The Third Layer

Anne E. McGregor, a fourth-generation owner of Herschend Entertainment, the family behind Silver Dollar City, offers insights into their transition from family operators to engaged owners. Her grandparents, Hugo and Mary Hershend, founded the business by purchasing a cave in the Ozarks for tourism in 1950, which later evolved into Silver Dollar City in 1960. Anne's father, Pete, and uncle, Jack, further developed the enterprise, notably contributing to the "boom" of Branson by realizing the community needed to grow with them to provide amenities for visitors. Today, the Herschend family emphasizes intentional family engagement and governance to ensure the business's long-term stability and success, with a non-family CEO since the 1990s. Anne plays a pivotal role in strengthening family connections through philanthropic initiatives via their "Neighbor" company, which also serves as a unifying platform for over 60 family members across multiple generations. The family's purpose is "bringing families closer together," and they strive to live their mission of "live, love, and serve together" through their business and family structures.

Key Themes: Intentional Governance and Family Stability Culture of Connection through Family Meetings Philanthropy as a Unifying Force Next-Generation Education and Engagement Learning from Peers People-First Purpose and Legacy

Timestamps: 01:06 - Founding story of Herschend and Marvel Cave 06:31 - Growing up in a theme park-owning family 08:05 - Branson's boom and role of community collaboration 12:30 - Anne's background and early career 13:26 - Creation and purpose of Share It Forward 15:46 - Beginning of philanthropic work and founding of Neighbor 19:46 - Family governance: structure of the Family Council 24:19 - Family Office and programming for unity 30:25 - Family meetings and intergenerational bonding 37:38 - Future Owners Group (FOG) and mentoring the rising gen 48:58 - Community impact through Neighbor and family giving

Additional Resources:

Anne McGregor, Chairperson, Neighbor Company: https://www.linkedin.com/in/anne-mcgregor-5bbabb166/

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Ganesh Iyer, the non-family CEO of Etnyre, a 127-year-old family business, shares his journey from a diverse upbringing in India to leading a company through significant transformation. Joining Etnyre after a distinguished career at Caterpillar, Ganesh sought an environment where deep care for people and purpose transcended singular focus on shareholder return. His partnership with fourth-generation Chairperson William Etnyre aligned perfectly with this vision, establishing "improving lives" as their North Star.

Under Ganesh's leadership, Etnyre has not only nearly tripled revenues and valuations but also significantly enhanced employee well-being through initiatives like substantial wage increases (up 50% in 6-7 years), improved physical and psychological safety, and optimized working hours. This success demonstrates a powerful model for family business leaders: that prioritizing stakeholder well-being and fostering a culture of care directly drives exceptional financial performance. Ganesh's story underscores the potential for family businesses to achieve enduring legacy and growth by intentionally aligning profit with purpose.

Key Themes:

Stakeholder Capitalism & Purpose-Driven Growth

Culture of Care and Inclusion

Strategic Non-Family CEO Partnership

Intentional Communication & Alignment

Leadership Development as a Cultural Driver

Additional Resources:

Ganesh Iyer, President and CEO, Etnyre International

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Timestamps: 00:01 – Ganesh's upbringing in a multicultural and multi-religious environment in India

04:46 – Joining Caterpillar and applying engineering skills in R&D

06:03 – Transition from technical to management roles at Caterpillar

07:42 – International leadership experiences and learning cultural adaptation

11:07 – Moving to a family business and motivations for leaving a public company

13:48 – Critique of shareholder primacy and advocacy for stakeholder capitalism

19:36 – Cultural transformation at Etnyre: safety, wages, and optimized profit

22:46 – Aligning employees with company purpose and individual meaning

27:07 – Leading across generations and investing in leadership development

29:15 – CEO as communicator: how Ganesh shares purpose with all stakeholders

34:31 – Relationship with William (formerly Bill) and building family alignment

42:43 – Pride in raising safety, wages, and quality of life for team members

In this episode of The Third Layer, host Marshall speaks with Sena Wheeler, co-founder of Sena Sea, about navigating a profound family legacy that traces back hundreds of generations to commercial fishermen in Norway. Sena shares the journey of evolving her family's historic Alaskan commercial fishing operations into a modern, direct-to-consumer enterprise. The conversation highlights the strategic decision to prioritize sustainability and value-add processing over mass volume, allowing the family to "do more with less" while delivering premium quality. Sena discusses the unique dynamics of running a business with her husband, Rich, detailing how they leverage their distinct strengths by dividing responsibilities between "out at sea" harvesting and "on land" marketing and logistics. She also emphasizes the importance of intentional family integration, bringing their teenage children onto the boats to instill a strong work ethic and build shared memories. For family business leaders, Sena's story is a compelling testament to the power of leaning into authentic heritage, adopting scalable models before crises hit, and utilizing deeply rooted family values to adapt an ancient trade for the modern marketplace.

Key Themes:

Evolving a Legacy Business

Division of Strengths in Partnership

Authentic Brand Storytelling

Intentional Succession and Family Integration

Sustainable Scaling

Timestamps:

00:05 - Introduction of Sena Wheeler and Sena Sea

01:25 - Five generations of fishing, Norwegian roots

02:35 - Visiting Norway and the family's origins

03:17 - Norwegian immigrant community in Ballard, Seattle

04:37 - How Sena's father married into the fishing family

06:09 - Life aboard a fishing vessel and the seasonal lifestyle

07:32 - Evolution of trip lengths across generations

10:25 - Long lining explained: halibut and black cod fishing

15:19 - How fishing passed through the female side of the family

19:59 - Pivot to direct-to-consumer and Sena's food science background

22:49 - Why they chose DTC over traditional distribution

24:26 - Building a small processing facility and the 2020 sales surge

29:33 - Email marketing strategy and authentic family storytelling

31:54 - How Sena and Rich divide responsibilities

37:34 - Sustainability and regulation of Alaskan fishing

43:18 - Family legacy and reconfiguring generations of fishing for today

Additional Resources:

Shop with Sena: www.senasea.com

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In this episode of The Third Layer, host Marshall connects with Nick Perrino, Chief Revenue Officer at Home Run Inn, to explore the evolution of his family's century-old, Chicago-based pizza business. Now in its fourth generation, Home Run Inn has scaled from a Prohibition-era tavern into a massive restaurant and frozen food enterprise, but its success remains deeply anchored in its foundational values. Perrino highlights the complexities of multigenerational leadership, detailing how the family balances professional roles with family dynamics through intentional communication and robust conflict-management frameworks. He emphasizes the critical importance of a "learner mindset" and the courage to lean into discomfort, lessons powerfully reinforced during their massive operational pivot to double production during the COVID-19 pandemic. By hiring, firing, and operating strictly by their core values (Family, Pride, Grit, and Courage), Home Run Inn has created an environment of deep trust and high performance. For family business leaders, Perrino's reflections offer a powerful blueprint for aligning stakeholders, nurturing internal talent, and preserving legacy while adapting to immense market demands.

Operationalizing Core Values

Navigating Multigenerational Leadership

Embracing the Learner Mindset

Courage Over Comfort

Scaling Through Crisis

Timestamps:

00:17 - Origin story of Home Run Inn, founded during Prohibition in 1923

02:03 - Launch of pizza in 1947 and the birth of tavern style pizza

06:38 - Current business scope: six restaurants, airport locations, and frozen pizza in all 50 states

08:00 - Market positioning as a family-owned brand competing against Nestle and Schwan's

09:30 - Nick's father Joe Perrino scaling the business from restaurants into frozen pizza

18:16 - Nick's career path outside the business at Sears Holdings and Power Play Distributors

25:23 - COO role during COVID and scaling production from 60,000 to 120,000 pizzas per day

33:33 - Core values: family, pride, grit, and courage

39:22 - Navigating family dynamics and professional roles within the C-suite

54:08 - Legacy: standing for what you believe in even when no one is following

Additional Resources:

Connect with Nick on LinkedIn

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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: [email protected]

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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/

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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

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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

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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

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