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

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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.

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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 strategic partnership with the operating company.

Key Themes:

Evolving Governance for Engagement

Addressing System Dynamics

Strategic Board Leadership

The Power of the Silent Majority

Family as a Cultural Asset

Intentional Stewardship

Timestamps:

00:51 - Founding of IDEAL Industries and the commutator stone story

03:53 - IDEAL's elevator pitch: electrical connections and battery charging

04:39 - Family assembly, family council, and education committee overview

06:56 - Board leadership across generations and use of independent CEOs/chairs

09:31 - Meghan's background at St. John's College and consulting at CSC

11:53 - Meghan's first project reshaping family governance to engage Gen 4

12:50 - Shifting from policy driven to strategic, building Gen 4 and Gen 5 connection

26:35 - Recognizing dysfunction and pursuing family therapy alongside governance

31:15 - Selecting a licensed family business therapist with governance expertise

35:59 - Therapy outcomes: addressing transference and empowering the silent majority

38:51 - Tools for healthy voice and hard decisions (task forces, skill building)

53:46 - Reshaping the board for strategic value and higher ROI for management

57:52 - Family's role in employee culture and onboarding, reporting through HR

62:23 - Defining stewardship for Gen 5 as modest sacrifices for future generations

Additional Resources:

Meghan Juday,Chairman of he Board, IDEAL INDUSTRIES, INC: https://www.linkedin.com/in/meghanjuday/

Mary Nicoletti, Director, Family Office & Family Council Chair, IDEAL INDUSTRIES, INC: https://www.linkedin.com/in/marycnicoletti/

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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, earned legacy, and a clear sense of "why," both within families and organizations, leaders like Brandon demonstrate how intentional cultural stewardship can transform challenges into opportunities for growth, unity, and lasting impact. His work, driven by a desire to leave things "better than I found them" and empower others, exemplifies how a human-centric approach to business and family can lead to exponential value creation beyond financial metrics.

Key Themes

Human Capital as Paramount:

The "Trampoline Effect" of Wealth

Proactive Family Governance and Education:

The Power of a Multi-Family Office Model:

Purpose-Driven Leadership

Culture as a Foundation for Performance

Timestamps:

01:34 - Education, early ventures, and the origins of KD Industries

02:32 - Grandfather's philosophies on work, culture, and leadership writing

02:55 - Memories of his work ethic and making time for family

06:25 - MKT Railroad reverse-merger "SPAC-like" deal and NOL strategy

08:50 - Family makeup and tradition of gathering grandchildren

09:59 - Growing up between modest home life and visible family wealth

14:14 - Dignity and self-worth through work vs. pitfalls of easy money

16:11 - Succession breakdown, lawsuits, and choosing the culinary path

20:49 - Training at Le Cordon Bleu and the intensity of classic technique

24:07 - Being asked to return, conflicted pivot, and entering the family office

33:29 - Shifting to independent, open-architecture investing (away from bank products)

38:13 - Forming a multi-family office "co-op" and elevating human-capital work

47:58 - The "trampoline" model of inheritance to amplify, not replace, effort

Additional Resources:

Connect with Marshall on LinkedIn

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Brandon Johnson, Principal at Johnson Financial Group

https://www.linkedin.com/in/brandoncjohnson/

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 to "rescue our team" and "right the ship" from short-term decision-making under public ownership.

Michael, initially resistant to joining the family business, brought a background in consulting and restructuring from PwC. He eventually joined ASI, initially for a trial period, to ensure a mutual fit, learning the "business of the business" rather than the engineering specifics. He transitioned into the president's role through a deliberate handover from a predecessor who championed his readiness. Under his leadership, ASI has seen substantial growth, from 125-150 employees to nearly 500, especially after securing a strategic customer project in 2019 that doubled revenue and headcount in two years. This growth was managed by intentionally reinforcing a humble, team-oriented culture and prioritizing people, turning potential challenges into opportunities to strengthen the organization.

Key Themes

Strategic Acquisition & Reacquisition

Generational Leadership & Succession

Culture as a Performance Driver

Long-Term vs. Short-Term Thinking

Customer-Centricity and Partnership

Intentional Talent Development & Mentorship

Timestamp:

00:26 - ASI overview: conveyors, robotics, automation focus

01:04 - Father's path and how he acquired the company

01:52 - Co-owner Mike McKee and the 1981 purchase

02:26 - 1998 sale and 2002 buyback context and rationale

04:08 - Father's leadership style and operating philosophy

05:44 - Michael's Kansas City upbringing and early career interests

06:44 - Turnaround lessons and ERP implementation done right

08:24 - Decision process to join the family business

12:20 - Six to nine month trial plan and learning approach

16:49 - Transition to president under David Clark's servant leadership

22:13 - Company growth trajectory and headcount scale

23:30 - Strategic partnership shift and rapid scaling from 2019

26:18 - Culture and values: teamwork, embracing hard projects

48:53 - Legacy philosophy and building teams that thrive in your absence

Additional Resources:

Michael Hoehn, President at Automatic Systems, Inc.

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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 formalize a family office structure. Dhruv discusses pivotal moments, including navigating strategic disagreements with his elder brother using YPO forum principles, and how the challenges of COVID-19 spurred a critical reevaluation of capital allocation and governance. The family's collaboration with "process consultants" led to the adoption of an "independent but interdependent" framework, enabling diversification and fostering next-generation entrepreneurship through a "family bank" model. Dhruv's narrative underscores the profound impact of intentional communication, cultural adaptability, and structured governance in ensuring both family unity and sustained entrepreneurial success across generations. His ultimate legacy aspiration is simply "to do right by people".

Key Themes:

Entrepreneurial Legacy & Multi-Generational Evolution

Strategic Business Transitions & Diversification

Formalizing Governance & Communication

Shift from Family Business to Family Office

Cultivating Next-Generation Entrepreneurship

Cultural Nuance & Adaptability

Timestamps:

00:50 – Family immigration history and early entrepreneurial beginnings in Kenya

02:23 – Father's first business ventures in banking and real estate

03:44 – Father's personality and approach to people and business

05:02 – Indian community in Kenya and cultural integration

06:24 – Relationship with brothers and early family dynamics

08:16 – Stepping into the family business and generational transition

10:27 – Losing his brother and the emotional impact on the family

11:56 – Family traditions and business discussions at home

13:20 – Early career, merging family businesses, and selling the bank

15:59 – Emotional reflections on selling the family business and lessons learned

18:51 – Real estate focus and creation of a family office structure

21:14 – Family disagreements, communication challenges, and using YPO forum principles

24:55 – COVID-19's impact and the decision to bring in consultants for governance planning

31:34 – Transition to a family office model, creation of a "family bank," and future legacy vision

Additional Resources:

Dhruv Pandit, CEO at Fedha Group

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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

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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/

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