When I went into business school at Indiana University and then joined Price Waterhouse upon graduation, 我从没想过要在巴里-威米勒工作.
It wasn’t until my father asked me to join him as “someone he could trust” in 1969 when the company was a struggling $20 million in revenue machinery company.
类似的, 我的儿子, 凯尔·查普曼, 谁现在是巴里-威米勒的总裁, 他选择了商科教育，毕业后加入了美国银行.
最近, Kyle had the opportunity to share his perspective on his sense of stewardship of the legacy of his grandfather and father on the Family Business Audiocast. 你可以通过下面的链接收听 苹果播客, Spotify, 听得见的 or iHeart广播.
Kyle joined Barry-Wehmiller following his rich experience at Bank of America about 15 years ago to lead BW Forsyth Partners这是一种“混合股权模式”，将进一步增强BW业务组合.
Chet Walker –- Kyle’s senior leader at Bank of America Capital Investors who had joined the BW Board of Directors-– developed an idea with Kyle and me to launch this new part of Barry-Wehmiller. This “hybrid equity model” would blend the best of Kyle’s private equity experience and his unique value-creation strategies with an intention for long-term investment. 除了, it would be a unique blend of my experience and Kyle’s that would provide an enhanced business model of disciplined strategic investing and profound care for all stakeholders.
在成功地将BW Forsyth Partners打造为一家价值8亿美元的集团后， Barry-Wehmiller’s Board of Directors invited Kyle to step into a closer partnership with me as President of Barry-Wehmiller, 而我保留了首席执行官和董事长的角色.
The combination of Barry-Wehmiller’ s growth and BW Forsyth Partners has taken the $1 billion organization when Kyle joined BW to a $3.6 Billion global organization today with BW Forsyth further enhancing our balance of products, 市场与客户.
在接受《外围十大菠菜app》采访时, Kyle谈到了他的领导历程和他对Barry-Wehmiller未来的看法. 我鼓励你们倾听，但我想分享一些具体的见解.
关于他职业生涯的开始:
在St长大. Louis — a wonderful city to live in and run an organization in — went to the University of Virginia, 学习金融, got 正确的 into private equity on the East Coast and Bank of America's captive private equity arm, 美国银行资本投资者.
When you think about the background and some experiences we've had that positioned me for where I am today, 就是你在私募股权中看到的节奏和多样性, 这是一条难以置信的陡峭学习曲线, 你会看到不同的商业模式, 各种各样的事情……
这样做了好几年吗, and then decided that I wanted to get out of (being) behind just the strategy and Excel spreadsheets, 并开始运营一家私募股权公司收购的公司, 我真的开始把, 种, 遇到困难, 试着制定策略, 制定收购计划, 开始在保险服务业务中建立区域. And then, that led me to, 15 years ago, coming back to Barry-Wehmiller to start BW Forsyth Partners...
还记得, Barry-Wehmiller grew from about $20 million in 1987 to about a billion at the time we started this. And we just found that we have operating skill sets, we have cultural skill sets, we have M&一套技能. 外围十大菠菜app想让世界更多的人了解外围十大菠菜app的文化.
那么，外围十大菠菜app该怎么做呢?
外围十大菠菜app可以让别人听外围十大菠菜app的, 外围十大菠菜app可以做很多事情, but going out and building great businesses with our cultural initiative as one of the critical value points was the best way to build followership and the best way to expose both our business model thinking and our cultural initiatives to more of the world.
所以, 当外围十大菠菜app推出它时，这不仅仅是一个多样化的点, 同时也是一种文化平台，外围十大菠菜app可以向你展示你可以购买企业, 不要使用高杠杆, 回到老式的经营价值创造, and do something great over the long term without having to sell it or chase IRRs (Internal Rate of Return) and things like that.
On his vision for Barry-Wehmiller and its future and his responsibility as President of the company:
我担任Barry-Wehmiller的总裁已经四年了, 然后引出这一点, 我是临时CFO, 在那之前, 在做混合股权投资时，我是我父亲的财务顾问. 外围十大菠菜app看到了这些美妙的东西, 正是这些因素让外围十大菠菜app的组织走到了今天. And one of the most important things was our culture, our dedication to Truly Human 领导…
所以, 有一件事, 四年前, 我说的是永远不会改变，事实上, 我把它放在办公室墙外的一个大显示器上——这就是外围十大菠菜app的“为什么”. 外围十大菠菜app衡量成功的标准是外围十大菠菜app对人们生活的影响. 这是外围十大菠菜app做出所有决定的视角. 这就是08/ 09年金融危机期间外围十大菠菜app的业务受到冲击时所激发的动力, 但不像其他人那么受欢迎.
And we came together as a family and preserved jobs and everything and came out of it stronger. 所以, 这种文化基础无法改变, 不会改变, 这真的有点, 我认为, 我该如何向前发展, 正确的? 外围十大菠菜app需要做一些不同的事情……
你知道，外围十大菠菜app已经完成了大约130次收购. 外围十大菠菜app做得很好. But our next phase of growth is going to need a more complete play pattern and my goal is to show that we measure success by the way we touch the lives of people, but (also) to show that we can have people and performance in total harmony and not one in sacrifice of the other.
如果我能证明的话, 如果外围十大菠菜app能吸引, 保留, 培养世界上最优秀的人才, 如果外围十大菠菜app能创新, 如果外围十大菠菜app能培养活跃的客户关系, 如果外围十大菠菜app能继续做M&A, 所有这些事情的结果, 外围十大菠菜app的财务表现在前四分之一, 等分, 人们不仅会读我爸爸的书, 他们会像研究通用电气一样研究它, like they do Danaher… and they'll show that you can perform with excellence and you can care for people at the same time.
顺便说一下, 这是领导组织的唯一方法, 不只是这个死气沉沉的小家族公司做的事. 所以, 当我想到我要做的事情时, 只是为了确保我父亲的遗产能延续几十年. 比他在世的时间晚了几十年.
正如我在 每个人都很重要许多年前，我和一小队人共进晚餐. 在谈话的间歇, Brian Wellinghoff，他现在是外围十大菠菜app的外联主任, 但当时，一位新入职的团队成员——他的问题让我大吃一惊, “你最大的恐惧是什么, 鲍勃?”
我不是那种想太多这种事的人, 但我对布莱恩说, “My greatest concern is that we have been blessed with a vision of leadership where our focus is on sending people home fulfilled and that this culture of care would die with me.”
We needed to create a way for our leadership approach to live on and continue to evolve beyond my time. 这么多年来, we’ve made a great effort to institutionalize our culture through our leadership training in Barry-Wehmiller University and setting 领导 Expectations and Commitments throughout the organization.
外围十大菠菜app经常在Barry-Wehmiller的领导会议上重复这句话, “把外围十大菠菜app带到这里的东西不会把外围十大菠菜app带到那里.“外围十大菠菜app必须始终保持不断改进的精神, 不仅仅是操作, 但同样，外围十大菠菜app的文化关心那些外围十大菠菜app有幸领导的人.
当你真正关心你的人, you not only need to give them an environment where they feel like they matter -- where their gifts and talents can thrive -- you also have to make sure their livelihoods are safe and secure with a well-designed business model.
我的领导之旅和凯尔的领导之旅截然不同. And that creates a powerful combination of experiences to give those in our care a grounded sense of hope for the future while proving that you can create economic and human value in harmony.
I’m proud that Kyle has embraced a strong commitment to our values and a desire to show the world that business can be a powerful force for good if we have the skills and courage to care for those in our span of care.
我对未来充满信心和兴奋. 外围十大菠菜app将继续努力建设一个更美好的世界.