ILMA Compoundings - May 2019 - 35

"We've established a strong culture here.
We have an open-door policy, and if staff
need to leave to go to their kids' activities,
it's a very trusting give-and-take culture."
Jarrett Flegel, president and chief operating officer,
BOSS Lubricants
Jarrett admits that when he and his
family are together outside of the office,
it's a challenge to not talk about work.
"We try to separate the business from
the personal life and, more often than
not, we seem to do it, but we do find
ourselves talking about the business
wherever we are eventually," he said.
In 2006, Jarrett finished a higher
education program at Queens University and started transitioning into the
role of president, with Murray lessening
his role. "It can be hard sometimes,
but luckily we've been able to make it
with not too many pictures coming off
the walls here," Jarrett said. "Back in
the day when the company was much
smaller, there wasn't much debate with
him holding the hammer, but as I've
grown more in the business, there have
been some heated discussions."
Being from a different generation,
Jarrett obviously has some different
ideas on ways to do things. His father
thought some of those ideas were
questionable. To help, the company
has an advisory board comprising other
independent owners and friends who
can weigh in and add another voice.
Although the transition has been
relatively smooth, Jarrett has heard
tales from others in the lubricant
industry who have not found success
in family succession. He believes the
key is to have things laid out ahead of
time. "No one likes surprises," Jarrett
said. "What happens is they don't lay
out that blueprint of what happens
when - when father passes or

something happens - and who gets to
do what. I think the founders leave it to
the will, and people assume things that
might not come to fruition with the
future plan of the business. You want
everyone to be well-versed on what the
succession plan looks like."
Greg Julian, president of Bensalem,
Pennsylvania-based Advanced Lubrication Specialties, notes that the company
was started in 1984 by his father and
a former colleague, primarily concentrating on the automotive industry,
supplying industrial products to some
large plants in upstate New York.
After 11 years, the company was
getting some pressure about statistical
process control, and Greg, an engineer
by trade, was asked to come on board
to help. Soon after, he and his brother
Grant bought his father's partner out.
"I quickly realized that if I wanted
a future here, we needed to have a
plant, as opposed to having these folks
manufacture, so in 1995 we purchased
a building and put some tanks in,
and [we] started blending our own
products in 1997," Greg said. "We
eventually bought a second building
and a third, and right now we're one
of the largest independent blenders
east of the Mississippi, blending and
packaging motor oils, industrial oils
and metalworking fluids."
When his dad had to take care of
some family issues with his own parents,
Greg took over the day-to-day responsibilities of leadership. He has served as
Advanced Lubrication's president since

1999. "It was an easy transition. We
think alike but also can challenge each
other," he said. "My father basically let
me do what we needed to do, unless
he thought something was questionable. For the most part, most of those
decisions have been correct."
Greg believes that one of the reasons
that the family succession has worked
in the company is that both he and his
brother went out on their own for a
period of time. "What's critical about
that is you understand structures
of companies, reporting functions,
and you get a feel for corporate life,"
he said. "If you grow up in a family
business your whole life, you don't
know how the rest of the world works,
and [that] makes it difficult to interact
with other businesses."
He also suggests coming up with a
reporting function early on, and not
leaving things up in the air because,
ultimately, someone is going to need
to make the final decision. "It's key to
have a clear understanding of what the
reporting rules are, and with that may
come some disagreements," he said.
"You don't want to have confusion
among people as to who is in charge
and create problems."
Often, one of the hardest parts of
being involved in a family business is
keeping the family life separate from
the business, but the Julians were mindful of keeping shop talk away from the
family gatherings and have done a good
job of detaching the two. Both Greg
and Grant have two children each, and

35



ILMA Compoundings - May 2019

Table of Contents for the Digital Edition of ILMA Compoundings - May 2019

LETTER FROM THE CEO
INSIDE ILMA
WHAT’S COMING UP
INDUSTRY RUNDOWN
TRADE ISSUES, TARIFFS CREATE CONCERNS FOR MANUFACTURERS
EMBRACING THE RAINBOW
THE FATE OF THE FAMILY TREE
BUSINESS HUB
COUNSEL COMPOUND
WASHINGTON LANDSCAPE
IN NETWORK
ILMA Compoundings - May 2019 - Cover1
ILMA Compoundings - May 2019 - Cover2
ILMA Compoundings - May 2019 - 1
ILMA Compoundings - May 2019 - 2
ILMA Compoundings - May 2019 - LETTER FROM THE CEO
ILMA Compoundings - May 2019 - INSIDE ILMA
ILMA Compoundings - May 2019 - 5
ILMA Compoundings - May 2019 - 6
ILMA Compoundings - May 2019 - 7
ILMA Compoundings - May 2019 - 8
ILMA Compoundings - May 2019 - 9
ILMA Compoundings - May 2019 - WHAT’S COMING UP
ILMA Compoundings - May 2019 - 11
ILMA Compoundings - May 2019 - INDUSTRY RUNDOWN
ILMA Compoundings - May 2019 - 13
ILMA Compoundings - May 2019 - 14
ILMA Compoundings - May 2019 - 15
ILMA Compoundings - May 2019 - 16
ILMA Compoundings - May 2019 - 17
ILMA Compoundings - May 2019 - 18
ILMA Compoundings - May 2019 - 19
ILMA Compoundings - May 2019 - 20
ILMA Compoundings - May 2019 - 21
ILMA Compoundings - May 2019 - TRADE ISSUES, TARIFFS CREATE CONCERNS FOR MANUFACTURERS
ILMA Compoundings - May 2019 - 23
ILMA Compoundings - May 2019 - 24
ILMA Compoundings - May 2019 - 25
ILMA Compoundings - May 2019 - 26
ILMA Compoundings - May 2019 - 27
ILMA Compoundings - May 2019 - EMBRACING THE RAINBOW
ILMA Compoundings - May 2019 - 29
ILMA Compoundings - May 2019 - 30
ILMA Compoundings - May 2019 - 31
ILMA Compoundings - May 2019 - 32
ILMA Compoundings - May 2019 - 33
ILMA Compoundings - May 2019 - THE FATE OF THE FAMILY TREE
ILMA Compoundings - May 2019 - 35
ILMA Compoundings - May 2019 - 36
ILMA Compoundings - May 2019 - 37
ILMA Compoundings - May 2019 - BUSINESS HUB
ILMA Compoundings - May 2019 - 39
ILMA Compoundings - May 2019 - COUNSEL COMPOUND
ILMA Compoundings - May 2019 - 41
ILMA Compoundings - May 2019 - 42
ILMA Compoundings - May 2019 - 43
ILMA Compoundings - May 2019 - WASHINGTON LANDSCAPE
ILMA Compoundings - May 2019 - 45
ILMA Compoundings - May 2019 - IN NETWORK
ILMA Compoundings - May 2019 - 47
ILMA Compoundings - May 2019 - 48
ILMA Compoundings - May 2019 - 49
ILMA Compoundings - May 2019 - 50
ILMA Compoundings - May 2019 - 51
ILMA Compoundings - May 2019 - 52
ILMA Compoundings - May 2019 - Cover3
ILMA Compoundings - May 2019 - Cover4
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