In this episode of The Third Layer, host Marshall speaks with Ben Etherington, a seventh-generation leader of Nathan Trotter & Co., North America's largest manufacturer of tin and solder and one of the longest-running continuously operating businesses in the United States. Ben shares the profound responsibility and unique dynamics of leading a historic enterprise deeply rooted in foundational Quaker values of honesty, modesty, and family. The conversation explores the evolution of the company, from its 1789 founding to modernizing operations through value-add manufacturing and the strategic construction of North America's only primary tin smelter.

Ben delves into the complexities of a "five-headed monster" leadership model, shared equally between five partners across two different families. He emphasizes the absolute necessity of trust, consensus, and shared vision to make this structure work. He also candidly discusses the intrinsic pressures of inheriting a legacy. Namely, the drive to "not screw it up", and the delicate balance of preserving a strong family culture while driving necessary growth and evolution. For family business leaders, Ben's insights provide a compelling look into leveraging foundational values, strategic adaptability, and deep-rooted trust to fuel long-term performance.

Key Themes:

Multigenerational Leadership & Shared Authority

Cultural Preservation vs. Business Evolution

Building Trust as a Core Asset

Acquisition Dynamics in Family Businesses

Strategic Adaptability

Leading by Example

Timestamps:

00:02 - Introduction of Ben and Nathan Trotter & Co.

00:56 - Company overview: non-ferrous metals, plants, and products

02:30 - Founding story: Nathan Trotter established in 1789 in Philadelphia

03:04 - Quaker roots and their influence on business values

08:38 - Adaptability as a key to longevity: factoring, tariff response, world wars

11:44 - Seventh generation ownership and the Morris family partnership

12:42 - Grandfather's role and how Ben's father took over the business

16:03 - Ben's father's prerequisites for joining: exit plan, manufacturing, new energy

21:44 - Ben's background: Conestoga High School, University of Vermont, MBA at Denver, Accenture

23:19 - Decision to leave Accenture and join Nathan Trotter with brother Luke

28:10 - Five-partner leadership structure and how decisions get made

39:02 - Post-COVID tin shortage and the Department of Defense smelter grant

44:05 - Transformational impact of the Virginia smelter on the business

46:12 - Ben's leadership style: leading by example over rah-rah energy

51:19 - Legacy: making the right decisions daily and letting it shape itself

Additional Resources:

Visit the Nathan Trotter Website

Reach out to Ben here: ben@nathantrotter.com

Connect with Marshall on LinkedIn

Follow PeopleForward Network on LinkedIn

Learn more about PeopleForward Network

Cameron Young, a fourth-generation leader at Behler Young, shares lessons on resilience, leadership, and culture behind his family's nearly 100-year-old HVAC distribution business. He reflects on how strong family dynamics, adaptability, and a commitment to integrity have sustained long-term success. Cameron also opens up about overcoming a life-changing spinal cord injury in college, drawing parallels to his father's leadership during the 2008 financial crisis.

His story highlights the importance of vulnerability, intentional succession planning, and shifting from individual dependency to building empowered teams. He emphasizes keeping founding stories relevant for today's workforce and investing in internal culture through leadership development, community involvement, and shared values, creating an environment where people perform at their best and drive lasting business growth.

Key Themes

Generational Resilience and Adaptability

Vulnerable Leadership

Modernizing the Legacy

Intentional Succession Development

Culture as a Performance Driver

Timestamps:

02:32 - Company growth and branch network expansion across Michigan

05:00 - Third generation, Doug Young, joins and leads the business

08:10 - Culture, honesty, and integrity as keys to 100-year longevity

12:27 - Spinal cord injury while studying abroad in Spain

15:21 - Mindset and recovery after the injury

21:50 - Great Recession impact on the business and parallel family hardships

25:32 - Resilience lessons from navigating both crises simultaneously

29:51 - Career at Steelcase and transition into the workforce post-injury

33:21 - Management training program and roles within Behler Young

36:04 - Behler Young MBA leadership development program for the fourth generation

42:33 - Community giving through the BY Cares program

52:52 - Cameron's personal legacy and what he hopes to model for others

Additional Resources:

Connect with Cameron on LinkedIn: https://www.linkedin.com/in/cameron-young-94ba6612/

Connect with Marshall on LinkedIn: https://www.linkedin.com/in/marshall-lockton-26369a1/

Follow PeopleForward Network on LinkedIn: https://www.linkedin.com/company/peopleforward-network/posts/?feedView=all

Learn more about PeopleForward Network: https://peopleforwardnetwork.com/

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.

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

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

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

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

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