Adam and Brenda Weatherby of Weatherby Inc. share the risks of relocation, generational leadership lessons, and building a resilient culture.

Third-generation leaders Adam and Brenda Weatherby share the remarkable 80-year story of Weatherby, Inc., America’s iconic firearms and ammunition brand. Founded in 1945 by Adam’s grandfather, the company began in a California garage before growing into a premium global brand.

By 2016, California regulations forced a hard question: could Weatherby survive there long-term? The couple ultimately made the decision to relocate the entire company to Sheridan, Wyoming. 

That transition brought what Adam describes as a “near-death” experience as a business: 

[Adam 00:10:46] “It felt like a 75-year-old startup. The brand was there. The recognition was around the world. We had the products, but we literally had to start from scratch.”

Yet the move sparked reinvention. Within three years, Weatherby doubled in size and rebuilt its culture from the ground up.

Adam and Brenda reflect that authenticity and being intentional about which “hat” you’re wearing were key to solidifying a strong culture. 

[Brenda 00:24:41] “I can act as owner, or I can act as manager of people and culture. . . .  Knowing when I'm acting as one or the other is really important.”

Adam stresses that risk in leadership is an opportunity for courage:

[00:28:28] “Where there’s an element of risk, then there’s an element of trust—both in each other and, as people of faith, in God. . . . We have to hold our family business with open hands, not clenched.”

Listen in for candid insight into resilience, culture building, and leading a legacy business through transformative change.

Links

Brothers Grant and Spencer Hilbert share how they built Hilbert Farms from scratch, combining grit, YouTube success, and first-generation determination.

Grant and Spencer Hilbert are the founders of Hilbert Farms, a first-generation family farm in Central Iowa. But unlike most farming stories, theirs didn’t start on a tractor; it started in the suburbs. Growing up far from their grandparents’ farm, the brothers found their own way into agriculture, using digital tools, hard work, and a shared vision to build something from the ground up.

Their entrepreneurial journey began young, mowing lawns and flipping products online before launching YouTube channels that captured their passion for farming. Grant’s early gaming content evolved into an audience of over a million subscribers, eventually funding real equipment, real land, and real crops.

[00:15:00] “If there’s ever been a fight in the past 10 or 15 years, it hasn’t lasted more than an hour… that makes it easy when you’re in business together.”

Today, the brothers split responsibilities—Grant leads R&D and the American Farming app, while Spencer manages content creation and the farm’s growing YouTube presence. Both credit their parents for instilling discipline, transparency, and financial responsibility from an early age.

[00:27:00] “There would’ve been no way to start without outside income. We saved, invested, and built our way into farming.”

From their first paycheck to their first harvest, Grant and Spencer prove that legacy isn’t something you inherit—it’s something you build. Their story shows what’s possible when family, innovation, and hard work come together, one field—and one idea—at a time.

Grant Hilbert | YouTube

Spencer Hilbert | YouTube

Hilbert Farms’ Instagram

American Farming Game

Prairie Family Business Association’s (PFBA) Website

PFBA’s Instagram

Ben Soles and Brandee Poland share lessons on leadership, family dynamics, and growing a next-gen business through honesty and shared purpose.

Ben Soles and Brandee Poland, second-generation siblings of Soles Enterprises, share how their family business has grown through courage, communication, and collaboration. Founded in 2007 by their parents, the company manufactures tarps for grain elevators and agricultural storage facilities across the Midwest.

What began as a father-and-son venture evolved into a multigenerational enterprise, but not without challenges. When differing visions created tension between Ben and his father, they sought outside facilitation through the Prairie Family Business Association, where open dialogue and counseling helped redefine goals and relationships.

[00:18:52] “It’s not about you or your feelings—it’s about what’s best for the company.”

Once we realized that we were after kind of different things… my dad had set up a really good company and realized that it met what he wanted to do.

Today, Ben focuses on R&D and product innovation, while Brandee leads sales and marketing. Together, they’ve guided Soles Enterprises through leadership transition, added non-family management to strengthen operations, and clarified ownership and governance as their parents stepped back.

[00:20:00] “To be open and willing to say somebody else may have better answers for us — that’s really been beneficial for our family.”

Their story highlights how clarity of roles, willingness to seek help, and shared purpose can transform family tension into teamwork. As they look ahead to a third generation, Ben and Brandee remind listeners that family business is both a challenge and a blessing—one that’s worth the work.

Ben Soles | LinkedIn

Brandee Poland | LinkedIn

Soles Enterprises Website

Prairie Family Business Association’s (PFBA) Website

PFBA’s Instagram

Rob Everist of L. G. Everist, Inc. shares lessons from 150 years of family business, dynasty trusts, governance, and preparing next-gen leaders. 

Rob Everist, a fourth-generation leader at L. G. Everist, Inc., reflects on 150 years of family business resilience, growth, and adaptation. Founded in 1876 as a coal supplier, L. G. Everist has evolved into a diversified enterprise in aggregates, concrete, asphalt, rail, and land development.

Rob shares his earliest memories working in the sand and gravel pits as a teenager and how those experiences shaped his view of family business responsibility. He explains the company’s approach to next-generation entry, which requires education, outside work experience, and earned credibility before joining. 

[00:07:50] “Everybody’s gotta realize that you gotta bring something to the table. You just can’t show up with the right last name and think that’s gonna be enough.”

A key part of LG Everist’s long-term stability has been its dynasty trust ownership structure, established decades ago to enable generational continuity while avoiding common transfer hurdles. Rob emphasizes how this structure, combined with strong governance through a board with non-family members, positions the company for long-term success. 

Though certainly intertwined, Rob stresses that outside perspectives help both the family and business attain balance.

[00:16:57] “Treat the business as a business and treat your family as a family.”

Rob’s insightful reflections provide a roadmap for navigating the challenges and opportunities of sustaining a family enterprise into its next century and beyond.

Links

Rob Everist | LinkedIn

L. G. Everist, Inc.’s Website

Prairie Family Business Association’s Website

Scott Stern of Stern Co. shares how stepping back, empowering a non-family CEO, and mentoring his children fuel the company’s next generation.

Scott Stern, second-generation leader of Co., reflects on nearly 50 years of family business history and the lessons that come with passing leadership to the next generation. 

After decades in the business, Scott recognized the moment had come to step back — not because he didn’t care, but because the company and his family needed space to grow under new leadership. Scott shares what it feels like to let go of the day-to-day and how his family noticed his leadership fatigue before he did.

[7:45] “Sometimes . . . historical solutions don’t solve current problems. That really raised a level of awareness with me that now is really my time to step back.”

Scott describes what the transition to a trusted non-family CEO looked like, his daughters’ and son-in-law’s involvement, and how clear governance, outside perspectives and strong leadership have strengthened the company. 

[20:39] “I think every day as a CEO or president if you walk into your company and say, ‘How can I make the people better in this organization today than they were yesterday?’ That’s a win. That’s exactly what we have to focus on.”

Scott’s candid reflections on timing, patience, and why leaders should step back while they still have time to mentor and transfer knowledge are invaluable. His insights will resonate with any family business leader grappling with legacy, succession, and the desire to see their company and family thrive in the future.

Links

Scott Stern | LinkedIn

Stern Co.’s Website

Prairie Family Business Association’s Website

Scott Sletten of JDS Industries shares how employee ownership is shaping his company’s future and why legacy mattered most to his succession plan.

Scott Sletten shares how JDS Industries, a thriving wholesale business, started as a local trophy shop, owned and run by his father. In the 1990s, Scott and his father transitioned from retail to wholesale, developing JDS Industries into the 13-warehouse international business it is today.

As he started approaching 60, Scott began exploring exit strategies—outright sale, family succession, or something in between. Concerned about culture shifts and vendor disruption with a private equity sale, Scott listened to his leadership team’s bold proposal: a 100% ESOP (Employee Stock Ownership Plan). 

After visiting several companies that operate under ESOPs, meeting with investors, and consulting with his leadership team, Scott decided to sell his company to his employees in a manner that maximized long-term impact while minimizing personal risk. 

[28:07] “No path of you exiting your company is without risk. . . . You gotta decide really what your hotspots are and what's most important to you.”

Scott explains how educating himself (and others) on ESOPs, keeping his leadership team informed, and structuring a gradual transition allowed him to stay strategically involved while maintaining employee trust and positive company culture.

[23:07] “We’re about six months into [the transition] now and it’s working very, very well, and I can focus more on the strategic side of things.”

Scott stresses that while it takes time to transition out of a company, being proactive about succession is vital. Setting up your employees and future self for success is worth the time and effort.

Scott Sletten | LinkedIn

JDS Industries’ Website

Prairie Family Business Association’s (PFBA) Website

PFBA’s Instagram

Toni Sandin of Sandin Law shares how proactive planning, outside facilitation, and tough conversations help families achieve long-term success. 

Toni Sandin shares powerful insights on the unique challenges of balancing business dynamics with family relationships. As an estate attorney, CPA, business owner, and second-generation member of her family’s business, Toni understands the value of sound succession planning and its impact on family relationships.

Toni underscores why intentional planning matters, sharing stories of clients whose legacies were successfully passed down and others that ended in legal battles and health issues. She warns that business owners can allow their desire to be frugal to overshadow the importance of setting up their family and business for long-term success.

[14:29] “Your family is way too important to be frugal with [succession planning].”

From the transformational impact of hiring a facilitator, to how her own family's commitment deepened through hard conversations, Toni illustrates in this conversation that success lies not in avoiding tension, but addressing it head-on.

[37:25] “Everybody wants to find people who will tell them what they want to hear, but we only grow when we’re willing to be challenged by other people.”

Toni stresses that the family is most important—not the family business. But the business can either strengthen or destroy a family if there isn’t a solid plan in place.

Toni Sandin | LinkedIn

Sandin Law’s Website

Western Products’ Website

Prairie Family Business Association’s Website

Prairie Family Business Association’s Retreat

Prairie Family Business Association’s Conference

Hug of War by Cathy Carroll

Michaela Bearden and Angelika Olsen of InnerWill share how board members can support family businesses through relationship, humility, and hard questions.

Michaela Bearden and Angelika Olsen of InnerWill share actionable insights on how to be a strong board member in a family business. They highlight the power of disagreement, why objectivity matters more than loyalty to individuals, and how long-term thinking helps steward a family enterprise across generations.

From avoiding favoritism to preparing future leaders, Michaela and Angelika offer stories, best practices, and common pitfalls that boards need to be aware of.

[11:40] Michaela: “You don’t want a board member that isn’t willing to push back. You want somebody that is going to be engaged and ask the hard questions because your family’s success really hinges on their involvement.”

Angelika and Michaela comment that businesses are personal. Non-family board members must have a clear lens of not only the business and the field, but the family and its dynamics. Board members should prioritize involving the next generation in strategic projects and get to know them to lay the foundations of a strong, trusting relationship.

[27:35] Michaela: “Succession isn’t a transaction; it’s a transformation.”

Whether your family has a seasoned board or you’re just getting started, this episode will leave you with tangible steps to strengthen and serve your business for generations to come.

Links

Michaela Bearden | ⁠LinkedIn⁠

Angelika Olsen | ⁠LinkedIn⁠

InnerWill Leadership Institute’s ⁠Website⁠

Abby Woodford, Vice President and COO of Interim HealthCare, shares how leadership, culture, and communication facilitate effective succession planning.

Abby Woodford has lived every phase of her life alongside Interim HealthCare, from doing childhood chores in the office to leading a thriving care team across multiple states. In this episode, Abby opens up about what it’s like to work with siblings and parents, how to build a business that lasts, and why core values and clear succession planning are game changers for any family business.

Abby also highlights the importance of intentional family meetings, the power of peer groups, and how her family ensures business conversations don’t seep into their personal family time. 

[21:41] “Our rule is simple: We meet, we make sure that everyone has a voice at the meetings, and we don’t want anything left unsaid.”

Looking ahead, she hopes the third generation will find their own place in the business, just as she and her sisters have.

[28:19] “Family business is unique . . . the reward definitely outweighs the difficult moments and knowing that you’re carrying out that legacy . . . is really important.”

If you’re navigating the complex dynamics of a family business, listen in to be inspired and motivated by Abby’s actionable insights.

Abby Woodford | LinkedIn

Interim HealthCare’s Website

Prairie Family Business Association’s Website

EOS Worldwide’s Website

Megan Green, CFO and General Counsel at Weiler, opens up about returning to her family’s heavy equipment manufacturing business after nearly a decade as a corporate attorney.

In this candid conversation, Megan explains how she and her siblings took on unexpected roles—not based on title, but based on where the business needed them most.Her reflections on leading with humility, learning the company from the inside out, and earning trust through clear communication resonate beyond family business. 

Megan also shares how Weiler’s intentional culture—rooted in trust, rapid decision-making, and candid feedback—has helped her family prepare for succession while still growing the business.

[20:00] “The stakes are high in family business… It can be difficult to make the right decision under a microscope, and people who understand that are really valuable.” She offers an honest look at working with non-family leadership, managing legacy relationships, and learning from peers. Megan highlights one actionable tool that helped Weiler’s team define gaps and build confidence in their transition plan—an exercise that any leadership team can replicate.

[31:00] “We initially thought we had to replicate all of [our Dad’s] strengths. But that’s not feasible… We all contribute in the way that makes the most sense for us and for the business.”

Weiler Website