More results...

Generic selectors
Exact matches only
Search in title
Search in content
Post Type Selectors
Pages
Articles
Books
Events

616.771.0575

Family Business Alliance

Its More Than Business. Its Family.

Login Join Now

A Century of Care: The People-First Strategy of Behler-Young

Posted May, 2026

From Left to Right: Mackenzie Young, Cameron Young and Doug Young

Century-Old Principles, True and Tested 

Behler-Young’s story begins in 1926. Amid a rapidly changing industrial landscape, two partners set out to build something of their own in downtown Grand Rapids. The company was shaped by a belief in teamwork and a responsibility to care for others, which was quickly tested. 

As Doug Young shared, 

“…The Great Depression came not too long after that, and there wasn’t a lot of business. But what business they had, they would take the receipts in and then share it equally among the seven employees… so that everybody had adequate funds to take home.”  

That moment set a tone that still carries through the business today. People look out for each other. Teams work together. Decisions consider the impact on others.  

Today, the company is in its fourth generation, with nearly 300 team members, 20 locations, and a presence across Michigan and northwest Ohio. 

Wayne “Brig” Young and John E. Behler, 1926
Behler-Young Storefront, 1926
Behler-Young Vehicles, 1952

As the company reaches 100 years, the focus stays the same: take care of people, build strong relationships, and stay rooted in the communities they serve.

Together, We Succeed.

“It’s always about the team and how we work together”

“It’s always about the team and how we work together,” says Doug. “People appreciate the fact that the family owns the business and takes care of others.”  

This philosophy has nurtured a workplace culture where employees know they are valued and protected. Long employee tenures are common, and precautions are taken to make sure a positive atmosphere is maintained. 

Behler-Young has earned recognition as one of West Michigan’s Best and Brightest Companies to Work For six consecutive years in a row. 

Cameron emphasizes, “We really think of our 291 or so team members as members of that family as well… we have 291 families that we are responsible for.” 

“We really think of our 291 or so team members as members of that family as well… we have 291 families that we are responsible for.” 

Passing the Torch 

At Behler-Young, legacy shows up in how people lead, how decisions are made, and how the business supports others. 

Doug reflected on this idea: 

“Legacy refers to history and heritage and things being passed along… it’s the philosophy and the core of it… how you communicate them and how you pass that on is so important.”  

The next generation has stepped into that responsibility with intention. Cameron and Mackenzie Young both built experience outside the company before joining. 

“I did want to come into an existing role… not get any special treatment… so I could ease in and fit in,” says Cameron. 

“I did want to come into an existing role… not get any special treatment… so I could ease in and fit in”

Since joining, both have moved through different parts of the business to learn how it operates and how teams work together. That experience is part of a structured succession plan that prepares them to lead in the future. 

Cameron continues, “I see legacy as being aware of the past… and using that to inform your future and where you’re going.” 

A Cause for Celebration 

Reaching 100 years is a meaningful milestone for the company and the family. 

“Not that many companies make it to the fourth generation or a hundred years, and I just couldn’t be prouder of the fact that here we are,” says Doug.  

Behler-Young Team Members Gather to Celebrate 100 Years

“Not that many companies make it to the fourth generation or a hundred years, and I just couldn’t be prouder of the fact that here we are.”

Rather than celebrating in isolation, Behler-Young is using its centennial as an opportunity to strengthen relationships with employees and customers. That includes events at all 20 branches and a large industry expo that will bring together vendors and customers from across the region, bringing people together to reflect on shared success and upcoming opportunities. 

Cameron shared, “We set out an intentional plan to celebrate the strong roots we have as a company in our communities, but also look to the future and the potential that we have to continue to grow.”  

Family Ties That Reach Wide 

“There’s a lot of people who care about West Michigan as a place, and they’ve cared enough to keep their businesses and their families here.”

The Behler-Young family ties reach beyond direct relatives, and even employees. For the last 100 years, the greater community has felt the impact of this organization through active involvement and philanthropy.  

Stuff the Bus, United Way

“There’s a lot of people who care about West Michigan as a place, and they’ve cared enough to keep their businesses and their families here,” Mackenzie says. 

Doug reflected on the conviction of the founders, passed down through the generations. “We have been just incredibly blessed…for much you’ve been given, much you are expected to give on.”  

This philosophy is reflected in both leadership involvement and company-wide initiatives.  

The Young family consistently commit their time to local organizations. Doug has been involved with United Way through board service and campaign leadership and is currently serving as a co-chair for the Habitat for Humanity of Kent County’s “$8 million campaign” to build 100 affordable homes. 

Cameron has served nine years on the board of Disability Advocates of Kent County, supporting accessibility efforts across the region. He also spent six years with ICCF Community Homes, including time as board chair, helping expand access to affordable housing. His involvement has also included Mary Free Bed Rehabilitation Hospital and the Grand Rapids Public Museum. 

“We have been just incredibly blessed…for much you’ve been given, much you are expected to give on.” 

At the organizational level, programs like B-Y Cares empower employees to participate directly in giving back. Each branch directs annual funding to a nonprofit of their choice in in the local community. With all 20 locations participating, this creates consistent support across the regions they serve. 

Employees also have paid time to volunteer. Teams have spent time at organizations like Kids’ Food Basket, supporting local families. Internally, the company offers an emergency assistance fund for employees, along with parental and elder care leave policies. 

Operation Good Cheer, Child and Family Charities
Kids’ Food Basket

Mackenzie shares how this supports the Behler-Young culture. 

“Being engaged in giving back to the community is a big piece… it really relates to caring about others, but also doing the right thing.”  

These efforts ensure day-to-day dedication to the principles that make Behler-Young a beacon in the community. 

The Next 100 Years

“Being able to be a constant for 100 years when there’s been so many things that have changed… is one thing that’s really cool to point back to as a foundation for our future.”  

The next generation is stepping into leadership with a clear understanding of what has come before them. A fifth generation is already growing up around the business, reinforcing that long-term view. 

For Mackenzie, the centennial is a milestone to uplift the business going forward. 

“Being able to be a constant for 100 years when there’s been so many things that have changed… is one thing that’s really cool to point back to as a foundation for our future.”  

In a world where businesses often focus on short-term gains, Behler-Young’s story shows that lasting success is built over generations: take care of people, stay grounded in values, and keep building for the future. 

Four generations of Behler-Young leadership

A bold legacy.
A bright future.

Learn more about Behler-Young at https://www.behler-young.com

Family Business Alliance provides tools, resources, and connections to help family 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.

Are We In Good Hands?

Seat At The Table: Director’s Insights with Robin Burns

Posted March, 2026

At our recent Family Business Alliance session, “A Seat at the Table: Building a Board of Directors,” Dr. Justin Craig opened with a question that set the tone for the entire conversation: “Are we in good hands?” 

As I reflected on the discussion, it struck me how powerful that question is for our family run businesses. 

It’s not just about leadership today, but about stewardship. As Dr. Craig reminded us, families are ultimately asking this question not only for their children, but for their children’s children. 

The session explored the role a family board can play in supporting both growth and governance, two elements that are deeply interconnected with family businesses. Effective boards serve to ensure accountability, oversee risk, support performance, and guide strategy. 

A key takeaway was the board’s role in strategy. Boards should work to seek to understand, test, and ultimately endorse strategy. At its core, strategy is about knowing where we are, where we want to go, and how we will get there: providing the roadmap to reach the family enterprise’s long-term destination. 

Dr. Craig also emphasized the importance of independence at the board table. True governance requires directors who bring independence of thinking and judgement. Individuals need to be able to ask challenging questions, offer objective perspectives, and contribute fresh insights. Over time, however, even strong directors can become deeply intertwined with the family and the business. As Dr. Craig noted, when directors remain on a board for more than five years, they may begin to lose that independence as relationships and familiarity grow. For this reason, many families consider board refreshment and term limits to help maintain the objective perspective that strong governance requires. 

We also discussed the important role of directors. Their responsibility is not simply to control or direct, but to persuade and be persuaded, while ensuring the organization is properly guided and held accountable. 

The comprehensive session also included: 

How to… 

  • Define the additional roles and responsibilities of other shareholders, family members and executives 
  • Find, involve, and compensate the director 
  • Structure the agenda for maximum impact 
  • Plan for transition and evolution 

More importantly, the program equipped families with tangible resources to strengthen their governance with confidence and ensure that the family enterprise remains in good hands for generations to come.   

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.

From Possible Sale to Succession: How A Second Generation Stepped Up

Posted March, 2026

From Left to Right: Mike Shields, Cameron Shields

Family business succession rarely follows a perfect plan. Sometimes the next generation grows up knowing they will take over. Other times, the future feels uncertain. For BlackBerry Systems founder Mike Shields and his son Cameron, the transition to second-generation leadership remained uncertain until the ending came into view, and there was one last chance to change it.

“That’s when I went, wow, I could see doing this for a long time.”

A Business Defined by Evolution

Mike founded BlackBerry Systems in 1980 with a clear vision rooted in his background in solar energy.

“BlackBerry started as a solar heating company, because that’s what my background’s in, solar heating, solar design. And so that’s how it started.”

At the time, rising oil prices and government incentives for alternative energy created the perfect environment for innovation.

“There was an energy crisis, and there was an oil embargo… and there were tax credits that if you installed alternative energy systems at your home you could get a pretty hefty tax credit.”

The business gained early traction, but when energy prices dropped and tax incentives disappeared, demand for solar installations quickly faded. Like many entrepreneurs, Mike had to pivot.

“We started looking for other energy-related products. Window was one… and that’s how the business really started.”

That shift, initially a practical decision, became the foundation of the company’s long-term success.

Years later, another pivotal evolution emerged when the company began restoring historic windows on landmark buildings, carving out a distinct niche in the marketplace.

“It was really cool to be working on these buildings… and that’s when I went, wow, I could see doing this for a long time.”

What started as a solar idea had become something entirely different: a company preserving pieces of architectural history.

A Company Name with a Story

Despite the naming parallels, BlackBerry Systems was around long before executives were typing emails with their thumbs.

After the original name choice turned out to be associated with a different business out-of-state, Mike had to quickly pivot. He was walking around his yard and munching on blackberries when it struck.

“Surely nobody else has this name. My guy looked it up in the system the next day, and I was right.”

Blackberries are known for growing almost anywhere and surviving just about anything. Which, in hindsight, is a pretty accurate description for the business’s unique journey.

Resilient. A little scrappy. And built to last.

Growing Up Near the Business, Not Inside It

Unlike many family businesses, Mike never assumed his children would follow him into the company.

Cameron remembers the business feeling more like background than destiny.

“It didn’t feel like we were really growing up in the family business… we really looked at it as just our dad’s job.”

That approach was intentional. Mike wanted his children to pursue their own interests rather than feel obligated to take over.

“That’s why I named it Blackberry, and not Shields,” he says.

Still, the connections were there. Cameron and his siblings worked in the company during their teenage years, learning firsthand what it meant to be part of the team.

“There are people that still work here that I worked under when I was 15, 16 years old,” Cameron shares.

Those relationships stayed with him long after he pursued a career elsewhere.

A Future Off Balance

For years, Cameron didn’t see himself taking over the family business. Even when family discussions about ownership arose, Cameron wasn’t an obvious choice.

“And at that time, I said no. I wasn’t staying in Michigan. And so, it was like, how am I going to own a business in Michigan? I’m not staying here, so that’s not going to work,” Cameron says.

That uncertainty grew when a potential succession plan suddenly changed.

Cameron’s sister had previously been involved in the business and had even considered purchasing it. When she decided unexpectedly to move out of the state, Blackberry’s sale loomed.

At the time, Mike was nearing retirement.

“My dad was 68, maybe, and his transition wasn’t clear. One of the options was maybe the business wouldn’t continue, or it would be sold to an outside third party.”

For Cameron, that moment sparked a new way of thinking about the company’s future.

“It started to feel, not because of pressure from my dad, but like I needed to help provide a transition.”

At first, he didn’t imagine stepping into ownership. The idea felt temporary, more like helping out than taking over.

But the more time he spent around the business, the more something deeper began to take shape.

Cameron saw a company doing meaningful work, and doing it well. More importantly, he saw the people behind the company.

Many employees had been with BlackBerry Systems for years, building careers and relationships inside the organization Mike had created.

“The employees that we’ve had for so long… it just felt like, how could we not continue to provide that place to work?”

That realization changed everything.

“That is what really sparked the interest.”

Cameron began to see a future where he could lead the company forward.

A Defining First Year

On January 1, 2025, Cameron officially became the owner of BlackBerry Systems.

The transition was both exciting and daunting.

“Once you press play and go live, it’s different.”

The first year brought immediate challenges. Demand in the construction industry softened, creating a tougher environment than expected.

At the same time, Cameron and his wife were starting a family.

“My wife and I also started a family in the same year I bought the business… that was a lot of pressure.”

Yet the experience proved invaluable.

“This first year… I feel like it’s going to be a year that sets me up for success going forward.”

With Mike still nearby as an advisor, Cameron was able to navigate the early challenges while establishing his own leadership style.

“The number one most important ingredient is employees. And the beauty of a corporation is, I might own a corporation, or a group of people might own a corporation, but we are not the entity. It’s its own entity. I’m just another employee.”

Redefining Legacy

For Cameron, stepping into ownership has also changed how he thinks about legacy.

“I hope it’s defined by actions taken… hopefully the people that were around me feel like their lives got better.”

Rather than focusing solely on growth or expansion, he measures success by the impact the business has on its people.

Mike sees legacy in a similar way.

“It’s the values that the business developed along the way.”

For him, one principle stands above the rest: the importance of the team.

“The number one most important ingredient is employees. And the beauty of a corporation is, I might own a corporation, or a group of people might own a corporation, but we are not the entity. It’s its own entity. I’m just another employee.”

The Power of an Unexpected Transition

In many ways, the story of BlackBerry Systems reflects a reality many family businesses face.

Succession doesn’t always happen according to plan. Sometimes the next generation steps forward not because they were expected to, but because they see something worth continuing.

For Mike, the business began as a bold idea during an energy crisis.

For Cameron, the decision to lead came years later, sparked by a desire to protect what his father had built.

Together, their story reflects what family enterprises do best: adapt, endure, and evolve.

A bold legacy.
A bright future.

Learn more about Blackberry Systems at https://blackberrysystems.com/

Family Business Alliance provides tools, resources, and connections to help family 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.

How Applied Innovation Fuels Multi-Generational Family Business Growth

Posted Feb, 2026

From Left to Right: Casey Lowery, John Lowery, Kyle Lowery

Applied Innovation Across Generations

Family businesses are never just about numbers. They are about late nights at the kitchen table, tough decisions that no one else sees, and a belief that somehow things will work out. They are built on risk, grit, and the kind of determination that shows up long before success does.

At Applied Innovation, innovation was never a slogan or a marketing line. It was a necessity. It was how the company survived, how it grew, and how one generation prepared the next to take the business even further.

Built on $500 and Belief

For founder John Lowery, the journey began with conviction, grit, and very limited resources. “Sandy and I had $500. That’s all we had,” John recalls. “We borrowed five grand from my dad and got a line of credit on the house. That’s how we got started. We never ever had enough money. We were always scrambling.”

“…somehow, we sold a machine or leased a machine, collected the money, and got it in the bank. The employees never knew.”

The early years required constant resolve. “There were lots of Wednesdays where I would say, ‘Payroll’s eight grand. I have no idea how we’re going to make payroll,’” he says. “And somehow, we sold a machine or leased a machine, collected the money, and got it in the bank. The employees never knew.”

Despite the pressure, John remembers those years fondly. “It was stressful, but it was fun,” he says. “I always slept like a baby.”

Immersed from Birth

As the business grew, it also became inseparable from family life. That closeness left a lasting impression on the second generation. “It’s difficult to remember much of the business from when I was really young,” Casey Lowery says, “but I have vivid memories of the company Christmas party at our house when I was growing up. In a lot of ways, it’s hard to separate my family from the business. It was so intertwined in who we were as a family.”

A New Dream

Those early experiences shaped Casey’s path forward. “When I was young, I was fairly certain I was going to play in the NBA,” he says. “After I realized that wasn’t happening, I dreamed that someday I would be a part of the business. So, in many ways my dream of being in the business paved my path.”

With that clarity came intention. “It’s easier to see the path when you know where you want to be someday,” Casey explains. Even so, growth required discomfort. “There have been roles I’ve played in the business that I didn’t feel that I was ready for. However, if I was going to lead the company someday, I had to step up to get the experience to be ready for the future.”

“…if I was going to lead the company someday, I had to step up to get the experience to be ready for the future.”

How Innovation Turned Risk into Growth

Innovation played a defining role in both generations. For John, a turning point came in 2003 when he sought outside perspective. “We went outside and got consultants, and they taught us the benchmarks and best practices,” he says. “They also taught us how to recruit, hire, train, manage, and motivate. Those two things together were a real catapult for us in building an exceptional organization.”

For Casey, innovation has always been about evolution rather than disruption. “In our industry, organizations have been talking about diversification for over 20 years,” he says. “At Applied, one of our Elements of Success is creativity. We believe that if we make incremental changes to get better every day, we will continue to evolve, even if we don’t invent the next iPhone.”

Culture as a Competitive Advantage

That mindset helped shape one of Applied’s greatest differentiators. “The culture is what I’m most proud of,” Casey says. “We’ve been really focused on it for the past 15 years. Now the team has embraced it, and I feel that it has taken on a life of its own.”

John echoes that commitment. “The culture is super important to us,” he says. “One of the things we say is that passive leaders under-manage values. Proactive leaders over-manage values.” Those values, known internally as Applied Chemistry, are reinforced through storytelling and daily experiences that connect people to purpose.

“Passive leaders under-manage values. Proactive leaders over-manage values.”

Looking ahead, Casey sees the future clearly rooted in people. “The team excites me the most,” he says. “I feel proud to work alongside people that are great at what they do and are flat out great people. Anytime you have a group of people pulling in the same direction, it’s hard to not innovate and make progress.”

From Founder to Steward

Legacy, for both generations, is about stewardship. “We wanted to control our destiny,” John explains. “We wanted to stay independent so we could make decisions that are good for employees and for the perpetuation of the business.”

Casey views that responsibility through the lens of leadership. “Legacy can be defined a few different ways,” he says. “It’s how you will be remembered as a leader.” One lesson stands out. “I had a mentor tell me once, ‘Be someone that other people would want to work for.’ That has always stuck with me.”

John hopes the future reflects continuity rather than his own presence. “I want people to look at the company and say, ‘John’s not in the day-to-day anymore, but the team he helped build is carrying on and continuing to grow,’” he says. “If that’s the case, then we did our job.”

Bold Legacies. Bright Futures.

At Applied, bold legacies are honored through resilience, values, and thoughtful innovation. Bright futures are built by leaders who remember where the business started, protect what makes it special, and keep evolving so the next generation can go even further.

Learn more about Applied Innovation at https://www.appliedinnovation.com/

Family Business Alliance provides tools, resources, and connections to help family 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.

Local Family-Owned Businesses Partner After Meeting at FBA Peer Group

For HES Equipment, working with Budget Blinds wasn’t just a smart business move; it was a meaningful collaboration between two local family-owned companies that value craftsmanship, service, and relationships.

Holland, MI – When siblings Aimee Miller and Aric Geurink set out to expand their family’s long-standing business, HES Equipment, they envisioned more than just additional space; They wanted a facility that would support growth while honoring the legacy their parents began in the mid-1980s.

With a strong foundation rooted in tradition, teamwork, and hands-on problem solving, the second-generation leaders are now shaping the future of the family business with innovation and purpose.

Family-Owned HES Equipment New Building
HES Equipment’s New Building in Holland, MI.

Breaking New Ground

As part of their recent expansion in Holland, Michigan, Aimee and Aric, along with siblings and coworkers, Aaron and Andrew, oversaw the construction of a modern building on the same property as the original location.

The heart of the new space? A state-of-the-art conference room with west-facing windows and a high-tech smart display system, designed to bring their 28-person team together for strategy sessions, weekly meetings, and peer group gatherings.

A New Problem To Solve

“When the sun comes up, this room boils.”

However, they quickly encountered a challenge.

“When the sun comes up, this room boils,” said Aric Geurink. The large windows, while architecturally stunning, introduced intense glare and heat, making the room uncomfortable and compromising the visibility of their digital displays.

Through Connection. Through Collaboration.

Looking for a solution, Aric connected with Lindsey Van Dyken, co-owner of Budget Blinds of Holland and Grand Rapids, through a peer group hosted by the Family Business Alliance. He shared the issue, and her team jumped in to help.

Family-Owned Businesses Work Together
HES Equipment and Budget Blinds Work on a Solution.

“They didn’t just show us a catalog,” recalled Aimee Miller. “They brought in a full model of the premium product and let us see how it worked, right there in our space. It was smooth, quiet, reliable, and looked sharp.”

The final solution: Lutron Motorized Shades, known for their sleek design and commercial-grade performance. These automated window treatments not only reduced glare and controlled the room temperature, but also maintained visibility through the windows when lowered – creating a perfect balance between functionality and aesthetics.

Family-Owned Businesses Find Solution
Budget Blinds Shows Their Product to the HES Team.

“You hit a button, and they all roll down together, quietly and seamlessly,” said Aimee. “It’s hard to put a price tag on comfort, convenience, and productivity.”

“We were excited to help HES Equipment enhance their conference room”

Mark Paulson, co-owner of Budget Blinds of Holland and Grand Rapids, added, “We were excited to help HES Equipment enhance their conference room with Lutron motorized solar shades. Because the windows are so large, motorized operation was the perfect solution—providing push-button ease and whisper-quiet performance. The shades significantly reduce glare and heat, making the space more comfortable while still allowing natural light. It’s a great example of how the right window treatment can transform both functionality and comfort in a workspace.”

A Positive Partnership

For Aimee and Aric, working with Budget Blinds wasn’t just a smart business move; it was a meaningful collaboration between two local family-owned companies that value craftsmanship, service, and relationships.

“It wasn’t just a transaction,” Aric added. “It was a partnership. You could tell they’re passionate
about what they do, just like we are.”

Thanks to the expert installation by Budget Blinds, the company’s new conference room has been transformed into a comfortable, stylish, and highly functional space – a place where ideas are born, decisions are made, and the next chapter of a proud family legacy continues to unfold.

Posted Oct 10, 2025

Mackenzie Rantala

This article and photos were provided by Mackenzie Rantala. Please direct inquiries to mackenzie@mackenziecocreative.com or call (616)295-1158.

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 and Succeeding in Succession 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. 

Subscribe

"*" indicates required fields

This field is for validation purposes and should be left unchanged.
Name*
Status*

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.  

Original Sawmill
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.

Current Operation

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. 

Round Table Building
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 11th grade, Don’s grandpa wanted to work full time. Despite his dad’s protests, he did.

Founder, Gerrit Buist, left, with Don Buist, second generation, right, in the early days of the business. https://buistsheetmetal.com/about-us/

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 29th 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 29th 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 29th 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.

ZSM Team

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. 

Original Logo

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.  

Zinger Facility

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.”  

Core Values Sign at the Zinger Facility

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. 

A professional headshot of Kelly Plawinski
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

Menu
Login Join Now

616.771.0575