by Eva Glassman | Aug 29, 2023 | Blog, Featured
By Teresa Carroll, CEO of Magnit; C200 Member since 2019.
The impending retirement of the baby boomer generation poses an intricate and multifaceted challenge to the labor market that businesses must acknowledge and use agility to navigate.
Offering insight from her 30+ years in the human capital industry, C200 member Teresa Carroll, CEO of Magnit and a prominent figure in the Workforce Management sector, explores the complexities of the current labor landscape in her recent article for Forbes. Emphasizing diversity and inclusion, Teresa provides a comprehensive analysis of the factors driving the talent crisis and offers strategies that businesses can adopt to navigate this current workforce disruption.
Read Teresa’s full article here.
by Eva Glassman | Aug 28, 2023 | Blog, Featured
Lynn Perenic is the President and CEO of Argent Tape & Label, specializing in manufacturing and distributing custom printed adhesive media and industrial tape products, and Argent International, a full-service custom die cutter and fabricator. Emerging as an entrepreneur from a background of teaching special ed, Lynn harnessed her fierce, can-do attitude to bring both companies significant growth and success. Outside of work, Lynn enjoys scuba diving with her husband in Key Largo, Florida and visiting art museums with her daughter. Lynn has been a C200 member since May 2023.
Eva Glassman: Can you please introduce yourself and tell me what you do?
Lynn Perenic: I’m the President and CEO of two companies, Argent Tape & Label and Argent International. The easiest way to explain what we are is “pressure-sensitive, adhesive solution providers,” or “tapes and shapes,” and we deal primarily in the automotive industry. For example, if you find that your car has a taillight that leaks, our guys will help you find a material and shape that will allow the moisture to dissipate.
My husband bought Tape & Label, the smaller company, as an investment. I had retired from my career as a special education teacher and I thought, “I think I can run this company.” When I bought it from him for a dollar in 2011, it was on the brink of disaster—the sales were a disaster, but if you flash-forward to today, we’re closing in the millions.
My husband started Argent International, the larger company, in 1979. He’s a classic entrepreneur—lots of ideas. If he tells you to do something, he expects you’ll do it. Meanwhile, for me, because of my teaching background, if I tell you to do something, it’s because I don’t think you’re going to do it! [laughs] I’m someone who circles back to things to make sure they get done.
When COVID hit, my husband didn’t want to run Argent International anymore, so he sold me 51% of the company. That’s where we are today; we’re growing the business and making it a healthy, strong, and sustainable one. I’m also proud to say that we have all female leadership at the top. Our COO, Quality Manager, and Controller are all strong and exceptional women. I feel that we’re going to new heights with this team because no one is a quitter here.
EG: I’m curious to know more about how you think your teaching background has informed your career as a businesswoman. What about teaching specifically do you think has helped your success, and what are some other things you believe have affected it?
LP: Teachers need a plan; at Argent International, while they were very successful, they never had a plan. I compared the attitude to the Chevy Chase movie National Lampoon’s Vacation—they were going to Walley World and didn’t have a map. When I first started at the company and brought all the managers in for an initial meeting, I actually played them the clip from that film when they finally get to Walley World and it’s closed. I told them, “I don’t want to get to Walley World and find out it’s closed! We need to have a plan.” I wanted to solidify some long- and short-term objectives. As a special ed teacher, you have to write individual plans for each kid because each one has different needs. That experience helped me understand what I needed to do for Argent International. I took classes, read books, and went to seminars to get me up to speed about running a business. Every May, I take a week to establish next year’s plans and to reflect on where we currently are. I was thrilled that each old manager—I call them the “OGs”—were able to adapt to my new expectations and come up with plans. All those things—having actual processes in place—helped make the company stronger.
EG: It’s remarkable that you were able to come in and change the ways of these older managers so effectively!
LP: I’m not the girl who waits by the car for help, and they know that. Now, they’ve seen the success of the smaller company, which I run with an open book management approach—the idea that business is run like a game. Everyone likes to play a game and win. There are three basic rules: you must know and teach the rules—i.e., business planning—and then you keep score. You keep score via your various metrics—KPIs, income statements—and then you share a stake in the outcome. I do that through gain sharing quarterly. Since 2012, when it became profitable, Tape & Label has not missed a gain share. Again, I had to beat this company on the chest to bring it back to life. The OGs all see that success and want a share in it.
EG: Did you have any female mentors or inspirations going up in your career? Who are they and what about them do you admire?
LP: There aren’t a lot of women in the automotive space, so I had to look outside for guidance. I’m a member of the Great Lakes Women’s Business Council, so there are a lot of very strong and successful women in that group that I look to. I have a good friend named Stormi Greener who’s an award-winning photojournalist. She’s gone on assignments in Iran, Pakistan, and many other countries, and seeing how she navigates a lot of the stereotypes about women in her profession is inspiring to me.
EG: It’s interesting that you’ve found inspiration in someone who has a totally different career path than you and took those lessons over into your own life and situation.
LP: One of my first experiences in this primarily male-dominated business, I walked into the office with a ponytail and heard a man down the sales aisle say, “So who’s the blonde ponytail coming in here?” When I turned around, it looked like a game of Whack-A-Mole; all the heads shot down into their cubicles. I later went out and bought a Barbie with a big blonde ponytail and stuck her on my desk. By the end of the year, one of the guys in the office made an acrylic ceiling for me to stick her fist into. That’s the kind of person I am!
EG: That’s so awesome. Perhaps related to that point, what does being a “woman in business” mean to you, and how do you apply that thinking to your work and life?
LP: My husband started the company from scratch; he was a one-man show, selling during the day and running parts at night. I feel pressure just to keep it successful; I don’t want to drop the baby, if that makes sense.
My ideas must work. I need to be able to see the entire playing field. As Wayne Gretzky once said, “Skate to where the puck is going, not where it has been.” This is how I have to think to win!
EG: What’s your idea of fun outside of work?
LP: We have a place in Key Largo that we go to in the winter where I love to fish and scuba dive. It’s a great escape from Michigan when we’re able to get down there. Since COVID brought in remote working, it’s been great to attend meetings and escape the winter all at once!
I also love to go to museums. My daughter was an art history major, so it’s always fun to go with her. She and I would go together as far back as when I pushed her in a stroller.
EG: What’s your advice to aspiring female entrepreneurs and corporate leaders as they advance their own careers?
LP: Don’t give up. Set goals for yourself. Sometimes it looks like you’re going to fail, but keep pushing forward. I have a sign outside my office that says, “If your dreams don’t scare you, they’re not big enough.”
In my early days of running the company, I became interested in the scarab. A scarab is a dung beetle, and what do dung beetles do? They push dung uphill. Backwards. That’s what I told my team members: just keep pushing.
EG: That’s a very strong image.
LP: Why was the dung beetle an important animal for the Egyptians? Inside the ball of dung is the larvae. To the Egyptians, that meant it was a renewal of life, so I was really interested in the image because, in a strange way, it’s so positive and forward-thinking.
EG: What are you most looking forward to as a new C200 member?
LP: I’m excited about meeting other women who are driven, who see something out there and want to go for it, who have ideas they’re willing to pursue, even if it scares them. I always love to hear new ideas because ideas from others sometimes spark something in you. I’m really looking forward to meeting all these women in San Diego for the Annual Conference in October!
by Eva Glassman | Aug 23, 2023 | Blog, Featured
Pictured: C200 Members Wanda Ferragamo and Nancy Peterson Hearn
By Tracy Guarino, CEO and Founder of Guarino Advisors, LLC; C200
Member since 2014
C200 Member Wanda Ferragamo was the heart and mind behind the Salvatore Ferragamo company and succeeded in turning the company into one of the most famous Italian fashion brands.
Wanda was one of the first female entrepreneurs of Italy. When her husband, Salvatore Ferragamo, passed away in 1960, Wanda found herself in a position of running the company with no prior experience and during a decade when the work environment in Italy was dominated by men.
As a tribute to Wanda and her lifetime of accomplishments and success, the “Women in Balance” exhibit at the Museo Salvatore Ferragamo is currently on display in Florence, Italy.
The first room of the exhibit is dedicated to her office in Piazza Santa Trinita, the square outside of the Florence museum. You will see portraits of Salvatore and Wanda and their six children, along with Wanda’s iconic “W” bag.
The main installation is a prototype of Palazzo Spini Feroni, the palace that houses the museum, headquarters, and the Ferragamo flagship store. It also features shoe prototypes from 1961 to 1963 created by Fiamma Ferragamo, Wanda and Salvatore’s eldest daughter, who took her father’s place after his passing as shoe designer at the age of 17.
This exhibit is on display in Florence until September 10th, 2023. If you are unable to view the exhibit in person, there is an option to reserve a private virtual tour with the museum curator.
View more information about the museum and tour here: https://museo.ferragamo.com/en.
by Eva Glassman | Aug 14, 2023 | Blog, Featured
Jill Campbell is the former President and Chief People & Operations Officer of Cox Enterprises, a private, family-owned company leading in the communications and automotive industries. She was one of the first female trailblazers on the operations side of the cable industry and is passionate about women’s rights both in and out of the workplace. Now retired, she sits on the board of the Art Farm of Serenbe, bringing the arts to the Serenbe community, and plans to do a lot of travelling into next year. She has been a member of C200 since March 2023.
EG: Could you please introduce yourself and describe what you do?
JC: I’m recently retired from a 40-year career at Cox Enterprises, which owns TelComm companies across the United States from California all the way to New England. We also owned the largest auto-auction company in the world called Manheim, as well as Autotrader and Kelley Blue Book, and Clean Tech—think leafy vegetables and solar panels—companies that will change the world and make our environment better.
I worked in the same company my whole life. It was cool to promote up and do so many different things for one company. I moved six times in ten years managing cable systems throughout the country and had different jobs at corporate offices over the years. And then I ended up running HR, which isn’t something I had ever thought about doing. It felt like I was working for a lot of different companies.
EG: What was your day-to-day like before you retired?
JC: I was in the HR world during the height of COVID, and so our jobs changed dramatically. Everything we thought we knew didn’t exist anymore. The first order of business was keeping people safe; we still had technicians out in the fields helping our customers, so it wasn’t like we could simply shut things down and have people not working. We had to decide what our protocol would be for our techs: Do we let them go in a home? Do we let them go outside? It was just a complete overhaul of how we did business.
Those who could work remotely didn’t come back for two-and-a-half years! Imagine managing a remote workforce where your culture is all relationship-based; ours was very much family-oriented. Having to look at new ways to do business was very difficult. Nevertheless, it was exciting for me because it was very operational. We had to come up with lots of processes and plans to put in place.
Other day-to-day that isn’t specific to the pandemic: As President of Cox Enterprises, I met often with the SVPs and VPs on what they were producing every day. It’s a lot of strategy, thinking about what’s going to happen in the next five years and putting together plans for that including mergers and acquisitions. We were buying a lot of sustainability companies, which prompts the decision of whether to integrate them into the company and how. It was really a varied job, and when there was an emergency in the middle of your day, you’d have to pivot your plans and deal with that. That’s what I loved most about my career. I could come in and something could totally derail my plans for that day.
EG: What do you believe was the biggest factor in your success?
JC: I entered the cable industry when there were no women on the operations side. Zero. I started in public affairs where I had a boss who saw something in me, told me to get an MBA and that I should get into operations because that’s how I would be successful. At the time, I was thinking, “That sounds horrid!” He kept pushing, and it was a gamechanger when I finally did go into operations. I really like managing people, and I think I was a good leader because they knew I had their best interest at heart, was honest, and wanted them to do well. Operations is about managing a lot of people, so that skillset was super important.
Another thing beneficial to me was being able to stay in a company which was family-run and privately held, so there were more opportunities for me there than at a publicly held company. The people there raised me through the company, so they were willing to take risks on me that another company wouldn’t have. That, combined with good hard work, doing things other people didn’t want to do, and showing my commitment to the company—I think all those things led me continuing to be promoted.
EG: What’s it like now?
JC: I’m trying to do a lot more me time. I’ll go for a walk with a friend in the mornings, then I might workout, go to the pool, or read a book. I sit on a public board, Georgia Power, which keeps the business wheels turning. I’m also on a nonprofit board called The Art Farm at Serenbe, which is the little, funky wellness community I live in. We bring the arts into the community, everything from theater to dance to music. That’s been fun to be involved with and helps me get to know more of my neighbors.
I also love to travel! We’re going all over the place: Rwanda in September, a couple of wine countries in October and November—because you must throw those in—Egypt in December with the whole family, Finland in March, and Tahiti in June. I’m making up for some lost time! I have fewer years ahead of me than I do behind me, so I’m going to do what I want to do, make the most of them, and just enjoy myself.
EG: Who were your women mentors going up in your career? Who are the women who inspired you?
JC: In the business, all my mentors were men because when you looked up the corporate ladder, that’s all there was. I had a lot of great peer mentors who would tell me if they thought I was messing up, but again, when I looked up, I didn’t see anyone who looked like me. However, I was super lucky to have men who championed me, gave me really good feedback, and took chances on me.
Because of my experience going up the ranks, when I got into positions of power, I wanted to be a huge champion of women. I was very involved with Women in Cable, which is an organization that supports women and their advancement in the cable industry. I looked at equality in pay and positions, and I’m proud of the work that we did when I was on the board there. When I started to get up in my career, there were women that ran programming channels or at the EVP level who I could look up to.
I would get a lot of feedback on how to be a woman in the cable industry. Cable people cuss a lot, so I was doing a lot of that, but I was told that it was “not becoming of a young woman.” I was like, “Are you kidding me?” Men would say, “People are watching you,” and I would ask, “Well, aren’t they watching you?” Their answer was: “It’s just different.” I don’t disagree with that reality, but it’s how you handle those situations and how you give feedback that matters. It would have had a much different impact on me had it been approached differently; instead, I thought: “You’re just saying that to me because I’m a female.” I got a lot of those messages along the way, and now that I am mentoring and leading other women, I don’t treat them that way. The cable industry was a very interesting place to be at the time I started. It was rough.
EG: You’ve clearly been reflecting on your career journey and how you’ve risen in the ranks of your company. So, what does being a “woman in business” mean to you and how did you apply that thinking to your work as a corporate leader?
JC: They always say women work twice as hard to be where they are as men, and I think that’s true. In my experience, I was determined to show that I could do my job just like the guys. I didn’t want anyone to be able to say, “See, women can’t do it because they have kids” or something like that. When one of my kids had a baseball game or something like that, I was afraid to leave work for that. What was important to me as I got higher in the organization was that it’s okay to be a full person. You don’t have to hide the fact that you have a kid who has a baseball game. We trust you; we know you’re doing your job—go to the baseball game! I wanted to show that women are still women; they don’t have to act like men to be respected in the workplace. That took a long time for me to understand myself and emphasize to others.
A colleague once told me, “When I first met you, you were wearing such a cute dress and stilettos, and in the business meeting, you were so smart and dynamic.” I’m so happy that I was at a company like Cox because I could be me and still be respected and treated like an equal. I had never thought about people looking up and saying, “Look, she’s President now and she’s still herself, a woman, and representing femininity at the same time that she’s running this business.” That was the coolest thing that I’ve ever heard, and I’m proud that I could do that for myself and for others, because I wanted anyone—not just women—to come into the workplace, feel safe, and feel like they can be themselves. It’s the little things that you say and do that makes the difference down in the ranks. You must walk the talk, and if you don’t, people see through that. You must be strong in your convictions about creating and maintaining a culture where people feel like they can be themselves in the company.
EG: I think that is so important. For women, it’s more than just wanting to be a part of a space that men dominate. It’s about wanting to be respected in that space as who you are, because if you’re just assimilating to the status quo, what’s tolerable, what trails are you really blazing? What’s the point?
JC: It saddens me that there are still companies that discourage inclusivity. When I hear women talk about how they’re treated in their businesses, I think, “Why is this still happening?” A lot of women still say, “I really do feel like there’s a different standard for us.” Another thing women say to me is, “How did you balance it all? I’m not even sure I’m going to have kids because I don’t want that to hold me back.” Don’t make that decision! Find the right company, be an entrepreneur, or most importantly, find a supportive life partner who truly sees you as an equal. A partner that doesn’t want to be equal with you or for you to be more successful than them is another way that women’s careers are stifled.
EG: What’s your advice to aspiring female entrepreneurs and corporate leaders to advance their own careers?
JC: Don’t be afraid. Don’t fill your head with all the negatives; lots of people are doing that for you already. You’ve got to be super positive and surround yourself with good people who will also support your vision. I got great advice early on to get a “personal board of directors.” First, find people in your personal life—a friend, a mother—for moral support. Then, find some high-powered executives—it could be a friend of your parents—and an entrepreneur who’s made it and is willing to mentor you. Surrounding yourself with other like-minded women who you can learn from is important. Don’t be isolated. I believe feedback is a huge gift, so it’s good to hear it from a supportive place and not just when you’re messing up. Get all the feedback and information that you can from anyone who’s willing to talk to you. That’s really it; listening and being open is so important.
EG: What are you most excited about as a new C200 member?
JC: The thing that attracted me to C200 is all the amazing women. I get very energized being around powerful, successful, kind, and philanthropic women. When I went to the conference in Atlanta, I was starstruck being among all these women—presidents of corporations, senators, written 29 books—whereas I felt like, “Well, I’ve just been working at the same company for 40 years.” It was very humbling—and inspiring! All of them were so willing to help with anything that I was interested in, sharing their stories, wanting to connect. That’s what I’m excited about: all the different women in different industries. I spent a lot of time in the same industry, so meeting people who are entrepreneurs in different kinds of companies is really cool, and I look forward to doing much more connecting!
by Eva Glassman | Jul 31, 2023 | Blog, Featured
Paula Gamer is President and CEO of Gamer Packaging, a privately-held and family-run business she runs with her husband (Chairman and Chief Strategy Officer) and son (sales). Their clients range from food and beverage, pharmaceutical, and consumer goods. Paula is passionate about empowering women in sales, especially mothers who left their jobs to raise their children and looking to rejoin the workforce. Paula has three children with her husband and enjoys spending time at her lake house in Northern Minnesota. Paula has been a C200 member since May 2023.
Eva Glassman: Could you please introduce yourself and describe what you do?
Paula Gamer: I’m the President and CEO of Gamer Packaging, a packaging distribution company serving primarily the food & beverage and personal care industries. Think of going to Target—any product you see on the shelf could be packaging that we provided.
My father-in-law started the business 37 years ago, and then my husband and I ran it together. My husband is semi-retired, so I’ve taken over the active role of President and CEO. I’m shifting my focus more and more to the company’s long-term strategy and less on the day-to-day responsibilities, which is sometimes difficult because I can easily be pulled into the latter.
EG: When you say “long-term strategy” and “day-to-day responsibilities,” what do you mean by that, and what precisely do you want to shift your focus to?
PG: Some of the day-to-day tasks entail helping to resolve customer collections issues and financing programs, assisting managers with potential HR issues and recruiting, supplier and customer meetings, and attending trade shows.
As for longer-term strategy, I think about policies and procedures in the 2–3-year outlook. For example, remote work policies, building leases, compensation programs, and IT strategy.
Even longer-term, I’m looking at succession planning for the company, how to grow and where to invest.
EG: I’m curious to know more about your career journey. What do you believe is the most significant factor in your success and where you are now in your career?
PG: A key to my success was luckily knowing from early on in my childhood what I wanted to do and having a great role model. I always knew I wanted to be in sales like my mother—she was a terrific salesperson. Right out of college, I started selling computers, which I did for about ten years. Then, I got married when I was 30 and had two kids while my husband worked for his father at Gamer Packaging.
What was always interesting to me was is if our nanny called in sick from work, my husband would look at me as if it was my responsibility to find alternative childcare. Not only was I working full-time, but I was also in charge of running the house. I’d say, “Oh jeez, now I have to cancel all my meetings or scramble to find someone to watch the kids.”
I also had to travel for my job, which became increasingly difficult with two kids. That’s when we decided I would leave the workforce and concentrate on raising our children. During that time, I had my third child. Fortunately, I could still serve in an advisory role or board position at Gamer Packaging, so I was still involved but wasn’t going into the office or even on the payroll at that point. Because I had been in business—and because I loved it—I was still able to lend my two cents from a board position, which I really enjoyed.
Then, when our kids got older, I realized how much I missed working; it wasn’t fulfilling just to raise children for me. Luckily, we had this family business, and I was able to step right back into the business world and add value because I knew everything about the company and had ten years of business experience on my own. Most women who leave the workforce to have children do not have that opportunity. That’s something I’m passionate about; if we have someone apply to work for us that left the workforce or has a significant gap in their resume, I’m really forgiving of that. So many women have so much to offer, and if they leave the workforce to raise children for a period of time, it’s tough for them to step back in. I was lucky that I had an easy transition back to work. Maybe someday, when you have children, you’ll face this, and I hope someone gives you a chance if you leave and want to reenter the workforce.
EG: I think about that a lot. The bureaucratic consequences of having children are so unfair for women, yet it’s so common.
PG: At this point, women must try to make little changes in their own sphere of influence. That’s what I try to do. I’ll hire a 50-year-old woman re-entering the workforce in a heartbeat.
EG: Along your career journey, were there any women who were mentors to you? If so, who were they? Who are the women who have inspired you over the years, and why?
PG: That would have to be my mother. As I said, she always worked full-time and had a very successful career. My dad retired after a heart attack at 55, but my mother continued to work until 65 and was actually the primary breadwinner. She was just a terrific salesperson. She always said she liked to hire women salespeople because men would get a big sale, celebrate, and say, “I’m going to take a couple of days off,” but she found that women would get a big sale and immediately say, “Let’s go get the next one.” I’ve seen this same drive in women salespeople as well. My mother was outrageously successful and always encouraged me. I could count on her for great advice when I started working and was fortunate to have my mother around for a good part of my career.
Now, I take inspiration from my female employees, from people younger than me! I see them trying to juggle everything, and it’s just so inspirational to me.
EG: That is so important. We can learn from our elders, but we can also learn from the people younger than us because, like each generation, they go through things unique to their generation that anyone can learn from. For example, I think about babies right now and children growing up in the age of a pandemic. I’m curious to see how they continue growing up and what perspective they’ll offer us years later. I believe everyone can learn something from all ages.
PG: Absolutely.
EG: What does being a “woman in business” mean to you, and how do you apply that thinking to your work as an entrepreneur?
PG: I feel a responsibility to be a mentor. Even though there are more and more female CEOs every day, there’s still not that many of us. I feel a responsibility to make sure I’m showing up. I try to be careful about what I say and how I say it; I know people are watching me, especially women. I really try to be “on” but also not be too overboard about it. I’m not perfect and I want people to know you don’t need to have all the answers to be successful. I try to walk the fine line of being a mentor and not trying to come off as perfect. I try to show people that we’re all human beings and it’s okay to make mistakes.
Over the years, I’ve also learned not to be intimidated by my male counterparts. I’m in a very male-dominated industry and can think of very few female CEOs in packaging, but I’m not intimidated by that anymore. I guess I’ve become more comfortable in my role; confidence has come with age!
EG: You have to go into certain situations with that mindset. Even if you don’t fully believe it, you have to convince yourself in that moment because it shows in how you carry yourself.
PG: You must own it and wear it.
EG: Outside of work, what do you like to do for fun?
PG: I’m up at our lake home in Northern Minnesota right now, which is a fun place for us. I spend as much time as I can up here. I love being with my kids; I have three adult children, and two of the three just got engaged so I will be planning some weddings over the next year! I also like to travel. Overall, being with my family is the most fun for me.
Life has gotten simpler for me over the years. While still loving to travel, how we travel has changed. For example, if we go to Europe, I don’t feel the need to see every possible church or museum anymore; now, I’m okay with looking at a few and then lying by a beach and taking it a bit easier.
EG: What would be your advice to aspiring female entrepreneurs and corporate leaders to advance their careers?
PG: Try to find a mentor. It’s not always easy, but it’s great if you can find a female mentor. However, a male mentor works too! I’m still in contact with my first boss; I’ve known him for 40 years. Learning from a man helps you understand their attitudes about women in the workplace. For me, having a male mentor was very interesting.
What’s important is finding a mentor you can bounce ideas off of and not being afraid to ask questions or make mistakes. Only one in ten things will probably work out for you, so the faster you get through those nine to get to the tenth, the better.
EG: That advice reminds me of what you said earlier about walking a fine line to be “perfect” but not looking like you’re trying too hard. I think that’s something women especially have to reconcile with because there is a lot of pressure for women to represent themselves well in male-dominated fields. That pressure comes with feeling as though you have to be perfect and nail it every single time, but that’s unrealistic and is another unfair standard women in business constantly face.
PG: Yes, agreed!
EG: Finally, what are you most excited about as a new C200 member?
PG: I’m most excited about being able to give back; I’ve been looking at getting involved with the Protégé Program. I’m also interested in joining the Family Business Council because I run a family business, and those in the same boat know it’s a whole different dynamic. I’m incredibly excited to connect with the other C200 members in family businesses to learn more about how to navigate the issues unique to us.
