aligned. For a Family Business Advisor, this is a crucial leadership and continuity issue. A cohesive internal culture is the foundation for Family business leadership and the consistency needed for Family business succession. This also ties into family office strategy: families building a multi-generational enterprise want more than profit—they want shared values, shared identity, and a legacy story that carries forward. That's why brand and culture are directly connected to Legacy planning and family office legacy planning. Rising Gen Engagement: The Two Gateways to Continuity When the conversation turns toward next-gen stewardship, Megan identifies two powerful pathways for engaging the rising generation and strengthening Business continuity for families: Brand Education Start early. Teach the next generation what the business stands for, who it serves, and why it matters. This supports a smoother transition from family business to new generation, especially in cousin consortium stages where some owners may not work in the operating company. When the rising generation understands the brand and legacy, they're more likely to become responsible stewards—and not accidental risk points (especially in today's social-media environment). Strategic Philanthropy Megan emphasizes that philanthropy can connect values, community relationships, and reputation. Michael builds on this idea by describing philanthropy as "the sandbox for entrepreneurship and leadership." It teaches communication, decision-making, collaboration, and gratitude—skills that reduce entitlement and strengthen long-term family business legacy planning. For families working with a Family Business Advisor or financial advisor for family business, philanthropy can become a structured training ground that supports governance, next-gen development, and even public reputation—an underrated asset in f

In Episode 123 of the Family Biz Show, host Michael Palumbos welcomes Brad and Olivia Mountz of Mountz Incorporated for a powerful conversation that challenges traditional assumptions about family business succession and passing on the family business. This episode blends heartfelt storytelling with practical frameworks in family business leadership, legacy planning, and long-term business continuity for families. As Brad and Olivia share their journey—from working together across generations to ultimately choosing a strategic sale of the company—they offer deep insights that any Family Business Advisor or Family Business Consultant will find invaluable for guiding their own clients through complex transitions. From Origins to Leadership Brad's entry into the family business was organic: starting with sweeping floors and working across operational roles, he earned leadership through experience. This reflects a key aspect of family business leadership—working from the ground up, earning trust, and proving capability. Olivia's path was intentionally different. She built her confidence and skills outside the company before joining, illustrating how family business succession planning can involve developing leaders externally as well as internally. A thoughtful Family Business Consultant would note that these differentiated pathways help prepare next-gen leaders to add real value when passing on the family business. Values, Culture, and Strategic Planning At the heart of Mountz's success is a deeply held set of values—customer obsession, quality, and employee engagement—which have shaped a workplace culture that wins awards and retains top talent. This strong culture is a cornerstone of business continuity for families and speaks directly to how leaders can integrate legacy planning into everyday operations. Brad emphasizes that caring for employees first enables exceptional service, a practice that a Family Business Advisor might highlight as a best practice in sustaining long-term success. Coaching, Communication, and Leadership Development A standout theme in the episode is the role of coaching in strengthening both individual leadership and family dynamics. Brad and Olivia discuss engaging coaches—one focused on business strategy and another on emotional intelligence—to improve communication, resolve conflict, and build mutual understanding. These investments in personal development reflect the deeper side of family business leadership and legacy planning; effective coaching can be a differentiator in how families prepare for family business succession and foster strong working relationships, especially in multi-gen environments. A Values-Driven Exit: Redefining Succession Rather than taking the expected route of a generational takeover, Brad and Olivia made a bold decision: they pursued a strategic acquisition by Snap-on. This pivot reframes passing on the family business as a choice aligned with personal values, family goals, and long-term business continuity for families. Olivia's candid explanation about balancing career ambitions with family life underscores the importance of honest, values-based legacy planning—a critical piece that a Family Business Consultant would advise families to explore deeply in transition planning conversations. Post-Acquisition Dynamics and Continuity Post-acquisition, the Mountz family has focused on sustaining culture, honoring commitments to employees, and adapting to being part of a larger corporate ecosystem. Brad and Olivia explain how communication and clear expectations have helped the transition, demonstrating that legacy planning and family office strategy remain essential even after a liquidity event. Their experience shows that successful business continuity for families isn't just about ownership—it's about preserving meaning, opportunity, and trust after passing on the family business in a non-traditional way. Key Takeaways Family business leadership can emerge through multiple pathways; what matters is alignment with purpose and preparedness. Investing in coaching and external perspective strengthens both individuals and organizational culture—key for any Family Business Advisor or Family Business Consultant guiding leadership development. Redefining family business succession doesn't mean failure; it can create a future that honors legacy while ensuring stability. Business continuity for families is most secure when guided by intentional legacy planning and a clear family office strategy, not just inheritance mechanics. Episode 123 of the Family Biz Show challenges listeners to rethink what it means to "pass on the family business." Through the Mountz family's experience, we see a modern, human-centered approach to family business leadership, family business succession, and long-term business continuity for families—one that values people, purpose, and legacy just as much as financial outcomes. This is essential listening for families navigating the future and for any Family Business Advisor or Family Business Consultant supporting them through complex transitions.

The Family Biz Show dives deep into the real-world journey of Family business succession through the story of SynAct, a Microsoft-partnered CRM consulting firm founded by Ken Compter and successfully transitioned to his daughter, Sarah Compter. The episode offers practical lessons in Family business leadership, Legacy planning, Business continuity for families, and the emotional intelligence required for Passing on the family business. With the strategic lens of a seasoned Family Business Advisor and the lived experience of a Family Business Consultant, this episode uncovers how multigenerational entrepreneurs can strengthen their vision, protect family relationships, and build a future-ready business.  The Unexpected Birth of a Family Business Ken's entry into entrepreneurship began not with a grand plan, but with necessity after a corporate layoff. Working alone from his basement, he built an early CRM system inside Outlook—long before SaaS models were common. This foundation illustrates how many family companies begin: rooted in resilience, adaptability, and the desire to secure business continuity for families. A Daughter Steps In—And Redefines the Future After years in banking, Sarah joined SynAct and soon realized she needed true ownership to give the business her full energy. Her decisive "I'll take this, but you need to step aside" moment highlights a critical truth in Family business succession: next-gen leaders must have both authority and autonomy. Ken's willingness to let go allowed Sarah to fully activate her leadership. Building a Microsoft-Partnered Competitive Edge SynAct pivoted from its own CRM platform to Microsoft's Dynamics ecosystem, gaining tremendous scalability. Under Sarah's guidance, they created an all-inclusive recurring revenue model that bundled software with continuous service. This move positioned SynAct as a unique, service-driven partner—showcasing smart family office strategy and long-term value creation. Emotional Intelligence: The Silent Strength Behind Success Ken and Sarah seamlessly separated family emotions from business disagreements. Even intense conversations ended with "Love you"—a powerful example of healthy conflict management. Their story proves that strong Family business leadership requires clarity, trust, and the ability to protect the family bond while challenging each other professionally. Financial Clarity: A Hidden Pillar of Seamless Succession Ken's retirement readiness came from years of spreadsheets, projections, and disciplined investing. Meanwhile, Sarah models multiple long-term scenarios with her financial team—including worst-case assumptions—to safeguard her future. This is Legacy planning in action: coordinated advisors, intentional modeling, and planning beyond optimistic assumptions. When Only One Child Wants the Business Ken emphasizes that passion—not obligation—should determine who enters the business. His son pursued a culinary career rather than technology, and the family embraced it. This is a crucial lesson for any Family Business Advisor: do not force successors. Support each family member in finding purpose, whether inside or outside the company. The Power of External Partnerships for Growth Instead of costly marketing channels, Sarah built a thriving referral network with complementary Microsoft partners and clients. Understanding where customers live—via market mapping—is a foundational strategy taught by seasoned Family Business Consultants and is key to scaling niche family enterprises. Passing on the Family Business—With Clarity and Heart The Compters demonstrate that Passing on the family business works best when founders know their retirement needs, successors know their vision, and both generations communicate transparently. Their transition is a model for families seeking both financial security and relational harmony.

In this episode of The Family Biz Show, family business consultant Michael Palumbos is joined by Shawn Barberis of More Than Money 360 to explore how high-net-worth families can protect and grow their family wealth by focusing on communication, values, and legacy—not just dollars. Together, they unpack proven strategies to strengthen generational continuity, including the five pillars of success and six laws of family advancement. 1. Shawn's Journey & "More Than Money" (02:23–08:18) Shawn shares why he left law to launch a firm focused on the relational and cultural side of legacy. He realized families needed more than documents—they needed systems to protect family wealth through values, communication, and structure. 2. Perception vs. Reality of Risk (14:53–17:00) Most families fear market loss, but data shows 85% of wealth loss stems from broken trust and poor communication. Shawn highlights why this mindset shift is crucial to family legacy. 3. The Engagement Process (19:10–21:05) A 3-step approach: educate the family, define the legacy goal, and build a values-based plan. Legacy is built through process—not a single event. 4. Five Pillars of Generational Success (23:10–27:26) The foundation of enduring family wealth: communication, core values, family legacy, philanthropy, and governance—all working together to sustain family purpose and identity. 5. Six Laws of Family Advancement (29:27–35:42) From gratitude over entitlement to rising gen empowerment and transparent meetings, Shawn shares six laws that help families sustain wealth and legacy long term. 6. System, Process & the MTM Meter (37:29–41:19) Shawn introduces the More Than Money Meter—a tool that tracks how prepared and satisfied families are across the five pillars. As he says, "You can't improve what you don't measure." Tangible Takeaways for Leaders of Family Businesses Realize that the biggest threat to your family's lasting wealth is likely not the markets — it's breakdown in communication, trust and shared purpose. Use a process, not just an event: Begin with the end in mind, build curriculum, set outcome criteria. Prioritize the rising generation early: Give them voice, let them lead in meaningful ways, particularly in areas like impact investing or philanthropy. Use measurement: As you would for a business strategic plan or financial plan, set baseline, track progress in communication, values, legacy and governance. Consider your advisor ecosystem: One "quarterback" advisor who understands the family, across generations, often provides better continuity than multiple siloed advisors.

Jerry Aliberti, construction industry veteran and founder of Pro-Accel, joins Michael Palumbos to reveal what it really takes to design a smooth succession plan in family-owned construction businesses—and why most founders wait too long to start. With two decades of experience leading complex projects and advising second- and third-generation owners, Jerry brings grounded, practical wisdom to one of the hardest transitions in business: handing over the hard hat. He unpacks how family construction leaders can shift from doing the work to building people, delegate without losing control, and create a professionalized structure that lasts long after the founder steps back. Jerry and Michael dive into: ◽️ The emotional side of letting go — and learning to trust the next generation ◽️ Why clear expectations and accountability define great culture ◽️ How to track cash flow, labor, and profitability for long-term stability ◽️ Bridging generational gaps between "grinders" and "system builders" ◽️ Why leadership is about service, not control ◽️ The biggest mistakes construction founders make during succession ◽️ How to professionalize your business without losing family values Timestamps: 00:00 – Intro 01:42 – Why construction succession is different from other industries 04:15 – How to build a tech and financial stack that supports clarity 07:33 – Cash flow vs. profit vs. revenue: what really matters 10:18 – Setting expectations and accountability in the field 13:27 – Building trust and culture through hard conversations 16:48 – The emotional roller coaster of succession and letting go 19:36 – Bridging generational gaps: from doers to builders 22:51 – Professionalizing leadership and empowering decision-makers 26:09 – The "11th Commandment": Thou shall not fool thyself 29:20 – Why succession is a multi-year process (not a moment) 32:44 – The power of outside, unbiased advisors in family business 35:26 – Leadership as service: how real leaders empower their teams 38:17 – Key takeaways for construction founders planning their exit 41:03 – Closing thoughts and next steps

Family businesses face unique pressures — leadership misalignment, succession uncertainty, and legal blind spots that can undermine decades of hard work. In this episode of The Family Biz Show, host Michael Palumbos sits down with Mike Hayes, CEO of GLC Business Services, to unpack the strategies that have allowed GLC to thrive across generations. Mike's journey from West Point graduate and Army officer to family business CEO is a case study in resilience, vision, and people-first leadership. He shares how his father co-founded GLC in 1992, pivoting away from a declining printing industry into document outsourcing, and how that foundation of service and relationships carried the company through every transition. From navigating an amicable but high-stakes ownership split with the help of a well-drafted buy-sell agreement, to steering the company through COVID by putting people before profits, Mike reveals the decisions that protected both culture and cash flow. He also explains why legacy should be about giving the next generation options — not obligations — and how mentorship and internal promotion have fueled loyalty in a high-turnover industry. Key Timestamps: 00:08:40 — Leadership alignment & avoiding drift 00:10:33 — People-first strategy in crisis 00:17:31 — The buy-sell agreement that saved GLC 00:27:41 — Mentorship and culture as growth engines 00:35:26 — Legacy by invitation, not expectation 00:52:33 — Redefining leadership legacy Tangible Takeaways for Family Businesses: Plan early, review often: Stress test your buy-sell agreement before conflict arises. Protect culture in crisis: Retention comes from trust, not just contracts. Align leadership vision: A unified direction prevents costly stalls. Build legacy through choice: Give future generations the freedom to decide. Mentor for growth: Invest in people who can lead long after you step back.

What does it take to lead a $1.5 billion dairy cooperative without losing the soul of the family farm? In this episode of The Family Biz Show, Michael Palumbos sits down with Kevin Ellis, CEO of Upstate Niagara Cooperative, to explore the path from third-generation dairy roots to modern-day manufacturing leadership. This isn't just a story about dairy. It's about what happens when a family business mindset meets scale, legacy meets innovation, and community values get tested in a corporate structure. Whether you're navigating your own transition, scaling fast, or wondering how to bring next-gen thinking into a legacy business—this episode delivers powerful, practical insight. From Barn to Boardroom: Kevin's Unlikely Journey [00:45] Kevin's roots run deep in Central New York, where his family expanded from 100 to 300 cows. Initially considering veterinary school, he pivoted into animal science and eventually business, landing at Cornell and later earning his MBA from the University of Rochester. [02:30] His career is marked by reinvention—from nutritionist to banker to co-op founder. When former clients asked him to help start a breakaway processing plant, he said yes. That move eventually led to his role at Upstate Niagara, overseeing more than 260 family farms and 1,800 employees. 🔑 Legacy Lesson: Your roots may shape you, but your willingness to evolve defines your reach. Understanding Cooperatives: Profit with a Purpose [04:40] Kevin calls a cooperative "a socialistic creature in a capitalistic organization." That paradox is intentional. The commercial side runs for profit; the co-op side ensures fairness across farms—big or small. [06:00] Upstate Niagara balances Amish hand-milking with fully robotic operations. What binds them isn't size—it's shared purpose. [11:00] One of the cooperative's core values is ensuring every farmer, from 30-cow dairies to 5,000-cow enterprises, can thrive under the same model. 🔑 Strategic Insight: Equality in economics doesn't mean uniformity in operations. Succession, Liquidity, and the Wealth Trap [15:30] Kevin speaks bluntly about succession: "Succession without liquidity planning is a prison." With farms being capital-rich and cash-poor, transitioning out requires intentional wealth structuring. [16:45] The co-op doesn't offer direct succession services but plays a role when equity must be transferred between generations. [18:30] His advice to young farmers? Leave, learn, and return. The family farm can build generational wealth—but not without a clear exit plan. 🔑 Tangible Takeaway: Build liquidity into your family office strategy—before succession becomes a scramble. From Top-Down to Bottom-Up: A Cultural Overhaul [31:00] When Kevin took over, the co-op operated top-down. Plant managers hadn't even met each other in person. He reversed the culture, introduced a balanced scorecard, and prioritized people and process over pure profit. [35:00] His first major move? Fully staff the plants. Why? "You can't cost-cut your way to prosperity." [36:30] Alignment became the goal—across ERP systems, leadership, and operational metrics. The result? Better morale, higher output, and clearer direction. 🔑 Leadership Insight: Don't mistake legacy for permanence. Culture must evolve to sustain scale. Innovation in Agriculture: AI, Robotics, and Genetics [20:00] From super-ovulated cows to robotic milking parlors, Kevin walks us through how dairy tech is exploding. [23:00] AI is even helping program processing logic and optimize plant production. [27:00] Future vision? Scan a yogurt label and see the farm it came from. [38:00] New shelf-life technology may completely disrupt how milk is processed and distributed. 🔑 Growth Opportunity: Every industry—yes, even agriculture—is now a tech industry. Grounded in Community, Driven by Consumers [24:00] Family farms are deeply embedded in their communities. Kevin ensures the co-op reflects that with product donations, school partnerships, and farmer-led community involvement. [26:00] Meanwhile, consumers want transparency. Gen Z and millennials demand humane treatment, sustainability, and ESG oversight. [28:00] Upstate Niagara is now undergoing a double materiality study—aligning long-term strategy with stakeholder values. 🔑 Market Reality: If your brand isn't aligned with your buyers' values, your story is invisible. Closing Reflection: Boredom, Books, and Breaking What's Working [40:00] "There's no such thing as a typical day," Kevin laughs. He thrives on complexity—and has never been bored as CEO. [44:30] He reads Adam Grant's Think Again, still revisits Good to Great, and plans to start flying again soon. [43:00] His message to the next generation: don't undervalue the family business. Just make sure you've built your way out as well as up. Tangible Takeaways for Family Business Leaders Co-op models may be niche—but fairness as a strategy is universal. Legacy is powerful, but liquidity is non-negotiable. Culture change at scale requires relentless alignment and transparency. Innovation isn't optional. Even the most traditional industries are being reinvented. Your family business's greatest asset might be its adaptability.

In this deeply resonant episode of The Family Biz Show, Michael Palumbos sits down with Mike Young, fourth-generation family business leader and author of The Farmer's Code. From a humble start farming rice in the Californian desert to exiting a vast family farmland portfolio, Mike offers a masterclass on pivoting, stewardship, and enduring family cohesion. Key Themes: Roots in the Soil (00:00–06:30) Mike recounts the origins of Wegis & Young—his great-grandfather's immigration, renaming, and pioneering efforts in California's Central Valley. Their early crops, including rice and sugar beets, were nourished by water captured in sloughs, laying the groundwork for some of the most productive farmland in the world. Scaling Across Generations (06:30–10:00) Each generation innovated: Mike's grandfather focused on water infrastructure and expansion His father and uncle introduced higher-return crops like almonds and grapes Mike's generation added vertical integration with alfalfa cubing and tomato processing before exiting those businesses From Dirt to Data: The Tech Pivot (10:00–13:00) A standout innovation was a water infrastructure monitoring company—proof that the family adapted not only operationally but strategically, leaning into regulatory change as a catalyst for growth. Exit to Endure (13:00–16:00) Selling 85% of their farmland wasn't easy. But with water rights tightening and G5 & G6 in mind, they chose continuity over sentiment. Mike emphasizes that the land still operates—but now from a stewardship mindset. Legacy is Relational (17:00–20:30) The spark for Mike's book The Farmer's Code was his 99-year-old grandmother. The message: Legacy isn't what you leave for people—it's what you leave in them. His book is broken into three parts: Me, Them Now, and Them to Come—mirroring his family's approach to multi-generational values. Governance Done Right (30:00–36:00) With a family board of directors, six trusts, and a family council, Wegis & Young model effective governance. Their structure includes even non-active family members and outlaws—communicating, sharing philanthropic decisions, and guiding distribution policies. Challenges Ahead (41:00–46:00) Mike's top challenge? Maintaining cohesion in a generation that won't work together daily. With 11 next-gen family members ranging from 12 to 24, the family is experimenting with ways to build connection across the branches. Tangible Takeaways Don't fear the exit—it may be your legacy's best move Legacy isn't inheritance—it's influence Strong governance includes everyone Strategic philanthropy is a sandbox for rising leaders Always build with the 7th generation in mind

In this episode of The Family Biz Show, host Michael Palumbos sits down with Scott Saslow—entrepreneur, author, and founder of One World Investments. Together, they explore the overlooked complexities of what comes after the liquidity event. From defining a family office to uncovering its entrepreneurial DNA, this episode is a must-listen for legacy-minded leaders preparing for the next stage. Key Themes: What Is a Family Office, Really? Scott demystifies the term "family office" for founders and next-gen leaders. It's not just an investment vehicle—it's an infrastructure. And it often starts embedded within the family business itself. 📍 [02:00]: From family company to global sale—Scott's personal story of transitioning into the family office world. Treating Wealth Like a Business Saslow challenges the assumption that post-exit wealth "manages itself." In fact, a family office is a new company, with all the complexities of talent, mission, and operations. 📍 [10:00]: "Making money and keeping money are two different things." Talent Management = Risk Management One of the biggest blind spots post-liquidity? Keeping the same advisors you trusted before the wealth explosion. Saslow emphasizes the need to rethink loyalty and performance. 📍 [13:45]: Apply "Good to Great" thinking to your wealth ecosystem. Mission as an Anchor A clear mission not only helps unify the family—it helps attract top-tier talent and service providers. Saslow argues that purpose is a powerful (and often neglected) wealth multiplier. 📍 [26:00]: Examples of impact investing from Saslow's own venture fund. Preparing for Next Gen Involvement Whether or not your children will take the reins, your family office should be built to last—with or without them. 📍 [37:00]: "Hope for the best, plan for independence." Tangible Takeaways: Don't wait for liquidity to plan your structure. Reassess all advisor relationships post-exit. Build your family office with the same rigor as your business. Purpose can (and should) drive strategy. Start the conversation with your heirs—now.

In this episode of The Family Biz Show, host Michael Palumbos welcomes Brent Robertson, founder of Be Generative, to discuss transformative leadership and the power of generative listening. Brent shares how shifting from controlling leadership to generative listening can radically improve communication, foster innovation, and create a future-ready organization. This conversation is especially relevant for family business leaders aiming to empower the next generation and ensure a lasting legacy. The Power of Generative Listening: Generative listening goes beyond active listening by creating a space for innovation and new ideas. Brent describes it as a leadership skill that goes deeper than merely hearing words.  Timestamps: 00:00: Introduction and welcoming Brent Robertson 00:51: Changing your mindset to change your future 09:19: The power of generative listening in leadership 19:47: Breaking the habit of repeating old patterns 24:16: Moving from linear to transformative change 38:54: Rethinking succession as a growth strategy 41:13: Moving from control to mentorship 44:42: Building a future-ready organization Takeaways: Transform leadership through generative listening. Shift from reactive succession planning to intentional growth strategies. Foster a culture of open communication to drive innovation. Let go of control and become a mentor for the next generation. Embrace visionary thinking to stay ahead of the curve.

Culture Over Chaos: How Randy Carr Rebuilt World Emblem | The Family Biz Show Ep. 114 In this powerful episode, Michael Palumbos sits down with Randy Carr, second-generation CEO of World Emblem, who shares a brutally honest and insight-packed journey of rebuilding a company from scratch—twice. From failed ERP systems to near fistfights with his brother, Randy takes us behind the scenes of what it really takes to build a legacy business with 1,600+ employees. This episode is a must-listen for leaders facing coordination gaps, stalled growth, or succession uncertainties. Key Insights & Timestamps 💡 Startup Origins & Growing Pains 01:00 – Restarting the business after his father's first company failed 02:30 – Running machines, shipping orders by hand—pure grit 🔧 Lean & Operational Turnaround 06:16 – How a lean intervention saved millions 08:00 – University of Kentucky's game-changing cultural impact 10:00 – Restructuring leadership: the loyalty trap 🧠 Tech + Talent Lessons 22:00 – One bad hire = 10 years of tech debt 24:00 – Why every business is a people business 🏗️ Family Governance & Succession 26:00 – Separating ownership from operations 38:00 – His son joins the company: the emotional legacy moment 🧠 Strategic Planning 33:00 – Competing with China by outmaneuvering, not outpricing 34:30 – Investing 10% of revenue in tech   Takeaways Culture eats cost savings for breakfast Don't confuse tenure with leadership fit Clean your data now—before AI accelerates your inefficiencies Separating ownership and management may save the business (and your family) Find mentors. Ask for help. Build your forum

In this episode of the Family Biz Show, host Michael Palumbos is joined by filmmaker and entrepreneur Eriksen Dickens of Platinum Peak and Dickens Brothers to explore the power of legacy documentaries in preserving family stories for future generations. Eriksen shares the inspiring story of building a creative business with his brother—starting with childhood movies on their family ranch to directing legacy films for philanthropists, founders, and family foundations. They discuss the unique dynamics of working with family, the evolution of their business, and the challenges of leadership, delegation, and growth as their team expanded. This heartfelt conversation dives deep into the emotional and strategic value of storytelling for family enterprises. Eriksen explains the Seven Storytelling Pillars his team uses to bring generational narratives to life, and how these documentaries foster connection, healing, and clarity across generations. Michael and Eriksen also reflect on the importance of identity post-succession, what people regret at the end of life, and why every family should consider capturing their story on film—before it's too late. 🎯 Takeaways Legacy documentaries help families preserve stories, values, and identity across generations. Working with family requires communication, trust, and self-awareness. Sales is about understanding people—not pitching. The "Seven Storytelling Pillars" provide a framework for meaningful legacy content. Growth requires delegation, leadership development, and team trust. Storytelling is a powerful tool for founders transitioning out of leadership. Emotional moments in legacy films can lead to healing and deeper connection. Many families regret not capturing stories until it's too late. Legacy storytelling is ideal for family foundations, successful entrepreneurs, and multigenerational families. Story is one of the most powerful tools for business communication and family legacy planning.

How Family Offices Evolve: Strategy, Structure, and Success Across Generations | The Family Biz Show Ep. 112 🎙️ In this episode of the Family Biz Show, host Michael Palumbos sits down with Peter Moustakerski, CEO of the Family Office Exchange (FOX), to explore the evolving landscape of family offices and how multi-generational families can preserve wealth, purpose, and unity across generations. Peter shares his unconventional career journey—from launching businesses in China to helping build Ray Dalio's family office—and the lessons learned from working with ultra-high-net-worth families around the globe. Together, they unpack the real purpose of a family office, when to start one, the difference between single-family and multi-family offices, and why complexity—not just net worth—drives the need for formal structures. The conversation dives deep into how successful families implement governance, succession planning, and human capital strategies that align with their values. Peter emphasizes the importance of emotional intelligence, collaboration, and peer learning in navigating generational transitions and building a sustainable family enterprise. Whether you're running a thriving family business, managing a liquidity event, or planning for long-term legacy, this episode is packed with practical insights and frameworks to help you make strategic decisions about your family's future. 💡 Key Takeaways Family offices exist to support the long-term goals of the family—not just manage money. You don't need $100M+ to justify a family office. Complexity is a stronger indicator. Governance becomes critical in G3+ families where decision-making is more distributed. Emotional intelligence and collaboration are essential traits for trusted advisors. Peer communities like FOX offer invaluable support, insight, and shared best practices. Multi-family offices emerge through banks, RIAs, or evolved single-family offices. Families should assess their advisors regularly to ensure alignment with evolving needs. Investing in communication and purpose builds generational resilience. Legacy planning requires integration of human, intellectual, and financial capital. Treat your family like the enterprise it is—discipline and structure are essential.

In this episode of The Family Biz Show, host Michael Palumbos welcomes three generations of the Firkins family, owners of Tile Wholesalers, to discuss the evolution of their family business over 52 years. From launching as a one-man tile distributor in the 1970s to becoming one of upstate New York's leading residential and commercial tile providers, the Firkins family shares a powerful story of generational leadership, trust-based succession planning, and strategic growth. Al, Dave, Kathryn, and Conor Firkins reveal how they've handled leadership transitions, embraced new technology, navigated family dynamics, and built a people-first culture that has kept the business thriving across decades. They explore how early trust empowered the next generation to innovate, why working outside the business helped prepare Conor for leadership, and how listening to both employees and customers shaped the future of their showroom and operations. This candid conversation covers everything from generational business handoffs and managing disagreements to outlasting big-box competitors through personalized service and strong values. Whether you're a second- or third-generation leader or preparing for an ownership transition, this episode delivers real-world insight into what makes a family-owned business sustainable and successful. Takeaways Succession planning based on trust can lead to smoother generational transitions. Legacy family values and data-driven decisions can coexist. Outside experience can prepare the next generation for leadership. Open communication is essential for resolving family conflict in business. Strong culture is built through listening and empowering employees. Family dynamics must be navigated intentionally during leadership transitions. Personalized customer service differentiates family businesses from big-box competitors. Strategic growth often requires reinvestment and shared vision. Spousal support plays a vital role in business resilience and decision-making. Legacy isn't just history — it's a tool for future success. Chapters 01:00 Introduction to the Firkins Family Business 02:17 How Al Started Tile Wholesalers 04:14 Dave's Early Exposure & Entry Into the Business 05:07 Kathryn's Role & Perspective as a Spouse in the Business 09:33 Conor's Outside Experience Before Joining 10:53 Al on Trust & Transition to Dave 14:57 From Residential to Commercial Expansion 17:50 Handling Family Dynamics in Decision-Making 20:29 Managing Disagreements Constructively 22:48 Communication as a Competitive Advantage 24:19 Transition from Dave to Conor: What's Next 28:00 The Role of Spousal Support in Business Growth 32:34 Reinvesting in the Business: Building & Expanding 34:14 Conor's Focus on Building the Next Leadership Team 36:52 Competing with Big Box & Online Retail 40:35 Culture Starts with the Right People 41:40 Embracing Technology to Enhance Service 44:49 Understanding the Next Generation's Career Paths 48:19 Using Analytics & Listening to Guide Strategy 52:00 Final Advice from Each Generation on Legacy & Leadership 57:26 Breaking the Shirt Sleeves to Shirt Sleeves Pattern 51:00 Why Independent Businesses Still Have an Edge 51:53 The Firkins Family's Favorite Tradition

In this episode of the Family Biz Show, host Michael Palumbos is joined by executive coach and author Cathy Carroll to explore the emotional and strategic tensions unique to leading a family-owned business. Drawing on personal experience and her new book Hug of War: How to Lead a Family Business with Both Love and Logic, Cathy reveals how families can navigate leadership challenges, intergenerational conflict, and complex relationship dynamics with clarity and compassion. The conversation dives deep into the concept of polarities—opposing truths that both carry value—and how recognizing them can transform everything from governance decisions to estate planning. Cathy and Michael discuss critical tensions like fairness vs. equality, tradition vs. innovation, structure vs. flexibility, and revealing vs. concealing wealth. Through real-life stories, including Cathy's own journey of working with her father, they unpack how forgiveness, intentional leadership development, and healthy conflict can strengthen families and businesses alike.   Takeaways  Family businesses must manage emotional and operational polarities—there is rarely one right answer. Governance should be structured, but flexible enough to evolve with the family's needs. Fairness doesn't always mean equality—especially when it comes to compensation and ownership. Healthy task conflict can drive innovation, while relationship conflict can destroy trust. Estate planning requires balancing transparency with timing and maturity. Power dynamics, especially between generations, must be managed with awareness and intention. Forgiveness is a leadership tool—starting with yourself and extending to family members. Preparing next-generation leaders requires more than a title—it requires mentorship, coaching, and clarity.   Chapters:  00:00 – Welcome & Guest Introduction 01:25 – Cathy Carroll's Family Business Background 02:20 – The Challenges of Working for Her Father 06:20 – What "Hug of War" Means in Family Business 08:12 – The Concept of Polarities: Business vs. Family Mindset 10:15 – Domain Crossover Power: Business vs. Family Influence 14:45 – Missed Conversations and End-of-Life Regrets 19:50 – Succession Planning: Equal vs. Equitable 21:10 – Estate Planning: Reveal vs. Conceal 23:55 – Cathy's Polarity Mapping Tool Explained 28:12 – Independence vs. Interdependence in Family Roles 32:54 – Balancing Tradition and Innovation 35:07 – In-Laws and Inclusion in Governance 39:24 – The Need for Flexible Governance 42:36 – The Role of Forgiveness in Family Business 44:51 – Cathy's Journey to Self-Compassion and Understanding 47:01 – How to Recognize When You're in a Polarity, Not a Problem 50:00 – Tools for Navigating Difficult Conversations 52:20 – Cathy's Final Advice for Family Business Leaders

In this episode of the Family Biz Show, Michael interviews Michael Bower, who shares his journey of acquiring and revitalizing Eagle Metal Craft, a multi-generational family business. They discuss the challenges of succession planning, the importance of maintaining a strong company culture, and the impact of family dynamics on business operations. Bower reflects on his experiences navigating the complexities of a declining business, the significance of mentorship, and the strategies he implemented to professionalize the company and drive growth. The conversation emphasizes the need for clear planning and the value of external support in achieving long-term success in family-owned businesses. Takeaways: Michael Bower took over a declining family business and revitalized it. Succession planning is crucial for the longevity of family businesses. Cultural shifts can significantly impact employee morale and engagement. Professionalizing a business can lead to increased value and growth.  Mentorship and advisory groups provide essential support for business owners. Understanding family dynamics is key to navigating business challenges. Investing in employee well-being can enhance company culture. A clear vision and strategic planning are vital for business success. The importance of maintaining a strong company culture through transitions. Long-term planning can create opportunities for future generations.  Chapters: 00:00 Introduction to Family Business Dynamics  03:54 Michael Bower's Journey to Eagle Metal Craft 06:57 The Evolution of Eagle Metal Craft 10:10 Challenges of Acquiring a Declining Business 13:01 The Importance of Succession Planning 16:06 Navigating Family Dynamics in Business 23:07 Cultural Impact of Family Business Transitions 32:09 Navigating Family Dynamics in Business 33:14 Transitioning Leadership: A New Era 35:21 Enhancing Workplace Culture 38:07 Negotiating the Business Sale 41:29 Vision for the Future: Growth and Strategy 50:31 The Importance of Mentorship and Advisory Groups 52:20 Generational Thinking in Business 57:07 The Value of Outside Help 01:02:19 Planning for Long-Term Success 01:07:36 Introduction to Family Business Insights 01:08:06 Engagement and Community in Family Business

After a long haitus due to a company transition, we're back with episode 108! In this episode of the Family Biz Show, Michael interviewed Nikki Rausch of the Sales Maven, who shares her journey from a successful sales career to becoming a sales consultant. They discuss the importance of hiring the right salespeople, understanding the sales process, and the differences between marketing and sales. Nikki introduces her Selling Staircase framework, emphasizing the need for curiosity in sales conversations and the importance of training for business owners and their teams.  Some major topics included: How to assess the right salesperson (and how to hire them) How sales competency levels can impact training and management. What an ideal sales funnel should be based on  How compensation structures should align with business goals. Share this episode and follow us on social media!