Disruptive Successor Podcast

Hosted by Jonathan Goldhill

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202

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May 2026

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The Disruptive Successor Show is a podcast for next-generation leaders in family businesses and entrepreneurs who want to disrupt the status quo to grow their business and take it to the next level. We all know that what got us here isn’t going to get us there. If you are taking control over your family’s business or trying to get your business to the next level, you will need inspiration, advice and resources to help you create a massive impact. Listeners of my show include not only the millennial or Gen Z but also the Baby Boomer and Gen Y. My listeners tend to be involved in these industries: business services, construction, design-build-maintain landscape contracting, food manufacturing, property management, real estate, and technology. And are interested in issues like business coaching, branding, communication, difficult conversations, disruption, employee ownership, exit planning, financial management, leadership, innovation, intergenerational transfer, marketing, multi-generational family businesses, business operations, process documentation, security, selling, storytelling, succession, visioning, wealth management, My guests are entrepreneurs, family business advisors, multi-generational and Gen 2 family business leaders, heads of university family business programs, consultants, coaches and firms that serve those who are growth businesses. Clients of my show typically are running businesses with 10 to 200 employees and $1M to $20M in revenues. Their concerns include: scaling up, exit planning, succession, leadership development, disruption, business planning, finances, growth planning, transferring generational wealth, transferring control, ownership issues, and more. The benefits listeners receive are introductions to experts and advisors around the issues of growing and exiting a business, whether it’s a family business or entrepreneurial venture. They get a feel for the challenges other business owners and leaders face and how they overcame them. They will hear stories from people and how they came to do their work and why. My shows feature handpicked guests who engage with me in casual conversations lasting between 30 to 40 minutes. You can expect to be entertained, engaged and may even get takeaways like business tools or ideas for implementation in your business. I’ve led entrepreneurial adventures in art, clothing, a holistic health lifestyle magazine and trade show, shoe manufacturing. I’ve also led several non-profit organizations. I earned an MBA from the University of Southern California in Entrepreneurship. I’ve been advising, coaching and consulting family-owned, family-run and entrepreneur-led businesses since 1989. My love for entrepreneurship follows the closure of my family’s sizeable multi-generational clothing manufacturing company after eight decades of operation because there were no successors. After uncovering the code to scale up a family-run business - a playbook and a disruptive successor - I wrote a book called Disruptive Successor: A Guide To Driving Growth in Your Family Business. My podcast is my effort to bring interested people into the conversation to benefit disruptive successors.

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June 15, 2026Episode 20444 min

Episode 205 - Why Timing Matters More Than Investments in Family Wealth with Gary Preisser

Gary Preisser is the Co-Founder of Stonebriar Wealth Advisors and the creator of the Cash Flow Clock framework, a financial planning approach that prioritizes purpose, timing, and liquidity over traditional asset allocation models. He works with family business owners and high-net-worth individuals to align investments with real-life cash flow needs, helping families navigate succession, taxes, and multi-generational wealth transfer more intentionally. Gary is known for challenging conventional wealth management by focusing on how and when money is used rather than just how it is invested.SHOW SUMMARYIn this episode, Jonathan Goldhill is joined by Gary Preisser, Co-Founder of Stonebriar Wealth Advisors and creator of the Cash Flow Clock framework, to explore how liquidity, taxes, succession planning, and family expectations can impact long-term wealth far more than portfolio performance.Gary challenges traditional wealth management approaches that focus on risk tolerance and asset allocation while ignoring the timing of future cash needs. He explains why purpose should come before portfolio design, how families can avoid liquidity traps during business transitions, and why volatility is not the same as risk.The conversation also dives into family business succession, tax planning, multi-generational wealth transfer, and the critical mistakes business owners make before selling a company or transitioning leadership.Whether you're a founder, successor, family business owner, or wealth creator, this episode offers practical insights into protecting wealth across generations.KEY TAKEAWAYSGary argues that traditional wealth management often starts in the wrong place. Instead of focusing on investment products and risk questionnaires, families should first identify the purpose of their assets and when those assets will be needed.His Cash Flow Clock framework separates assets into different time horizons, helping families maintain liquidity, reduce forced selling during market downturns, and make more intentional tax decisions.For family businesses, successful succession planning requires more than leadership development. It requires aligning ownership, liquidity, taxes, income needs, and family expectations long before a transition occurs.QUOTES"Assets are not trophies. They're tools.""Volatility is not risk. Volatility becomes risk when a cash flow need collides with a market decline.""When we pay tax determines how much tax we pay.""The purpose of wealth is not to be admired. The purpose of wealth is to be utilized."Connect and learn more about Gary Preisser.https://www.linkedin.com/in/garypreisser/If you enjoyed today’s episode, please subscribe, review, and share with a friend who would benefit from the message. If you’re interested in picking up a copy of Jonathan Goldhill’s book, Disruptive Successor, go to the website at www.DisruptiveSuccessor.com

May 26, 2026Episode 20347 min

Episode 203 - Why Winning More Work Can Destroy Contractors: Systems, Accountability, and Fractional Project Leadership with Kristopher Grey

Kristopher "Kris" Grey is the founder of Creatapult and a seasoned project management consultant with over two decades of experience helping contractors and growing businesses scale without operational chaos. A self-described "construction brat" who grew up inside his family's contracting company, Kris launched his entrepreneurial journey under pressure — just days after the birth of his first child — and turned that crisis into a mission to help business owners build the systems, dashboards, and accountability frameworks they need to protect margins, reduce risk, and lead with clarity through fractional project management leadership.SHOW SUMMARYIn this episode, Jonathan Goldhill is joined by Kristopher Grey of Creatapult about how contractors and other organizations can scale without operational chaos. Kristopher shares his origin story of losing all family income three days after his first child was born, which shifted his view that entrepreneurship and having a “side” income can be less risky than relying on one W2 job. Drawing on his upbringing in a family construction business, he describes common contractor failures such as bad bookkeeping, overreliance on tribal knowledge and heroics, understaffing project management, and the “death spiral” where winning more work leads to schedule slips, quality decline, change-order losses, and margin erosion. They discuss the “Who does what by when” accountability tool, dashboards, backup PMs, and the rise of fractional project management leadership. Kristopher outlines a 90-day execution engine focused on project intake, portfolio stabilization with RAG reporting, and risk tracking, and shares a transit-operator turnaround that enabled growth and COVID resilience.KEY TAKEAWAYSWinning more work can kill a company. Growth without systems creates a "death spiral" — slipping schedules, declining quality, and cash flow collapse, even when revenue is rising.Bad bookkeeping is the #1 contractor mistake. If you don't know your margins, you can't manage your business — you're running a personal ATM, not a company.Project managers lose effectiveness past 2 projects. Overloading PMs is a silent killer of profitability and client relationships."Who Does What By When" is the foundation of execution. Without a clear owner, a clear task, and a hard deadline, everything drifts.Systems are the antidote to turnover. With employees switching jobs every ~4 years, institutional knowledge must be documented — not held in someone's head.Fractional project management lowers the barrier to scaling. Companies don't need a full-time executive to get enterprise-level PM leadership — they just need the right fractional fit.Don't be afraid to ask for help. Pride is the number one source of doom for family construction businesses.Risk tracking is almost always missing. Most contractors react to problems instead of forecasting and mitigating them early.A RAG dashboard (Red/Amber/Green) gives leadership real-time project visibility and frees CEOs from daily firefighting to focus on strategy.QUOTES"It's kind of like a fish drowning in water. You'd think that winning more work would be a good thing… but if they've not been managing those projects well, they're bleeding out." — Chris Grey"If you don't put a deadline on something, your project is always at risk of falling behind by the longest single scheduling item you have.""Pride is probably the number one source of doom for a lot of these companies — the name is often on the building.""Most employees are essentially a statistic or a number for a company — they can be let go at any time.""Always have something on the side. If the thing takes off, run with it.""Growth alone doesn't create successful companies — but execution does." — Jonathan Goldhill (closing)"We were doing more with less — but less stress overall — because the PMs had the tools they needed to be successful."Connect and learn more about Kristopher Grey.https://www.linkedin.com/in/kristophergrey/If you enjoyed today’s episode, please subscribe, review, and share with a friend who would benefit from the message. If you’re interested in picking up a copy of Jonathan Goldhill’s book, Disruptive Successor, go to the website at www.DisruptiveSuccessor.com

April 28, 2026Episode 20249 min

Episode 202 - Fair Isn’t Equal: Aligning Ownership, Merit, and Governance in Family Businesses with Maryann Bell

Maryann Bell is the leader of the advisory practice at Wingspan Legacy Partners, where she works with multi-generational families to design governance structures, ownership frameworks, and policies that preserve both enterprise value and family relationships over time. With a unique ability to navigate the intersection of ownership, leadership, and legacy, she has previously joined the Disruptive Successor Show to discuss the importance of prenuptial agreements as governance tools and how families can tackle difficult conversations around money, succession, and ownership without damaging relationships. Known for her global perspective — working with families across Latin America, India, Asia, and beyond — Maryann brings clarity to some of the most emotionally charged issues in family business, helping families shift from default patterns of equal treatment to structures that are truly fair, merit-based, and built to endure across generations.SHOW SUMMARYIn this episode, Jonathan Goldhill is joined by a family business advisor Maryann Bell of Wingspan Legacy Partners to discuss why “fair” should not automatically mean “equal” in family business ownership, especially when contributions differ. They explain how equal ownership can breed resentment, disengagement, and distort incentives, undermining a meritocratic culture, and argue for aligning ownership, compensation, and decision-making with contribution, responsibility, and stewardship while keeping family love separate from business rules. Bell describes tools such as sweat equity pools, distribution policies for minority non-operators, codes of conduct, employment policies, compensation committees, advisory boards, and separating family meetings from business governance. She shares a $2B family case where misaligned ownership created next-generation tension and highlights cultural differences, the role of trusted external advisors, “principles before lawyers,” and engaging the “rising gen” through values, literacy, and entrepreneurial pathways.KEY TAKEAWAYSFair ≠ Equal: Equal ownership feels safe but often creates resentment, misaligned incentives, and long-term conflict — especially when contributions differ.Love can be equal; ownership should reflect contribution, responsibility, and stewardship.Sweat equity programs are a powerful tool to reward owner-operators and increase their ownership percentage over time.Non-operating family members can hold minority ownership, but should be informed owners — not controlling ones.Governance must evolve as the business and family grow; a kitchen-table discussion is not a board meeting.Start with principles, not lawyers — align on ownership goals before drafting legal documents.External advisors help depersonalize difficult conversations and create space for honest, structured dialogue.The rising generation needs a clear pathway — career policies, merit-based advancement, and ownership incentives act as a magnet for talent within the family.QUOTES"The love can be equal — and it can be channeled in equalized ways. In no way is this a disruption of how you feel about the family member." — Maryann Bell"Authority, decision making, and value creation — the merit that the entire family benefits from — is often driven by one individual." — Maryann Bell"Equal is easy. Fair requires leadership." — Jonathan Goldhill"Families grow faster than businesses, and therefore you need to have an evolution of your governance." — Maryann Bell"You gotta take off that family hat and put on the business stewardship hat." — Maryann Bell"An external advisor frames it in a way that depersonalizes it and structures it to create that culture of meritocracy." — Maryann BellConnect and learn more about Maryann Bell.https://www.linkedin.com/in/maryann-bell-1212074/If you enjoyed today’s episode, please subscribe, review, and share with a friend who would benefit from the message. If you’re interested in picking up a copy of Jonathan Goldhill’s book, Disruptive Successor, go to the website at www.DisruptiveSuccessor.com

March 10, 2026Episode 2011 hr 1 min

Episode 201 - Marketing as Capital Allocation in Family Businesses with Casey O'Quinn

Casey O'Quinn is the founder of Gravity Digital, a family-owned marketing agency that has served direct-to-consumer family businesses for 25 years. He works alongside multiple family members including his father, wife, sister, cousins, and in-laws across several ventures including the agency, healthcare, and real estate. Casey built his firm on a unique revenue-share model where his team only gets paid when clients grow, challenging the traditional agency retainer approach.SHOW SUMMARYIn this episode, Jonathan Goldhill is joined by Casey O’Quinn, founder of Gravity Digital, a family-owned agency serving family-owned DTC brands for 25 years, about marketing as capital allocation that can drain family wealth and strain relationships when spent on vague retainers without measurable return. Casey contrasts traditional hourly/retainer agency models with Gravity Digital’s revenue-share approach, where the agency is paid only on growth above a baseline, aligning incentives and enabling investment in creative, websites, and testing. They discuss protecting “the family farm,” handling generational risk tolerance, patience and education around digital channels, and a “seven-figure blueprint” formula (customers × frequency × average order value) emphasizing ads for scalable acquisition, email/SMS for repeat purchases, and upsells for AOV. Key metrics include new customer acquisition cost, lifetime value, new vs returning customers, and cautious use of ROAS amid attribution limits, plus integrating marketing into EOS scorecards and quarterly testing.KEY TAKEAWAYSFamily before business: Make a commitment to walk away from the business before letting it damage family relationships—this principle forces better conflict resolutionRevenue share model: Align agency incentives with client outcomes by only getting paid when clients grow, rather than fixed retainers that don't ensure resultsMarketing as investment: View marketing spending through the lens of capital allocation and ROI, not just as an expense line itemNAC is critical: Understanding your New Customer Acquisition Cost and being willing to spend MORE than competitors (while staying profitable) is how you win at scaleSimple growth formula: Revenue = Customers × Frequency × Average Order Value. Focus on these three levers systematicallyTest before committing: Start with small tests and let data drive decisions rather than assumptions, especially when navigating generational disagreementsFailure is feedback: Marketing experiments that don't work aren't failures—they're learning opportunities to "fail forward"Patience + transparency: Success in family business marketing requires educating all generations, managing different risk appetites, and showing early wins to build trustQUOTES"We would walk away from the business before we let it come between us." — On family business priorities"He who is willing and able to spend the most to acquire a customer wins." — On competitive advantage in customer acquisition"Good marketing can't fix a bad product." — On fundamental business requirements"The cheapest customer you'll ever get is the one you already have." — On the value of repeat business and frequency"Marketing and innovation produce results. Everything else is just a cost." — Peter Drucker quote on business fundamentals"Protect the family farm—that's the family business." — On preserving generational wealth and avoiding capital drain"Failure is just feedback." — On reframing marketing experiments"Marketing is half art, half science, half left brain, half right brain." — On the dual nature of effective marketingConnect and learn more about Casey O'Quinn.https://www.linkedin.com/in/caseyoquinn/If you enjoyed today’s episode, please subscribe, review, and share with a friend who would benefit from the message. If you’re interested in picking up a copy of Jonathan Goldhill’s book, Disruptive Successor, go to the website at www.DisruptiveSuccessor.com

February 17, 2026Episode 20143 min

Episode 200 - Embracing Productive Friction for Generational Wealth with Jeffrey Condren

Jeffrey Condren is a Certified Financial Planner (CFP) and Senior Vice President and Wealth Advisor at Mesirow Wealth Management in Highland Park, Illinois. With over two decades of experience in the financial industry, Jeff specializes in guiding business owners through complex transitions—from business exits to legacy planning. He works primarily with entrepreneurs and multi-generational family businesses, particularly in manufacturing and healthcare sectors throughout the Midwest. His expertise includes tax-efficient wealth strategies, estate structuring, values-based investing, and helping families navigate the challenging conversations around succession planning. Jeff is known for his practical approach to transforming business liquidity into lasting family legacies while addressing the often-overlooked emotional and relational dynamics that can make or break generational wealth transfer.SHOW SUMMARYIn this episode, Jonathan Goldhill is joined by Jeffrey Condren, a certified financial planner with extensive experience in wealth management and advising multi-generational families. They explore why secrecy often leads to entitlement, the pitfalls of striving for fairness over equality, and the critical need for early and transparent conversations about values, expectations, and the realities of running a family business. They emphasize that successful generational transitions require exposing heirs to responsibility and decision-making early on. The episode also covers the nuances of assigning business roles to family members, handling business valuations realistically, and the importance of external mediation to navigate complex family dynamics.KEY TAKEAWAYSSuccessful families surface conflict early and structure it, rather than avoiding itFair and equal are not the same thing in family business transitionsExposing the next generation to business realities early prevents friction laterFirst-generation business owners struggle most with letting go of controlBusiness valuations should be updated every 1-2 years, not left for 7+ yearsDepression-era children often feel they never have "enough" money, regardless of actual wealthSuccession planning takes years, not months - there's no light switch solutionThe earlier difficult conversations happen, the smoother the transitionQUOTES"Successful families do not eliminate conflict. They surface it early, they structure it and use it to clarify values and expectations.""Fair versus equal. It is very different for a lot of people, and it's a very hard conversation to have, and there's no right or wrong answer.""Getting a business owner to think about their future self not involving the business... takes time. It's not a one hour conversation.""Tom Brady, arguably one of the greatest quarterbacks... had a quarterback coach. So when you stop and think about that, he probably doesn't need one, but there's still someone pointing out techniques that maybe he's not seeing.""How long things actually take - there's not a light switch solution to anything in life. The sooner they're willing to have the conversation, the smoother it is.""The idea of them not being involved in the business is so hard for them to comprehend that they don't know where to start and they'd rather ignore it."Connect and learn more about Jeffrey Condren.https://www.linkedin.com/in/condren/If you enjoyed today’s episode, please subscribe, review, and share with a friend who would benefit from the message. If you’re interested in picking up a copy of Jonathan Goldhill’s book, Disruptive Successor, go to the website at www.DisruptiveSuccessor.com Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

December 16, 2025Episode 20051 min

Episode 199 - 11 Uncomfortable Truths Every Family Business Must Face with Richard Grove of Wall Control

Richard Grove is the third-generation leader behind Wall Control, a renowned American manufacturer specializing in wall organization systems. With a background in mechanical engineering and experience at the Department of Defense, Richard returned to his family business to help scale it from a small tool and die shop into a household name across e-commerce, retail, and television. He is also a consultant, helping other small businesses improve operations, build strategic partnerships, and strengthen their digital presence. Richard’s journey exemplifies the challenges and rewards of leading a multi-generational family business into the future.SHOW SUMMARYIn this episode, Jonathan Goldhill welcomes back Richard Grove, the third-generation face behind Wall Control. Richard shares his journey of transforming a family tool and die shop into a leading brand in wall organization, traversing e-commerce, retail, and television. They delve into the uncomfortable truths that every family business must confront to survive and prosper, as highlighted in Goldhill's ebook, 'The Family Business Trap, 11 Uncomfortable Truths that Will Save Your Business and Your Relationships.' Through personal anecdotes, Richard talks about family dynamics, succession planning, role definition, and the importance of open communication and strategic governance in family-run enterprises. The episode provides invaluable insights and practical advice for navigating the complex terrain of family businesses.KEY TAKEAWAYSOpen, honest communication is the foundation for healthy family businesses.Fake harmony can hide misalignment—address issues before they become problems.Clearly defined roles and responsibilities prevent confusion and crisis.Leadership in family business must be earned, not assigned by entitlement.Regular meetings and shared workspaces foster better collaboration and understanding.Succession planning and transparency are essential for long-term success.Every family and business is unique—adapt best practices to your situation.QUOTES“Just because no one’s fighting doesn’t mean you’re aligned. Fake harmony kills real progress.”“If you want to talk more, why don’t you be together more?”“Entitlement doesn’t make you a leader—you have to earn that.”“Don’t ruin your family for your business. You only get one family, but you can always start another business.”“Without structure, you’re running on assumptions, and assumptions implode under pressure.”“Communication is the single best practice that cuts through all these uncomfortable truths.”Connect and learn more about Richard Grove.https://www.linkedin.com/in/richard-grove-wall-control/If you enjoyed today’s episode, please subscribe, review, and share with a friend who would benefit from the message. If you’re interested in picking up a copy of Jonathan Goldhill’s book, Disruptive Successor, go to the website at www.DisruptiveSuccessor.com Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

November 18, 2025Episode 19951 min

Episode 198 - Scaling Globally with Family and Values — A Conversation with Pranav Dalal, Founder & CEO of Office Beacon

Pranav Dalal is the visionary Founder and CEO of Office Beacon, a global outsourcing powerhouse with over 5,500 employees. Launching the business in 2000 after the dot-com crash, Pranav has expanded operations from India to the Philippines, Mexico, and South Africa, providing over 150 different services to clients worldwide. As a single father, he is actively building a multi-generational family business, with his children joining the ranks to learn the industry from the ground up. Pranav is also a forward-thinker who leverages unique partnerships with the NFL and SoFi Stadium to drive business growth.SHOW SUMMARYIn this episode, host Jonathan Goldhill sits down with Pranav Dalal to discuss his 25-year journey of building a truly global enterprise. Pranav shares the origin story of shifting from the tech sector to B2B services and how he strategically scaled Office Beacon across multiple continents. We explore how he balances running a massive remote organization using systems like EOS and the "generational compact" he has established with his children. Pranav also offers fascinating insights into his unique sports marketing partnerships, his aggressive adoption of AI to disrupt his own business model, and the ancestral values that guide his leadership.KEY TAKEAWAYSThe Generational Compact: Pranav built Office Beacon with the specific intent of creating a multi-generational legacy. His children joined the business not through nepotism, but by starting at entry-level positions to learn humility and hard work.Scaling with EOS: Managing 5,500 employees remotely requires discipline. Pranav utilizes the Entrepreneurial Operating System (EOS) five levels deep to ensure core values and goals are cascaded effectively across global teams.Innovative Partnerships: Moving beyond traditional marketing, Office Beacon holds exclusive partnerships with SoFi Stadium and the NFL Alumni Association, using stadium suites for daily business networking rather than just game-day entertainment.Disrupt or Be Disrupted: Pranav views himself as the "Chief Disruption Officer." He is heavily investing in AI education and implementation for 2026, believing that if he doesn't disrupt his own business model, a competitor will.Trust But Verify: A core leadership lesson Pranav instills in his children and team is the concept of "trust but verify"—maintaining faith in people while ensuring details and execution are validated to prevent costly mistakes.Ancestral DNA: Pranav reconnected with his heritage, discovering that his surname "Dalal" means "broker" in Persian/Hindi, which reinforced his belief that business and entrepreneurship are embedded in his family's DNA.QUOTES"My whole goal was to create a multi-generational family business.""If we're not disrupting ourselves, someone's going to disrupt you.""I realized that it was a very doable thing... that there are these family legacies out there in business that go back hundreds of years.""They fail, feel a sense of ownership even though I'm the owner... their mindset of being accountable is incredible.""I’m in the people business, and I should be the first one to say, 'Wow, I’m scared of AI,' but I’m embracing it a thousand percent."Connect and learn more about Pranav Dalal and Office Beacon: Pranav Dalal’s LinkedIn: https://www.linkedin.com/in/pranavdalal/Office Beacon Website: https://www.officebeacon.com/ Email for inquiries: sales@officebeacon.comIf you enjoyed today’s episode, please subscribe, review, and share with a friend who would benefit from the message. If you’re interested in picking up a copy of Jonathan Goldhill’s book, Disruptive Successor, go to the website at www.DisruptiveSuccessor.com Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

September 24, 2025Episode 19843 min

Episode 197 - Disrupting the Portable Restroom Industry: Innovation, Leadership & Family Values with Grant & Erin Stahla

Grant and Erin Stahla are the inspiring husband-and-wife co-founders of Stahla Services, a premium restroom and shower trailer rental company. Starting with a single trailer after college, they have disrupted a traditional industry by providing hospitality-level service and a product often described as a "hotel bathroom on wheels." Guided by their values and a passion for entrepreneurship, they've grown their family-run business across multiple states. The Stahlas are also the creators of Stahla Leads, an innovative online marketplace designed to help other vendors in the sanitation space grow their businesses by connecting them with qualified customers.SHOW SUMMARYIn this episode, host Jonathan Goldhill chats with Grant and Erin Stahla about their incredible journey of transforming the portable sanitation industry. Grant shares the origin story of starting the business right out of college and how he and Erin joined forces to scale it with a commitment to quality and service. We explore how they innovated a commodity product into a premium experience, the systems they've used to scale effectively, and the genesis of their second company, Stahla Leads. Grant and Erin also offer an open and honest look at the dynamics of running a business as a married couple and how their faith serves as the foundational core for their leadership, culture, and life balance.KEY TAKEAWAYSInnovating a Commodity: The Stahlas elevated the standard porta-potty into a premium experience with amenities like flushing toilets, running hot water, A/C, heating, and Bluetooth sound systems, effectively creating a new market category.Values-Driven Leadership: Their faith is the "core of everything." They strive to run their business "like Jesus would," which informs everything from their company culture and customer service to maintaining perspective and life balance.The Dynamics of a Couple in Business: Erin shares that success as a married couple in business requires acknowledging the ups and downs, communicating openly, and finding a flexible balance that works for them, rather than enforcing rigid rules.From Internal Problem to New Venture: After spending over a million dollars on Google Ads and finding most leads were outside their service area, they created Stahla Leads—a marketplace to sell those leads to other vendors, turning a marketing challenge into a new revenue stream.Building to Sell, But Inspired to Hold: While they use the "build to sell" framework to ensure the business is systemized and valuable, their true inspiration comes from legacy companies like Chick-fil-A, focusing on long-term growth and value creation over decades.Scaling with Intention: The Stahla have intentionally scaled using systems like the Entrepreneurial Operating System (EOS), software like HubSpot and Smartsheets, and a commitment to embedding their core values across all locations to maintain quality and culture.QUOTES"We really want to be that rising tide that lifts all ships within our industry.""We want to do this business like Jesus would. So we want to own it like Jesus would and just manage like Jesus would.""Anything that you do, there's going to be some low moments and some hard things that you're gonna have to talk through, whether that's like purely a coworker or a coworker who happens to be your spouse.""If we're gonna have a business, we wanna do it right and we wanna keep building it.""Such a basic thing. But also it, it's so different than the standard plastic porta-potty."Connect and learn more about Grant & Erin Stahla:Grant Stahla's LinkedIn: https://www.linkedin.com/in/grant-stahla/Erin Stahla's LinkedIn: https://www.linkedin.com/in/erinstahla/If you enjoyed today’s episode, please subscribe, review, and share with a friend who would benefit from the message. If you’re interested in picking up a copy of Jonathan Goldhill’s book, Disruptive Successor, go to the website at www.DisruptiveSuccessor.com Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

July 15, 2025Episode 19754 min

Episode 196 - Preserving a Legacy, Planting New Seeds: The Hubbard Peanut Story with Marshall Rabil

Marshall Rabil is the third-generation President and CEO of Hubbard Peanut Company, the country's oldest specialty peanut brand, famously known as "Hubs." Founded by his grandparents in 1954 in Sedley, Virginia, Hubs is a household name celebrated for its super extra-large Virginia peanuts. Before taking the helm, Marshall cultivated a global perspective, working in sustainable development and education in Japan and around the world. He later gained invaluable industry experience as a specialty food buyer at Whole Foods, inspired by the principles of Conscious Capitalism. In 2016, Marshall returned to his roots, bringing a vision to blend the company's rich tradition with modern innovation, community engagement, and long-term growth.SHOW SUMMARYIn this episode, host Jonathan Goldhill sits down with Marshall Rabil to explore the journey of leading a 70-year-old family legacy into the future. Marshall shares how his experiences abroad, from Japanese villages to international development projects, shaped his desire to use the family business as a catalyst for positive change in his own rural Virginia community. We dive into the nuts and bolts of this transformation, from turning an old grocery store into a vibrant community hub to competing against private equity-backed giants. Marshall offers a candid look at the delicate balancing act of honoring his grandparents' legacy while implementing new technology, marketing strategies, and, most importantly, navigating the complex dynamics of family ownership and succession.KEY TAKEAWAYSBusiness as a Community Catalyst: Marshall is using the business as a force for good, transforming an old grocery store into "The Hubs Vine," a community event space, and forging deep partnerships with the local food bank through initiatives like the "Homegrown Harvest" festival.The Value of Outside Experience: The Rabil family mantra was to "go and work for someone else first." Marshall’s time in international education and at Whole Foods provided him with a unique perspective that has been crucial for innovating within the family business.Navigating the Private Equity Wave: Instead of selling to private equity firms that are acquiring competitors, the Rabil family chose to reinvest in their business. Hubs differentiates itself by focusing on its premium quality, its authentic story, and strategic partnerships with brands like Orvis.The Toughest Challenge is Family Alignment: Marshall reveals that the most critical and time-consuming challenge isn't operations or scaling, but getting the multi-generational family owners aligned on corporate governance, especially the buy-sell agreement.Modernizing a Legacy Brand: Marshall is spearheading the adoption of new technologies, from a sophisticated Shopify Plus website and data analytics tools to exploring automation on the production line, ensuring the brand remains relevant.Patience in a Legacy Business: Leading a 70-year-old company requires patience. Marshall emphasizes the need to take a step back, understand different family perspectives, and accept that meaningful change takes time.QUOTES"I was really starting to think how can business, um, be a catalyst for change in our community?""I was always encouraged to go out and do something before you want to come back here. So that was always kind of our family mantra was, you need to go and work for someone else first.""I think our value has multiplied because of some of those efforts. But it required a lot of work.""Of the seven things that you mentioned, that [family alignment on corporate governance] is the one that is taking the most time and attention... because you have to get the family on board.""I have to remind myself too, you know, take a step back. You'll get there. I like things to happen a little quicker than they do sometimes."Connect and learn more about Marshall Rabil and Hubbard Peanut Company:LinkedIn: https://www.linkedin.com/in/marshall-rabil-83a24a15/Company LinkedIn: https://www.linkedin.com/company/hubbard-peanut-company-inc/If you enjoyed today’s episode, please subscribe, review, and share with a friend who would benefit from the message. If you’re interested in picking up a copy of Jonathan Goldhill’s book, Disruptive Successor, go to the website at www.DisruptiveSuccessor.com Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

July 1, 2025Episode 19646 min

Episode 195 - Disrupting the Green Narrative: Energy Lessons from Ronald Stein

Ronald Stein is a professional engineer, energy literacy advocate, and the Pulitzer Prize-nominated co-author of Clean Energy Exploitations. With decades of experience designing and building refineries for major corporations like Bechtel and Fluor, Ron possesses a deep, nuanced understanding of the energy sector. Thirty years ago, he and his wife, June, founded PTS Advance, a staffing and workforce solutions firm specializing in complex industries like energy and life sciences. After successfully growing the company, they transitioned ownership to their two sons 15 years ago. Now, Ron dedicates his time to educating policymakers, business leaders, and the public, serving as a columnist for America Out Loud News and an advisor to the Heartland Institute on energy policy.SHOW SUMMARYIn this eye-opening episode of the Disruptive Successor Podcast, host Jonathan Goldhill sits down with Ronald Stein to challenge everything you think you know about energy. Ron explains the dangerous lack of "energy literacy" plaguing our leaders and policies. He draws a critical distinction: renewables like wind and solar only generate electricity, whereas fossil fuels are the foundation for the petrochemicals that create over 6,000 essential products, from iPhones and medical devices to the very components of EVs and solar panels. The conversation delves into the successful generational transition of Ron's family business, PTS Advance, and unpacks the severe economic and national security risks of misguided energy policies, revealing the hidden truths behind the global push for a "green" transition.KEY TAKEAWAYS Energy vs. Electricity: A Critical Misunderstanding: Ron clarifies that "energy" and "electricity" are not interchangeable. Wind and solar generate electricity, but they cannot create the physical products derived from the petrochemicals in fossil fuels that our modern world is built on.Everything is Made from Oil: Our materialistic society, including "green" technologies like EVs, wind turbines, and solar panels, is fundamentally dependent on the 6,000+ products derived from oil. Getting rid of oil means getting rid of the building blocks of modern life.A Family Business Success Story: Ron shares how he and his wife built PTS Advance from the ground up, successfully transitioned it to their sons, and strategically hired a non-family CEO, leading to massive growth and an eventual acquisition.The Perils of Poor Policy: California's push to eliminate in-state oil production has ironically made the state over 70% dependent on foreign oil imports, creating a significant national security risk and driving up costs for consumers.The Hidden Costs of EVs: Transitioning to electric vehicles eliminates the gas tax revenue that maintains roads, while the heavier weight of EVs causes more road damage, creating a future funding crisis.The Unethical Side of "Clean" Energy: Ron argues that mandating EVs financially incentivizes the exploitation of labor (including child labor) and environmental degradation in countries like China and in Africa, where the raw materials for batteries are mined.The Nuclear Resurgence: As a reliable, emissions-free, and continuous power source, nuclear energy is gaining worldwide momentum as a practical solution for our electricity needs, requiring far less land and materials than wind and solar.QUOTES "Wind and solar only generates electricity. They make no powers, no insulation, no asphalt, et cetera, et cetera. Whereas oil, all the products we have today didn't exist 200 years ago.""If you get rid of oil, you get rid of electricity, you get rid of EVs. The EV is a hundred percent made with oil.""Instead of being 5% dependent on foreign imports for crude oil, we're now more than 70% dependent... And that is a national security risk for America.""My passion is to stimulate conversations about energy literacy because most of our policy makers are misunderstanding the word energy.""I think it's unethical and immoral to provide those financial incentives for those countries to continue to [exploit people and the environment].""There's a worldwide movement toward nuclear 'cause we want affordable, reliable, continuous electricity, also emissions free electricity and nuclear is providing that."Connect and learn more about Ronald Stein and his work:LinkedIn: https://www.linkedin.com/in/ronaldstein/Email: ronald.stein@energyliteracy.netBook: Clean Energy Exploitations on AmazonCompany: PTS Advance: https://www.linkedin.com/company/pts-advance/If you enjoyed today’s episode, please subscribe, review, and share with a friend who would benefit from the message. If you’re interested in picking up a copy of Jonathan Goldhill’s book, Disruptive Successor, go to the website at www.DisruptiveSuccessor.com Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.