The Third Layer

PeopleForward Network
  • 5.0 (4)
  • 职业
  • 两周一更

The Third Layer is crafted for family-owned business leaders who understand the intricacies of navigating a business where family and leadership intersect. Host, Marshall Lockton zeroes in on the greatest leadership lessons.

  1. 11月20日

    Learning With No Playbook: Nike Anani's transition from building a family office in Nigeria to advising next gens on their own stories.

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

    45 分钟

  2. 11月6日

    Industrial Heroes: Jeff Cloud shares how IBT commits to making all stakeholders feel like family.

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

    1 小时 1 分钟

  3. 10月23日

    Building Beyond Holiday Inn: Spence Wilson Jr. on Multi-Gen Success within KWC Management

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

    57 分钟

  4. 10月9日

    Project Ernest: Brittney Ray's leadership of the E. Ritter & Company family council and the journey to re-discover purpose and values

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

    55 分钟

  5. 9月25日

    Sixth Level Leadership: Rachel Wallis Andreasson shares how Wallis Companies maintains a family feel while expanding

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

    1 小时 4 分钟

  6. 9月11日

    Clearing Clutter: Kristin Keffeler shares how the rising gen can form healthy self identities and thrive.

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

    56 分钟

  7. 8月28日

    Live, Love, and Serve Together: Anne McGregor shares the Herschend Family story and how they create stability and connection.

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

    1 小时

  8. 8月14日

    Stakeholder Optimization: Ganesh Iyer's journey from Fortune 100 to Etnyre to optimize returns for all stakeholders.

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

    55 分钟
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The Third Layer is crafted for family-owned business leaders who understand the intricacies of navigating a business where family and leadership intersect. Host, Marshall Lockton zeroes in on the greatest leadership lessons.

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