How We Built a $300 Million Franchise Business? Purpose, Relationships, Shared Values
From 1987 to 2009, I had the honor of serving in leadership roles for California Closets, a company that sold, designed, and installed custom closet and storage solutions. Hired initially as General Counsel, I became the majority owner in 1994 and served as CEO from that point to 2009. Over those 22 years, together with my team, the company grew to $300 million in annual revenue.
In my tenure, the company, which was initially privately held, was sold twice. The second time was in 1999 when my partner and I sold our majority stake to a public company, and I remained on for another 10 years as CEO and a minority owner. Because of those transactions, we would not have met the Private criteria to be considered an Evergreen® company today, had the term been coined at that point. That said, from what I now know of Tugboat Institute®, I firmly believe that our success was the result of my aligning naturally with the Evergreen 7Ps® principles, which set us apart from other franchise businesses.
Given my experience, I believe a franchise business can offer a unique opportunity for Evergreen entrepreneurs committed to leading a purpose-driven, People First companies and—given the capital efficiency of franchise businesses—to staying private forever. Here are a few key learnings that offer insight into my experience.
Focusing on Relationships Is the First Step
I joined California Closets in 1987 as General Counsel and became CEO in 1994. In my new role as CEO, I knew that my first priority needed to be developing positive, productive relationships with our franchisees. At the time, the franchise system was very frustrated with the corporate office, and many franchisees, as well as the franchisor, were losing money. We needed to build connection around common values; only then could we create and promote a strong brand.
In my view, I could only do this one way: be true to who I was as an individual. I was not comfortable putting on a different hat when I came to work or strong-arming franchisees—all independently owned and operated businesses—into alignment. My People First approach was simple: to treat franchisees with dignity and respect.
I had no desire to threaten or throw franchise agreement clauses around. I wanted to instill the feeling of a large family-run operation, which, in effect, we were at the time because both the franchisor and the franchisees were family owned. In a healthy family, members are encouraged to speak their truth, to respect one another, and to work together. My goal was to establish that same healthy dynamic. I wanted to normalize the idea that instead of thinking and behaving as siloed franchisor and franchisees, we would think and work as a partnership.
While we had different roles and responsibilities, we represented the same brand and had a common purpose. I was intent on creating a relationship-bound franchise system because I knew it was important for the brand that we support one another—our strength was in our unity and in sharing great ideas.
A Shared Purpose and Core Values
For any franchise business, consistency is key—in product, service, and values. Creating unity around a common purpose and core values among our team and our franchise owners made that critical consistency easier to achieve and maintain.
We invested a lot of time and energy in operationalizing our core values internally and with our franchisees. We engaged in values-based hiring to help ensure that every employee lived our values in their interactions with franchisees, customers, fellow employees, and suppliers, which brought a uniformity of principles and beliefs. This alignment was reflected in the conduct and behavior of the entire organization.
As we continued to grow—to about 100 franchisees and about 1,000 total employees in my time—nothing made me happier than to visit franchisees, which I did regularly, and see our California Closets core values set the agenda for weekly or monthly meetings. Often, employees would stand up and share how a specific value had guided a conversation with a customer or had helped resolve an issue. The core values became very much part of the company’s DNA and the DNA of our franchisees and their employees. I believe that this was a significant differentiator for our company.
A Strong Brand
Prioritizing relationships and operationalizing core values across our franchisees was a key element of creating a really strong, unified brand.
Developing a clear brand is extremely challenging when you are operating a franchise system with independently owned and operated franchisees. We knew that in order to differentiate our company as more competitors entered the custom closet space, it was critical to offer something unique, yet consistent, to our customers.
Ultimately, our marketing team created a brand story that appealed to our primarily female consumer by moving marketing messages away from the focus on hammer and nails—the quality construction of the products themselves—to the beauty, style, and comfort our solutions provided. We developed a luxury, customized brand promise that set us apart: we were not only helping you organize your clothing, we were doing so in a manner and style that you would be proud to show visitors to your home and would reflect your lifestyle. Thanks to the work we had done around value-aligned hiring, customers could also expect that interactions with any representative from our company would reflect the brand.
Having developed the brand concept, we pulled together national marketing efforts, centralizing the effort and creating consistency across locations. Up to this point each franchisee was advertising independently, and the brand messaging was all over the place. Having developed strong relationships and unity among franchisees, we were able to centralize marketing and make it superior to that of the competition. We were also able to consistently deliver on our brand promises through the entire customer experience.
Ultimately, being very clear about what the brand stood for, both on the marketing side and on the delivery side, was hugely important, and the effort was supported by values that were embraced by not only all the franchisees, but all their employees as well.
Capital Efficiency of Franchisor Business Model
Aligning around core values and building a strong brand were essential in our role as a good franchisor to ensure we could offer real value to our franchisees for the fee and royalty we would expect them to pay. As a franchisor, a primary source of our revenue was derived from the royalty income we received from franchise sales in nearly 100 franchise run markets.
People often ask me why we went into franchising rather than expand by opening company-owned stores. Simply put, the franchise model helped us launch the company at a time when, as a privately held start-up, we were strapped for cash. By selling franchises, we were able to leverage the capital of the franchisee in opening in new markets rather than funding these markets ourselves or through outside investment. By leveraging the franchise system’s capital, we grew the business in almost every state in the country and in six other countries. We became the largest and most recognizable closet company in the country and could never have done this without the benefit of franchising.
For many years the parent company was family owned and was responsible for the products, program marketing, branding, and training of a collection of Evergreen family owned franchisees. It was only during the brief period when we were owned by Williams Sonoma in the early nineties and years later when I sold a majority stake to another public company, that the parent franchisor was not Evergreen itself due to outside ownership. With the support of the franchisor, our franchisees were independently owned family companies who were committed to building businesses that would support their families and have an enduring presence in their communities, motivated by entrepreneurial spirit. They created opportunities for employment and, in many cases, passed the business on to a second generation.
I am grateful for the years and experiences of leading California Closets. I am still in close touch with many of our franchisees and my corporate colleagues, and I am most proud of the relationships and values that drove the success of the company.
Anthony Vidergauz is President of Paradise Group Inc. and a Tugboat Institute Chairman.
A Healthy CEO Succession Is Intentional and Takes Time
When I was appointed CEO of McCarthy Holdings, a nationwide Evergreen® commercial construction company, in August 2019, it was the culmination of an extensive process of deep conversations with current leadership, psychological assessments, leadership development, and personal reflection. The process took 42 months.
While the timeline was longer than anyone involved expected, the diligence and thoroughness with which it was carried out resulted in a smooth transition in leadership for our 100 percent employee-owned company, the development of strong connections across our leadership team, and a powerful, replicable roadmap for future succession.
The design and execution of this successful succession story is one of thoughtful, intentional leadership supported by a well-developed culture of employee ownership.
Planting Seeds
I started with McCarthy right out of college, in 2000, as a Project Engineer. I worked my way up through the company, and in 2014 I was serving as an Executive Vice President, leading our Las Vegas office. It was at that point that then-CEO Mike Bolen first planted the seed of the idea that I look toward an expanded leadership role.
Mike, the company’s first non-family-member CEO, had served in the role since 2000, and throughout his tenure had paid close attention to talent and leadership development. As he considered the timeline for his retirement, he started to identify candidates to potentially succeed him. In early 2014, Mike and I had breakfast in Las Vegas, and toward the end of the conversation, he said, "Well I have to imagine that at some point, you would rather sit on this side of the table than that side of the table."
I'll never forget the conversation because up until that point, I never even considered the possibility of becoming CEO. My goal to that point had been to become a Regional President. But Mike’s intentional work planting that seed led me to begin to think further down the road. He provided a second nudge in 2015, when, after I was appointed Regional President based in Dallas—a region that had not been performing well—he told me, "You know, this is a big test. If you can figure out how to turn this region around, it would help in our succession planning."
While not part of the official planning process, those early meetings with Mike, which reflected his long-term thinking and strategic consideration of the company’s leadership, were important steps in laying the groundwork for a smooth and productive process.
Ready, Set, Go
In 2016, Mike announced to 125 of the company’s top leaders gathered for a summit that he would step down as CEO in January 2020, noting, “If you’d like to be considered for the CEO role, come and see me."
From those who expressed interest at the summit, seven candidates were then selected by a nominating committee of three, which included Mike and two outside board members (one of whom was a former employee). Our head of HR served as project manager for the process, and an outside business psychology firm was selected to conduct assessments of the candidates.
After receiving the nomination, each candidate underwent an 8-10-hour psychologic assessment, including hours of online tests and surveys, as well as a one-on-one interview with an industrial psychologist. The resulting reports provided insight into candidates’ strengths and areas of opportunity, along with an overall assessment.
The next step was for each candidate to complete one-on-one interviews with Mike, our board chairman, and the nominating committee. These interviews presented the first opportunity for candidates to share takeaways from the assessment process, perspectives on the CEO role and what that might look like for each of us, and long-term views on the company, offering a plan for what the company could look like through our personal lens in 2030.
From that series of interviews, a shortlist of three candidates, of which I was one, was created. (Of note is the fact that of those seven candidates, six remain with the company today, continuing to contribute as valued members of the leadership team.)
Over the next 18 months, as finalists, we continued to receive extensive internal and external feedback, completed executive education programs, and went through additional board interviews. We also continued to lead our respective $1 billion portions of the business, learning and growing in the field. And, importantly, we each spent time planning for the eventuality of choosing successors for our own current roles, recognizing the need to develop downstream leadership and pave the way for a smooth transition within our regions.
Over that time, as we progressed toward the final decision, an unintended consequence of the process was that, as finalists, we became incredibly close. We shared feedback we received, helped one another prepare for interviews, and debriefed together. As we grew closer and closed in on decision day, we committed to one another that we would not hesitate to support whichever one of us was appointed by the board. At the end of the day, all three of us wanted the best thing for our organization, and we had tremendous respect for one another’s leadership abilities and personal character.
Having observed various succession scenarios in multi-generation family companies and in publicly traded companies, I know that the mutual support and transparency of our experience is unique. I believe the root of that feeling can be found in our employee ownership culture. As employee-owners, we feel responsible for our partners and their families. Each of us wakes up every morning thinking of not only our own families, but of all the families impacted by our leadership. We know it’s essential that we lead as the best version of ourselves, that we do what’s right, and that we provide great opportunity for our team members and for their families. Now, as CEO-candidates, we felt that responsibility even more strongly, and we knew that we would continue to share that commitment and support the result, whatever the outcome.
With that shared view top of mind, we planned for the final round of interviews in May 2019. Shortly before this final round, one of the other two candidates stepped out of the running to focus on his current role within the company and avoid another move for his family, which had only recently relocated. So, after those final interviews, I found myself one of two finalists for the role of CEO, alongside one of my best friends.
Having completed that final evaluation, the next step was to travel to Denver for the special board meeting to learn the outcome of this now multi-year process. In August 2019, I was appointed CEO of McCarthy. The board had voted unanimously. Having spent the day together awaiting the decision, my friend and fellow candidate and I hugged and wished each other well—just as we had promised we would. The process was complete.
Stepping In and Stepping Up
Of course, while that August day in Denver marked the finish line, it was also the starting gate. For several months afterward, Mike and I traveled around the country, visiting McCarthy offices and job sites. I had time to connect with employee-owners, learn about regions with which I was less familiar, and continue to learn from Mike as we worked together toward his official retirement as CEO at the end of the year.
In fact, that travel and transition period continued after I assumed full responsibility in January 2020, right up through the beginning of March, when the COVID pandemic presented an entirely new challenge. I recognized in those early days that, as the new leader of the organization, I had an immediate responsibility to step up and bring people together and to ensure we remained connected virtually to continue to move the company forward.
To that end, we created a leadership team of our five presidents and the five corporate leads, which met seven days a week for months; today, we still meet weekly. Our collaboration, spurred by the pandemic, is changing the organization for the better as we align around our shared purpose—to continue in our ongoing quest to be the best builder in America.
It's humbling to have been selected as the leader of this amazing organization. I have no doubt that the experience I went through to be selected as CEO contributed greatly to my knowledge of the business and of myself—I’m a better leader as a result. And, I’m grateful to be in the unique situation of continuing to work closely alongside my fellow candidates for the good of our company in what is an Evergreen® succession success story.
Ray Sedey is CEO of McCarthy Holdings, Inc.
How Our Team Met the Moment During COVID-19
If you were to call our Evergreen® company, Lightspeed Technologies, and ask the person who answered the phone, “Why do you work for Lightspeed?” My guess is that you’d be very likely to hear, “I really want to make a difference for teachers and students.”
Our Purpose, to “improve the lives of those we touch with our research, products, service and partnerships,” runs deep. We are passionate about serving students and teachers in the classroom setting through instructional audio systems that help project voices with the right volume and clarity so every child has the same access to learning.
About 75 percent of all learning, particularly in younger children, happens through auditory processing. Unfortunately, particularly among kindergarten through third graders, about 30 percent of students at any given time have some form of mild hearing loss. That means about a third of the students in those classrooms aren’t hearing the teacher properly, and in areas with high poverty rates and nutrition deficiencies, it’s even higher.
Our system provides for a very low-volume, highly intelligible, even distribution of sound throughout the entire classroom so every child can hear every word. Independent data we have evaluated shows that when you put these systems in the classrooms, students perform better.
While our Purpose has always guided our work, the power of our team’s shared commitment to that goal and our related core values became crystal clear as we faced the COVID-19 pandemic together.
In February 2020, as the COVID-19 pandemic emerged in the U.S. we started to get really concerned about the potential impact on our business. Our headquarters are in Oregon, and in March all non-essential businesses were mandated to close. We were able to maintain many of our functions, but orders just started disappearing.
We were getting emails from school district officials who told our salespeople, “Do not call us.” They were under siege, confronting huge problems, and they had no intention of talking to a salesperson. We had a lot of people just sitting by the phone. By mid-April we had to lay off 25 percent of our team.
It was quite a brutal hit. Our entire team was reeling as we processed the impact of the layoffs, the potential long-term impact on the business, and the effect of the situation in our personal lives. In the midst of this storm, our Purpose pulled us through.
When we started seeing schools struggle with conducting classes across a variety of in-person, hybrid, and remote models, we came together and asked, “How can we help?"
We knew how impactful our products could be in the classroom, but we also knew we needed to adapt to the new remote and hybrid learning environment with product innovations that would meet teachers’ and students’ needs. And, once we had created solutions, we needed to quickly reposition our messaging and our approach to share our products with schools.
Over a period of two months, we did both.
First, we examined how students and teachers were interacting and how their audio needs had evolved. We knew that in many cases, teachers who were in the classroom with students would need to wear masks, which would significantly impact the intelligibility of what they were saying. Kids in the classroom would be impacted, and it would be even worse for the kids joining remotely. Audio, it turned out, would be one of the major problems for online learning.
From there, we asked, Can we create a way for every child in the classroom to have a microphone? If so, this would enable full participation: Students at school would hear their teacher and one another clearly, and students at home would hear not only their teacher but each of their classmates. To meet that need, we created a product using existing technology we had designed for small group instruction and applied it to the broader classroom to provide each student with a microphone. We also ensured the technology could be connected to the wide variety of online learning applications, given the broad range of platforms in use by schools.
Having innovated technology to meet the need, our marketing communications team worked quickly to revise materials and inform educators about the audiology research behind our products and the impact of improving intelligibility—more important now than ever in the new learning landscape. But developing the new messaging was only part of the effort. We now had to make sure we could get the word out in a time when in-person visits and sales calls weren’t an option.
In response, we created a series of three webinars in which we hosted panels of superintendents and audiologists who shared challenges and barriers to learning in the new classroom environment and whose insights illustrated the benefit a product like ours. Like so many businesses adapting to this new marketing strategy, we initially didn’t know what kind of response we would get. The result? Generally, our webinars generate around 200-250 registrations. In this case, across three webinars, we had over 5,000 registrations. We had eyeballs and focus on a level we had never had before.
These Pragmatic Innovations across our services, product, and marketing communications teams were driven by our shared Purpose and our core values of innovation and collaboration. Working almost entirely remotely, we came together very quickly to adapt and serve teachers and students when they needed it most.
The effort and innovation that led us to develop and market new products in the wake of the pandemic reflect our team’s Purpose. Collectively, we want to make a difference in the lives of teachers and students. That shared goal led to record sales in 2020. And yet, our pride in this success is tempered by both the sadness we feel at the circumstances that have led to the need for our product and the layoffs and personal challenges we have experienced as a company and individually in the wake of the pandemic.
As we look forward, we’re thinking a lot about how to take the lessons and innovations of this experience and apply them for the long-term success of our Evergreen company. We know we need to make the most of the brand equity we have built over this time and continue to innovate for teachers and students.
One experience among our team during this time makes me confident that we’re up for the challenge, unified in our commitment to drive forward together. In the wake of the necessary layoffs during the early days of the pandemic, we read Simon Sinek’s The Infinite Game as a team. The meetings we had to discuss the book created a new sense of solidarity that I believe will stand the test of time. Throughout the company, people were inspired by the idea of building a 100 year + company. As a leader, that was music to my ears. While leadership can be isolating, especially in such turbulent times, knowing you’re surrounded by a team equally committed to your Purpose, core values, and sharing a long-term view, is incredibly inspiring.
David Solomon is President and CEO of Lightspeed Technologies.
Virtual Gathering, Real Learning and Connection
In the last 12 months, we have all had to redefine what it means to “gather.” Among families, friends, and professional circles, the reality of this pandemic year has led us to adapt and innovate new experiences and opportunities to connect.
The value of making an effort to come together in spite of continued barriers to in-person experiences was clear last week as Evergreen® leaders and executive teams connected virtually for the second annual Tugboat Institute Gathering of Teams. The fresh perspective, affirmation of shared values, and energy generated from time spent in community with like-minded peers made for an impactful event.
The experience launched on Tuesday, February 2, when 275 members, executives, and family members from 57 companies across 17 industries around the U.S., the UK, and Canada logged on and settled in to listen, learn, and engage. Over three half-days of programming, attendees viewed live and pre-recorded TED-style talks, participated in breakout sessions and speaker dialogues, and gathered in functional role groups to work through challenges and opportunities and explore best practices.
On the first day, attendees heard from four Evergreen CEOs who shared personal experiences and key learnings on the following topics: allowing talented, less-experienced team members to lead opportunistic innovation during stressful periods; redefining customer service excellence; becoming an effective manager and leader; and, making decisions and moving forward together without a playbook in times of uncertainty.
In the final presentation of the day, former Herman Miller executive and Hope College management professor Vicki TenHaken spoke on the topic of business longevity, sharing highlights of her research into companies that endure beyond 100 years.
The second day of the experience was devoted to virtual functional role workshops, during which attendees gathered with Evergreen peers to discuss central themes with their entire group. Later, each group broke into smaller, more intimate breakouts, allowing each participant to share a key issue or opportunity and to learn from their peers’ experiences and wisdom on that topic.
Innovation was a clear through line in several of the presentations on day three, when attendees gathered for a second series of five TED-style talks. One Evergreen CEO described practices developed in his 135-year-old company to foster continuous improvement and prioritize diversity of thought, including intentional efforts to attract team members with varied professional backgrounds. Another CEO shared the primacy of deep work at her 20-year-old, fully-remote firm and the People First operations that have been developed in support—including a four-day work week.
Michael Horn, Co-founder of the Clayton Christensen Institute for Disruptive Innovation, offered a provocative idea in his talk: Silicon Valley is touted as the hub of innovation, with almost all its companies referring to themselves as “disruptive.” But Evergreen companies, operating with an “impatient for profit, patient for growth” mentality and generational planning horizons, are actually poised to be the engine for future “market-creating” disruptive innovations. Michael emphasized that while these innovations can take a long time to germinate from initial non-consumption to mass-market consumption, the benefit to society and these innovators is that these particular innovations lead to a far greater number of jobs than either of Clayton Christensen’s two other innovation types.
In the final two presentations, attendees gained insight into soon-to-be published research focused on the experiences and influences of the next generation of Evergreen employees—Gen Z—by Roberta Katz, JD, PhD, Senior Research Scholar, Center for Advanced Study in the Behavioral Sciences at Stanford University, and were offered insights into the successful storytelling process of respected script writer and film producer Allyn Stewart, Managing Partner of Flashlight Films.
Following final speaker dialogue sessions, attendees signed off the virtual experience, sharing messages of gratitude with their peers as they left the experience and promising to continue the conversation. As we head toward the hopeful possibility of in-person gatherings in the year ahead, we do so with gratitude for all we’ve learned about the ongoing commitment of Evergreen leaders and teams to overcome barriers to continue to listen, learn, and connect.
Diana Price is Senior Writer and Editor at Tugboat Institute.
The First Rule of our Evergreen Business: “Do the Right Thing”
In 1946, Kenneth Savage returned home to Utah from serving in World War II and purchased a KB-5 International stake body truck, the first investment in C.A. Savage & Son. Together with his brothers, Neal and Luke, who joined the company shortly after its founding, Kenneth would drive 75 miles outside of Salt Lake, load the truck with seven tons of coal—by hand—and drive it back to Salt Lake City, where the brothers would deliver the critical fuel to their Customers’ stores and homes.
From that humble beginning, the Savage Family of Companies, which provides service offerings for truck, rail, and marine transportation and logistics, materials handling, and other industrial services, has grown to employ 5,000 Team Members across 220 locations around the world. The driving factor in the success of our Evergreen® company’s Paced Growth for over 70 years has been a deep, abiding commitment, first by the Savage brothers, and now by those of us who are stewards of the business, to their founding principles.
In 1999, Kenneth, Neal, and Luke, drafted a Vision & Legacy document, which serves as our cultural constitution. It lays out the Founders’ expectations regarding how we act with one another and with our stakeholders, and it serves as the bedrock of the Company. As many times as our mission and our strategic direction might change, the Vision & Legacy remains immovable. We lead according to that legacy, and we’re all expected to live it.
The document outlines the Founders’ vision for continued growth through future generations, their sense of stewardship, their commitment to integrity, their desire for Team Members to find fulfillment in their work, and their relentless commitment to continuous improvement. The language is rich and expressive, reflecting the passion and perseverance that formed our Company and how it continues to thrive to this day.
As leaders of the Company today, we recognize that if we want all of our Team Members, across job functions and geographies, to live and lead according to the Vision & Legacy, we need to ensure that the principles and values continue to resonate and are accessible and easy to understand. So, we've spent some time distilling it down to three actionable, clear principles: First, “Do the right thing;” second, “Find a better way;” and, third, “Make a difference.”
The power of presenting the Vision & Legacy in this way is that those three phrases actually also connect to the personalities of our three Founders. “Do the right thing,” very much reflects Kenneth Savage, the oldest brother. His handshake was a contract. Anybody who knew him, knew that if he gave you his word, it was the law. “Find a better way” is Neil, the middle brother, who simply expected that he, and everyone he worked with, would never get comfortable with the way things have been done, and “Make a difference” was Luke, who was always pushing for meaningful value for Customers. Making those personal connections brings the Vision & Legacy to life for our Team Members.
Also significant, especially from the Evergreen perspective, is that the Vision & Legacy reflects the fact that the Founders didn’t just want to preserve what they’d grown; they wanted to perpetuate it. They wanted the Company to continue to grow and thrive for generations to come. That's really the elegance of what they expressed—the desire for continual improvement and for Team Members to continue to embody these principles through that ongoing evolution.
Specific parts of the Vision & Legacy are demonstrated by Team Members every day. Our culture is a reflection of how the document has been operationalized and is continually reinforced. Recently, I met with executives from a large oil and gas corporation that we’re working with on a large project. When I asked their team about any concerns or issues they may have about the project, they said, “We love your culture so much, and our only concern is that we want to make sure that any new people you bring into the project are properly assimilated – we want to make sure they’ve been ‘Savage-ized’." They clearly understood the power of the culture as a driver of our team and the success of the project.
The directive to “make a difference” is also clear and present today through our philanthropic efforts. We involve Team Members in service projects because we understand that we have an obligation to give back and to be stewards not only of our company but of the communities where we work and live.
We also try to create fulfilling work and provide opportunities for Team Members, as our Founders articulated in the Vision & Legacy when they committed to help people “do things that they never dreamed possible.” For that to happen, we have to be seriously interested in finding out for each Team Member, "What do you aspire to do?" Then, whether the answer is to be the best driver in our Company or to be a CFO, we have an obligation to help each person understand the steps that will get them there and then help them chart a course to operationalize this unique part of the Vision & Legacy.
To see the impact of our commitment to Team Members’ growth and development is incredibly fulfilling. We make a point, when we discuss the Vision & Legacy at company events, to ask, "Are you doing something today that you never dreamed possible?" To see the number of hands that shoot up is amazing. And while it’s exciting for me to see, I think it’s even more powerful for more recently hired Team Members who might be wondering whether the principles of the Vision & Legacy are the “real deal.” When they see these other Team Members’ hands go up—a mechanic who’s now a Business Unit Leader or a woman who began in an entry-level role who now leads our IT organization — they see real, live examples of how we live these principles.
There’s no question that there’s challenge in maintaining the power of the Vision & Legacy as we grow. But that document will remain the foundation, our cultural constitution, because it’s so important to us, and people “get” the value of it. We teach it all the time. We reinforce it all the time. We showcase it all the time. We use it when we talk to Customers. We use it when we talk to current Team Members and to future Team Members. We use it when we do exit interviews because we want to make sure we haven't damaged it. It’s embedded, and that’s how it will live on. Our Vision & Legacy is a living, breathing part of our Company, and to keep it alive, we’ll need to continue to nourish it as it sustains our Evergreen Company.
Kirk Aubry is President and CEO of Savage.
The Most Successful, Yet Little Known, Recycling Program Since the 1950s Has Evergreen Roots
Sustainability has been the driving force behind our Evergreen® company, East Penn Manufacturing, since DeLight Breidegam, Jr. and his father, DeLight Sr., founded the company in 1946.
When DeLight Jr. returned home to rural Pennsylvania after serving in the Air Force in WWII, he and his father noticed the shortage of materials available to manufacture batteries and began collecting and rebuilding old batteries to meet the post-war demand. For DeLight Jr., who was raised during the depression, recycling in this way was common sense.
That sense of pragmatism and what he would have called “common sense” forged the foundation of many of the practices that DeLight Jr. went on to implement as he grew the company to become a global leader in battery manufacturing. He always had a long-term view, and, for him, that meant building a company that would look after the environment, employees’ well-being, and the community.
I was lucky enough to work with DeLight Jr. when he was still actively leading the company, and he used to say to me, “Pruitt, they’re not making any more land, so we’ve got to take care of it.” That pragmatic expression of environmental stewardship is at the core of East Penn’s steadfast commitment to sustainable practices, and it propels our recycling efforts, which are a pillar of our environmental protection plan.
When people hear about the scale of our recycling programs, they’re often surprised. We manufacture lead batteries—the type in most cars, trucks, and other vehicles today—and many people aren’t aware that 99 percent of lead batteries in the United States are recycled. (In comparison, only 40 percent of aluminum cans are recycled.) This is perhaps the biggest recycling success story that never makes the headlines.
At East Penn, following DeLight Jr.’s early lead, we’ve been recycling since the 1950s, when these practices were not as widespread, to say the least. Why? It comes back, again, to our founder’s common-sense approach to growing a company for the long term. It absolutely makes economic sense to create a sustainable product with a circular life cycle, but it also aligns with our commitment to environmental stewardship because if the batteries were not recycled over and over, they'd be considered hazardous waste.
Instead, we receive spent batteries back at our facility, where we process approximately 30,000 batteries per day, safely recycling all of the components—lead, plastic, and acid—and creating new batteries with about 80 percent recycled materials. We also recycle all of the corrugated cardboard and shrink-wrapping materials we use to package the batteries for distribution via an external recycling entity.
Our investment in the facilities and technology to recycle has been considerable over the years. We built our smelter in 1947 and the battery industry’s first acid reclamation plant in 1992. In 1996, we built a $14 million industrial wastewater treatment zero-discharge facility. We have seven or eight miles of pipe laid underground here at East Penn, and no wastewater leaves our premise. None. It's all processed, cleaned, and reused. The only water that leaves our premises is the sanitary waste, which goes to the local waste municipality. These long-term, common-sense investments keep the company sustainable and reduce our impact on the environment. We never second-guess those financial commitments.
Looking ahead, we continue to innovate in our environmental stewardship efforts. We use a great deal of energy charging the batteries we produce, so we just embarked on an Energy Efficiency Program to work toward reducing our energy use by more than 10 percent over the next ten years. It's a collaborative program with the federal government, and it’s one more way we are hoping to improve our impact.
Conclusion
All of the choices we’ve made over the years to limit our impact on the environment and create a truly sustainable product speak to our bigger commitment to building a long-term, sustainable business. But for us, sustainability means more than environmental stewardship. It means reinvestment back into the business. It means proper health and safety procedures to protect our employees. It means providing health insurance for our employees and their families. It means continual innovation. It means taking reasonable risks to grow the business. It means building a strong culture that upholds towards our employees, our customers, and our community.
All of these steps toward sustainability continue to reflect our founder’s common-sense approach. DeLight used to say to me all the time, “Pruitt, it's not one big thing. It's a million little things that make a business tick every day, and it's those million little things that are important because they add up to the big thing of sustainability. That's our why.”
Chris Pruitt is CEO and President of East Penn Manufacturing
Evergreen Perspective On 2020
Dear Evergreen Journal Readers,
The start of a new year traditionally offers both opportunity for reflection and anticipation, and—despite all the ways in which 2020 was unprecedented—this year is no different. At Tugboat Institute, as we look ahead to 2021, we’re ready to embrace the hope that the prospect of a COVID-19 vaccine brings and move forward to continue to support Evergreen® leaders, and we’re also incredibly grateful to reflect on the lessons and perspective of our community.
The experience of Tugboat Institute member-companies in 2020 has varied widely, reflecting the broad range of industries and geographies in our CEO tribe. In spite of the pandemic, some Evergreen businesses had an incredibly successful year; in other cases, leaders faced stunningly fast and steep revenue drops and heartbreaking layoffs in response.
Almost all members pushed through exhaustion and decision fatigue at some point, managing personal and family challenges at the same time. Across these experiences, the Evergreen 7Ps™ principles have continued to serve as a through line—guiding lights for Tugboat Institute members and companies. The myriad inspiring stories of perseverance, adaption, and care in this unprecedented year could fill a book, but there are a few that stand out as I reflect on our community.
Like so many Evergreen leaders, Scott Evans, CEO of Kenmore Envelope, saw the opportunity to make a difference and serve his community through the pandemic. Having been deemed an essential business as a result of the company’s relationship with the US Postal service, Kenmore continued to operate as many other businesses faced shutdown last spring. With a deep sense of responsibility to use the company’s capabilities and team for good, Scott determined the business could use existing equipment to produce PPE for frontline workers. In mid-April, Kenmore began distributing face shields to community hospitals and healthcare providers in the Richmond, Virginia area. Kenmore is one company among many Evergreen businesses that has displayed People First principles and a commitment to community in 2020.
The events industry has been among the hardest hit by the pandemic, with in-person gatherings almost completely shut down immediately last March. And yet, at Hello! Destination Management President Paul Mears saw opportunity to adapt and step into a new arena in this time. For several years, Paul had been tracking a struggling company with significant outside funding, which, in his view, had developed a wonderful capability that was mispositioned in the market. As COVID-19 shut down his core business, he quietly did his homework by testing a different value proposition with his existing customers—and found significant interest. Based upon those insights, he acquired the company, extending Hello! DMC’s service offerings into the virtual and local domains and giving the team an exciting new growth vector.
Grossman Company Properties, a second-generation real estate investment and management company, with a primary focus on hospitality, owns and operates nine hotels. John Grossman, President of the Evergreen business, saw revenues in the hospitality drop by 85 percent across the board last spring, as the floor fell out of the industry in a matter of days. The company initiated furloughs as they saw occupancy rates fall across their properties, which was incredibly difficult given their commitment to People First. However, Private ownership and management allowed for flexibility and creativity in reorganizing staffing to manage the properties. In addition, as John shared in The Evergreen Experience 2020™, the company’s long-term, conservative approach to debt—another characteristic of Evergreen companies—was essential in weathering the storm.
Choosing just three examples here was not easy. So many Evergreen leaders have shown extraordinary grit, compassion, and character in 2020, continually making decisions to align their companies’ actions with their core values and to care for their teams while confronting extraordinary challenges.
Looking ahead, Evergreen businesses will need to continue to adapt and plan for what remains an uncertain future in many ways. But these leaders and their teams have a competitive advantage in this time: they are committed to delivering on their Purpose for the long term. With new innovations and stronger teams forged in this moment, I know these companies will continue to grow, thrive, and make a difference in the world.
Dave Whorton is the Founder and CEO of Tugboat Institute.
Competitive Wages, Employee Lounge with a View, Free Food, Community Spirit: How This Grocery Store Built a Winning Team
As an independent, locally owned grocery store, our Purpose at Jackson Whole Grocer is to bring community together through food. Our alignment with Evergreen® principles sets us apart in our industry, and we’re proud of the programs and practices that keep that Purpose front and center in our business, our town, and our region.
I didn’t start out in the grocery business. I spent my early career in sales and then founded and acquired several businesses before purchasing an existing family-owned grocery store in Jackson Hole, Wyoming. I had been seeking a new business opportunity that would keep me close to my family after years of work that required a pretty relentless pattern of planes, trains, and automobiles. I wanted to do something in my community—and for my community.
Beyond a love for food—my wife and I are passionate natural foodies—I knew nothing about the grocery industry when I learned the business was for sale. But I saw the opportunity to dig into something that had enough size and scale to be interesting, with close ties to the community we loved.
Ten years later, the number of employees and revenue have doubled, and the business has become a community hub. As we grow, we keep the focus on People First front and center. We are committed to impacting our employees and our community members in a positive way.
Here are some of the Evergreen approaches to meeting that goal that set us apart:
Compensation that Works Toward Bridging the Gap
One of our core values is to provide our people a great place to work. To me, at a basic level, that means providing competitive compensation and benefits. Last year, we raised wages 16 percent, which is big in any business and it's certainly big in ours. But we recognize that to support individuals and families facing the high cost of living in our community, that investment, while extending our ROI timeline, is essential and the right thing to do.
One of the key drivers in this decision was the extraordinary dynamic going on in terms of affordable housing our area. The average cost of a single-family home in Jackson is $2.6 million. We have an extreme housing shortage problem. It’s not uncommon for some of our employees to be paying 50 to 70 percent of their pay in housing costs. Working through this challenge will require a multi-faceted approach, but raising wages is a first and important step we can take in taking care of our people. We can’t close the gap, but we are doing what we can to help build a bridge.
Room with a View
In many big box grocery stores, the employee break room is in the basement or a windowless back storeroom—it’s an afterthought. We took a different approach. Visitors come to our area from all over the world to enjoy the natural beauty of this landscape. We think our employees should be enjoying it too. We designed the break room to be on the second floor, next to my office, featuring huge windows with a view of the Snake River Mountain Range, lots of natural light, comfortable furniture, and a kitchen. I want our people to come in, sit down, relax, and enjoy their break. It may be a small thing, but it can make a big difference in the quality of a person’s work life.
Feeding Our Work Family First
In that same break room, we installed shelving and a large refrigerator to offer our people “culls,” food that we can’t sell because it might be just past an expiration date or bruised in some way (think a browning banana or a dented can of beans). It’s a mini market of sorts, where everything is free. These foods are still perfectly edible, but they can’t be sold. Many grocery stores don’t offer culls to their employees for fear that it promotes theft. Instead, they donate it all to local food banks or nonprofits, or worse, it gets sent to the landfill.
We take a different view. We know the cost of living is high in our community, and we feel a responsibility to feed our work family first, then donate the rest our community food rescue program. Our employees leave work with bags of free food, and we’re grateful to be able to provide that benefit.
Community Giving
Like many grocery stores, as you might imagine, we receive a lot of requests for donations—from trays of cookies or bananas for a fun run to much larger asks. We have over 250 nonprofits operating in our community, and everyone has a cause.
About three years ago, after giving for years to a wide variety of organizations, I recognized that in our affluent resort community, much of the support for nonprofits was being directed to environmental and wildlife organizations. I’m a huge supporter of many of these groups and always will be, but I felt that there was an opportunity to focus on “people”, which is more aligned with our purpose.
I decided to turn my focus to helping people, and I partnered with a local organization called System of Care, which coordinates giving to about 35 health and human services organizations in our community, ranging from a community counseling center, to youth and family services, to addiction, domestic violence and wellness programs. We created several in-house programs to generate donations for System of Care, from a “round-up” option that provides customers the opportunity to donate at the time of their purchase, to selling donated artwork on the walls of our café.
This effort has allowed us to become a conduit for the community to give back. It's not just Jackson Whole Grocer writing checks, it's us as a community working together to help one another. It’s incredibly fulfilling to give back and support a lot of these organizations that provide vital services and support to our neighbors and care for our entire community. You'll never go wrong with the focus on people.
At the end of the day, the grocery business is about people—feeding people, providing good jobs for our employees, and serving as a gathering place for our community. We intend to keep working to put People First, in our store and in our community.
Jeff Rice is CEO of Jackson Whole Grocer.
The Road Home: An Air Force Vet Builds Left Hand Brewing and a Colorado Community
[A note from Tugboat Institute: Please note the postscript at the end of this article, in which the author comments on the connection of this topic to the impact of the COVID-19 pandemic.]
When I retired from the Air Force in 1992, I had no idea I would be the owner of a brewery one year later. And yet, in September, 1993, there I was: proud founder, with my business partner Dick Doore, of Left Hand Brewing in Longmont, Colorado.
The founding of our Evergreen® business in Longmont represented the welcome culmination of a largely nomadic early life. For all of my 32 years up until then, I had been moving pretty consistently every few years—first as the son of an Air Force Officer and then as an Air Force Officer myself. By the time my wife and I arrived in Longmont, I had lived, in this order, in: Tennessee, Ohio, Texas, Germany, Ohio (again), Florida, Japan, Colorado, Germany (again), Nevada, Colorado (again, at the Air Force Academy), Mississippi, Italy, Turkey, and Italy (again).
When I left the Air Force, after a brief time working with my wife’s family in Italy, we flew back to the states, picked up a car in New Orleans, and drove across the country, all the way to the Kenai Peninsula in Alaska. Along the way, as we visited family and friends and many of these new, small microbreweries. We were searching for a hometown. After so many years of constant motion, I was ready to settle, put down roots, and raise our family.
When we landed in Longmont, an evolving, former agricultural town about 20 minutes northeast of Boulder, it felt right. It was close enough to the mountains but not too remote for us with a baby on the way; it offered great quality of life; opportunities for outdoor recreation were abundant and easy to access; and, it had a pretty vibrant and welcoming business community. And Colorado was an early hotbed of craft brewers. We were living between Boulder and Longmont in Niwot. We found a location for a brewery in Longmont. We had found our hometown.
While I hadn’t planned to open a brewery after my Air Force career, I didn’t enter into the industry completely blind. Having traveled widely and spent formative years in Germany, I had been exposed to a whole world of beer that wasn’t even on the radar of most people in the U.S. at that point. I saw the opportunity to introduce both new products and experiences and to connect deeply with the community as a business owner.
My experience living in a small village in Germany, where the local “gasthouses” and the soccer clubhouse all featured “stammtische,” or locals’ tables, as well as my time in Italy, where the locals gathered at the village’s café and bar, had shown me the central role a business like ours could play in creating community. That community-minded, local vision was a driver in our commitment, from our earliest days, to being involved in and giving back to our community. This was our hometown, and we wanted to contribute in meaningful ways.
Early on, we took the obvious steps of joining the Chamber of Commerce and joining various business groups, sinking our roots where there were opportunities. As newcomers to the town we were conscious of the need to connect to raise awareness for our business—we wanted people to try our beer, after all—but also of our desire as residents, parents, and business owners to help shape the community we had so intentionally chosen.
Over the years, we have not wavered in that commitment. We serve on non-profit boards, were involved in founding the original Colorado Brewers’ Guild, and sponsor local events. Left Hand Brewing is a National Bike MS Sponsor, and our Team Left Hand, which has raised over $4.9 million over the last 13 years, rides in events in Colorado and across the country to raise awareness of and research funds for multiple sclerosis. Several years ago, we took over the management of Longmont Oktoberfest, a two-day, community-wide celebration that benefits local nonprofits, including our own Left Hand Brewing Foundation, a 501c3 we founded to support a range of local and regional causes.
Our continual desire to impact our community is an extension of the entrepreneurial spirit that drives our company. I had never really thought of myself as an entrepreneur, but after someone else described me that way early on in the life of our business, I realized that I do actually fit the description. I’m continually looking for a solution, a better way to do things. My team will tell you that’s how I show up in the business, and I think that orientation is reflected in my desire to improve our community, to lean in and address the critical issues that will make a difference for the people who live here.
Our employees absorb this ethos, and they’re involved in these efforts too. Beyond stepping into volunteer opportunities that we make available to them, team members have spun off and developed dozens of businesses in Longmont, fueling our economy and engaging in the community in meaningful ways.
As we head toward three decades in business in our hometown, it’s gratifying to see the impact of our Evergreen® company and our efforts to work with our neighbors to improve the town we love. For years, Longmont had a bit of an inferiority complex, overshadowed by Boulder, just down the road. Today, I receive photos from locals all the time who find Left Hand on offer around the country or overseas and are so proud to tell the bar tender, “Hey, I’m from Longmont and this is our brewery!”
We never had an agenda to be community leaders, but our long-term view of building a great company in the place we had chosen to raise our families meant that we were invested in not just the business but the town from day one. Now, we’re incredibly proud of the role we’ve played—and will continue to play—in lifting our community up and helping to instill pride in the place we call home.
Eric Wallace is President and Co-Founder of Left Hand Brewing.
Postscript 10.26.2020
While socializing in bars and brewery tasting rooms is being severely impacted by the pandemic, we are finding new ways to continue to have an impact and build community. Since we need to physically distance to operate safely, expanding our tasting room into our parking lot made sense. We have also just received approval to build a beer garden next door to the brewery (years in the making).
As the national beer sponsor for Bike MS, we didn’t do much beer pouring at rides around the country since the rides were all virtual, but our fundraising by our eight teams far exceeded our initial expectations. Our 525 team members raised over $525,000 in a year with no actual group rides, providing both emotional support for our team members and continuing financial support for the National MS Society when it’s needed more than ever.
Finally, we helped launch the Longmont Evergreen Opportunity Fund in October. The LEOF is an initiative to impact our community by investing capital into entrepreneurs, ventures, and property development projects within Longmont’s Opportunity Zone. It is an interesting initiative. It’s Evergreen because 10 percent of the management fees will be invested in local founder development and 50 percent of the manager’s carry will be reinvested into the next Evergreen Fund. It’s impactful because we want to build economic vitality and retain companies that are solving problems and creating jobs right here in Longmont.
It is more important than ever to keep our people engaged and support our communities. Staying busy and having a positive impact keeps us inspired and out of trouble!
Want to Build a Truly Successful Team? Find Candidates Who Make You Think.
It won’t be news to anybody when I tell you that the construction industry is largely male and Caucasian. Traditionally, the leading sources of talent for firms like ours have been engineering and construction management programs that predominantly produce graduates who fit this profile. Given that landscape, it can be an uphill battle to develop a diverse team. But our Evergreen® construction company, Lease Crutcher Lewis, is committed to that fight because we know the benefit to our culture and the competitive advantage that diversity brings.
To be clear, when we talk about diversity, our priority is diversity of thought. We are not aiming to fulfill quotas, check boxes, or reach specific percentages of ethnic or gender representation. Instead, our primary objective in recruiting and retaining team members is to create a team comprised of different points of view, educational backgrounds, and personal and professional experiences.
We prioritize diversity of thought because research—and our experience—tells us that it leads to innovation and allows companies to be more nimble and more creative, leading to increased productivity and success. And, for us, seeking out diverse thinkers feels more genuine and authentic than hiring based on numbers and percentages. When we aim for diversity of thought, great diversity of all types follows. We think this approach has been a hallmark of our success in developing a diverse team.
Ten years ago, as I was beginning to really grapple with the topic of diversity, I had the good fortune to receive the resumé of a young international student for an entry level engineer position. Vishnu Jhaveri stood out to me because, among the stack of resumés I had received from recent graduates of engineering and construction programs, he had a degree in architecture. I thought that it would benefit us to bring on somebody who could see things from the design side and offer that perspective to our construction teams. When we interviewed him, we immediately saw that he was also a culture fit in terms of his values and operating style.
We hired Vishnu and put him to work as a young project engineer. The fact that he grew up in India proved to be an unintended benefit to our work. Not only did he provide diversity of thought through his professional expertise, he offered the perspective of growing up outside of the U.S. His thinking and approach to problem solving reflect this experience. He offers a different viewpoint that adds value to our business and richness to our culture. Fast forward 10 years, and Vishnu is one of our high-performing project managers. He's a leader within our business, a vocal recruiter for our company, and a champion in our efforts to continue to seek out diversity of thought.
That experience had a significant influence in how we continue to recruit and build our team. We have developed relationships with universities that enroll a higher percentage of international students, people of color, or female graduates. And, we have increasingly pursued “nontraditional” hires, those who may not have an engineering or construction management degree but have unique skills or a background that would allow us to train and develop them within our organization.
Four years ago, we hired Amy Rutz, a junior high school teacher who was looking for a career change. Amy had real passion for the building process and was a culture fit, but she had no experience in the field. We took a chance on hiring her and put her to work as a project engineer, a position she executed really well for three years. Recently, we transitioned her into a role as our training and development coordinator, in which she now pairs the powerful knowledge gained through years as an engineer with her teaching background to run our training and development curriculum for all of our employees.
In our experience, the success of building a team in which people like Vishnu and Amy thrive relies on a culture that consistently supports diversity of thought. I think you'd be hard pressed to find somebody in our company who hasn't heard the CEO talk about the power of diversity of thought and how important it is to us and how we operate as a company.
This messaging is reinforced by two of our core values—"Trust and Respect" and "Fulfillment"—which similarly support diversity of thought. Unless you trust that your teammates will listen to your point of view, be open to your perspective, ask quality questions to seek understanding, and respect you for sharing your opinion, you’re not likely to share your thoughts. If trust and respect are present, ideas are shared openly and diversity of thought rises to the surface, propelling innovation. And, when you are free to share your thoughts and ideas—to bring your whole self to work each day—you are much more likely to be fulfilled in your job.
I’m proud of our intentional focus on diversity, but I also know that we can do much more. I am looking forward to continuing to help our recruiters gain awareness of unintentional, subconscious biases that may be barriers to hiring. We will offer ongoing coaching to team members involved in hiring to help them understand how their personal background might produce biases when it comes to recruiting, hiring, training, and promoting people.
As a leader, I know that raising awareness of these issues can be uncomfortable and may require removing people from the hiring process who can’t move beyond these biases. That takes bold leadership and decisiveness, but if there are team members who are perpetuating unintentional biases and can’t rewire, we need to seek out someone else to recruit—someone who recognizes the value in diversity of thought. Because for us, continuing to foster diversity and growing our company to reflect the widest possible variety of thought, perspective, and experience is essential. It’s through diversity that we will continue to innovate and thrive for the long-term.
Bart Ricketts is CEO of Lease Crutcher Lewis.
