succession planning | Family Business Alliance

Future in Focus: Preparing the Next Generation to Lead

Posted October 28, 2026

A succession plan can establish how a business will transfer to the next generation. Preparing someone to lead it requires intentional development, honest conversations, and opportunities to earn trust.

At FBA’s Future in Focus: Cultivating the Next Generation, participants explored how to bring these efforts together. Led by Todd Harvey, Bruce Vandermeulen, and Gretchen Krueger of PNC Private Bank and the Hawthorn Institute for Family Success®, the workshop helped family business leaders begin building a practical framework for next-generation readiness.

Start with Story, Values, and Vision

Before identifying a successor or setting a transition date, families need a shared understanding of what they want to carry forward.

Participants began with a question: What does this business represent to our family beyond its financial value?

Whether the answer centers on a founder’s determination, meaningful employment, or community service, sharing that story helps the next generation understand the responsibility they may inherit.

Families also need to define how their values translate into everyday behaviors and discuss how priorities, from stability to innovation, shape their vision for future leadership.

Distinguishing Ownership from Leadership Readiness

Being a family member, working in the business, or becoming an owner does not automatically prepare someone to lead.

Readiness extends beyond education and experience to include communication, judgment, financial understanding, people skills, and the ability to build trust. Clear expectations help families move beyond “They’re not ready” to more useful questions:

What skills or experiences are missing?
What opportunities would build those capabilities?
Who can provide honest feedback?
How will progress be evaluated?

Non-family leaders, mentors, and independent advisors can offer valuable perspectives when family relationships make objective feedback difficult.

Replace Assumptions with Honest Conversations

Families may assume they agree on a transition without asking whether a potential successor wants the role, accepts its responsibilities, or has concerns about its impact.

Inviting input, allowing time for reflection, and welcoming answers that may change the plan help families address differences early and make informed decisions together.

Give Future Leaders a Runway

Successors need opportunities to demonstrate capability before a full transition occurs. Department rotations, education, mentorship, peer learning, and responsibility for projects or relationships can build experience and confidence.

Gretchen introduced a communication framework to support this process:

Inspire: Share the purpose and possibilities of the family enterprise.
Inform: Provide knowledge about the business and its responsibilities.
Invite: Make an intentional invitation to participate.
Involve: Create meaningful opportunities to contribute and learn.
Innovate: Allow the next generation to bring forward its own ideas.

Gradually transferring responsibility helps future leaders develop judgment while giving employees and customers opportunities to build trust in them.

Prepare the Current Generation, Too

The workshop also raised an essential question for those preparing to step back: Are we ready?

Current leaders need to prepare to transfer authority, communicate their intentions, and define their future role. Without clarity, a successor may hold a leadership title while employees continue turning to the predecessor for decisions.

A thoughtful transition addresses both what the incoming leader needs to assume responsibility and what the outgoing leader needs to release it.

Put the Plan in Writing

Participants used a workbook to connect their family’s story, values, and vision with leadership requirements and development goals.

A written readiness plan should identify responsibilities, development needs, learning opportunities, timelines, and measures of progress. It should also clarify how authority will transfer and how changes will be communicated.

Leadership preparation should advance alongside legal and financial planning, with regular opportunities to revisit and adjust the plan.

Preparing the next generation is an ongoing commitment to development, communication, and shared accountability.

Family Business Alliance strives to help family businesses with the tools, resources, and connections to help businesses succeed. Learn more about our resources including Leading Forward, Succeeding at Succession, and Forging Frameworks of Governance that help to advance family business in our community.

Family Business Governance Lessons from the $10 Billion Lakers Sale

Posted Feb, 2026

When Family Ties Aren’t Enough: What the Lakers Can Teach Us About Family Governance

For many family enterprises, the belief that “blood is thicker than water” runs deep. But as the recent sale of the Los Angeles Lakers illustrates, family loyalty alone doesn’t guarantee harmony or long-term family business success.

Despite extraordinary success on the court, unresolved disagreements among siblings over leadership authority, strategic direction, and decision-making escalated over time. After years of internal tension, those governance challenges ultimately contributed to the sale of the Lakers for a record $10 billion.

Strategic alignment eroded, decision-making became fragmented, and personal relationships increasingly overshadowed formal business processes. These dynamics are not unique to high-profile families like the Buss family; they are challenges frequently faced by family businesses here in West Michigan as both ownership and complexity grow.

Family Business Governance Challenges Are Closer Than You Think

While few West Michigan family businesses will face that level of public scrutiny, the underlying challenges are a familiar theme. Our region is home to many multi-generational family businesses, deeply rooted in their communities and committed to long-term stewardship. Yet, as ownership expands from one family leader to either siblings and/or cousins, decision making can get tangled in the team effort.

Why Governance Matters in Family-Owned Businesses

This is where governance creates impact. A well-structured board that incorporates independent advisors offers family run businesses the leverage to navigate complex issues that often arise when business and emotion intersect.

Key Benefits of a Family Business Board:

Strategic Direction and Objectivity: Independent directors offer unbiased perspectives, bringing out-of-the-box thinking to tackle complex problems.

Succession and Continuity: Boards provide essential guidance during leadership transitions, ensuring the business survives beyond the founder.

Conflict Mediation: A formal board helps manage, or resolve, family disputes that can negatively impact business operations.

Professionalization and Oversight: They introduce formal, such as compensation policies, evaluating CEO performance, and talent development which serve to separate the family and business relationships.

Risk Management and Credibility
Strong governance enhances credibility with lenders, investors, and strategic partners. It signals that the business is serious and long-term sustainability.

Protecting Legacy Requires More Than Relationships

We understand that strong governance doesn’t dilute family values, it protects them. It creates the structure needed to sustain both the enterprise and the relationships behind it. For West Michigan family businesses thinking about their next chapter, the lesson is clear: legacy is not preserved by the relationship alone. It’s preserved by putting the right framework in place, to support continuity and clarity.

Family Business Alliance strives to help family businesses with the tools, resources, and connections to help businesses succeed.  Upcoming Forging Frameworks of Governance Series session Seat at the Table: Building a Board of Directors equips participants with practical tools and insights to build and strengthen governance structures that support both the health and harmony of the family business.

Access Registration HERE.

The Transition Traffic Jam

Rob Sligh shows how family businesses get stuck when longtime leaders won’t lift their foot off the brake. With a little intention and a willingness to shift seats, everyone can finally get the enterprise and its future leaders moving again.

Posted Dec 8, 2025

Getting into Gear

In family-owned operating companies and single-family offices across the country, there’s a growing challenge that may not show up in the financials. But it eats at culture and shows up in turnover.

Call it The Transition Traffic Jam

At the front of the line is a leader—a founder or a multi-generation owner, CEO or Chair—who built deep knowledge, strong relationships, and an identity firmly rooted in the enterprise. They’re respected, trusted, and still in the driver’s seat. But the business changed. So has the leadership landscape. And behind them, the next wave of talent is ready to advance.

The problem?

No one’s moving. The light turned green, but the brakes are still on.

Behind the top leader is a rising generation who prepared, performed, and proved themselves. They’re eager to step up, not out of entitlement, but because they care about the future of the business and see how to shape it for more success. When there’s no room to grow, they start looking for exits.

Why the Jam?

Letting go of leadership isn’t just a logical decision—it’s an emotional one. It means letting go of being needed in the enterprise. Being recognized. Trading the thrill of steering for the uncertainty of a passenger seat.

Leaders of every generation can struggle with the shift. What starts as healthy involvement can become hovering, revisiting, and vetoing. The result? The organization stalls.

There is a Better Way

Clear the traffic jam. Create movement. Now is always the best time to start planning for transition. Succession is successful when it’s gradual, not sudden.

Shift authority with intention. Visibility, autonomy, and real accountability builds confidence—for successors and stakeholders alike.

Redefine leadership. Moving out of the driver’s seat doesn’t mean moving into irrelevance.

Honor legacy by enabling the future. The best measure of leadership is what endures and who chooses to stay and lead the convoy into the future.

About the Author:

Rob Sligh is a senior consultant for The Family Business Consulting Group, helping enterprising families with business ownership and leadership succession, creating and improving family business fiduciary and advisory boards, planning and facilitating family and family council meetings, and guiding strategic planning processes.

Family Business Alliance strives to help family businesses with the tools, resources, and connections to help businesses succeed. Learn more about our resources including Leading Forward, Succeeding in Succession, and Forging Frameworks of Governance that help to advance family business in our community.

FEUSA Tax Teams Focus on 2025 Tax Bill

By Pat Soldano

It’s looking more and more like a salvage operation on Capitol Hill as the Tax Cuts and Jobs Act provisions are being examined, culled, embellished, and reconstituted before it expires at the end of next year. But no matter, good, bad, or ugly, there will be a new tax bill in 2025.

As I write this, the House Ways and Means Committee is busy managing its ten Tax Teams to improve or save what it can from the 2017 Tax Cuts and Jobs Act (TCJA).

A few items on the salvage list include avoiding increased income taxes, stopping a decrease in estate tax lifetime exemptions, no increases in capital gains taxes, and restoring research and development expensing, to name a few.

As you may recall, the House Ways and Means Committee Chairman Rep. Jason Smith (R-MO) and Tax Subcommittee Chairman Rep. Mike Kelly (R- PA) formed ten Tax Teams earlier this year to study key provisions in the Trump-era

Tax Teams are set up as follows: American Manufacturing, Working Families, American Workforce, Main Street, New Economy, Rural America, Community Development, Supply Chains, U.S. Innovation, and Global Competitiveness. The stated goal of these teams is to: “help families, workers, and small businesses,” according to Smith.

What Are Key Tax Priorities?

But what are the key family business-oriented tax policies critical for our legislators to review? Our tax team experts on Capitol Hill have uncovered seven “Tax Policy Legislative Priorities” for the 119th Congress that will affect the funeral services industry.

In addition, this month we conducted a spot survey among 100 family businesses asking one question: “what is your number one tax priority?” But first, what are our seven Tax Policy Legislative Priorities? Here they are:

1.Preserve the current tax rates and brackets enacted under the Tax Cuts and Jobs Act. Family-owned businesses rely on the consistency of tax rates more than corporate businesses due to the increased complexity in succession planning. In addition, family businesses are uniquely suited to reinvest more in their business, their employees, and their communities, according to the results of our 2024 Annual Business Survey. In our survey, 52% of respondents indicated that if they paid less in taxes, they would invest more in the business, and 30% indicating they would raise their employees’ salaries.

2. Reduce the estate tax rate. Estate taxes severely hamper the ability for family business owners to pass the business and related assets (which are typically illiquid) to the next generation, making it more difficult for the business to continue growing, providing important jobs, and contributing to local communities. Of family businesses surveyed, 70% have generational employees and 81% have been in operation for 20 years or more. Eliminating the estate tax consistently ranks among the top three priorities.

3. Make permanent the Section 199A deduction for passthrough businesses. The Tax Cuts and Jobs Act included a new deduction to help ensure business owners pay tax rates more comparable to the corporate tax rate reduced by the TCJA. If allowed to expire, the section 199A deduction will be uniquely and severely disadvantage passthrough businesses. Of family businesses surveyed in our annual study, 78% operate as passthrough businesses, whether a partnership, LLC, S corporation, or other non-corporate structure.

4. Restore the full deductibility of research and development (R&D) expenses. The R&D deduction has historically been a bipartisan issue, gaining support from both parties in discussions on economically beneficial provisions to include in a 2025 tax bill. According to our family business survey, 22% of family-owned businesses are in the manufacturing/operations industry and 11% are in the construction/facilities industry, which rely heavily on R&D investment.

5. Restore 100% bonus depreciation. Next to their commitment to their employees, family-owned businesses rely on capital investments to compete, grow, and thrive. Bonus depreciation is a critical tool for family businesses to support their capital investments and finance facilities and equipment critical to their ability to grow, expand employment, and contribute to the communities in which they operate.

6. Preserve the capital-gains tax rate. Like the estate tax, the capital-gain taxes present an obstacle for capital formation and investments necessary for family businesses to expand, modernize, and succeed in an increasingly competitive market, with 13% of family businesses ranking it in their top three tax policies of concern – a 4% increase over the 2023 Survey.

7. Prevent the creation of a wealth tax. Wealth taxes – taxes on existing assets and unrealized gains – will be particularly harmful to family business owners who often disproportionately invest in the business in the hopes of passing it on to the future generations. In the most recent Family Business Survey, respondents identified preventing a “Wealth Tax” as one of their top five economic priorities – a concern that was nonexistent in prior years.

Top Of Mind Taxes

To further solidify thinking on tax priorities, this month we conducted a “spot poll” of 100 family-owned businesses on the topic of taxes in 33 states.

In this “Tax Policy Priorities Poll” we asked what their greatest tax concerns were right now, from increases in income taxes, to no increases in estate taxes, to restoring research and development expensing. The results showed the following percentage ranking for the top tax concerns by family business respondents.

The top concern was “No decrease in Estate Tax Lifetime Exemption,” which received 30% of votes from respondents, including those in the funeral services industry.

In a close second place, family businesses want to see “No Increase in the Income Tax Rate,” which received 28% of votes.

When it came to “No Increase in Capital Gains Tax Rate,” 13% respondents felt this was a top tax concern, while “Establishment of a Wealth tax” received 11% as a top priority. The “Wealth Tax” worry is trending upward.

Finally, such priorities as “Keep 199A Deduction for Pass Through Entity” worried 10% of family business respondents, while “Restoring R & D Expensing” got 4% of the vote.

Lastly, when asked the question about “Restoring Bonus Depreciation,” only 3% replied this was a top priority.

Let Congress Know

Nobody knows what Congress, or the new White House, will ultimately agree on when it comes to taxes, or how they will manage the growing gap between revenues and expenses, but everyone agrees there will be a new tax bill in 2025…good, bad, or ugly. The only way to state your case is to voice your concerns. The Congressional Family Business Caucus Meeting was held on Sept. 18 and in the meeting addressed pass-through taxes, enterprise structure, and possible wealth tax legislation.

Pat Soldano is the President of Family Enterprise USA and the Policy and Taxation Group, both nonpartisan organizations advocating for family enterprises of all sizes. They are the organizers of the Family Enterprise USA Annual Family Business Survey 2024 and assist in organizing the Congressional Family Business Caucus.

Yellowstone: Will Beth Dutton Save the Kingdom?

From Philo.com

Tradition and Change in Family Business: A Yellowstone Parallel to Reality

Like many family business leaders, John Dutton struggles to uphold longstanding traditions while external competitive pressures mount and next-gens clamor for change. “Yellowstone” is an American Western drama series that has portrayed the conflicts associated with a cattle ranch family business that began back in the 1890’s with the development of the American West. The much-anticipated final season debuts November 10, 2024.

The series stars Kevin Costner as John Dutton, the current patriarch, who is struggling to keep the business afloat to honor the legacy and the land he has inherited. External environmental and competitive forces have made the cattle rancher’s way of life harder to preserve. Dutton also has three surviving children who are fighting for their own goals, or against each other, which makes leadership transition or any other change very challenging.

So many unresolved issues remain before the series rides into the sunset – issues that mirror the real-life family business challenges that I’ve encountered as Director of the West Michigan Family Business Alliance. For instance:

Who will win the siblings’ war for recognition, power and control: Beth, the devoted, tough, and business savvy daughter who seeks to protect her father at all costs; Jamie, the adopted son who lacks self-confidence and has consistently struggled to gain acceptance to the point of betraying his father; or Kayce, the only one who loves and embraces the cattle rancher’s way of life but seems uninterested in running the business?
With the family’s livelihood and estate dependent on bringing the cattle to market, will this year’s cattle survive the illness spreading throughout Montana and killing the livestock?
Will Kayce, and his Native-American wife, finally resolve their cultural differences rooted on the displacement of the Native American Indians during the American West development in the eighteenth century?
Will John Dutton accept the changes suggested by his daughter Beth to keep the ranch profitable?

The most intriguing challenge is the current patriarch’s struggle to keep his family’s ranch – a kingdom of the size of Rhode Island – while upholding the traditions of the cattle ranching lifestyle in a challenging competitive landscape. Paradoxes are inherent to family businesses (Schuman, Stutz and Ward, 2010) and, like John Dutton, family business leaders must balance long-standing traditions with the need for change and innovation (McAdam, Clinton, & Dibrell, 2020). Successful family businesses must also identify what to preserve and what to let go of. This is called temporal symbiosis: the ability to concurrently perpetuate tradition while achieving innovation, acting as a “shield of the past and an engine for the future.” (Erdogan, Rondi and De Massis (2020).

The Struggle Between Tradition and Innovation

Family businesses are seen as protectors of the tradition, transmitting beliefs, practices, and legacies across generations, which together can limit the change needed to remain competitive over time (Erdogan et al., 2020). In “Yellowstone,” John Dutton’s tradition implies family loyalty, long and hard workdays herding cattle, and completing cattle drives by horseback. But his cattle ranching methods are not enough to withstand market disruptions, disease and the rising costs of operations and taxes. The ranch’s inability to vertically integrate downstream threatens not only its profitability, but also John Dutton’s ability to keep the promise made to his father of preserving the land for future generations.

From Pexels.com

Meanwhile, the next generation is not as aligned with the family business’s older ways, and the current generation struggles to keep them involved and engaged (Mc Adams et al, 2020). Beth Dutton, the next generation, envisions a different path forward. She breaks down the numbers for her father: the cattle are worth roughly $1.50/pound, hamburger is valued at $5.00/pound, and a good steak is worth roughly $39.00/pound. And another ranch, 6666, has sold over 8 million pounds of beef from their online website. Beth points out that while cattle ranchers sell cattle, ultimately selling beef is far more profitable. The money made from selling beef will create more financial stability for the Dutton family and could secure the land for future generations. This is a perfect example of vertical integration, without compromising tradition. She will do anything to keep her father happy and consequently save the family legacy and the ranch.

How Family Firms Can ‘Save the Ranch’

While the Dutton family and “Yellowstone” may be a dramatized example, laying the groundwork to avoid drama starts well before the conflict begins in family business. Successful transitions require engagement from both the current and the next-generation leaders. Past research (Kreg & Moores, 2017 and Craig, 2021) and my own experiences show that

Next-generation leaders are:

Preparing and developing their business and leadership skills to move the business forward.
Taking initiative (often without waiting for the baton to be passed).
Developing a collaborative leadership style with trusted advisors and allies.
Developing an entrepreneurial skillset and nurturing to establish this culture in the business.

The best current generation leaders are:

Establishing trust in their next gen; treating them as equal business partners and not children.
Providing them with a career path preparing them to lead the organization and to make their own decisions and mistakes.
Recognizing that the next-generation leaders have different skills and will do things differently.
Supporting the next-generation leadership development through a peer network, leadership training, and elevating professional opportunities within the organization.
Learning to let go and move on.

Like other family businesses, Yellowstone’s path for future generations is not clearly defined or guaranteed. The above suggestions might help family businesses facing similar challenges chart a new vision to move forward, protect the business, and preserve the family legacy. While Beth Dutton’s solution is not the exact business the ranch has always been in, it could allow it to move forward. If John Dutton embraces this new vision and transition, he will be following his own advice to his troubled son Jamie: “Your grandfather used to say you can’t fix a broken wagon wheel, but you can use the parts to make a new one.”

Family Business Alliance strives to help family businesses with the tools, resources, and connections to help businesses succeed. Learn more about our resources including Leading Forward, Succeeding in Succession, and Navigating Governance that help to advance family business in our community.

Written by: Robin Burns, Family Business Alliance and Ana Gonzalez, Grand Valley State University

References

Craig, J. B., & Moores, K. (2017). Leading a family business: Best practices for long-term stewardship. Bloomsbury Publishing USA.

Craig, J. B. (2021). Continuity Model Generation: Integrating Wealth, Strategy, Talent, and Governance Plans. John Wiley & Sons.

Erdogan, I., Rondi, E., & De Massis, A. (2020). Managing the tradition and innovation paradox in family firms: A family imprinting perspective. Entrepreneurship Theory and Practice, 44(1), 20-54. https://doi.org/10.1177/1042258719839712

McAdam, M., Clinton, E., & Dibrell, C. (2020). Navigation of the paradoxical landscape of the family business. International Small Business Journal: Researching Entrepreneurship, 38(3), 139–153. https://doi.org/10.1177/0266242619898610

Schuman, A., Stutz, S., & Ward, J. L. (2010). Family business as paradox (pp. 22-29). New York: Palgrave Macmillan.

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A Testament of Timber: The Legacy and Innovation of L.L. Johnson Lumber Mfg. Co.

*Tim and Connor Johnson, Fourth and Fifth Generation*

L.L. Johnson Lumber Manufacturing Company, a name synonymous with woodworking excellence, celebrates its 115th year, marking a milestone in its legacy of craftsmanship, innovation, and quality. Based in Charlotte, it is Michigan’s longest-running hardwood lumber distributor, with seven warehouses and two retail storefronts. We spoke with fourth- and fifth-generation leaders Tim and Connor Johnson to discover what drives this West Michigan business. Their story showcases an inventive spirit, family values, and an unwavering pursuit of quality.

A Leap of Faith: From Savings to Sawmill

It was 1909 when 34-year-old Laurin Lewis (L.L.) and his wife Zae boldly invested her hard-earned teacher’s savings in a portable sawmill. Their mission: to supply the booming railroad industry with high-quality hardwood lumber. As L.L. crisscrossed Michigan’s woodlots for a decade, their mobile operation paid off, producing half a million feet of railroad ties and crossing planks annually. This relentless dedication set the stage for a family business that has not only survived but thrived for over a century.

Today, with Tim and Connor Johnson at the Helm, the mill no longer processes whole logs; it still machines rough lumber on an 11-acre campus, which includes the iconic water tower owned by the city, seven warehouses, and a fleet of six delivery trucks. The lumber they sell is kiln-dried and graded, sourced from suppliers around the globe. By adopting a worldwide approach and catering to niche markets, L.L. Johnson operates as a versatile wholesale distributor, continuing the legacy that began with L.L. and Zae’s leap of faith over a century ago.

“We’ve been able to do this for over 100 years because you treat people right,” says Tim Johnson, who leads 47 employees. “You do the right thing — it’s just common sense.”

History Lessons: Pivots from Rails to Furniture

In 1922, when the railroad had grown beyond the state, L.L. set up shop permanently in Charlotte, strategically closer to the growing auto industry. Manufacturers needed to make cars and trucks, and the company’s annual production soon doubled. When steel began replacing wood by the end of the decade, L.L. started to look for new markets, turning his attention westward toward the Grand Rapids area.

Around this time, L.L.’s son, Darrel, joined him, having gained experience working with another supplier in the Midwest. Together, the father-son duo redirected efforts to supply “Furniture City” with the lumber required for its manufacturing needs. To support this new focus, they upgraded operations with a band sawmill, built dry kilns, and established warehouse facilities. As a result, the main plant in Charlotte employed a workforce of 29 by 1930. These strategic changes ensured the company’s survival and growth during the Great Depression.

Innovation and Expansion: The Third Generation’s Vision Unfolds

Although the furniture market sustained the business for decades, the Johnsons continued seeking opportunities for growth. This entrepreneurial spirit attracted Darrel’s sons—Dick, Bob, and Ted—to join the team in the 1950s, marking the beginning of the third generation’s involvement in the company.

The family business was incorporated in 1966 and underwent its largest expansion, introducing new machinery to mechanize the cutting, edging, resawing, and trimming of logs. In a demonstration of ingenuity, Dick and Ted Johnson designed a 40-foot diameter revolving round table for sorting lumber inside an 80-foot round building. This game-changer consumed just a tenth of the power required by conventional green chains used in most mills. The round building and table became a landmark advancement in the hardwood lumber industry, drawing business owners from across the country to Charlotte and solidifying their reputation for engineering excellence. By the 1970s, Johnson’s Workbench, a retail operation for hobbyists and professionals, opened its doors in Charlotte.

Digital Transformation: The Fourth Generation Leads the Way

From 1977 through the mid-eighties, the fourth generation — Mark, Steve, Mike, and Tim — began working for the company to modernize its physical and technological operations. Advanced computerized inventory and pricing systems were implemented, and the company’s website was launched.

“You won’t find these products or lines at Home Depot,” owner Tim Johnson says. The company offers over 100 domestic and exotic hardwood species, including Eastern White Pine and marine-quality plywood. Specializing in one-of-a-kind offerings, the company’s dedicated warehouse is stocked with unique and hard-to-find products. “That’s our game, that’s our thing,” says Tim Johnson. “We focus on carrying the kind of items you won’t find anywhere else.”

*Striped African Mahogany (Sapele Mahogany)*

“I’ve had the pleasure of working with Johnson’s over the years, and I couldn’t be happier with their service let alone the quality they have to offer. The large variety of lumber, tools, machines, and materials they offer has consistently exceeded my expectations.” – John Geddie, Heirloom Woodwork

Honoring the Past, Building the Future

In 2008, Tim and Mark Johnson officially became the company’s new owners. A year later, Wood & Wood Products magazine named it one of the nation’s Top 100 Fastest Growing Wood Products Companies. Their commitment to innovation spurred them to tackle environmental challenges directly, ensuring the company stayed ahead in sustainable practices.

“It’s a difficult market,” says Tim Johnson. “Trees are growing plants that need harvesting. Managing them right, taking care of them, and planting more than we take is crucial to our industry.”

The company sources wood from responsibly managed forests and employs advanced technology to minimize waste and reduce its environmental footprint. For instance, it uses a thermally modified process to treat ash trees damaged by the emerald ash borer, an invasive beetle from eastern Asia. By thermally treating the wood, the Johnsons create an eco-friendly product from trees that would otherwise go to waste.

“We’re able to heat it up to a high degree, which makes it moisture-resistant and ideal for outdoor use,” says Tim Johnson. “It’s really pretty with a light brown hue, and because it was an ash tree that was soon going to be lying on the ground anyway, it’s a sustainable, eco-friendly solution.”

This commitment to sustainability aligns with their focus on meeting customer needs with precision. “We’re always working to meet customers where their demand is,” says Connor Johnson, Tim’s son and a fifth-generation leader of the company.

The company’s strength lies in finding the perfect balance between large and small orders. “We’re unique—we can sell by the semi-load or just a few pieces at a time,” says Tim Johnson. “It’s a sweet spot we’ve positioned ourselves in. I believe we’re the only ones in Michigan where you can buy just one board or an entire truckload.” No matter the size or the request, L.L. Johnson finds ways to meet those needs, standing as a steadfast partner in every woodworker’s journey.

In an industry shaped by shifting markets and environmental challenges, L.L. Johnson stands out not just for its products but for its commitment to doing the right thing—ethically, sustainably, and with an eye toward the future. The story of L.L. Johnson is not just one of survival; it is a narrative of enduring success, driven by a relentless pursuit of quality and a deep respect for the craft.

This interview has been edited for length and clarity. Email fba@fbagr.org if you are interested in exploring feature opportunities.

Family Business Alliance strives to help family businesses with the tools, resources, and connections to help businesses succeed. Learn more about our resources including Leading Forward, Succeeding in Succession, and Navigating Governance that help to advance family business in our community.

Four Generations of Artistry in Metal Work: Buist Sheet Metal

*Don Buist, Fourth Generation President of Buist Sheet Metal*

Buist Sheet Metal’s Shining Legacy of Craftsmanship

“There will always be people who value high quality work, so if you maintain that, you’ll have work.” That’s the insight from his grandfather that resonates most with Don Buist, fourth generation leader of Buist Sheet Metal. In more than 20 years working for his family business, that is exactly the legacy he strives to honor.

Since 1947, Buist Sheet Metal has provided quality, custom architectural metal work to West Michigan. The family business specializes in standing seam metal roofs, metal wall panels, copper roofs and accents, and slate and clay tile roofing. Customizing everything in-house, they fabricate and install each of their jobs with care and precise attention to detail.

Amway Grand Plaza Hotel downtown Grand Rapids, copper paneling along an entryway — *Custom hand-fit standing seam metal roofing at the Pantlind Hotel, 2005.*

Finding their Niche

Making and forming their panels in house, they can create continuous length and custom width panels versus being limited by pre-made options. This, Don said, “Creates a really polished, finished look.”

With this expertise, the Buist family carved a niche in the industry. The family business has contributed to intricate, unique projects such as The Amway Grand Plaza’s Pantlind Hotel roof detailing, Grand Valley State University’s copper archway, metal paneling for the John Ball Zoo’s Bissell Treehouse, residential restoration projects throughout East Grand Rapids, and countless new homes.

*Copper, custom fabricated archway by Buist Sheet Metal in 2001 for Grand Valley State University in Allendale, MI.*

With every project, they start from scratch, detailing the design and layout to ensure the result is seamlessly customized. The level of detail they put into roofs is above and beyond, Don shared. “We’re very intentional about the final look, making sure everything is aesthetically pleasing.” Describing the intricacies of numerous projects, Don’s pride in their work and reputation is evident.

Forging Relationships & Reputation

In exceeding the expectations of their partners and clients, they have built strong relationships in the building and architectural community.

“A lot of the work we do is built on the relationships we have with the builders and contractors who know and trust us, know and trust our team. We’ve earned their trust because we’ve problem solved; we’ve done complicated jobs.” The trust of their partners is testament to their skills, acumen, and legacy that they have carefully crafted through generations.

*Photo credit: Ashley Avila Photography | Lakeshore clay tile roof renovation and addition project by Buist Sheet Metal*

The Team

For the Buist Sheet Metal team, the precise work requires a specialized skill set, Don explained. The longevity of many of their team members is impressive, with several employees having tenured careers spanning multiple decades.

Currently looking to add new team members, Don shared that they are happy to mentor employees and help them gain valuable skills toward a meaningful, skilled career. He expressed, “I hope to continue to grow and develop new talent. And continue to bring in good, quality team members who can build on the quality of the past. We have a great young team. It’s a great place to be.”

The Early Days

Dating back three generations and almost 80 years, Don’s great grandpa, Gerrit, founded Buist Sheet Metal in 1947 out of his garage. Gerrit’s son, Don Sr., joined him shortly after. Don said during high school, his grandpa “would work from 6-8am before school. Then, my great grandpa would be waiting there when he got out of school and worked until 8pm.” By the time he finished 11^th grade, Don’s grandpa wanted to work full time. Despite his dad’s protests, he did.

Within a few years, they built a small shop on the West Side, moving out of the garage. In 1956, the founder passed away unexpectedly, leaving his two sons to run the business. As Don explained, “In a lot of respects, it’s more like my grandpa and his brother were first-generation. They were in their 20s when their dad passed away. Their sister did the books, and they ran it together for 20+ years.”

Transitions

Don’s father, Jim Buist, graduated college in 1975 and began working full time for the company, eventually succeeding the business from his father. Don followed a similar path. He graduated with a business degree in 2005 and came on full-time, after seven summers of working for the business. Don started out working on job sites, often beside his grandfather in the early years. Witnessing his father and grandfather’s passion ultimately translated to his own.

After a forty-five-year career with Buist Sheet Metal, Jim succeeded the business to Don. Although Jim is no longer involved in the day-to-day operations, “he is always available as a sounding board for me,” shared the fourth-generation president.

*Photo credit: Ashley Avila Photography | Residential metal roofing by Buist Sheet Metal*

Legacy

To this day, Don is passionate about the work of Buist Sheet Metal and its legacy. “My grandpa is 91. He’s happy to see the business is still thriving. He knows we’re doing good, high-quality work yet, and I think ultimately that makes him proud.”

Both through their contributions to custom homes and their renovation work, Don feels Buist Sheet Metal provides a unique service to the community. The family business has serviced ample historic homes, buildings, and churches throughout West Michigan, restoring their metal and copper work to maintain the original integrity or match details on future additions. Some have been repeat jobs, he explained. “There are properties I’ve worked on that my grandpa worked on.”

The Future of the Business

Aside from growing his team and the business in years to come, Don is excited about the future of Buist Sheet Metal and maintaining their niche. When it comes to his fifth generation following in his footsteps, he is open to many possibilities. “Time will tell,” he said, “and I’ve got time. It’s always in the back of my mind. I’ve built my life and career around the legacy before me, but my dad never pressured me to come in here. That’s exactly where I’m at with my family.”

*Metal panel work by Buist Sheet Metal at the John Ball Zoo Bissel Treehouse in Grand Rapids, MI.*

This interview has been edited for length and clarity. Email fba@fbagr.org if you are interested in exploring feature opportunities.

Family Business Alliance strives to help family businesses with the tools, resources, and connections to help businesses succeed. Learn more about our resources including Leading Forward, Succeeding in Succession, and Navigating Governance that help to advance family business in our community.

Verhey Carpets: Celebrating 75 Years of Rich Family Business Heritage

Dave Verhey and daughter, Melissa Euker, Verhey Carpet family business owners.

Threads of Time: Small Business Stories from West Michigan’s Oldest Floor Covering Company

Family-owned businesses are the backbone of many communities. Aside from helping propel local economies, providing unique goods and services, and creating meaningful employment opportunities, the history and passion behind these businesses is profound.

The Beginning

Verhey Carpets, for example, is the oldest floor covering business in West Michigan, with three generations of family members stewarding it forward as history traversed outside its shop windows.

Founded in 1949, this family-owned floor-covering business has evolved alongside our growing region. From the post-WWII boom, race riots of the 60s, and most recently, the COVID-19 pandemic, this small business has seen it all.

“Forty-seven years – same parking lot, same door,” quipped Dave Verhey, second-generation owner and leader of Verhey Carpets. The home furnishings store was founded by his uncle, Neil Verhey on Wealthy St., just two doors down from its current address. In 2002, they added a showroom location on 29^th Street. They joined Williams Kitchen and Bath Studio, Gerrit’s Appliances, and more, making the location a one-stop shop for homeowners.

Industry Leaders

“In 1949, there were no carpet stores. You bought carpets at department stores,” Dave explained. “This was the first floor covering store in Grand Rapids. Quickly after, there was one on every corner.” The end of WWII brought many changes. The increase in homebuilding changed the way floor coverings were purchased and helped strengthen the business.

Neil Verhey returned to the wholesale carpet industry in the 1950s and sold the business to Dave’s father

Historic documents from the early days of the family business.

upon his return from the Korean War. At that time, Verhey Carpets was one of many storefronts along the bustling Wealthy St. corridor. It was accompanied by clothiers, shoe stores, music shops, and more, offering ample shopping for Grand Rapidians.

The business purred along throughout the post-war era until the race riots shook the city in 1967, altering the commerce landscape. “In the 70s, nobody would come to this location,” expressed Dave Verhey. The store remained boarded up for many years following, and his family’s store was the only one to stay. Verhey Carpets is one of the oldest tenants in the Wealthy St. Business District.

Dave recalled the day the boards were finally removed from windows, and the slow revitalization in the decades following. Dedicated to seeing the revitalization through, Dave’s father was part of the task force committed to uplifting the neighborhood. He led the Wealthy Street Business District at various times throughout the 1980s and 90s.

The history, stories, and longevity of the business is an element of pride both Dave and his daughter, Melissa Euker, carry.

The Stewardship Mindset

Dave Verhey as a child in his family’s store.

While Dave always knew he wanted to take over the family business one day, Melissa’s path was different. She began her career outside of the family business and valued her time working with a boss and colleagues who weren’t family. After having two children, “I couldn’t work 50 hours a week anymore, and I started working at Verhey.”

She began learning the business under her mom’s wing before her dad nudged her toward sales. She recalled him saying, “You’d be great at sales. You could go out to 29^th Street. We love having you here at Wealthy. But we really need you to go out to the store that has the most traffic.” Today, she manages their 29^th Street showroom and wears many hats, as many family business owners do. “I can’t imagine doing anything else. I absolutely love it. Just to be part of the history and the third generation, it didn’t mean as much to me back then as it does to me today.”

The stewardship, the legacy, and the impact that local ownership and small businesses have is unprecedented, and it becomes part of the fabric of a region.

Pride and Satisfaction

Aside from that, both second- and third- generation Verhey’s are proud of their servant leadership as small business owners, customer satisfaction, and overall expertise that Verhey Carpets has become known for in their three-quarter centuries of operation. “I think we do a great job of educating customers on natural materials, hard wood, wool carpets, and other environmentally friendly options,” Melissa said. Her father added, “We pride ourselves on good products that are unique, service that is as good as we can provide, and installation that is top notch. We’re selling happiness.”

Greatest Hopes for the Future

While they are looking forward to the future of their family business, they are taking the time to appreciate their 75 years of business. Melissa said, “75 years is pretty exciting,” and she looks forward to continuing their tenure as a family owned and operated business. As far as the fourth generations’ involvement, they do have a niece working Summers in the business, and “She really enjoys it.” Melissa is open to wherever her own children’s paths take them.

As for Dave, he is looking forward to retirement. “Forty-seven years – same parking lot, same door. I’ve been driving to the same place for forty-seven years, so I’m ready for a rest,” Dave said chuckling.

The interview was edited for length and clarity.

This feature is part of our Member Anniversary Program. Email fba@fbagr.org if you are interested in exploring feature opportunities.

Family Business Alliance strives to help family businesses with the tools, resources, and connections to help businesses succeed. Learn more about our resources including Leading Forward, Succeeding in Succession, and Navigating Governance that help to advance family business in our community.

Zinger Sheet Metal Celebrates 70 Years

David Capestany, 3rd Generation President, Zinger Sheet Metal

In celebration of their 70th family business anniversary, we sat down with Family Business Alliance member, Zinger Sheet Metal. Read on to learn about the owner and leader, David Capestany, third-generation steward of the West Michigan family business.

About Zinger Sheet Metal

Zinger Sheet Metal was founded in 1954 by Hank and Harold Zinger. The innovative brothers saw a gap in the market for prefabricated ducts. Under their leadership, Zinger Sheet Metal installed and manufactured duct work, primarily in the residential space. Today, the company serves the commercial construction industry and HVAC distributors through duct work manufacturing and HVAC CAD detailing.

The Pathway Into the Family Business

“When Hank and Harold owned the company, we were a small, mom and pop shop,” David shared. His grandfather had four daughters, and the only family member who ended up in the business was Nelson Capestany, Hank’s son-in-law and David’s father who joined the business in the 1980s.

Nelson Capestany had high hopes for the future of the family business. As a Cuban immigrant, David explained, he felt pulled to carry the legacy forward. “My dad was determined in pushing me in the direction of working for the family business. For someone who had to start from nothing in the US, his vision for me was to either be a doctor or take over the company. Those were my options in his eyes.”

David began helping in the business at 12 years old. He worked two days a week in the summers sweeping the floors, doing maintenance, and other projects. “If you mow fast, you get to sit in the shade for half an hour. If you’re slow, you get the full heat of the sun,” David recalls his dad telling him, and it’s clear this sentiment sums up the work ethic and mindset of the Zinger family.

Capestany continued working in the business on and off throughout high school and college. After graduating from Grand Valley State University with a degree in Management and Finance, he took some time out of the business to venture on his own. “A year later, I was engaged and looking for my next step, and Zinger was the best opportunity at that time, so I went in full time,” David said.

From there, he never looked back. Having started on the shop floor, David eventually began working as an estimator, then accounting and finance, gradually taking on more responsibilities. He explains, “At that time, we were 10-12 employees, and we’re about 24 now. Eventually, I started taking on more of a leadership role.” In 2014, David succeeded the business from his father.

David Capestany at Zinger Sheet Metal production warehouse on the afternoon of Friday December 1st, 2024 in Grand Rapids, Michigan.

Developing Your Passion

More than twenty years into his family business journey, David reflected on how his passion has grown. “Growing up, I wasn’t passionate about duct work. But the opportunity to be able to learn something in depth and get to the point where you have some expertise and people call you for help is rewarding. A lot of kids want to be passionate about whatever it is that they’re doing right out of school, but I realized when you take years and work at something, the passion grows.”

While it may have taken time to develop passion for duct work, David’s passion for the business and the people it supports has been a constant. The desire to continue improving employees’ livelihoods drives his desire to grow.

Over the years the company’s growth has enabled them to provide more significant benefits and meaningful career pathways. The third-generation leader explained they recently started working with a life coach who comes in every week to spend time with employees. They also began completely covering health insurance for their employees. “Those are some of the things I am most proud of – the opportunities we have been able to provide for employees.”

70 Years of Growth and Change

One of the most pivotal changes for the company’s trajectory was in the mid-2000s when Zinger Sheet Metal shifted from mainly residential work to commercial. Along with that, they expanded their repertoire of product offerings, enabling them to provide complete duct systems. “It opened up a completely different world for the business with new opportunities,” says Capestany.

Nearly twenty years later, the business is continuing to tailor its vision for the path forward. Capestany shared his goal to grow the company in its service footprint as well as product offerings. “About two years ago we took on a few larger customers out of Ohio, so now we’ve started to expand our footprint to become more regional.”

As for expanding their products and services, David hopes to become “more of a one-stop shop” for customers. They are continuing to hone their use of technology with the goal of passing on efficiency to their contractors and customers. For example, using CAD modeling, they have been able to tailor the installation process. “That’s what we’ve been really focused on – helping contractors reduce their installation time by providing them a detailed plan which helps reduce the amount of skilled labor that they need.”

A New Approach to Leadership

One element he contributes to some of Zinger Sheet Metal’s success is the implementation of EOS over the past few years. It has been a pivotal change for the business, David shared. “We began focusing on our leadership team and being intentional about our vision. We began sharing the purpose and vision with employees and setting goals.”

Working toward building a leadership is something David expressed he wished he had done sooner. “When you’re in your twenties, you think you know everything and can do everything, so you do it. So, I think investing in people earlier, giving them the opportunity to grow, and not forcing myself to be the expert in everything,” Capestany said.

The Vision Ahead

As for the family vision, David hopes that his kids take an interest in the business. “I’m trying to give them an opportunity to learn the business a little bit but also want to give them the opportunity to explore what they want.”

His 14-year-old son works at Zinger in the Summers. His three children also get to have a hands-on experience through schoolwork. “Having a sheet metal shop is fun because for school projects or visits, we might come here or build something. Other kids will bring cardboard, and my kids will bring metal. That was always me growing up, too. My projects were always metal because that’s what I knew how to work with.”

This feature is part of our Member Anniversary Program. For more information or if you are interested in exploring opportunities to be featured, please email aislinn@fbagr.org.

Family Business Alliance strives to help family businesses with the tools, resources, and connections to help businesses succeed. Learn more about our resources including Leading Forward, Succeeding in Succession, and Navigating Governance that help to advance family business in our community.

Architects of Legacy: Family Business Leader Spotlight

In family businesses, legacy isn’t built overnight. It’s scaffolded through generations of stewards who uphold and transcend the values of their families and businesses. Architects of Legacy is a series profiling West Michigan family business leaders brought to you in partnership between Family Business Alliance and Memory Lane Jane.

A photo of Jane Monsma, a woman and family business leader. — Jane Monsma, CEO, Monsma Marketing

What was your first job?

In 1972, my dad bought the business. The previous owners had a big safe—larger than my whole desk—partially stuffed with various coins and bills. My first unpaid job, at the age of twelve, was to count and roll all of that cash with my sister. She ended up finding a 1908 VDB penny, which I was so jealous of.

How did you become involved in your family’s business?

I earned my bachelor’s and master’s in Social Work from Alma College and Michigan State University. I started with internships until I landed my first official (paid) job as a counselor and psychology professor at an area college. At first, my dad was mad I chose a social service position over his business, but he soon realized the unique people skills I’d honed. Eventually, he told me, “People skills will carry you anywhere. Now’s your chance to come into the family business.” I listened.

At the time, I was one of two women in a company of a dozen or so men. I took a pay cut to work for my dad because I couldn’t make more than what the other woman in the office was making. I was responsible for spearheading the implementation of computer systems. It was a real time of change within our company.

I’d been working here for about a year when my dad seemingly caught a bad cold and lost his voice. He went to the doctor and was diagnosed with cancer. Less than a month later, he passed. My cousin George was thirty-five at the time, and I was twenty-eight. All of a sudden, we had a business to run and people to take care of. We were terrified but tried to convey confidence. We must have done something right because we’re still here and growing!

What was most challenging about stepping into the leadership role of your family business?

As a woman in business, there were moments when I needed to say things a few times before I was heard. But, for the most part, I felt listened to and respected. I was a twenty-eight-year-old woman in an industry of ninety-nine percent men. I remember sitting in the office with George needing to make decisions with an insurance agent when the agent looked at him and said, “Will you have your girl get me some coffee?” It was certainly a different time for women in business back then!

What was most exciting?

Today, there are more women in the industry than ever before. We’re hiring and finding more women—some without building material industry experience—who can learn and support one another. Together, we’re driving cultural change. That’s the most exciting part.

What leadership lessons have you learned from the previous generation that you rely on today?

There are so many lessons that it’s hard to choose! My dad always said you can’t surpass your self-imposed limitations. So, while others may limit you, never limit yourself—reach for the stars.

I also learned to do what you say you’re going to do by the time you said you’ll do it. Being genuine in that way builds trust, which is at the base of any great relationship. If you’re correcting someone, make it a growing conversation for all sides. People are the foundation of your entire business. Cheer them on, hear them, and give them the tools they need to succeed.

How do you keep your family business’ story and legacy alive?

Many of our people have worked with Monsma for decades. My cousin George is still an integral part of our company—going on fifty years. We recently had a truck driver retire after working with us for more than forty-two years. But he’s already been back here doing some one-off runs and subbing in for vacations. That’s the thing about Monsma. We always draw you back in somehow. Many legacies here are long-standing. Our employees are like our family. They’re all part of our story.

People don’t bring a blank slate to work every day. Many have struggles; most have more priorities than they’re able to handle. No one works in a nice little bubble. We try to acknowledge that, help each other out, listen, and do nurturing things for our employees when we can. As leaders, it’s our job to make work a safe and collaborative place for our folks to learn, grow, reach higher individually (and as a team), and celebrate wins.

What makes you most proud of your family business?

I’m proud of the “family” aspect of our family business, and not just our family. We had a woman who recruited her dad to come drive a truck for us. A pair of sisters were brought in by their aunt. We have a father-son team—one in computer data and the other a great inside salesperson. We are really proud that our people want to bring other good people to us, which makes us better overall.

I’m also proud that we’re competitive in the marketplace but collaborative with each other. We want to win our customers’ business; we want to win on our customers’ behalf. We represent our product mix with knowledge and pride. With each other, however, we share the load. If someone’s having a bad day, we step in to support. We’ve built and sustained an extremely collaborative environment.

What advice would you give to the next generation of women in family business?

There are a lot of lies out there—the ever-unattainable “balance,” for example. Constantly striving for balance is not something one can ultimately achieve. Life will always be a lot, especially for young working mothers. I remember that struggle well: I could get half of seven things done but could never focus on just one thing because that meant six other things were slipping. Give yourself grace and give others grace. Prioritize, and do your best.

Gloria Steinem once said, “There is always one true inner voice. Trust it.” Listen to what you’re being called to do, even if there are seven opinions against you. You have to trust yourself just as much as you trust other people. Another quote I love comes from Shirley Chisholm: “If they don’t give you a seat at the table, bring a folding chair.” I had to bring that folding chair to many meetings in my early years. Strong women have come before you—women who have faced similar struggles and have overcome challenges. Listening to their stories is powerful.

What do you think makes a family business unique?

Relationships really set family businesses apart. In my opinion, that’s the number one priority: If you take care of your people, they’ll take care of their people. If you hire somebody, invest time in them—you either coach them up or coach them out.

What is bringing you joy right now?

Having all four of our kids want to join the family business makes my heart sing. I get to witness their dedication, their care for our growth, their transparency, their authenticity, and their genuine interest in the work we do—everything we hoped to teach them. It’s so rewarding and special to watch them fall in love with the experience and the quest to be better each day.

About Monsma Marketing Corporation

Monsma Marketing Corporation has been providing premium brand products with outstanding service and delivery to retail building material dealers for over 90 years.

First operating as Grand Rapids Reserve Supply, Mosnma initially sold mostly commodity building products, gradually pivoting to specialty building products and materials. In the early 1990s, we launched into a new specialty building product category with fireplace inserts. The advances in this industry are stunning, and hearth now represents about one-third of the business.

FBA Welcomes Kelly Plawinski to the Board of Directors

GRAND RAPIDS, MI / January 18 –  Kelly Plawinski has been elected to serve as a Family Business Alliance Board Member for a three-year term.

Plawinski is currently the Chief Operating Officer and Integrator at Adamy Valuation, a second-generation family business and FBA Member. She is responsible for the organization’s strategy and vision, firm operations, financial and HR oversight, as well as firm leadership. Prior to joining Adamy Valuation, Kelly had a successful and fulfilling corporate finance career at Ford Motor Company. Her background included over a decade of experience in process improvement, financial reporting, and guiding corporate-wide strategies.

Kelly Plawinski

Plawinski also serves as President for ACG of Western Michigan and has volunteered at organizations including LeaderWork, a Holland based leadership program, as a teacher for Junior Achievement, and a Candidate Concierge for Hello West Michigan. She received her undergraduate at Purdue University and completed her MBA at Michigan State University – Eli Broad College of Business.

About Family Business Alliance:

Family Business Alliance, West Michigan’s only association of family business organization, seeks to preserve our unique culture of family driven organizations. Established over 15 years ago by local leaders of family businesses, today we represent nearly 200 family run organizations. Together we create connections, elevate leadership, and navigate governance to advance family business in the West Michigan Community.

Written by Robin Burns

Architects of Legacy: Family Business Leader Spotlight

In family businesses, legacy isn’t built overnight. It’s scaffolded through generations of stewards who uphold and transcend the values of their families and businesses.

Architects of Legacy is a series profiling West Michigan family business leaders brought to you in partnership between Family Business Alliance and Memory Lane Jane.

Lisa Jackson, President, Contract Dewatering Services

What was your first job?

My first job was at our family business. I started in the summer before eighth grade doing any dirty work that needed to be done. I cut pipe; I helped maintain equipment; I swabbed the floors.

How did you become involved in your family’s business?

I was always interested in what my dad was doing. He started the company when I was 7 years old. I remember helping him out in the side yard, putting pipe together for a well point header. Mom ran the office out of our basement, so I helped her with various tasks. Our home phone number was also our business number, so, even as a young girl, I was screening and answering phone calls.

When I went off to school at Aquinas, I had the intention of coming back to our family business. I double-majored in business administration and environmental studies. After graduation, I became the payroll tech in the office.

What was most challenging about stepping into the leadership role of your family business?

My leadership role happened after an unplanned transition period. Essentially, I was thrust into the job without a plan in place. I had to make decisions very quickly because my family, my team, and our customers were relying on me. I couldn’t let them down.

What was most exciting ?

The exciting part came later in exploring what I could actually do with the opportunity in front of me—all the work, research, and learning to be done. The whole journey has been exciting. I have some awesome employees, which makes all the difference. At the 10-year mark, I felt like I could finally stop, take a breath, and reflect on everything we’d accomplished.

What advice would you give to the next generation of women working to find and build their voice in a family business?

Be curious and willing to learn. Do your research; trust your strengths. You have something great to offer. Do it scared, then find the courage to lead. (It’s a lot easier than said than done, but you can do it.)

What leadership lessons have you learned from the previous generation that you rely on today?

I learned the value of grit and hard work from my parents. When times get tough, we roll up our sleeves and we go to work. That’s what we’ve always done. We figure it out. My parents are the hardest workers I know.

How do you keep your family business’ story and legacy alive?

We tell a lot of stories, even amongst our team and crew at work. I think we keep the legacy of our family business alive by reminiscing. A lot of our long-standing employees have stories that go all the way back to the very beginning. Even at our company parties, we like to get together and laugh about some of the things that have happened through the years. Storytelling is part of our personal family history, as well—that’s how we keep the memory alive of family members who have since passed.

What makes you most proud of your family business?

I’m so proud of the growth I’ve seen across my entire team. I absolutely love being a part of a team; we are so much more than just a sum of our parts. I think it’s so special to see what incredible things a group of people can do when they come together.

What book is on your nightstand?

“The Infinite Game” by Simon Sinek—it’s a great book that discusses business as an infinite, rather than finite, game. In a finite game, there’s a score and a winner. An infinite game is perpetuated over time; you’re making long-term decisions for the infinite game. The book talks about caring for employees over the numbers on your financials, which is an aspect that resonates with me. Our people are the most important part of our organization because, without them, we aren’t anything.

What is bringing you joy right now?

I love watching my adult children blossom into wonderful people. I have a 15-month-old granddaughter who brings pure joy into all of our lives.

About Contract Dewatering Services

Contract Dewatering Services uses drilling and pumping methods to lower the groundwater temporarily for underground construction. We work anywhere that construction underground takes place below the natural groundwater table so that construction can move forward. CDS primarily serves the expanded Midwest—the middle states of the U.S.

Are Cybercriminals Knocking on your Door?

How to Manage the Risk of Cyber Attacks

i3 Business Solutions is a first-generation family business owned and run by Mike Ritsema, and his son, Marcus. Founded in 2004, the business is headquartered in Grand Rapids and has offices in Farmington Hills. In honor of Tech Week GR 2023, they have provided Member Insights on Cybersecurity for family Businesses.

i3 Business Solutions becomes or assists the technology department for almost 100 companies and 4,000 end users in the State of Michigan.

Cybersecurity Threat

Despite layers of cybersecurity protection, every month we continue to see compromises to Michigan businesses’ technology. How can this be?

According to the Verizon 2023 Data Breach Investigations Report (DBIR) 50% – that’s half of all cybersecurity incidents are due to social engineering. That means mistakes by the ‘human firewall.’ Furthermore, 74% – that’s ¾ of all breaches involve the human element – again, that’s mistakes by people in our companies. Human error.

The three primary ways that cyber attackers access organizational data are:

Stolen credentials
Phishing – whale or spear phishing
Exploitation of vulnerabilities.

The Microsoft image displayed is an example of mistakes people make on a regular basis.

Screen grab of a Microsoft security checkpoint

“Oh, I need to login again to confirm my account,” we think.

“Oh, I have a security alert and have to confirm my identity,” we click away as we rush through our day.

Clicking on the fake link and entering my login, password, and 2-Factor authentication hand our credentials to the threat actors. They’re going to work. They’re moving around in my network or Microsoft 365 or Google Business Suite account. They’re in there and will lay in wait for weeks or months – watching, learning, scheming, planning the way they’ll exploit the information.

More and more, cybercriminals are creating near perfect narrowly targeted emails directed at owners, executives, finance, and technology professionals. We call this whale or spear phishing.

Protection

That socially planned targeted attack means that all the firewalls and antivirus in the world can’t stop our employees from making a mistake! We must figure out how to protect our businesses from ACH mistakes, ransomware, and data exfiltration.

In cybersecurity we say it’s not if you’ll be hacked but when you’ll be hacked. Sad but true.

Action:

What are the top 7 things we can do to protect our businesses?

Test & educate your team using a structured cybersecurity phish testing and training system.
Implement Multifactor Authentication (MFA – 2-Factor) across ALL cloud or online systems – especially email.
Implement Multiperson Authentication within your financial controls. That is, any change to ACH checking and routing account numbers or payroll data must be confirmed by a second person and a phone call to a known number to hear a (known) person’s voice.
Implement Endpoint Detection & Response (EDR) which is the next generation antivirus that not only protects our PCs, Laptops, Macs, and servers – but also detects and automatically responds to threats.
Review, manage, and deactivate former employee accounts and administrator rights across all relevant systems.
Buy cybersecurity insurance.
Confirm that you have a discrete offsite air-gapped backup to your most important information and data. Can you actually restore from those backups?

Responsibility & Risk:

Business owners, partners, executives, and managers focus on 4 business functions:

Profitability – sustainability
Productivity – efficiency
Differentiation – value proposition
Risk mitigation.

For me, risk mitigation is the highest on that list. We manage many risks in business: financial, physical, employee, and financial are just a few. During the Great Recession 15 years ago and the 2020 Covid-19 pandemic, managing the financial risk of i3 Business Solutions was my highest priority. We manage risk with various controls and review processes to assure consistent operation and growth.

Your IT Manager or technology provider are the stewards of your technology risk. You, the family business owner, partner, shareholder, or executive team own the risk.

Collar your IT Manager or technology provider and ask the above seven questions. Oh, a couple of them go to your Finance Manager or accounting assistant. Copy / paste and email the list to the appropriate individuals.

There are 18 controls and 153 safeguards in the Center for Internet Security’s cybersecurity framework. Get started today by asking the above 7 questions. Consider a wider cybersecurity assessment if you’re more concerned.

How K Group Companies Has Thrived for 40+ Years as a Second-Generation Family Technology Business

We had the pleasure of speaking with Ben Kuncaitis from K Group Companies, a second-generation family business that has been in the technology space for over 40 years. Ben shared his insider insights on how the industry has evolved, their company’s history, artificial intelligence, and how businesses can prepare for the constantly changing industry.

About K Group Companies

A man and woman smiling for the camera in an old room with may papers and files around

Founders Mike Sr. and Elouise Kuncaitis in the early days of K Group Companies

K Group Companies has a rich family history, dating back to 1979 when Ben’s father, Mike Kuncaitis Sr., founded the first of the K Group Companies. Mike Sr. had already been serving in the tech industry and saw a path forward to launching his own firm.

At the time, the main business consisted of supporting large mainframe computers, programming, and maintenance. They were “machines the size of a room,” explained Ben. “We had a division of our business that even fixed typewriters at one point.” Evidently, the industry has evolved significantly since their founding days.

When asked why his parents chose to work in the tech industry, Ben responded, “I think they saw it as the future. I think he was wise enough to know that.”

Ben, alongside two of his brothers – Chris and Mike, Jr.- have since taken ownership and operation of the companies. As Ben recalls, he and his siblings were integrated into the business early on. “I would say it’s in us. Tech brings a lot of challenges, and you have to like change. If you don’t like change, you’re in the wrong industry. He’s always taught us to run at challenges, not run from them.”

According to Ben, his father “had a high business acumen.” As Mike Sr. continued to build the company’s foundation, he prided himself on creating a true partner relationship with his clients by being their trusted tech advisor and consultant. To this day, this valuable legacy rings true with K Group Companies and how business is done. “We’re able to meet a client at their level and scale with them as they grow, by leveraging technology,” explained Ben.

Three business men standing side by side and smiling at the camera

The second generation leaders. Pictured from left to right Mike Jr., Ben, and Chris Kuncaitis

Industry Insights

In their more than forty years in business, a lot has changed in the industry. “As far as going from where the supercomputer was the size of a room, to where it can basically fit in the palm of your hand. That’s quite a swing.” Naturally, the landscape shifted alongside the structures themselves.

One industry shift is the focus on and importance of cybersecurity. This is an ever-changing topic and is one of the fastest moving areas of technology. “It’s not a matter of “if”, but “when”, there will be a breach,” said Ben. “A breach is going to happen, so it’s important to put yourself in a position of strength, in the healthiest way possible.”

K Group’s Evolution

The K Group team at a team outing

To support this, the company recently rebranded as K Group Companies, effectively combining their four primary divisions under one umbrella.

These divisions include Standard Computer Systems Inc., Riverview Service, K Data Systems, and Data Consultants. This approach allows them to provide clients with finely tuned solutions, provided by their team of highly skilled, experienced, and specialized professionals.

The unification of their brands brings better alignment to their new divisions in the previous individual companies, as well as making their services more accessible to customers that traditionally work with one or more of the teams.

Through internal growth with new ventures and acquisitions over the years, K Group Companies can provide services for about anything pertaining to technology. Much like technology itself, the family business K-Group Companies has consistently expanded and evolved along with the industry.

FBA Announces the Leadership Class of 2023

GRAND RAPIDS, MI / August 3 – Family Business Alliance is excited to announce the participants for Leading Forward, The Institute to Inspire and Develop Michigan’s Family Business Leaders. Leading Forward is the only leadership program in West Michigan which connects family business leaders to learn and support one another on their leadership journey. The program invites family business leaders to hone their skills and overcome the unique challenges of family business leadership for the betterment of the family, the organization, and community.

“These leaders are challenged not only with economic and market disruptions, but also the responsibility of stewardship to the family enterprise. They take on the responsibility of actively guiding the family members, imparting their values in the family and organization, and re-igniting innovation and reinvention by seeking new opportunities in a world that was very much different from the prior generation. Their success is critical to the family business culture and continued economic impact of West Michigan,” stated Robin Burns, Director of Family Business Alliance. Leading Forward offers interactive facilitated sessions and learning opportunities from other local businesses who will share their visions and beliefs about leadership. They will tackle leadership styles, team development, effective boards, innovation, and culture. The five-month program that features five half-day in-person workshops and one-hour individual coaching sessions will begin on August 9, 2023.

Introducing the first class of leaders:

Brandon Bissell, Imperial Clinical Research Services
Cameron Young, Behler – Young
Elizabeth Avra, Apek Holdings LLC
Geoff Miller, Grand Rapids Chair
Kelly Slikkers, Tiara Yachts
Robert Dunn, MountainAire Builders
Ross Haan, Impact Fab, Inc.
Steve Kloosterman, Westshore Electronics
Todd Van Haren, SecurAlarm

About Family Business Alliance:

Family Business Alliance, West Michigan’s only association of family business organization, seeks to preserve our unique culture of family driven organizations. Established over 15 years ago by local leaders of family businesses, today we represent nearly 170 family run organizations with over 450 active representatives. Together we create connections, elevate leadership, and navigate governance to advance family business in the West Michigan Community. For more information about Leading Forward or Family Business Alliance, contact Robin Burns at robin@fbagr.org Written by Robin Burns

65 Years Strong: How Doyle & Ogden Thrives as a Third-Generation Family Business

An old building from the 1950s. The original building for Doyle and Ogden Insurance

The original Doyle and Ogden Agency Building

Family Business Alliance member, Doyle and Ogden, is a 3^rd generation family-owned insurance company in West Michigan. This year, they are commemorating their 65^th business anniversary which is no small feat. According to the McKinsey Institute, the average lifespan of an S&P 500 company is about 18 years, so celebrating these impressive milestones is important. Especially when there is no one-size-fits-all approach to family business.

Shannon Heads, Vice President of Operations

To honor and celebrate our members who have achieved “Milestone” anniversaries, we are sharing their family business history and a few of the milestones that got them to where they are now. Let’s take a look at what third generation family member, Shannon Heads, has to say about the family journey 65 years in.

How did the family business begin?

In 1958 my grandparents welcomed their 11^th of ultimately 12 children, my dad, Mike Doyle. At the time, my grandfather, Del Doyle, was working as an adjuster for Wolverine Mutual. With that any mouths to feed, my grandpa decided to find an additional source of income. That is when he decided to open his own insurance company, and several years later, he also started a travel agency.

The Doyle Family

Over the years, more of the family members got involved with the travel agency than the insurance company, as it is a more glamourous industry. At the time, only one of his sons had decided to go the insurance route. However, when my grandfather passed away in 1984, my father, Mike, was called back from the other side of the country where he was living at the time to help his brother run the company. I personally worked for an insurance company for more than six years prior to joining the family insurance agency in 2014.

Del Doyle

What’s been most surprising about your family business journey so far?

Being in the family business has made me feel even more connected to my grandfather than I ever have been. He started the company and passed away shortly before I was born, but being here every day to help continue his legacy has been so impactful. It continues to strengthen the thought of how blessed you can be both with the family present in your life now and the legacy of those who no longer are.

If you could go back in time, what’s one piece of advice you’d give yourself?

To breathe and know you have time to accomplish all your goals and they won’t happen overnight, life is a marathon.

In Doyle & Ogden’s 65-year history, what do you identify as the family business’s most important contribution?

The creation of our family foundation and the work we have done in the community to give away thousands of coats to children over the last 13 years.

All photos are courtesy Doyle & Ogden. The interview has been edited for length and clarity.

Family Business Alliance strives to help family businesses with the tools, resources, and connections to help businesses succeed. Learn more about our resources including Leading Forward, Succeeding in Succession, and Navigating Governance that help to advance family business in our community.

This feature is part of our Member Anniversary Program. For more information or if you are interested in exploring opportunities to be featured, please email aislinn@fbagr.org.

Stronger Together: WM Uniform and Wildman Business Group Partner for Long-Term Success

Patrick Van Tuinen, President of WM Uniform, and Josh Wildman, CEO of Wildman Business Group

Recently, FBA member, WM Uniform, announced their partnership with Wildman Business Group, a family-owned, Indiana-based company. The two family businesses share parallel histories, values, community commitments, and together have 130 years of history in the industry.

We sat down with Patrick Van Tuinen and Josh Wildman, both third generation family business leaders of their respective family companies to learn more about the partnership and what it means for their businesses.

About WM Uniform

A black and white photo of West Michigan Laundry

The early days as West Michigan Laundry

Gordon Van Tuinen founded West Michigan Laundry in 1963 which served as a laundry and dry cleaner for personal apparel serving the Holland area. He quickly began expanding, moving into the commercial space with uniform and linen rentals. Gordon’s sons, Ken and Tom joined the business, in 1974 and 1983, respectively. They continued growing and innovating with several additions and investments in automation in the following years. By 2010, WM Uniform had fully transitioned to the third generation of leadership. The company now services areas throughout Michigan.

About Wildman Business Group

An old laundry and dry clean service van

The origins of Wildman Business Group

Upon returning from serving in WWII, Rex Wildman purchased a local dry cleaner in 1952 which would eventually become Wildman Business Group. In 1977, Rex’s son Brent joined the business and branched out into the industrial uniform industry. The company continued to grow through acquisitions and vertical integration under strategic leadership and succeeded to Josh Wildman in 2011. Today, they offer services ranging from uniform rental, bathroom hygiene products, deep cleaning, mat laundering, rental, and more throughout the Midwest.

Strategic Partnership: A New Transition

Josh Wildman and Patrick Van Tuinen

What began as an industry connection eventually blossomed into a friendship and celebration of common values. “Customer loyalty, relationships, honesty and integrity and above all doing business the right way” are at the core of each business, said Josh.

To advance their family business vision, the Wildman Business Group began a series of smaller acquisitions a few years back, and it became clear that WM Uniform would be a perfect fit for their portfolio.

When the Van Tuinen family began discussing succession as key leaders were approaching retirement, given the strong M&A environment following the COVID-19 pandemic, they also considered an acquisition. However, it was only an option with Wildman because of their shared values. The Van Tuinens wanted to ensure stability and continuity of care and service for their employees and customers.

Ultimately, the possibility for WM Uniform came down to timing. “We didn’t know if that would be an opportunity, but if you don’t put it on the table, you don’t know,” Josh Wildman shared. “We had an initial conversation while Patrick and his cousins were discussing succession planning. It became clear that we could be stronger together.”

In May 2023, the two companies announced their strategic partnership, making WM Uniform a division of the WildmanBusiness Group. Maintaining the same name, values, and customer service, WM Uniform is carrying the family’s legacy and team forward through the partnership.

Fulfilling the Family Business Vision

To both families, the partnership is more than an acquisition, and it will help them achieve their family business goals. It allowed Patrick to continue the business with the Wildman family while his cousins could retire. “I will be staying on, hopefully for years to come, and our fourth-generation family member plans to stay on. He is early in his career, but he has…gotten excited about staying on board,” said Patrick.

For the Wildman family, their 200-year vision means they are committed to being a family-owned business for centuries to come, and partnering allows them continue making business decisions for the long-term. The acronym “W.I.L.D. – “World Influencers Living Differently” guides their decisions, Josh said, and stewardship is about changing lives in the communities where they serve and work.

The Wildman Business Group approaches acquisitions with the goal of continuing the brand and legacy of the company, which is crucial to many family businesses. “You have a choice. You don’t just have to sell your company to the larger national or private equity. Together, we create synergies that benefit the combined organization,” explained Wildman. As part of this strategy, having family involved is a positive. “We want them there because that is the legacy. If it’s a healthy family situation, it’s going to be a win-win.”

What’s Next for WM Uniform?

Three men standing in front of their business

Third generation Van Tuinen family leaders

For now, the WM Uniform team is focused on continuing the relationships they have in West Michigan. “There are more opportunities, benefits, products, and services that we can provide to our customers, and they are ready for them,” said Patrick. Additionally, by partnering, WM Uniform can grow with their customers who are also expanding within the region.

Josh shared that they too are excited for what this could mean for their overall business. “The WM Uniform team is doing some very unique, disruptive things such as service without contract. We are excited to learn more about what that could mean in a broader sense for our overall strategy,” among other features from WM Uniform.

The Holland-based business has an average employee tenure of 10 years, and both leaders are passionate about continuing this. “We truly want to be a destination employer. If you work for WM Uniform, they are going to treat you well, they are going to invest in your career, and you can feel good about the purpose you’re working for,” said Josh.

What’s Next for Family-Owned Businesses?

When asked what’s next for family-owned businesses, Patrick and Josh agreed: family businesses are not going anywhere.

Patrick: “We have 12,000 combined customers and 90+ percent of them are family businesses, that’s who we choose to do business with.”

Josh: “The majority of the economy is still based on companies like WM Uniform and ours.” Because family businesses can make decisions for the long term and tend to “put the people above the profit…it can be a catalyst to help our nation recover what got us to where we are,” expressed Josh.

Family Business Alliance strives to help family businesses with the tools, resources, and connections to help businesses succeed. Learn more about our resources including Leading Forward, Succeeding in Succession, and Navigating Governance that help to advance family business in our community.

All photos are courtesy WM Uniform and Wildman Business Group. This interview has edited for length and clarity.

Written by Aislinn Teachout

If you are interested in exploring opportunities to be featured, please email aislinn@fbagr.org.

Member Milestone Spotlight: SecurAlarm Celebrates 30 Years as a Family-Owned Business

Brothers and family business leaders standing next to each other similing.

Brent Van Haren, President and Todd Van Haren, Controller

Family business success is different for every family-run entity. There is no one-size-fits-all approach.

To honor and celebrate our members who have achieved “Milestone” anniversaries, we are sharing insights into their business journeys. In our first highlight, read what second generation leaders, Todd and Brent Van Haren, share as they reflect on the 30th anniversary of SecurAlarm.

About

SecurAlarm is a second-generation, family owned business located in Grand Rapids. They specialize in providing comprehensive commercial security services – from cyber security, building security, and more. They proudly address the risks and concerns of their clients from physical property to business continuity.

Gloria Lubben and Pat Van Haren

Where and how did the family business journey begin?

It began in the heart of another family business. Our father, Pat Van Haren, began his career teaching but quickly realized it wasn’t his passion. He shifted to wiring houses and businesses with his dad who was operating a small electrical business, Van Haren Electric. It quickly grew into a successful electrical contracting business defined by high quality people and installations.

Gloria Lubben joined Pat and his brother, Brian, to launch SecurAlarm Systems, Inc as a subsidiary to Van Haren Electric. At that time, there was a gap in the market for delivering complex solutions with high level quality. They cared enough and believed they could do better in protecting what matters to businesses. This is why we exist today.

Todd Van Haren speaking on an FBA event panel

What’s been most surprising about your family business journey so far?

The generosity of other family businesses and how invested they are in seeing each other succeed. We have learned so much from our fellow FBA members through Peer Groups, events, workshops, and other connections. While each business is different from a family/corporate structure and industry perspective, it’s amazing the similarities and challenges we share.

If you could go back in time, what’s one piece of advice you’d give yourself?

Van Haren Family Photo

Enjoy the time with prior generations. Capture their story and preserve it. It has shaped so many aspects of who we are. While some aspects might not be as favorable as others, try to understand and leverage them.

Also be intentional about including all family members (spouses, siblings, parents, children, etc.) that aren’t directly involved in the business. Family can be a huge strategic advantage and it’s important to keep everyone informed and engaged.

In SecurAlarm’s 30-year history, what do you see as the family business’s most important contribution?

Remaining dedicated to why we exist: We Care, So We Protect. It drives our decisions, how we measure success, and how we serve our community, team, and clients.

We are in a rapidly changing cross section of industries (construction, security, and technology) and we look to our WHY whenever we’re at a crossroads. We engage with empathy and a desire to see our team, clients, and partners succeed. We invest significant energy into making sure whoever we encounter feels cared for by listening, confronting brutal facts, and taking action on whatever is holding us back. Because of this, our team members tell us they are better individuals, spouses, siblings, friends, and leaders. Our clients trust us and lean on us for guidance.

What do you identify as a pivotal change throughout the business’s history?

Over the last year, SecurAlarm has embarked on a business model shift, which we are still in the midst of. We are shifting our focus from products to services because we believe security is so much more than technology and transactional relationships.

We want to align technology, procedure, and training unlike any other security integrator out there. We want to deliver personalized, comprehensive, and strategic plans and solutions to our clients, who we think of as partners. So much change is required, and it will be a long journey, but we know it will allow us to better serve our team and clients for another 100 years. Why the shift? It goes back to our Why, of course! We Care, So We Protect.

All photos are courtesy SecurAlarm.

This feature is part of our Member Anniversary Program. For more information or if you are interested in exploring opportunities to be featured, please email aislinn@fbagr.org.

Family Business Alliance strives to help family businesses with the tools, resources, and connections to help businesses succeed. Learn more about our resources including Leading Forward, Succeeding in Succession, and Navigating Governance that help to advance family business in our community.

Small Business Week Feature: Ludema’s Floral & Garden

To celebrate small business week, FBA sat down with Allison Ludema from Ludema’s Floral and Garden to understand their small, family business story and what makes them tick. Read on to learn how their business has blossomed over five generations.

Where it All Began

Ludema’s Floral and Garden, a fifth generation, family-owned business, has been on the same land since they opened in 1907. What is now a busy commercial area in Kentwood was once an agricultural area filled with greenhouses and family farms. Allison’s great, great grandparents began the business by selling their extra produce on a road-side stand, and they would drive their products to the East Side Market in Detroit and other local markets. Then, their focus was mostly fruits and vegetables. They eventually evolved into indoor plants and other garden crops.

Over time, subsequent generations began infusing their passions into the business. As Allison explained, the fourth generation, her mother and aunt, started moving the business toward floral sales.

“My mom was the one who developed the department from nothing…It’s grown by leaps and bounds, even in the last 10-20 years.” When Allison was a teenager, they began offering wedding services again and Ludema’s continues to expand and connect within the West Michigan Community.

In addition to weddings, corporate partnerships and events sales have continued to expand as they grow their reputation in this space within the community. For example, Ludema’s partners with the Amway Grand Hotel Downtown Grand Rapids to provide fresh, beautiful floral arrangements throughout their lobby.

“Our quality of work has pushed other people to recommend us,” says Allison. The family business also works with Corewell Health through a concierge service, and Allison’s goal is to continue developing these relationships and community partnerships in coming years.

“A lot of people still don’t know that we do flowers. They associate us with the greenhouse and produce we used to have, rather than a year-round floral business.”

Although the fifth-generation business leader manages the strategic direction of the company, the fourth generation is still involved behind the scenes. “We of course talk to each other about everything that’s going on,” and her parents still reside on the property where she and previous generations grew up. In addition to the strategic direction, Allison manages the retail operations and, like many family business owners, wears many hats. She is thankful to have a great team of managers and coordinators to help her day-to-day. Year round, their team consists of fewer than 20 employees but employs as many as 50 employees during peak seasons.

Allison never anticipated joining the family business even though she grew up on the property that has been in her family for over 100 years. “We always had to help growing up, even as little kids.” From learning how to serve customers, to tying bows for arrangements, she has been involved in the business for as long as she can remember. Wanting to pave her own path, Allison majored in Hospitality & Tourism with an emphasis in Event Planning. Although she didn’t know it at the time, it came in handy for her role today.

Today, it is the legacy and history that makes her most proud. She explains it wasn’t until COVID-19 created so much uncertainty for the business that it dawned on her just how special Ludema’s is to her and the community.

“It lit a fire under me. I did so many things I never thought I would have to do or explore. I’ve always been proud of it and love it, but the fear of losing it heightened it even more.”

Another point of pride is the relationships with her customers. “We have a lot of regulars who know a lot about our business and our family. That we know them by first name, and when they walk in we can greet them that way is a really special thing.” Maintaining that for more than 116 years is no small feat, and they have worked hard to do so. Allison explained that their cohesive team culture is part of creating this customer experience and welcoming atmosphere.

Aside from the customer connections, Allison feels that locally owned business are important “because we understand the community, how it changes and we can evolve with it.” Not to mention the passion and quality of their products, which has been passed down for generations.

“We care about the quality, and we care about what we are sending out the door, and I think that’s the difference with a small business.”

What’s Next For Ludema’s?

When asked what she is most excited about in the future of Ludema’s, Allison expresses, “I am very passionate about continuing to build our floral department and continue to let people know that we are here all year round to get a beautiful floral arrangement or help with an event. We put our hearts into everything that we do and when we do it, we do it well.”

As they continue to move forward, Allison acknowledges that without “that family connection from the beginning” and the foundation it provided, “we wouldn’t have the other unique parts of our business.” Like any family business, Ludema’s has transformed and evolved over the generations yet maintains the shared roots of generational passion and expertise.

Experience with Family Business Alliance

As a small, family business owner, the Family Business Alliance Peer Groups have been valuable for Allison. “Being in a room with people that have the same sort of struggles that I do is very comforting but also mind-blowing.”

“To hear people from corporations that I have known my whole life dealing with similar issues to my own is so comforting. No matter how big or how small, or what the struggles have been within you family company, to know that someone else is experiencing something similar that can provide insight, is what I appreciate.”

This interview has been edited for length and clarity.

Written by Aislinn Teachout

Family Business Alliance strives to help family businesses with the tools, resources, and connections to help businesses succeed. Learn more about our resources including Leading Forward, Succeeding in Succession, and Navigating Governance that help to advance family business in our community.

Small Business Week: How GL Resources Became Accidental Entrepreneurs and Built a Successful Business

As part of our Small Business Week celebration, we sat down with the family behind GL Resources – George Snyder, Joanie Snyder, and Alan Snyder to learn about their business and what it’s like working together as a small, family-owned business.

Where It All Began

Founded in 1982 by George Snyder, GL Resources is a first-generation family business location in East Grand Rapids. They represent furniture component manufacturers, and sell hardware, including drawer slides, kitchen hardware, hinges, and more. Connecting furniture manufacturers and hardware manufacturers from a variety of industries, GL Resources works with companies of all sizes.

George and Joanie Snyder stumbled into owning their own business by chance. Both had previous careers and were originally from Pittsburg. When a friend needed a representative in West Michigan, the high school sweethearts decided to take the leap and relocate East Grand Rapids. Taking this position laid the foundation for what eventually became GL Resources.

In 1984, George went completely on his own and they incorporated. “We had no plan,” says George, but they were up for the challenge. “Back in the 80s, there were a lot more furniture manufactures here, and there was quite a base in Western Michigan.”

Since the early days, the business has grown in many ways. One progression was adding three additional sales representatives in the early 1990s, all of whom are still with the business today. Together, they cover the Midwest – including Michigan, Indiana, Ohio, Kentucky, Illinois, and Wisconsin.

Working Together

Most recently the family welcomed Alan Snyder, their son, into the business in January 2021. Alan’s focus has been on growing the business and expanding into new product types and creating new partnerships throughout the US. His wife, Nicole, has recently joined the business as well, truly making it a family affair.

Before joining, Alan worked for a few notable local, family-owned corporations, including Steelcase and Bissel as a financial analyst. “I knew it was time for a new opportunity.” It was at that time that George approached him with a job offer. “We’ve been talking, and we might have a job for you at GL Resources.”

Alan notes it was the first time they had discussed him joining the business. “I was very excited about it. Working here was always in the back of my mind, but I wanted to build up other experience and learn from other companies first.” Although the business was not founded on the premise of passing it down, the family expressed that having the second generation involved has given them a transition plan.

“It’s a cool little business, and we felt if we could transition the business with Alan, it could go on another 40 years. If you don’t, it ends.”

Joanie, who serves as President, has been there since the beginning. After having their first child, she officially began working for the business. Beforehand, she had a career as an accountant, so managing the bookkeeping for GL Resources was a natural progression. Initially a spousal-run family business, George and Joanie’s differences also became their strength as owners and partners.

“I came from a very structured business environment,” says Joanie. “So, I tried to bring that structure here, but it took a while for us to figure out how best to do this.” As a “details person,” Joanie is now responsible for many of their organizational processes, formal structures, and general management. Conversely, George is the risk taker, so Joanie’s influence allowed him to focus on sales and vision.

Bringing in the second generation has helped professionalize the business in various ways, as is typical transitioning from the founder’s dream stage.

“Alan has really opened our eyes to be more forward thinking,” shares Joanie. Navigating generational differences when working together is inevitable in family run organizations, but the Snyder family has thoroughly enjoyed working together.

The Importance of Small and Family-Owned Businesses

When asked about the importance of small and family-owned businesses, Alan expressed that statistically, small businesses employ a significant share of the country’s workforce. “I don’t think you realize that coming out of college as a young professional. Not everyone has the opportunity to go work from a family-owned business, but they are everywhere.” While Joanie stated that small businesses are “the backbone of America.” It is no easy feat starting and running a small business, and George explains he is proud that they have remained in business for 42 years.

The family takes pride in their business and its history. Decades ago, Joanie would bring her sons into their office with her while she worked, which wouldn’t have been possible at a corporation. “That’s a unique aspect of small businesses, having the flexibility to do both.” This history creates a special atmosphere within the family business. In reflection, Alan shared: “My mom brought me in, and now my wife is bringing our two-month-old in, and that is special.”

Community Involvement

For many small and family businesses, community is key. When he was first getting started, Alan leaned on resources like the Chamber Roundtables for support. “I was brand new to the sales role, so being with other sales professionals helped.” Being involved with Family Business Alliance and the Chamber has helped with various professional development areas, networking, and learning about other businesses in the community. The Family Business Alliance forums “are great information sources and it’s also great networking.”

“Alan has done a great job branching out, being involved with the Grand Rapids Chamber and Family Business Alliance,” explains George.

Alan has also recently joined a Peer Group. He explains, “I like to hear other people’s perspectives on how they are handling challenges within their businesses and grappling within their families.” For example, Alan has two brothers, one of whom may also be interested in joining the business at some point. “Hearing how they are handling it has been helpful for me to navigate how we should approach that in our family.”

This interview has been edited for length and clarity.

Written by Aislinn Teachout

Family Business Alliance strives to help family businesses with the tools, resources, and connections to help businesses succeed. Learn more about our resources including Leading Forward, Succeeding in Succession, and Navigating Governance that help to advance family business in our community.

Start with Story, Values, and Vision

Distinguishing Ownership from Leadership Readiness

Replace Assumptions with Honest Conversations

Give Future Leaders a Runway

Prepare the Current Generation, Too

Put the Plan in Writing

When Family Ties Aren’t Enough: What the Lakers Can Teach Us About Family Governance

Family Business Governance Challenges Are Closer Than You Think

Why Governance Matters in Family-Owned Businesses

Key Benefits of a Family Business Board:

Protecting Legacy Requires More Than Relationships

Getting into Gear

Call it The Transition Traffic Jam

The problem?

Why the Jam?

There is a Better Way

Tradition and Change in Family Business: A Yellowstone Parallel to Reality

The Struggle Between Tradition and Innovation

How Family Firms Can ‘Save the Ranch’

Next-generation leaders are:

The best current generation leaders are:

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A Leap of Faith: From Savings to Sawmill

History Lessons: Pivots from Rails to Furniture

Innovation and Expansion: The Third Generation’s Vision Unfolds

Digital Transformation: The Fourth Generation Leads the Way

Honoring the Past, Building the Future

Buist Sheet Metal’s Shining Legacy of Craftsmanship

Finding their Niche

Forging Relationships & Reputation

The Team

The Early Days

Transitions

Legacy

The Future of the Business

Threads of Time: Small Business Stories from West Michigan’s Oldest Floor Covering Company

The Beginning

Industry Leaders

The Stewardship Mindset

Pride and Satisfaction

Greatest Hopes for the Future

The Pathway Into the Family Business

Developing Your Passion

70 Years of Growth and Change

A New Approach to Leadership

The Vision Ahead

What was your first job?

How did you become involved in your family’s business?

What was most challenging about stepping into the leadership role of your family business?

What was most exciting?

What leadership lessons have you learned from the previous generation that you rely on today?

How do you keep your family business’ story and legacy alive?

What makes you most proud of your family business?

What advice would you give to the next generation of women in family business?

What do you think makes a family business unique?

What is bringing you joy right now?

About Monsma Marketing Corporation

About Family Business Alliance:

What was your first job?

How did you become involved in your family’s business?

What was most challenging about stepping into the leadership role of your family business?

What was most exciting ?

What advice would you give to the next generation of women working to find and build their voice in a family business?

What leadership lessons have you learned from the previous generation that you rely on today?

How do you keep your family business’ story and legacy alive?

What makes you most proud of your family business?

What book is on your nightstand?

What is bringing you joy right now?

About Contract Dewatering Services

How to Manage the Risk of Cyber Attacks

Cybersecurity Threat

Protection

Action:

Responsibility & Risk:

About K Group Companies

Industry Insights

K Group’s Evolution

Introducing the first class of leaders:

About Family Business Alliance:

How did the family business begin?