Amcor amplía su portafolio con PP Revolution, dip cups en polipropileno reciclable para servicios de alimentos.
Fuente: Amcor.

Amcor anunció la disponibilidad comercial de PP Revolution, una línea de envases dip cup en polipropileno para porciones individuales de aderezos, condimentos y salsas en el sector de servicios de alimentos. La línea está diseñada para sustituir las soluciones tradicionales de poliestireno y cumplir con los requisitos de responsabilidad extendida del productor (EPR) en mercados donde estas regulaciones están en evolución.

Los envases están disponibles en 10 tamaños, desde 0.5 hasta 2.0 onzas, en versiones transparentes, blanco opaco y colores personalizados. Son compatibles con los equipos de llenado existentes y ofrecen una barrera superior frente a las soluciones convencionales.

La línea se complementa con el portafolio de tapas EZ Peel de Amcor, con opciones metalizadas, en foil y en la versión reciclable AmPrima. Algunas medidas cuentan con la calificación "Preferred" bajo la guía de diseño APR para potencial de separación por tamaño, y con precalificación How2Recycle disponible para tallas seleccionadas.

PP Revolution se integra al portafolio de soluciones de empaque de Amcor, que incluye la línea PET Revolution de envases con barrera reciclable. La empresa indica que el proceso de prueba y escalado para nuevos clientes puede realizarse en un plazo de seis semanas.

Estados Unidos se mantuvo como el principal destino de las exportaciones, al concentrar 75.4 % de los envíos de vehículos ligeros mexicanos.
Fuente: Getty.

De acuerdo con el Registro Administrativo de la Industria Automotriz de Vehículos Ligeros (RAIAVL) en mayo de 2026 se produjeron 342,926 unidades en México, lo que significó una disminución de 3.7 % en comparación con el mismo mes del año previo.

En contraste, las exportaciones alcanzaron 306,288 vehículos, con un incremento de 1.7 % anual.

En el acumulado de enero a mayo de 2026, la producción sumó 1,642,083 unidades, cifra 0.09% inferior respecto al mismo periodo de 2025. Sin embargo, las exportaciones totalizaron 1,388,236 vehículos, lo que representó un crecimiento de 4 % anual.

En este periodo, Estados Unidos se mantuvo como el principal destino, al concentrar 75.4 % de los envíos de vehículos ligeros mexicanos, seguido de Canadá con 12.5 %, Alemania con 3 % y Brasil con 1.7 %.

En cuanto al mercado interno, las ventas al público mostraron un crecimiento tanto mensual como en los primeros cinco meses del año.

En mayo se comercializaron 127,107 unidades, un incremento de 4.95 % respecto a mayo de 2025. En el periodo enero-mayo, las ventas sumaron 627,616 vehículos, lo que representó un aumento de 4.86 % a tasa anual.

Por marca, las cinco empresas con mayor producción acumulada de enero a mayo de 2026 estuvo liderada por General Motors con 367,532 unidades, seguida de Nissan con 205,445 unidades, Stellantis con 194,644 unidades, Ford Motor con 171,121 unidades y Volkswagen con 164,785 unidades.

En el caso de las exportaciones, las cinco marcas con mayor volumen en el mismo periodo fueron General Motors con 332,543 unidades, Stellantis con 167,646 unidades, Ford Motor con 161,098 unidades, Volkswagen con 134,571 unidades y Nissan con 133,377 unidades.

Source | Allied UV

Allied UV (Macomb, Mich., U.S.) produces UV LED cured coating solutions for manufacturers seeking faster throughput and cleaner finishing operations. Rather than selling off-the-shelf products, the company delivers its coatings through a network of qualified Process Partners — UV systems integrators who design and implement fully integrated coating lines suited to each facility’s production requirements.

UV LED coatings cure instantly upon exposure to UV light, bypassing the extended drying times associated with conventional liquid coating systems. Allied UV says this translates to faster production cycles and fewer bottlenecks in finishing operations. The equipment’s compact footprint also reduces floor space requirements and overall energy consumption compared to traditional curing setups.

On the environmental and compliance side, Allied UV’s coatings contain no volatile organic compounds (VOCs) or hazardous air pollutants and are formulated to support RoHS compliance. The company positions this as an advantage for manufacturers navigating environmental regulations and workplace safety requirements.

La iniciativa forma a jóvenes estudiantes de carreras técnicas y personas de comunidades aledañas a la planta en fabricación de moldes de inyección. El entregable es un molde que se presentará en el stand de Arburg durante Plastimagen, celebrada en noviembre próximo en Ciudad de México.

Matemáticas, taller y un apoyo económico: así opera la iniciativa

El maestro Alberto Lugo Ledesma, rector de la Universidad Tecnológica de Corregidora, y Enrique Morales, director de Moyá, formalizan el convenio de colaboración que sustenta la participación de estudiantes en estadía profesional dentro del programa.

La primera generación del programa integra a siete jóvenes: cinco personas provenientes de comunidades vecinas a la planta que no concluyeron estudios universitarios y dos estudiantes de la Universidad Tecnológica de Corregidora en la carrera de Ingeniería en Mantenimiento Industrial, en periodo de estadía profesional. Se espera la incorporación de un mayor número de estudiantes conforme avance el programa.

La jornada se desarrolla de lunes a viernes en dos bloques. La primera mitad se dedica a clases teóricas de matemáticas y principios básicos de inyección, impartidas por Enrique Morales, director de Moyá; la segunda mitad transcurre en el taller, donde el personal técnico de la empresa introduce a los jóvenes en tareas de mantenimiento y reconocimiento de componentes de molde. Los participantes reciben apoyo económico y uniformes.

Uno de los rasgos del programa es la amplitud de su convocatoria. “Este proyecto involucra a jóvenes universitarios en estadía y a jóvenes de la comunidad que por alguna razón no pudieron acceder a una carrera universitaria. Todos están participando en las distintas áreas del proyecto”, señala María Fernanda Servín, ingeniera de ventas de Moyá.

Andrea Morales, también ingeniera de ventas de la empresa, describe lo que eso significa en la práctica: varios de los participantes venían de trabajar en pequeños negocios locales y no se proyectaban en un entorno industrial. El programa les da acceso a formación técnica estructurada y, con ello, a un rango más amplio de posibilidades laborales en el futuro. “Algunos descubrieron durante las clases teóricas que tenían aptitudes matemáticas que no habían tenido oportunidad de desarrollar antes”, comentó.

Arburg, Meusburger, Hermle y la UTC: una apuesta compartida

Pedro Mora, Sales Area Manager de Arburg para Querétaro, durante su presentación ante los participantes del programa en las instalaciones de Moyá, donde expuso el papel de la empresa en la formación de las próximas generaciones de la industria del moldeo por inyección.

El programa opera con la participación de cuatro organizaciones externas, cada una con una función definida.

Arburg, empresa familiar alemana fabricante de máquinas de moldeo por inyección desde 1923, define el proyecto técnico que los jóvenes ejecutan y expondrá el resultado en su stand durante Plastimagen, feria internacional de plásticos que se llevará a cabo del 10 al 13 de noviembre en el centro Citibanamex de la Ciudad de México.

La empresa no solo aporta el proyecto: también respalda la visión de largo plazo detrás del programa. “En Arburg nos da mucho gusto formar parte de esta iniciativa”, dice Mariana Díaz, gerente de marketing de Arburg. “Lo importante es continuar con nuestra labor de contribuir a la formación de las próximas generaciones de la industria y a generar más personal especializado. Colaborar con Moyá, Meusburger y Hermle, partners que también están interesados en este proyecto, es precisamente lo que buscamos: que la industria colabore, crezca e interactúe de tal manera que trascienda a nuevas generaciones en nuestro país”.

Por su parte, Pedro Mora, Sales Area Manager de Arburg para Querétaro, resume la disposición de la empresa desde el inicio: “Cuando Enrique nos explicó el contexto que quería llevar a cabo, dijimos: aquí estamos, contigo vamos. La industria requiere talentos especializados para desarrollar nuevos productos”.

Meusburger, fabricante austriaco de componentes estandarizados de alta precisión para la fabricación de moldes, matrices y utillajes, fundado en 1964, aporta algunos de los insumos utilizados. “Nosotros como Meusburger apoyamos con los componentes y materiales que facilitan la fabricación de los moldes”, indica Martín Flatschacher, director de Meusburger para México.

Hermle, empresa alemana fabricante de centros de mecanizado de alta precisión de 3 y 5 ejes con presencia en los sectores automotriz, aeroespacial, médico y de moldes, contribuye con recursos de formación y el uso de su tecnología de mecanizado en el proceso.

La Universidad Tecnológica de Corregidora formalizó su participación mediante la firma de un convenio de colaboración con Moyá. El maestro Alberto Lugo Ledesma, rector de la UTC, describe el valor del acuerdo en términos concretos: “El convenio permite que nuestros jóvenes estén insertos en la industria. Ya tenemos un joven trabajando y otro en estadía, y con la visita que tuvieron nuestros estudiantes hoy habrá más interesados”. Lugo Ledesma añade que la vinculación industria-universidad es indispensable para que los estudiantes conozcan distintas ramas del sector y puedan, eventualmente, emprender.

El molde: de Corregidora a Plastimagen

El entregable del programa es un molde de inyección fabricado íntegramente por los participantes bajo supervisión del equipo técnico de Moyá. El objetivo es presentarlo en Plastimagen en el stand de Arburg, donde correrá en la nueva máquina Trend que la empresa exhibirá al mercado mexicano y latinoamericano durante esa edición de la feria.

El tipo de pieza no se reveló antes del evento, ya que se presentará como novedad durante la feria. Lo que sí está definido es que el molde llevará grabado un código QR vinculado a un registro fotográfico y en video del proceso completo de fabricación, desde las etapas iniciales de maquinado hasta la verificación final, según confirmó María Fernanda Servín.

El modelo de operación contempla siete etapas secuenciales: diseño y planeación, selección de componentes, fabricación, implementación, ajuste, pruebas y verificación. Los participantes intervienen en cada una de ellas acompañados por el personal experto de Moyá.

La brecha de talento técnico que dio origen al programa

Participantes del programa "Moldeando el Futuro Juntos: Seamos Más", junto con representantes de Moyá, Arburg y la Universidad Tecnológica de Corregidora, durante la visita a las instalaciones de la empresa en Corregidora, Querétaro.

La fabricación de moldes de inyección requiere personal con formación específica en mecanizado de precisión, diseño de herramientas y conocimiento de materiales metálicos. En Querétaro, estado con alta concentración de empresas del sector automotriz y de manufactura de plásticos, la disponibilidad de técnicos con esa especialización es limitada.

Enrique Morales, director de Moyá, sitúa ahí el origen del programa: “El desarrollo de talento está basado en un nivel de confianza sobre los jóvenes. Buscamos despertar esa pasión por los moldes y los herramentales que hoy Corregidora, Querétaro y el país necesitan”.

Strong leadership rarely develops in the middle of a crisis; it is built long before pressure arrives. The leaders at Hoffer Plastics emphasize that conflict, uncertainty and disruption become more manageable when organizations intentionally invest in leadership development and communication early.

I recently sat down with Gretchen Hoffer-Farb, Charlotte Hoffer-Canning and Alex Hoffer, the third-generation co-CEOs of Hoffer Plastics, to unpack how they’ve built a resilient, values-driven business — together.

We talk about decision-making under pressure, leading with faith and fairness, the importance of succession planning and why being vulnerable isn’t a weakness; it’s a leadership superpower. Whether you’re part of a family business or just trying to lead better under stress, this conversation offers real, practical wisdom with heart.

Rotoplas migró su manufactura de tinacos al proceso de soplado renovable, redujo emisiones un 35% y ganó el segundo lugar en la categoría PLANETA de los Premios LOGRA 2026.
Fuente: Pacto Global México.

Grupo Rotoplas se convirtió en una de las siete organizaciones reconocidas por los Premios LOGRA 2026, otorgados por Pacto Global México, organización que conecta empresas y líderes comprometidos con la sostenibilidad, promoviendo principios universales y acciones alineadas con los Objetivos de Desarrollo Sostenible.

Rotoplas obtuvo el segundo lugar en la categoría PLANETA por su proyecto de transición tecnológica en plantas de manufactura en México, donde la compañía migró la fabricación de tinacos del proceso de rotomoldeo al proceso de soplado, una operación impulsada mayoritariamente por energía renovable, tras una inversión estratégica de 620 millones de pesos ejecutada entre 2024 y 2025. Los resultados de esta transición energética y operativa incluyen:

• Descarbonización: Reducción de la intensidad de emisiones de 0.43 a 0.28 toneladas de CO_2e por tonelada procesada.
• Eficiencia hídrica: Optimización del consumo de agua, bajando de 1.27 a 1.05 $m^3$

Guillermo Punzo Suazo, gerente de Sustentabilidad de Rotoplas, destacó que el cambio  también redujo el tiempo de fabricación de 20 a 7 minutos por unidad, automatizó el proceso productivo y redujo el uso de combustibles fósiles mediante el suministro de electricidad mayoritariamente renovable.

Adicionalmente, la compañía compartió que también presentó avances en términos de equidad de género, al incrementar la participación femenina en la plantilla operativa, pasando del 19 % al 22 %.

Skuld’s AMEC process uses 3D printed patterns (left) to cast metal parts (right). Source: Additive Manufacturing Media

Skuld LLC announces it is leading a project in the Defense Advanced Research Projects Agency (DARPA) Rubble to Rockets (R2R) program, which seeks methods to convert scrap metal into usable components through advanced manufacturing approaches. Skuld contributes research in alloy characterization, casting evaluations and AI-supported design methodologies.

The work within the R2R program includes:

• AI-assisted spark-testing for alloy identification and composition measurement.
• AI prediction of microstructure and mechanical material behavior prediction led by WPI and MatMicronia.
• Ability to produce a wide range of aluminum and steel alloys from scrap including in thin-walled geometries and pressure vessels.

Recent research results demonstrated the elimination of cracking in complex geometries and the ability to achieve typical wrought strength from material that had only been cast and heat treated. A patent application has been filed related to aspects of this work for the ability to cast typical wrought grades such as 6061 and 7075.

Skuld’s Additive Manufacturing Evaporative Casting (AMEC) process uses additive patterns for rapid investment casting without tooling. The research explores opportunities to support production of components when conventional supply chains are limited.

As part of its R2R contributions, Skuld is developing small, portable casting systems intended to enable on-demand part production in constrained environments. These early prototypes aim to support greater flexibility in defense and emergency operations.

The R2R program includes contributions from Worcester Polytechnic Institute (WPI), Foundry Casting Systems, MatMicronia LLC and other research partners working across materials science, AI/machine learning and advanced manufacturing.

“Through the R2R effort, we are evaluating casting approaches, alloy behavior and the use of AI tools that expand options for producing components in challenging environments,” says Sarah Jordan, CEO of Skuld LLC.

Source | Titan Abrasive Systems:

Spudnik Equipment Co. (North Blackfoot, Idaho) has installed its first Titan blast room from Titan Abrasive Systems (Ivy, Pennsylvania) to support stainless steel finishing for its harvesting equipment. The agricultural equipment manufacturer specializes primarily in machinery for the potato industry.

The custom-engineered blast room measures 40 feet wide × 16 feet high × 16 feet deep and is used exclusively for stainless steel components with no carbon steel or painted parts entering the environment. This controlled approach enables Spudnik to achieve a consistent high-quality satin finish across its machinery, enhancing both appearance and product uniformity.

The blast room is housed in a dedicated building separate from Spudnik’s main manufacturing facility. The layout supports a streamlined workflow so that components move efficiently from a wash bay where grease and contaminants are removed, through drying and into the blast room for finishing.

Spudnik examined the offerings of several blast room manufacturers but selected Titan based on customization capability. “Ultimately it came down to Titan’s ability to customize the system to the exact size and configuration we needed,” says Gary Dee VanOrden, director of operations at Spudnik. “They were able to design a solution that fit seamlessly within our facility and their team was helpful in understanding our goals.”

Prior to installing the Titan system, Spudnik conducted limited blasting outdoors due to environmental restrictions while outsourcing the majority of its blasting work, an approach that proved inefficient and costly. “With strict air quality regulations in Southeast Idaho we needed a system with high-performing reclaim and dust collection capability,” VanOrden says. “Titan delivered on that and just as importantly brought deep industry expertise that helped guide us in optimizing our blasting process.”

Installation of the Titan blast room went smoothly. The only slight challenge was the rubber roll-up door that weighs 5,000 pounds.

“While the weight of the rubber roll-up door did not present much of a problem the bigger challenge was the small amount of clearance between the door and the roof of the building,” explains Titan president Brandon Acker. “But our experienced crew was up to the task.”

Learn more about related content on abrasive blasting.

Brighton's surface intelligence ecosystem. Source | Brighton Science

Brighton Science (Cincinnati, Ohio, U.S.) offers BConnect, a surface intelligence platform designed to help manufacturers quantify and control surface preparation processes critical to bonding, coating, sealing and composite part fabrication. The platform is built around the company's Surface Analyst technology, which measures surface energy through water contact angle (WCA) analysis to verify that surfaces have been properly cleaned, treated or prepared before downstream operations are performed.

The Surface Analyst approach provides rapid, nondestructive surface quality verification across aerospace, automotive, defense and advanced composites manufacturing applications. By delivering objective, measurable readings at the point of process, the technology allows manufacturers to assess surface readiness before bonding or coating takes place rather than relying on visual inspection or process assumption. Brighton Science's solutions are used to evaluate a range of preparation methods — including plasma treatment, mechanical abrasion, solvent cleaning and peel ply removal — each of which directly influences bond strength and long-term durability.

Beyond discrete surface checks, BConnect supports digital manufacturing initiatives by generating repeatable surface quality metrics that can be integrated into production workflows and process validation records. Surface intelligence data captured through the platform provides manufacturers with a quantifiable basis for process control decisions, supporting reductions in rework and bonding failures through consistent, objective surface characterization.

In addition to booth demonstrations at CAMX, Brighton Science will also present technical research titled “Identifying Inconsistencies in Surface Preparation Through Robotic Water Contact Angle Mapping.” The presentation demonstrates how robotic heat mapping of WCA measurements can reveal preparation inconsistencies across composite surfaces that are not detectable using conventional inspection methods. The work shows how spatially resolved surface energy measurements can strengthen process control and bonding reliability in advanced composites manufacturing.

Read more about Brighton Science’s capabilities: “Advancing bonding, coating and sealing to 4.0 systems for composites, metals and more”

Transcript

Host: Christina Fuges
Guests: Gretchen Farb, Charlotte Canning, Alex Hoffer
Company: Hoffer Plastics

Introduction

Christina Fuges:
Welcome to the Leaders in Industry Show. I’m your host, Christina Fuges, and today we’re talking about what it really takes to lead through a crisis — especially when leadership isn’t centered on one person, but shared among three.

At the helm of Hoffer Plastics, a third-generation, family-owned custom injection molder in South Elgin, Illinois, are three siblings: Gretchen Farb, Charlotte Canning and Alex Hoffer. With more than 350 employees, they lead one of the most trusted companies in the industry, supplying parts to major global brands.

What makes their story stand out isn’t just size or longevity — it’s how they lead. Each sibling oversees a distinct area of the business: Charlotte leads culture and people, Alex oversees operations, and Gretchen manages finance. Together, they’ve navigated COVID, supply chain disruptions, personal health challenges and more — by being direct with one another, staying grounded in values, and remaining focused on what they’re building together.

Today, we’re digging into how this co-CEO leadership model works, especially under pressure.

How the Triad Leadership Model Came to Be

Christina Fuges:
A lot of people hear “co-CEO” and think it sounds like chaos. Alex, you’ve said that this reaction comes from a misunderstanding of leadership itself. You believe leadership is the process of doing things with and through other people. So how did this three-way leadership model come together? Was it planned, or did it evolve?

Alex Hoffer:
First of all, thank you for having us. It’s a great question. The joke is that one day our dad got tired of running the company and said, “You three go in a room and figure it out.” That’s not how it happened — but from the outside, I think that’s how people imagine it.

There was a lot of intentional planning. For years leading up to the transition, we worked quarterly with a leadership coach. Those sessions focused on conflict, communication and understanding each other — not just as siblings, but as business leaders. We talked about our interests, passions, weaknesses and the hard topics you usually avoid.

One of the blessings of that process is that I genuinely know my sisters better because of the business than I would if we weren’t working together.

Christina Fuges:
That kind of coaching forces honesty — conversations families don’t usually have.

Alex Hoffer:
Absolutely. There was a lot of self-realization. At one point, I wanted to be the sole CEO, and I had to wrestle with that. What I came to understand is that leadership — regardless of title — is always about leading with and through other people. That realization changed everything for me.

Dividing Responsibilities

Christina Fuges:
How did you define and divide responsibilities?

Alex Hoffer:
We gravitated naturally toward different areas based on experience and passion. Gretchen had been a public accountant, so she brought deep expertise in finance and supply chain. Charlotte is the extrovert — she came from sales and gravitated toward people, culture, HR and marketing.

I started on the operational side, moved into sales and leadership, and landed where operations and execution made the most sense for me. We were fortunate that there wasn’t overlap or competition for the same roles.

Personality, Culture and Values

Christina Fuges:
Charlotte, how does your personality and leadership style show up in the business?

Charlotte Canning:
We’re a family business, and like any family, we’re made up of different personalities. That diversity is part of what creates our culture. What grounds us is that all three of us align strongly around the values modeled by our grandfather and father: family, integrity, service and trust.

Those values drive how we lead — especially servant leadership and taking care of our people and community.

Handling Disagreement

Christina Fuges:
What happens when you disagree on a major decision?

Charlotte Canning:
We ground ourselves in facts over emotions and slow the decision-making process. We work the problem from multiple perspectives and use our values as the compass.

Ninety-nine percent of the time, we reach consensus. When we don’t, we “disagree and commit,” as Jeff Bezos puts it.

The Role of Coaching

Christina Fuges:
Gretchen, how did outside coaching help make this model sustainable?

Gretchen Farb:
We made the intentional decision to hire a coach early, not later. That meant doing the hard work upfront. We also each had individual coaches to work on our personal leadership growth.

We still meet with our coach regularly. Those sessions aren’t about day-to-day issues — they’re about strengthening our coalition and planning for the future. That intentional time is critical.

Christina Fuges:
That coach probably knows you pretty well.

Gretchen Farb:
Very well — and he holds us accountable. He pushes us, challenges us and doesn’t let us stay stuck.

Core Values in Action

Christina Fuges:
Alex, can you be specific about the values driving your leadership?

Alex Hoffer:
Our first core value is family — and that means everyone, not just the family whose name is on the building. Our mission is “going all-in for people, plastics and purpose,” with people first.

Integrity means who you are when no one is watching. Our vision is to be the company that always does the right thing, even when it’s hard.

Service means helping customers and team members succeed. Trust is built from living those values consistently.

Leading Through Crisis

Christina Fuges:
Can you share a moment when those values guided you through a tough decision?

Alex Hoffer:
We took over leadership on January 1, 2020, just weeks before COVID hit. Within 90 days, we were leading in a crisis.

Our rally cry was simple: Save everyone’s job. We reduced our own pay and did whatever it took to protect our people. Our values — and our faith — were the only things guiding us through that time.

Servant Leadership, Day to Day

Christina Fuges:
Gretchen, what does servant leadership look like in practice?

Gretchen Farb:
It’s honoring employees, customers, the community and the legacy of the business. We’ve sorted parts, delivered parts, supported employees through personal crises and celebrated their milestones.

We’re intentional about being good neighbors — our facility sits in the middle of a residential area, and we treat that responsibility seriously. We’re part of the community.

Siblings and Business Boundaries

Christina Fuges:
Charlotte, how do you juggle being siblings and business partners?

Charlotte Canning:
We lean on our values and faith and give each other space and grace. Leadership can be lonely, but shared leadership creates community.

We’re also intentional about boundaries. Family time is family time. Holidays aren’t about work — they’re about being together.

Supply Chain Crisis Lessons

Christina Fuges:
Gretchen, what was the toughest crisis you’ve faced as co-leaders?

Gretchen Farb:
The supply chain crisis following COVID was incredibly challenging. Resin shortages, transportation issues — it all hit at once. But we didn’t shut down a single customer. That’s a testament to collaboration, communication and relationships.

Communication Practices

Christina Fuges:
Charlotte, what communication practices helped during those times?

Charlotte Canning:
Face-to-face communication. Being present on the floor, explaining what we knew and what we didn’t. Constant updates through every channel possible. Presence matters.

Succession Planning

Christina Fuges:
Alex, how are you thinking about succession planning?

Alex Hoffer:
It’s ongoing. From developing technicians on the floor to leadership training for future executives, we’re constantly investing in people.

I also lead a monthly leadership development group made up of employees selected by their peers. We read, listen, discuss — and grow together.

Final Advice

Christina Fuges:
One final question for each of you: What advice would you give leaders trying to make shared leadership work?

Gretchen Farb:
Start early, be intentional and seek counsel.

Charlotte Canning:
Be humble. Everyone needs help.

Alex Hoffer:
Know your walk-away. For us, it’s protecting our sibling relationships above all else.