Three Family Businesses Did It Their Way

by Pam Giordano, Cetane Associates

“It’s A Man’s Man’s Man’s World” according to James Brown’s 1966 song title. The lyrics contain the line “This is man’s world. But it wouldn’t be nothing, nothing without a woman or a girl.”

That certainly fits the energy industry. Most heating companies started as a family business with Dad driving the truck and Mom doing the books out of the kitchen with the thought that their sons would take over. But times have changed. Now daughters are taking over for Dad.

I have had the good fortune to meet several of those daughters and ask a few of them some questions. Making the decision to change your career path is not always an easy one. Personally, I spent months weighing the pros and cons before leaving my last two positions, where I spent over 15 years at one company. They were not just jobs. Those companies felt like family to me. I did not want to let down my employees, co-workers or bosses. But in the end, I had to do what was best for me. So how much more agonizing is it if it is actually family? If your last name is on the door? Hear from three who have been there.

Home Again

One of those women is Susan Ware Page of Maritime Energy of Maine. Susan and I met in 2021 when we both received the NEFI Legends of Oilheat Award.

Susan’s grandfather, Roland Ware, started Maritime in 1939. John Ware, Sr. (Roland’s son and Susan’s father) became president in 1978 when Roland passed away. Roland and John were able to work together for 20 years. Susan joined the company in 2001. Susan said, “Dad was so happy to have me join him as he had been alone for so many years.” He told her that it was lonely at the top.

Prior to joining Maritime, Susan was on the West Coast and was offered a job with ExxonMobil. The ExxonMobil opportunity was a dream job for this young woman who had grown up in a family that owned and operated an oil company. “It was a tough decision for me to make at that point in my life,” Susan commented. “Dad told me, ‘I can’t compete with those guys, but I’ll support you in the decision you make.’ It wasn’t about the money to me and I knew learning from Dad would be most valuable and truly be a blessed experience. Then, an earthquake hit, a very serious one, and it was scary. It helped me realize that now is the time to go home! Dad was older and we thought if we had five years to overlap, we’d be lucky. We had a good solid 18 years of him still coming into the office. He hadn’t been involved in the day-to-day for many years, but it was so nice to have him come in. It was like his safe harbor. Dad passed in October 2023, at age 89.”

Susan’s first job was to take over the insurances for Maritime as that was her background before returning to Maine. The first department she started to run was the service department. Having held this job myself, I understand that was probably baptism by fire.

As in many a typical family business, Susan explained that her dad was the first burner serviceman and her mom would answer calls at the house after hours. When Susan started with the company, her mom would joke, “John is the old boss, Susan is the new boss and I’m the real boss.” Susan said her mom got that right.

What is Susan most proud of? Her response: “When I started, I think my dad considered me a management trainee, but it wasn’t long before I became the vice president. Titles have never meant much to me. I feel actions speak for themselves and for nearly 23 years now, I still am most proud to say that I’m the third generation! Thirteen percent of family businesses make it to the third generation, 4 percent to the fourth, and I’m nearly 23 years deep, so we definitely are in the single digit survivorship. With all the changes in the industry the last 7-10 years, I feel like we are truly a survivor.”

No Place Like Home

Brenda Sinclair is another woman who took over her family business. C.F. Sinclair was started by Brenda’s parents Chet and Charlotte Sinclair – the company will celebrate its 70th anniversary this November. Her mom did the books while her dad delivered oil as a part-time job. In 1985, they merged with Quogue Fuel to become Quogue Sinclair. Today, Brenda is president of Quogue Sinclair Fuel.

In 1985, Brenda started working Saturdays and as needed. She worked outside the industry for several years at her parents’ urging. In 1991, her brother John, who was then vice president, offered Brenda (a new mom) part-time, flexible hours, one of the benefits of a family-owned company. John, unfortunately, passed away in 1996 and the baton was passed to Brenda.

When asked about making the decision to work at the family business, Brenda stated, “I’ve never consciously made a decision to work for our family business. Growing up in a small family business, this is what we do. It was natural for me to bring my outside industry experience to our company as life changed. The loss of my brother, then later my Mom and more recently my Dad, brought different responsibilities. Currently I am President, operating the business alongside my husband. Over the years my nieces, nephews and sons have all worked for and still contribute to Quogue Sinclair in various capacities before following their dreams to other places.”

I asked Brenda if she would feel guilty if she ever decided to sell the company. She responded, “Yes, were we to consider selling the business – AND WE ARE NOT! – I would most likely feel guilty. But, I also know that life takes us to places we can’t always envision, and my family knows that I have done my best to continue my parents and brother’s success.”

Movin’ On Up

Leslie Cernak sold her family business in 2018. When asked how they decided it was time to sell their company, Leslie answered “Industry trends, profitability, and exit strategies are obvious considerations. But there is also a psychological factor if our personal identities have become intertwined with our work. An extra layer is added when the company is a family business. In my case, I was asked how things were going at the company during every family event. This was usually well-intended, but my point is that the line between personal life and work was blurred. The lack of boundaries caused turmoil. Further, as the second/third generation in the family business, I felt a sense of responsibility to the prior generation(s).”

When asked what else went into her decision-making process, Leslie responded “After nearly thirty years, my parents were gone, and I knew that the younger generation was not interested in being involved in the company. The logical assessment to sell was easy. I based it upon the considerations I mentioned earlier (industry trends, recent profitability, and timing before retirement). The psychological part of the decision was still tough though. Who would I become after the sale?  What would I do?  What would happen to the people who were employed at the company? ... and so on ... Once I made my decision, the actual sale was easy. I didn’t look back, and I still have no regrets. My employees were hired by the buyer. I was retained for a short time to assist with the transition.”

Leslie ended her conversation with “The footnote to my story is, perhaps, different than other owners who have chosen to sell. I ended up working for the buyer for an additional four years. During that time, I also went back to school and got a master’s degree that related to the industry. After my position was terminated, I looked for work outside the industry. Nothing clicked. I don’t think it was coincidence; the jobs that I had applied for didn’t resonate with my core values. I’m happy to say that I’m back in the industry that I’m passionate about, doing the work I enjoy. It’s been almost six years since I sold the business, and I find that there is repose in having a separate personal life versus work life.”

My thanks to these leaders for sharing their unique stories. When Leslie said, “Who would I become after the sale?”–that hit home for me. My previous positions were not with companies I or my family owned. However I ran them like my name was on the door. I relate to there being a psychological factor if our personal identities have become intertwined with our work. While that may make it more difficult to leave, it may be a reason to leave or a good time to set boundaries. So, it seems that once you are in this industry, family business or not, it may be oil that runs through your veins, not blood.

Pam Giordano is a Director at Cetane Associates, specializing in M&A advisory to the retail propane/delivered fuels industry. She can be reached at 603-858-8522 or pgiordano@cetane.com.

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