Mario Moceri and Paul Moceri are with the Moceri Companies. We are always looking for how we can improve and serve our customers better. Paul started from the ground up, e.g., sweeping basements. Leading by example. Getting to know all aspects of the business. Getting to know coworkers. We have vendors we have been with for four generations. There are three brothers, so there is always a “tiebreaker“ for differences of opinion. Paul sits with his father for several hours to discuss things. “Not wanting to disappoint.” We have Paul make decisions. They may not be perfect, but he owns the decisions. It is not a matter of mistakes, but learning from the mistake, so you don’t make them again. (11:30)

The role of faith: giving back to the church and community. We made a major gift to Beaumont Hospital. “I’ve never been poorer by the nature of my giving.” The family plays together, e.g., golfing and skiing. Britton Steele is the founder and CEO of Provision Insurance Group. Britton acquired his father’s insurance book of business, so now the father works for his son. They try to not talk about work outside of the office. Mario Moceri: “Don’t call me 'Dad' at work.” Britton: “It took us about five months to work together effectively.” (12:28)

Nancy Pulte Rickard is with the Pulte Family Charitable Foundation. Bill Pulte: There’s more joy in giving than receiving. We made a gift to the University of Notre Dame because they share our core beliefs of Catholic faith; and they have access to the best minds around the world to help with poverty. (6:13)

We also made a gift to Ferris State University for construction and the trades. Philanthropy develops values in the next generation; it fosters a sense of stewardship. Each child picks a charity and submits a proposal and makes a presentation to the Foundation board. For Christmas our family makes projects to help others. We also make gifts to give to each other. Three Best Family Business Tips: (1) Family business using family business vendors over multiple generations. (2) The next gens starting from the ground up; working next to employees; building credibility and relationships and learning the business. Having mentoring time with one’s father. (3) Philanthropy -- growing up with a focus on giving. (15:09)

Patrick and Carol Shannon are owners of Hungry Howie‘s franchises. Jeff Rinke is vice president of marketing and product development for Hungry Howie‘s. Pat started at his uncles Hungry Howies, and really enjoyed it. Franchisees develop relationships with local people through community involvement. Pat and Carol’s daughter Becca started folding pizza boxes at three years old, and answering the phone at 10 years old. (9:41)

(The secrets of working together in a business and staying married for many years.) We understand that it is our business and our life, and we are doing it for each other. We have to make it happen, and no one will do this for us. Becca is a co-owner of the Adrian store, so she understands the long hours and responsibility. (Do you talk about business at home?) Yes. We talk about it 24/7. It’s part of our life. The Hungry Howie's Learning Center provides online learning modules for all Hungry Howie's employees. Mike Lorenz, CPA, is with Cohen and Company. (What are accounting issues for new franchisees?). Tax planning and reporting. Internal management reports and banking reports. Determining your ownership: an S corporation or a partnership. (11:41)

J. W. Wescott company delivers mail and packages to freighters on the Detroit River. It was founded in 1874. Captain Bill Reddy: the company is like a big family. The employees are treated like part of the family. (11:30)

Mike Lorenz, CPA with Cohen & Co.. (How does a family business transfer ownership and wealth to the next generation?) Questions: Does the next generation have an interest and an aptitude for the business? When does the senior generation want to give up control? When does the senior generation want to transfer wealth, and how much? They can transfer some as a gift and some as a sale to the next generation. (How can the next generation “buy out“ the owners?) First, agree to a fair price for the business. The senior generation can sell on an installment note, which is a loan to the children to pay over time. They can use deferred compensation, e.g., for every five years that you have worked here, we will gift you, or give you a bonus so you can afford to pay us back. The business has to be successful enough to have adequate cash flow to fund the strategy. There may be life insurance and disability insurance to support the strategy. It can be difficult if one child is in the business and another child is not in the business. Three best family business tips: (1) You have to live the business. (2) For husband and wife, “This is our life.”(3) Hungry Howie's Learning Center offers online learning for their franchisees. (10:32)

Joey Agree, CEO of Agree Realty. Joey was named President at 30 years old, in 2009, during the recession. The company needed to be re-invigorated and re-imagined. There were macroeconomic headwinds. They had 17 Borders Books locations out of 68 assets. The remaining assets were Kmart and Walgreens. I saw the writing on the wall with Borders and Amazon. We had to change our business strategy. We had been a development company: shopping centers, Walgreens, Borders. Being a developer would not transform our portfolio quick enough. We also had to quickly transform our people processes. Some employees were not aligned with our strategy. We launched our new acquisition platform in 2010 with the goal of diversifying our portfolio and focusing on e-commerce resistant retailers. The retail world was changing. I had grown up in the business since I was two years old; went to law school; worked at other real estate companies. My father and the board were confident that I could lead the company. My father was ready to handover the baton. (Employee communication?) We identified our core values and our “rules for victory.” With our new office, everything in the office, and operationally, is based on “transparency.” The office is all glass -- there’s nowhere to hide. We are referring to bilateral transparency. We have eight people on a “Culture Committee.” We have many external events, e.g., a quarterly “MVP” event. We are trying to find the right work-life balance.

Joey Agree: The most important advice I give to young people is to find a mentor. When you are considering a prospective job, think about who you will be reporting to. You want to attach yourself to somebody who wants to be a mentor. I had fantastic mentors: in high school sweeping work sites; in architecture print rooms; and in real estate companies. My father was my most important mentor. Also had John Rakolta Jr. as a mentor. Attach yourself to people are smarter than you; who have different experiences and perspectives; and who are willing to take you on. I was the kid they had to throw out of their office. I learned from others’ ideas and deployed them. As a mentee I would build trust by out working everyone. Some mentors, very few, do it out of the goodness of their heart. Most mentor relationships are bilateral -- both mentor and mentee benefit. Sweeping out a job site, arriving first at work, or asking people to teach me something, or taking them to breakfast -- I was always there to absorb as much as I could as quickly as I could. People are more willing to take you on when you approach things in that manner. It takes courage; you have to be vulnerable; you have to be willing. When I was sweeping out houses, the owner needed help cutting the checks, so when I was done sweeping I helped out, and freed up the superintendent and the owner. They saw the value, so they trusted me and were willing to teach me more. A lot of Millennials are looking to change jobs every year. We try to avoid that. (Active in the community.) Joey is on the board of the Isaac Agree Downtown Synagogue which was founded by his grandfather. His great-grandfather built shopping centers. My father was asked by his grandfather to “step up”. (Attracting top talent). Our most important assets are not 800 buildings -- it is our people. We’ve gone from 14 to 42 people in four years. We are adding 25% headcount each year. We have a full talent management system: recruiting, screening, hiring, coaching, mentoring, compensating, terminating, promoting. We have identified core competencies to align our organization. We like to teach and train people.

Mike LoGrasso and Ryan Marier with Landmark Financial Planning and Advisory. (How to attract and retain talent). We help with the design of compensation programs and stock options programs. We help executives to balance the risks, and manage taxes on income, estate, and wealth. We have software to help executives manage their stock options and cash flow, and buy-sell strategies. (How does Joey manage properties in 46 states?) We focus on the 30 best retailers in the country, like McDonald’s, Walmart, Home Depot, Costco, Sherwin-Williams, and Walgreens. They are e-commerce resistant and recession resistant. We have three external growth platforms: acquisitions, development, and partner capital solutions - leveraging our cost of capital. We have a very defined focus. We are smaller and more nimble than our competitors. This year we will have $625-$675 million in acquisitions; $25-$50 million in development; and 200 transactions. (How do Mike and Ryan help to attract and retain talent?). We have planning software and stock option software. We help the executive have a clear picture of what they own, and we run scenarios of taxes and wealth transfer.

The pros and cons of family control of a publicly held company like Ford Motor Company. Bill Ford Jr. demonstrated humility in bringing in a non-family CEO. The Three Best Family Business Tips: (1) Joey Agree is a strategic thinker and a strategic planner. (2) The importance of seeking out mentors. (3) Bilateral win-win relationships.

Jeff Rinke, vice president of Marketing and Development for Hungry Howie’s Pizza, and a Hungry Howie’s franchisee for over 30 years. Here with his son Ryan Rinke. Ryan grew up in the family business. He worked his way up to manager. He reentered the family business after working for two other restaurant chains after college. Jeff had a new location and needed help. Jeff: there are no free rides. Ryan had to invest his own money, so he’s personally vested in business success -- so he treats the business like his own. We purchased the store together and we are making it our own. Ryan showed employees that he is not afraid to get his hands dirty. Ryan “I always wanted to be a business partner with my dad.” (10:10)

Rob Elliot, executive vice president of Marketing for Hungry Howie’s Pizza. It is good to work in the franchise before you purchase a location. Jeff: I tried to talk Ryan out of entering the pizza business, many times. It’s long hours; seven days a week. Franchising is a great way to get into business: they’ve already made all the mistakes so you don’t have to; it’s structured; there’s a formula; you’re not learning it firsthand. It’s all thought out. We have online classes for franchisees and employees. (What does Hungry Howie’s look at when considering a franchisee?) We try to talk them out of it, because of the long hours. We want to see if they have the right DNA and personality. There are financial criteria. We have a “Validation Day” to review each candidate. We have personality profile testing. It is good to work at Hungry Howie’s location before considering a franchise. (11:13)

Branding: brands are something people recognize and trust, so they might give you a try and like your product. You have to fulfill the marketing promise with a quality product and service. You can build your brand within your community by being active with schools, sports teams, fundraising -- and then people will call you and place orders. At the corporate level we build the brand with broadcasts, billboards, sponsorships -- but you need to execute at the store level. Hungry Howie’s “Love, Hope and Pizza” Campaign has raised $2.5 for breast cancer over the past 10 years. (11:32)

Kathy Broock is the great granddaughter of Max Broock, who started a real estate firm in 1895. She’s has been the number one realtor in Michigan for nine consecutive years. She started answering phones at 12 years old. Her father instilled in her a strong work ethic. She was working in marketing and with another real estate firm before entering the family business. (One surprising piece of advice?) Don’t take your name for granted. Be humble. Be committed. Just because your name is on the sign doesn’t mean you’re capable. Working your way up gains the respect of your peers. Three best family business tips. (1) The next generation should work elsewhere first. Buy into the business. Fill a need in the business. Be humble. (2) A franchise is a great way to start a family business. (3) A brand can be recognized and trusted -- and then you need to fulfill the brand promise. (8:40)

Sal Cipriano is CEO of Better Made Snack Foods. (How do you succeed in competing?) Quality and taste. I joined the family business in 1978. (How did you become a leader?) I was born with the right parents! Family members start at the base level and work different jobs so they have a working knowledge of the business. We want to remain a family business. We bring all immediate family members together as part of the Board of Directors. All of the third generation have shares from their grandfather. We meet monthly for about two hours. The topics include: expansion, new machinery, what’s going on with the business, new products, bank loans, automation, etc. These are board topics, not family meeting or management meeting topics. In the first generation, they brought in an outside operations manager because the partners could not agree. The partners would tell the operations manager what they wanted. We use the same set up today: Sal is the CEO, and we have an outside president to minimize family tension.

Sean Cook is an attorney with Warner, Norcross and Judd. Observation regarding Better Made Snack Foods: the senior generation wanted to create a legacy business by giving shares to their grandchildren. (Might a family member become president?) Sal: “I doubt it.“ The outside president model works effectively for us because he can hold family members accountable. If members of a third generation have a problem, they can go to the president, not to Dad as the CEO.

How do you keep the peace with many shareholders? Every shareholder is on the board, so they feel heard. Board meetings and shareholder meetings are necessary for legal reasons.

Rick Vespa is with English Gardens. Rick: We have 14 shareholders, and 10 work in the business. We have outside board members on the board. When my father passed away, we needed to think through our leadership and operations structure. We hired a family business consultant who was very helpful.

Rick: you can focus on product, quality, service, etc. and work “in“ the business. This is different from focusing on structure and how to grow the business, which is working “on“ the business. We also use talented advisors and consultants: legal, financial, wealth management, banking, IT. We find them and trust them, and know that we have to pay them appropriately. The board provides oversight and critiques, and sometimes is hard on us: “You haven’t grown enough,“ “You haven’t looked at options,“ “ You haven’t moved from your comfort zone.“ On the board we have a business consultant, a marketing person and a financial person with expertise in acquisitions. We have shareholder meetings once a year and we have board meetings two to three times a year. The shareholders come in after the spring board meeting to discuss strategy. We bring in outside consultants with our shareholders group to do strategic visioning and the growth path. We have three third generation family members involved.

Three best family business tips from today's show: (1) Use of outsiders: they give an objective viewpoint. They can be an outside executive or outside board members. (2) Board of Directors meetings are about topics such as expanding the business, entering new markets, and new products. That’s the role of the board. (3) Use consultants for strategy, expansion, and leadership structure -- and family business consulting.

Joe Palazzolo is president of Detroit Spectrum Painters. (Business values?) We always provide value, service, and always with a smile -- regardless of the size of the project. We help them value engineer the project. We want to be your painting speed dial company -- one button away. My daughter Julia and son Andrew are in the business. Andrew started in the field, just like I started at the bottom. I joined my father-in-law‘s business. I went from the field, to foreman, to estimator, to superintendent, and now president. This way you have knowledge of what a project takes, and how to bid it, rather than needing to rely on others. (The best thing your family business has done to plan for the future of the company?) Plan for the resources we need, and so employees feel part of the organization. If you do your job and work hard you can advance, regardless of your last name. You need to use caution regarding hard work scaring away the next generation. You need to balance work, relationships, exercise, and entertainment. (9:57)

Mike LoGrasso and Ryan Marier with LandMark Financial Planning and Advisory. (Working for your father-in-law?) My wife helped so I could work longer hours and focus on growth. My wife Paula is part of the organization, and one daughter is not in the family business. (Equal versus equitable for the child who is not in the business?) Earning rights in the business takes precedence. The challenge of equal versus equitable can be sticky, but family discussions regarding this can build family glue. Communication is vital. An informal valuation of the family business is an approach which is easier and less expensive than a formal valuation. (9:46)

Mike LoGrasso and Ryan Marier with LandMark Financial Planning and Advisory: the family business is usually your largest asset, and the driving factor for long-term financial planning. A formal valuation of the business is expensive. We do an informal valuation estimate. We often do it annually for a family business. Factors in valuation: depreciated real estate; taking money out of the business; quality of the management team. You need a valuation when you have partners, so you can purchase adequate insurance in case of disability or death of a partner. Giovanni LaFata with LaFata Cabinets. We have high tech equipment, but still employ craftsmen cabinet makers. We teach values to the next generation: to treat employees as family. (11:30)

Eva Helminen and Dwight Helminen with Brighton Shades and Designs Designs Ltd. Quality, customer service, and attention to detail. Five of eight children work in the family business. We have customers for life. We establish good relationships with our customers. Customers come to us with challenges and we come up with creative solutions. Say your peace, and be kind, and everyone’s opinion is respected, but at the end of the day Mom and Dad are “always right” -- but really the customer is always right. Never bring arguments to the job site. Never leave the office with harsh feelings.

Jim Shaffer and Gina Shaffer-Jones are with Jim Shaffer and Associates Realtors. (Jim). I had a pain point when I was selling a lot of homes but the back office and paperwork were declining. I recruited my sister. (Gina). I was entering a new industry. I was initially hesitant because I was comfortable in my current job. Gina contributed organization and training. Jim is a visionary and I know systems and processes. We have a team of 32 people in the business. Jim and Gina schedule brother-sister work dates. They have complementary skills and defined roles: a visionary and an integrator. Their father had values which are extended in their business. We kept a united front in the community. We take care of each other. (What is your why?) (Gina) My "why" is to help Jim. And Jim's "why" is to take care of our people. People are more important than money. (9:53)

Britton Steele is the founder and CEO of the Provision Insurance Group. He provides insurance for homeowners. He also provides Errors and Omissions policies for Jim and other local real estate professionals. (If you had a billboard what would it say?) Have an advisor you can trust. Get a second opinion. Trust matters. You need to give the right advice even if it is not in your own interest. You need to tell people the truth. (9:42)

Britton Steele : the new auto insurance legislation will start in July, 2020. Each insurance company values the situation differently, so you need to shop different carriers. Provision can shop over 50 carriers.

Family Business Nation's Got Talent: Joe DeMaria, Jr., CEO of the DeMaria Building Company. We focus on our relationships with a client. We have rules for our company meetings: no politicking, no saying the same point over and over. (10:40)

Belfor Holdings was sold to private equity. It is important to know when to sell the family business. Harmony House had an offer to sell, but declined due to their commitment to their employees. Two years later the iPod came out destroyed their family business.

Elevator Pitch: Larry Malace, III with Malace HR. (9:45)

Steve, Jim and Mike Peterson are brothers who own 16 Hungry Howie's franchises. Steve set goals for himself in seventh grade: to always try his best, and to own a Hungry Howie's franchise. The brothers all have different roles that they are each better at. Mike is good at computers and technology. (Tell us about the best customer service your company has delivered.) We donated 500 large pizzas to families who needed food. (8:24)

Jennifer Jackson is the vice president of Development and Rob Elliott is the executive vice president of Marketing at Hungry Howie‘s. (What does Hungry Howie‘s do right from the franchisee's point?) Listening to the needs of the franchisees; focusing on price point; advertising and marketing; bulk purchasing. (Rob). We focus on profitable sales for all stores. Execution is worshiped. Marketing drives awareness and trial, but it is only as good as the execution in the store. It has to be a great product and friendly service. We have a great brand, defined by flavored crust. We have the best two words: hungry and flavored. We defend the “flavored“ brand. We have new flavors every quarter to create interest. We have limited time offers. (Jennifer). I determine if the market is viable for another location, and find the right location. (8:36)

Ask the Expert: “How to build the brand of your family business.“ (Rob). Brand differentiates. Every touch point: the pizza box, the interior of the store, typography, our flavored crust position. All these have to be unified and consistent as a brand. Employees represent the brand. Our culture, the “How we do it“ spirit with everything we do. (How do you get franchisees to deliver on the brand?) This is a challenge with minimum wage employees embracing the culture and making our product specifications. That’s execution. Everything matters. Doing it day in and day out.

Family Business Nation's Got Talent: Jason Grobbel is president of E.W. Grobbel Sons, Inc. We love what we do. We have a passion for it. It starts with a cultivation of employees. Our purpose is to keep everyone growing personally and professionally, and make corned beef on the side. I have a book entitled “Leading America Back to Work.“ We need to have a more noble mission. Every job is critically important. (9:49)

Ryan Filippis of Wright and Filippis. (10:04)

Cate Strumbos is a second generation owner of Alpha USA. Chuck Dardas is the non-family CEO. (Why do you have a non-family CEO?) We felt we needed a different skill set. None of the second generation worked that many years in the business. Chuck Dardas had experience with family owned businesses. The board members set policy and approve direction as proposed by the CEO. There are daily meetings with employees, and townhall’s with employees. We have 150 employees. Chuck walks the floor to communicate with employees.

Michael Grasso and Ryan Marier are with Landmark Financial Planning and Advisory. Mike: Alpha's insurance policies were not being well supervised, and that can create a tax liability. When the senior generation passes, the insurance can yield estate and tax benefits. Chuck: Mike and Ryan bring us great ideas. Ryan: we are using technology to help with financial planning, cash flow, and expenses. The role of life insurance and family business: you can reduce the impact of income and estate taxes. We offer long-term care insurance for selected Alpha employees.

(What can insurance do for the employees?) What do the owners want? We offer long-term care for key executives and their spouses. We offer software which aggregates all assets, analyzes cash flow, taxes, transition of wealth, forecasting, etc. We are looking for coordination gaps. We fulfill the business owners objectives. (Family Business Nation's Got Talent) Larry Lanzetta and Jim Lanzetta -- cousins and owners from Michigan Tile and Marble.

(News from Family Business Nation) Soave Enterprises acquisition. Meridian Health contributions to a health nonprofit. Wright and Filippis celebrate their 75th anniversary. (Elevator Pitch) Jesse Cory, CEO, 1X Run created a unique and very profitable business.

Charlie Beaupre is the fifth generation of Plum Brook Golf Club. This role requires patience and tolerance. Charlie’s father, Paul, died suddenly two years ago. He instilled the values and the knowledge. Charlie’s mother Mary has helped during the transition. Lessons from his father: he was good with people; he was a great listener; he knew how to deal with unhappy people; he taught me to take a deep breath. In this business you are at the mercy of the weather. You need to take the good with the bad. (Top Hat Question). (Tell us about the best thing your family business has done to plan for the future of the family.) Our commitment. We are in it for the long-haul -- every single day. (The future of golf?) We have a lot of repeat business.

Sean Cook with Warner, Norcross and Judd: Paul Beaupre would frequently ask me for legal guidance. He knew when to call. Paul made sure that Charlie and Andy knew the business, so Charlie could step in right into leadership. Having a small group of owners helped with the transition of ownership. Charlie: “I run everything by Sean.“ Sean and the account and also work together effectively. Sean: It is important for the attorney to be sensitive to family dynamics. Charlie: you should do estate planning early, at any age.

(Ask the Expert) (By-sell agreements: what are they?) Sean Cook: they are an agreement between owners regarding the process if an owner dies. The agreement must be “funded" with life insurance to pay out in case of death. By-sell agreements can also cover disputes. The heirs of a deceased owner can become your business partners. Valuation of the business: appraisers determine fair market value. (Elevator Pitch) Joe Schodowski, CEO of Shelving Inc. We are interior designers for warehouses. We create additional space. We “find space you never knew you had.“ The Pareto Principle, or the 80/20 Rule, says that 80% of your revenue comes from 20% of your inventory.

(News from Family Business Nation) Weingartz. Advance Plumbing and Heating. (Family Business Nation's Got Talent) Dominic Russo with Rocky Produce tells how he made an (unexpected) killing when selling asparagus.

The Ansara Restaurant Groups. (How do you position the next gens in the business?) You need to make sure that they are interested; always encourage them to follow their passion even if it is not in the restaurant business. Victor Jr. started at 12 years old as a busboy. He worked his way up. (What are the challenges of being the son of the boss?) You need to work hard to do the right thing. People assume you are entitled. I had to earn the respect of the employees. The three brothers started their own chain “Burgerz,“ and then “Twin Peaks.“ (The Top Hat segment question: Tell us the best thing your family business has done to plan for the future of the business?) Grooming the next generation and non-family management. Family members know they have to earn their positions.

Britton Steele, CEO of the ProVision Insurance Group. Cyber-liability coverage is important. We cover all family members of the Ansara Restaurant Group. Employment practices liability insurance is another important area. We offer an umbrella policy for high-end clients. You should do an annual review of your personal policies as well as business policies.(What makes a good professional service advisor?) They point out things you would not notice, for example, personal umbrella coverage. It gives you peace of mind when you know that an insurance professional is managing your coverage.

(Ask the Expert) (Why are auto insurance rates so high in Michigan and Detroit?) We have unlimited medical care associated with auto accidents. Our insurance company offers many options. (Elevator Pitch) Gabe Schuchman of Alrig USA: commercial real estate. They have over one million square feet. They make value-added acquisitions. Gabe's partner is his brother Michael. They started in 2010. Brothers as entrepreneurs: they grew up planning to be partners in business.

(Family Business Nation News) Carhartt. Bernard Financial Group. The Suburban Collection. Ford Motor Company. (Family Business Nation's Got Talent) John Kello is Founder/CEO of Matrix RX. Matrix Rx is a web-based marketplace for independent pharmacies, allowing them to purchase overstock items from each other.