Family Business Connection

Adam and Brenda Weatherby of Weatherby Inc. share the risks of relocation, generational leadership lessons, and building a resilient culture. Third-generation leaders Adam and Brenda Weatherby share the remarkable 80-year story of Weatherby, Inc., America’s iconic firearms and ammunition brand. Founded in 1945 by Adam’s grandfather, the company began in a California garage before growing into a premium global brand. By 2016, California regulations forced a hard question: could Weatherby survive there long-term? The couple ultimately made the decision to relocate the entire company to Sheridan, Wyoming.  That transition brought what Adam describes as a “near-death” experience as a business:  [Adam 00:10:46] “It felt like a 75-year-old startup. The brand was there. The recognition was around the world. We had the products, but we literally had to start from scratch.” Yet the move sparked reinvention. Within three years, Weatherby doubled in size and rebuilt its culture from the ground up. Adam and Brenda reflect that authenticity and being intentional about which “hat” you’re wearing were key to solidifying a strong culture.  [Brenda 00:24:41] “I can act as owner, or I can act as manager of people and culture. . . .  Knowing when I'm acting as one or the other is really important.” Adam stresses that risk in leadership is an opportunity for courage: [00:28:28] “Where there’s an element of risk, then there’s an element of trust—both in each other and, as people of faith, in God. . . . We have to hold our family business with open hands, not clenched.” Listen in for candid insight into resilience, culture building, and leading a legacy business through transformative change. Links Weatherby, Inc.’s website Adam Weatherby’s LinkedIn Brenda Weatherby’s Linkedin Prairie Family Business Association’s website

Brothers Grant and Spencer Hilbert share how they built Hilbert Farms from scratch, combining grit, YouTube success, and first-generation determination. Grant and Spencer Hilbert are the founders of Hilbert Farms, a first-generation family farm in Central Iowa. But unlike most farming stories, theirs didn’t start on a tractor; it started in the suburbs. Growing up far from their grandparents’ farm, the brothers found their own way into agriculture, using digital tools, hard work, and a shared vision to build something from the ground up. Their entrepreneurial journey began young, mowing lawns and flipping products online before launching YouTube channels that captured their passion for farming. Grant’s early gaming content evolved into an audience of over a million subscribers, eventually funding real equipment, real land, and real crops. [00:15:00] “If there’s ever been a fight in the past 10 or 15 years, it hasn’t lasted more than an hour… that makes it easy when you’re in business together.” Today, the brothers split responsibilities—Grant leads R&D and the American Farming app, while Spencer manages content creation and the farm’s growing YouTube presence. Both credit their parents for instilling discipline, transparency, and financial responsibility from an early age. [00:27:00] “There would’ve been no way to start without outside income. We saved, invested, and built our way into farming.” From their first paycheck to their first harvest, Grant and Spencer prove that legacy isn’t something you inherit—it’s something you build. Their story shows what’s possible when family, innovation, and hard work come together, one field—and one idea—at a time. Links Grant Hilbert | YouTube Spencer Hilbert | YouTube Hilbert Farms’ Instagram American Farming Game Prairie Family Business Association’s (PFBA) Website PFBA’s Instagram

Ben Soles and Brandee Poland share lessons on leadership, family dynamics, and growing a next-gen business through honesty and shared purpose. Ben Soles and Brandee Poland, second-generation siblings of Soles Enterprises, share how their family business has grown through courage, communication, and collaboration. Founded in 2007 by their parents, the company manufactures tarps for grain elevators and agricultural storage facilities across the Midwest. What began as a father-and-son venture evolved into a multigenerational enterprise, but not without challenges. When differing visions created tension between Ben and his father, they sought outside facilitation through the Prairie Family Business Association, where open dialogue and counseling helped redefine goals and relationships. [00:18:52] “It’s not about you or your feelings—it’s about what’s best for the company.” Once we realized that we were after kind of different things… my dad had set up a really good company and realized that it met what he wanted to do. Today, Ben focuses on R&D and product innovation, while Brandee leads sales and marketing. Together, they’ve guided Soles Enterprises through leadership transition, added non-family management to strengthen operations, and clarified ownership and governance as their parents stepped back. [00:20:00] “To be open and willing to say somebody else may have better answers for us — that’s really been beneficial for our family.” Their story highlights how clarity of roles, willingness to seek help, and shared purpose can transform family tension into teamwork. As they look ahead to a third generation, Ben and Brandee remind listeners that family business is both a challenge and a blessing—one that’s worth the work. Links Ben Soles | LinkedIn Brandee Poland | LinkedIn Soles Enterprises Website Prairie Family Business Association’s (PFBA) Website PFBA’s Instagram

Rob Everist of L. G. Everist, Inc. shares lessons from 150 years of family business, dynasty trusts, governance, and preparing next-gen leaders.  Rob Everist, a fourth-generation leader at L. G. Everist, Inc., reflects on 150 years of family business resilience, growth, and adaptation. Founded in 1876 as a coal supplier, L. G. Everist has evolved into a diversified enterprise in aggregates, concrete, asphalt, rail, and land development. Rob shares his earliest memories working in the sand and gravel pits as a teenager and how those experiences shaped his view of family business responsibility. He explains the company’s approach to next-generation entry, which requires education, outside work experience, and earned credibility before joining.  [00:07:50] “Everybody’s gotta realize that you gotta bring something to the table. You just can’t show up with the right last name and think that’s gonna be enough.” A key part of LG Everist’s long-term stability has been its dynasty trust ownership structure, established decades ago to enable generational continuity while avoiding common transfer hurdles. Rob emphasizes how this structure, combined with strong governance through a board with non-family members, positions the company for long-term success.  Though certainly intertwined, Rob stresses that outside perspectives help both the family and business attain balance. [00:16:57] “Treat the business as a business and treat your family as a family.” Rob’s insightful reflections provide a roadmap for navigating the challenges and opportunities of sustaining a family enterprise into its next century and beyond. Links Rob Everist | LinkedIn L. G. Everist, Inc.’s Website Prairie Family Business Association’s Website

Scott Stern of Stern Co. shares how stepping back, empowering a non-family CEO, and mentoring his children fuel the company’s next generation. Scott Stern, second-generation leader of Co., reflects on nearly 50 years of family business history and the lessons that come with passing leadership to the next generation.  After decades in the business, Scott recognized the moment had come to step back — not because he didn’t care, but because the company and his family needed space to grow under new leadership. Scott shares what it feels like to let go of the day-to-day and how his family noticed his leadership fatigue before he did. [7:45] “Sometimes . . . historical solutions don’t solve current problems. That really raised a level of awareness with me that now is really my time to step back.” Scott describes what the transition to a trusted non-family CEO looked like, his daughters’ and son-in-law’s involvement, and how clear governance, outside perspectives and strong leadership have strengthened the company.  [20:39] “I think every day as a CEO or president if you walk into your company and say, ‘How can I make the people better in this organization today than they were yesterday?’ That’s a win. That’s exactly what we have to focus on.” Scott’s candid reflections on timing, patience, and why leaders should step back while they still have time to mentor and transfer knowledge are invaluable. His insights will resonate with any family business leader grappling with legacy, succession, and the desire to see their company and family thrive in the future. Links Scott Stern | LinkedIn Stern Co.’s Website Prairie Family Business Association’s Website