Building A Legacy: Leadership In Family Business With Tyler Nottberg
Release Date: 01/30/2025
Responsibility and Privilege: Paolo Delgado's Values-Based Leadership at 4th Gen Delbros Group
The Third Layer
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...
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A series of Difficult Conversations: A look into Meghan Juday and Mary Nicoletti's unique long term partnership
The Third Layer
This episode features Meghan Juday, Chairman of the Board, and Mary Nicoletti, Family Council Chair, discussing the evolution of governance and culture within Ideal Industries, a 100-year-old global manufacturing company. As a fourth-generation leader, Ms. Juday recognized that the family's governance structure, while policy-driven, lacked the "heart and soul" necessary to connect the increasingly dispersed family (44 members across G3, G4, and G5) to the business. The conversation details the essential shift from transactional governance to one focused on intentional relationship-building and...
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Replay: The Trampoline Effect: How Brandon Johnson’s journey led to his purpose of building thriving families
The Third Layer
Brandon Johnson's story is a powerful testament to the idea that true success in family wealth lies in cultivating human potential and purpose over mere financial accumulation. His journey, deeply shaped by his family's generational experiences, underscores that a "healthy, thriving, fulfilled family legacy" is ultimately guided by how financial capital supports the "thriving of the human capital" in pursuit of self-actualization. This core message perfectly aligns with The Third Layer’s philosophy that performance is directly linked to culture. By focusing on fostering dignity, self-worth,...
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Team of Teams: How Michael Hoehn led his own way and built a high performance growth culture.
The Third Layer
Michael Hoehn, President or CEO of ASI for over 20 years, shares a compelling narrative of leadership, growth, and the unique dynamics of a family business that builds the "heart of automotive plants" by designing and installing automated handling systems. The company's journey began over 40 years ago when Michael's father, a former GM engineer, acquired it with a partner in 1981, seeing an opportunity for entrepreneurship through acquisition. After selling the business in 1998 during a market peak, they reacquired it in 2002 for "pennies on the dollar" when the buyer decided to divest, aiming...
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Independent and Interdependent: Dhruv Pandit's families process to understand one another's goals and build their future.
The Third Layer
Dhruv Pandit, a prominent Kenyan family business leader, offers a compelling account of his family’s century-long entrepreneurial journey, rooted in his grandparents’ immigration from India to East Africa. He details his father's impressive self-made success in banking, insurance, and real estate, emphasizing the founder’s outgoing nature, continuous learning, and ability to connect across diverse social strata. The episode delves into the evolution of their enterprise, highlighting the strategic decision to exit the banking and insurance sectors to concentrate on real estate and...
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Learning With No Playbook: Nike Anani's transition from building a family office in Nigeria to advising next gens on their own stories.
The Third Layer
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...
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Industrial Heroes: Jeff Cloud shares how IBT commits to making all stakeholders feel like family.
The Third Layer
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...
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Building Beyond Holiday Inn: Spence Wilson Jr. on Multi-Gen Success within KWC Management
The Third Layer
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...
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Project Ernest: Brittney Ray's leadership of the E. Ritter & Company family council and the journey to re-discover purpose and values
The Third Layer
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,...
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Sixth Level Leadership: Rachel Wallis Andreasson shares how Wallis Companies maintains a family feel while expanding
The Third Layer
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...
info_outlineIn this conversation, Tyler Nottberg, Chief Optimist at U.S. Engineering, shares his unique journey from a background in political philosophy to leading a fifth-generation family business. He discusses the challenges and opportunities of entering the family business after the loss of his father, the importance of leadership and culture, and his philosophy of optimism in overcoming challenges. Tyler emphasizes the significance of investing in people and building a high-performance culture, while also reflecting on the legacy he hopes to leave behind.
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Key Takeaways:
- Tyler Nottberg's journey reflects a blend of personal and professional growth.
- Entering a family business can present unique challenges and opportunities.
- Leadership is about fostering relationships and communication.
- Optimism in leadership is rooted in team confidence and resilience.
- Building a high-performance culture requires investment in people.