In this episode of The Third Layer, host Marshall speaks with Ben Etherington, a seventh-generation leader of Nathan Trotter & Co., North America's largest manufacturer of tin and solder and one of the longest-running continuously operating businesses in the United States. Ben shares the profound responsibility and unique dynamics of leading a historic enterprise deeply rooted in foundational Quaker values of honesty, modesty, and family. The conversation explores the evolution of the company, from its 1789 founding to modernizing operations through value-add manufacturing and the strategic construction of North America's only primary tin smelter.

Ben delves into the complexities of a "five-headed monster" leadership model, shared equally between five partners across two different families. He emphasizes the absolute necessity of trust, consensus, and shared vision to make this structure work. He also candidly discusses the intrinsic pressures of inheriting a legacy. Namely, the drive to "not screw it up", and the delicate balance of preserving a strong family culture while driving necessary growth and evolution. For family business leaders, Ben's insights provide a compelling look into leveraging foundational values, strategic adaptability, and deep-rooted trust to fuel long-term performance.

Key Themes:

Multigenerational Leadership & Shared Authority

Cultural Preservation vs. Business Evolution

Building Trust as a Core Asset

Acquisition Dynamics in Family Businesses

Strategic Adaptability

Leading by Example

Timestamps:

00:02 - Introduction of Ben and Nathan Trotter & Co.

00:56 - Company overview: non-ferrous metals, plants, and products

02:30 - Founding story: Nathan Trotter established in 1789 in Philadelphia

03:04 - Quaker roots and their influence on business values

08:38 - Adaptability as a key to longevity: factoring, tariff response, world wars

11:44 - Seventh generation ownership and the Morris family partnership

12:42 - Grandfather's role and how Ben's father took over the business

16:03 - Ben's father's prerequisites for joining: exit plan, manufacturing, new energy

21:44 - Ben's background: Conestoga High School, University of Vermont, MBA at Denver, Accenture

23:19 - Decision to leave Accenture and join Nathan Trotter with brother Luke

28:10 - Five-partner leadership structure and how decisions get made

39:02 - Post-COVID tin shortage and the Department of Defense smelter grant

44:05 - Transformational impact of the Virginia smelter on the business

46:12 - Ben's leadership style: leading by example over rah-rah energy

51:19 - Legacy: making the right decisions daily and letting it shape itself

Additional Resources:

Visit the Nathan Trotter Website

Reach out to Ben here: ben@nathantrotter.com

Connect with Marshall on LinkedIn

Follow PeopleForward Network on LinkedIn

Learn more about PeopleForward Network

Cameron Young, a fourth-generation leader at Behler Young, shares lessons on resilience, leadership, and culture behind his family's nearly 100-year-old HVAC distribution business. He reflects on how strong family dynamics, adaptability, and a commitment to integrity have sustained long-term success. Cameron also opens up about overcoming a life-changing spinal cord injury in college, drawing parallels to his father's leadership during the 2008 financial crisis.

His story highlights the importance of vulnerability, intentional succession planning, and shifting from individual dependency to building empowered teams. He emphasizes keeping founding stories relevant for today's workforce and investing in internal culture through leadership development, community involvement, and shared values, creating an environment where people perform at their best and drive lasting business growth.

Key Themes

Generational Resilience and Adaptability

Vulnerable Leadership

Modernizing the Legacy

Intentional Succession Development

Culture as a Performance Driver

Timestamps:

02:32 - Company growth and branch network expansion across Michigan

05:00 - Third generation, Doug Young, joins and leads the business

08:10 - Culture, honesty, and integrity as keys to 100-year longevity

12:27 - Spinal cord injury while studying abroad in Spain

15:21 - Mindset and recovery after the injury

21:50 - Great Recession impact on the business and parallel family hardships

25:32 - Resilience lessons from navigating both crises simultaneously

29:51 - Career at Steelcase and transition into the workforce post-injury

33:21 - Management training program and roles within Behler Young

36:04 - Behler Young MBA leadership development program for the fourth generation

42:33 - Community giving through the BY Cares program

52:52 - Cameron's personal legacy and what he hopes to model for others

Additional Resources:

Connect with Cameron on LinkedIn: https://www.linkedin.com/in/cameron-young-94ba6612/

Connect with Marshall on LinkedIn: https://www.linkedin.com/in/marshall-lockton-26369a1/

Follow PeopleForward Network on LinkedIn: https://www.linkedin.com/company/peopleforward-network/posts/?feedView=all

Learn more about PeopleForward Network: https://peopleforwardnetwork.com/

In this episode, Jeff Oddo shares the journey of transforming his family's janitorial business into a nationwide franchise powerhouse. From early leadership failures and emotional burnout to rediscovering purpose through significance and servant leadership, Jeff reveals how vision, values, and vulnerability fueled massive growth. Learn how City Wide grew from one company to over 100 franchises, all rooted in culture, clarity, and the ripple effect.

Additional Resources:

Jeff Oddo, President/CEO at City Wide Facility Solutions: https://www.linkedin.com/in/jeffoddo/

Connect with Marshall on LinkedIn

Follow PeopleForward Network on LinkedIn

Learn more about PeopleForward Network

Key Takeaways:

• True fulfillment in leadership comes from making a meaningful impact, not just financial gain.
• Jeff's early management mistakes taught him the value of humility, mentorship, and people-first leadership.
• Shifting from doing to teaching allowed Jeff to scale his business and serve more people through a replicable model.
• Clear processes and training manuals not only enabled growth, but also freed Jeff from micromanagement.
• Every franchisee is vetted on mission, vision, and values, because shared beliefs are the foundation of sustainable success.