The Third Layer

PeopleForward Network
  • 5.0 (5)
  • CAREERS
  • UPDATED BIWEEKLY

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. 4D AGO

    Replay: The Ripple Effect: How Jeff Oddo's search for significance led to business transformation and growth

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

    57 min

  2. APR 23

    Building Life Into Others: Ben Hutton on Teams, Clients, and Community

    In this insightful episode, Ben Hutton, President of Hutton, shares his transformative journey from a twelve-year-old shop sweeper to the leader of a thriving 400-person construction and facility services company. The conversation explores the unique challenges of second-generation leadership, specifically the pressure to emulate a founder's style. Ben candidly discusses his "3 a.m. moment"—a point of burnout caused by trying to lead with his father's forceful, operational approach rather than leaning into his own strengths. For family business leaders, this episode serves as a case study in self-awareness and organizational evolution. Ben details how he shifted from being a bottleneck to a visionary leader by identifying his "unique ability" and empowering a separate President to handle operations. The discussion dives deep into the rigorous work of discovering authentic core values, the power of storytelling to connect a dispersed workforce, and the necessity of defining success through the lens of purpose rather than just profit margins.   Key Themes Transitioning Leadership Styles The Power of Unique Ability Authentic Value Discovery Storytelling as Strategy Community as a Stakeholder Redefining Success Timestamps 03:26 - Early memories of the company and longtime employees who are still with Hutton today 08:05 - Returning to Wichita and building credibility through roles in operations, project management, and business development 12:22 - Growth from 80 to 400 employees and the realization that empowering others was the key to scaling 15:08 - Ben's burnout moment at 3 a.m. and the start of a leadership transformation 23:05 - Why leading through culture takes constant communication, story-sharing, and clarity of purpose 30:08 - Distilling the company's values into four words: Lead, Inspire, Respect, Construct 34:52 - Creating the company purpose statement and defining success around team members' dreams, clients' vision, and communities' future 44:05 - Tornado response story that showed both client care and deep care for a superintendent who lost his home 54:34 - Why community is a core stakeholder and how Hutton gives back through volunteer time and donated expertise 58:51 - Ben's professional and personal legacy: building an enduring company and loving his family well Additional Resources Connect with Ben on Linkedin Connect with Marshall on LinkedIn Follow PeopleForward Network on LinkedIn Learn more about PeopleForward Network

    1h 2m

  3. APR 9

    Better Today, Better Together, Better Tomorrow: CoorsTek and the Power of Shared Leadership

    Jonathan Coors, Co-CEO of CoorsTek, details the evolution of a fifth-generation family enterprise that expanded from the iconic Coors brewery into a global industrial ceramics leader. Jonathan shares his personal journey from working in politics to navigating the family business, emphasizing the necessity of earning credibility through mentorship and humility. A central focus of the conversation is the family's innovative approach to succession: rather than selecting a single successor, they established an "Office of the CEO" comprising Jonathan, his brother, and his cousin. This structure leverages their complementary strengths, fosters robust strategic debate, and mitigates potential family conflict. Jonathan also discusses the critical role of values-based leadership. Viewing the company as a "marble masterpiece" to be shaped, and the importance of authenticity when leading a global workforce of 5,000. It provides actionable insights on stewardship, the strategic advantages of taking a company private, and the discipline required to ensure family assets grow for future generations.   Key Themes: Collaborative Governance (Office of the CEO) Strategic Patience & Privatization Stewardship vs. Ownership Feedback Loops in Family Firms Universal Values with Local Application   Timestamps: 07:46 - Why ceramics matter & how they enable modern technology 09:05 - Story of Adolf Coors & the founding of the brewery 12:33 - How Coors survived Prohibition & the role of entrepreneurship 13:03 - What drove the longevity of the Coors brand & family business 15:51 - Major growth milestones at CoorsTek, including acquisitions & global expansion 19:08 - Why CoorsTek went public briefly & then returned to private family ownership 36:09 - Creation of the three-person Office of the CEO & how the model works 48:25 - Leadership through culture, authenticity, & values in a 5,000-person global company   Additional Resources: Connect with Jonathan Coors on LinkedIn Connect with Marshall on LinkedIn Follow PeopleForward Network on LinkedIn Learn more about PeopleForward Network

    1h 4m

  4. MAR 26

    If You Dislike Change, You'll Dislike Irrelevance More: How Progress Luv2Pak Stayed Relevant for Over a Century

    Ben Hertzman, President of Progress Luv2Pak, shares the century-long evolution of the packaging company, from a family-run factory to a modern, diversified enterprise. After his father, David, acquired the business, it evolved from domestic manufacturing into a global sourcing operation, adapting to customer needs and changing markets. Hertzman emphasizes that lasting culture is built on trust and empowerment. After gaining experience at Procter & Gamble, Ben rejoined the company as a trainee and worked his way up, reinforcing a commitment to meritocracy and continuous learning. The company builds loyalty by investing in its people and creating growth opportunities. With the launch of Gather Packaging, Progress Luv2Pak has re-entered domestic manufacturing, strengthening supply chain resilience and positioning the business for its next chapter of growth.   Key Themes: Entrepreneurship Through Acquisition Strategic Transformation and Adaptability Leading Through Empowerment and Trust Internal Talent Development Full-Circle Strategy Intergenerational Transition   Timestamps: 03:20 - David acquires the box factory, beginning the family's ETA journey 04:30 - Growth through retail clients and the Trivial Pursuit boom 06:42 - Move from domestic manufacturing to global sourcing 09:04 - Innovation and adapting to industry change 12:32 - Early exposure to the business through factory visits and travel 17:08 - Leadership lessons from P&G on culture and accountability 19:02 - Returning as a trainee and rising to president 27:13 - Turning around a struggling division and earning trust 40:13 - Launching Gather Packaging and returning to U.S. manufacturing 45:29 - Defining legacy through caring for people and partners   Additional Resources: Connect with Ben on LinkedIn Connect with Marshall on LinkedIn Follow PeopleForward Network on LinkedIn Learn more about PeopleForward Network

    48 min

  5. MAR 12

    Kindness and Respect: Kieve Wavus Education's Sam Kennedy on his family's 100 years of Building Courage, Perseverance, and Loyalty

    Sam Kennedy, the fourth-generation leader of Kieve Wavus Education, details the hundred-year journey of the family-founded summer camp and non-profit, offering critical lessons on building an enduring organizational culture. The organization was transitioned to a non-profit in the 1970s by his grandfather to ensure its long-term health and good governance. Kennedy emphasizes that the culture is built on experiential learning, using the rigorous demands of wilderness trips and communal living to instill values like courage, perseverance, and loyalty. For family business leaders, the episode highlights the necessity of structured progression, authentic traditions, and rigorous talent selection to maintain cultural fidelity. Kennedy, who returned to the camp after a career in venture capital, aims for a legacy defined by empowerment, ensuring the organization can thrive even without a Kennedy steering the ship. This focus on developing internal leadership and scaling the mission through shared, challenging experiences is key to ensuring the organization endures for another century.   Key Themes: Longevity through Governance Transition The Intentional Use of Rigor and Risk Succession and Empowerment Cultural Fidelity in Hiring Rituals as Consistency Enablers The Power of Sacred Storytelling   Timestamps: 03:18 - Founding story of Kieve: Uncle Don's vision, early campers, and the origins in 1926 07:54 - Multi-generational leadership: how the camp remained in the Kennedy family for 100 years 12:19 - Transition to a nonprofit organization and the expansion into year-round educational programming 13:03 - The addition of Wavus: creating the girls camp and how the merger transformed the organization 17:04 - Sam Kennedy's childhood experience growing up at camp and rediscovering its impact as an adult 22:36 - Sam's professional journey in technology and venture capital before returning to lead the camp 28:20 - Leading alongside close friends and family: trust, hiring philosophy, and cultural stewardship 32:05 - What makes Kieve Wavus unique: wilderness trips, progression, independence, and authentic self-expression 36:55 - The educational philosophy behind the experience: social and emotional development, resilience, and leadership 43:05 - Core values in action: courage, perseverance, loyalty, kindness, and respect woven into daily camp life   Additional Resources: Connect with Sam on LinkedIn Connect with Marshall on LinkedIn Follow PeopleForward Network on LinkedIn Learn more about PeopleForward Network

    1h 18m

  6. FEB 26

    The Bank Is the Vehicle: First Bancshares' Anthony Contrucci on Building a Legacy Through People

    Anthony Contrucci, a married-in fifth-generation family member of the Schrage family that built the 130-year-old Centier Bank, details the intentional work required to transition from a single family-owned business to a thriving, multi-generational family enterprise. Serving as a key leader and family historian, Contrucci emphasizes that the true legacy is the culture and the people, not the financial institution itself. For family business leaders committed to remaining "not for sale," the episode offers a blueprint for durability: transitioning to a "family enterprise mindset," building comprehensive governance structures from scratch, and actively nurturing emotional cohesion. Anthony highlights the importance of going "slow to go fast"—demonstrating tenacity to build new structures and policies before they are urgently needed. Finally, by founding 119th Street Capital, the family has created a strategic avenue for diversification, mitigating the cyclical risks of commercial banking while scaling their "servant heart culture" by investing in culturally compatible financial services firms nationwide. This intentional strategy ensures the promise of thriving, not just surviving, 100 years into the future.   Key Themes: Mindset Shift: From Business to Enterprise The Durability of Emotional Cohesion The Power of Story and Servant Leadership Proactive Governance and Policy-Making   Timestamps: 00:43 - Centier Bank origin story: 130 years, growth to ~$10B assets, fifth-generation ownership 02:08 - People, community, and culture as drivers; early civic leadership in Indiana 04:04 - Banks' role in supporting towns; segue to family context 04:48 - Family structure, ownership concentration, and family council overview 07:08 - Marriage to Melissa and note on recent health crisis 07:57 - Health scare details: bowel obstruction, surgeries, coma, recovery 10:39 - Perspective shift: being present with family and mindful at home 12:50 - Path into the family enterprise; fears of nepotism; move to Chicago 16:27 - Time in the bank, gradual shift out of operations, current board/committee roles 17:43 - Father-in-law's leadership: competitive beginnings to scaling people-first culture 22:03 - "Not for sale" promise; turning a goal into strategy and learning journey 25:52 - Building family governance/office; cohesion (emotional/financial); book, museum, documentary 46:09 - Servant-heart culture and inverted org chart; structured community impact 49:28 - 119th Street Capital: diversification thesis, capital planning, culture-first investing   Additional Resources: Connect with Anthony on LinkedIn Connect with Marshall on LinkedIn Follow PeopleForward Network on LinkedIn Learn more about PeopleForward Network

    1 hr

  7. FEB 12

    Reviving Main Street Through Meaning: Al Doan of Missouri Star Quilt Co. on leadership maturity, governance, and the long view of family enterprise

    Al Doan details the company's explosive growth from a small family venture born out of necessity—following family bankruptcy and a move to rural Missouri—into a nearly $100 million enterprise. Drawing on his background in computer science, Mr. Doan pioneered a successful model focusing on Content, Commerce, and Community for a previously neglected demographic. MSQC successfully scaled by creating the "Disneyland for quilting," revitalizing their small town through their physical brand experience. Mr. Doan offers a rare, candid perspective on the challenges of early founder leadership, admitting that his insecurity led to a "culture of micromanaging" and "awfulness". The episode culminates in the vital decision to step back from the CEO role, prioritizing the family relationship and the long-term health of the business. Now operating as a Governor, Mr. Doan leverages his experience for deal-making and pursuing his broader legacy: the economic revitalization of struggling Midwest towns.   Key Themes: Founder Role Transition Family Equity and Legacy Planning Content-Commerce-Community Model Authenticity and Physical Branding Family-First Governance   Timestamp: 00:22 - Early life and move from California to Missouri; family background 03:04 - Growing up with seven siblings and periods without plumbing 05:01 - Big-family sports culture and taking up rugby at 43 06:13 - First jobs out of college and early career path 06:35 - Homeschooling to college (BYU–Hawaii), mentors, and 2008 layoff 09:34 - Early computing/BBS to web development; product/PM mindset 00:02 - Post-2008 unemployment; experimenting and choosing quilting 02:48 - Founding steps: longarm purchase, $24k storefront, daily-deal concept 03:44 - Daily deal + YouTube tutorials; serving an overlooked demo; email engagement 06:44 - Content–Commerce–Community growth model and themed shop expansion 14:35 - Revenue trajectory and inventory risk management while scaling 23:35 - Family business structure: roles, equity, and tensions 32:26 - Leadership lessons and stepping back from CEO; bringing in operators 47:38 - Governance today: board with sister, CEO-led org; Al's current focus 48:00 - Hamilton revitalization; "town as brand" and future "yarn town" vision   Additional Resources: Connect with Al on LinkedIn Connect with Marshall on LinkedIn Follow PeopleForward Network on LinkedIn Learn more about PeopleForward Network

    1h 12m

  8. JAN 29

    Responsibility and Privilege: Paolo Delgado's Values-Based Leadership at 4th Gen Delbros Group

    Jose Paolo Delgado, a fourth-generation leader, offers an international perspective on guiding a multi-generational family enterprise rooted in the Philippines, tracing its history from the Spanish Inquisition and World War II. Paolostepped into a leadership role around 2009 during a period of intense crisis, requiring decisive, "firefighting" action to restructure the company which was suffering from the effects of the 2008 financial crisis. He quickly pivoted the business, diversifying from 99% logistics into agriculture, fintech, AI, and climate investments, shifting the focus to future-proof verticals. The company culture is defined by intentional stewardship and a commitment to nation-building, guided by a formal family charter. Paolo emphasizes that family members are not owners, but rather stewards carrying the business over to the next generation. Key to maintaining shareholder alignment and minimizing complexity is the generational practice of "pruning" the shareholder line through buyouts. Paolo also details how the use of archives, mentorship, and tailoring engagement to younger generations' specific interests ensures a strong connection to the business's legacy and values.   Timestamps: 00:01 - Intro, housekeeping, and international setup for Paolo 01:02 - Family history and ethos, evolution into logistics and agriculture, generational pruning 04:10 - Why diversify into new industries like climate, mechanized agriculture, and tech 05:59 - Personal journey: US and China entrepreneurship, 2009 crisis and succession back home 08:14 - Lessons from China on long term strategy vs quarterly thinking 09:55 - Return to the Philippines, charter rule on no side businesses, buyout of China venture 10:56 - Turnaround period: firefighting, restructuring, and culture reset 12:27 - Family education via archives, mentorship, and Babson programs 14:41 - Current role vs pace of change after COVID and feeling ungrounded 16:20 - Operating with values in the Philippines and aligning industries with ethics 22:26 - Stewardship driven decisions amid geopolitics in China and Israel 25:21 - Reforestation and carbon project decision with a 40 year commitment 27:04 - Sticking with impact and food security, expanding farmland for the long term 41:02 - Foundations and CSR policies, profit allocation and paid volunteerism 51:58 - Next generation challenges and staying private for resilience   Key Themes: Long-Term Stewardship Mindset Strategic Diversification Intentional Legacy Transfer and Culture The Practice of "Pruning" Values Alignment and Ethical Leadership Meeting the Next Generation Where They Are   Additional Resources: Jose Paolo Delgado, President and CEO at Delbros Group. Connect with Marshall on LinkedIn Follow PeopleForward Network on LinkedIn Learn more about PeopleForward Network

    48 min
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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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