The Family Biz Show - Episode 63
The Problem Every Growing Family Business Faces: Finding the Right People
“I’m trying to figure out—we’re not, I don’t want people to come to us because we’re the cheapest. I want them to come to us because we’re the best.”
Bill Boulter
Key Takeaways
➜ Growth depends on having the right people in the right roles.
Bill explains that skilled labor is one of the biggest challenges facing Boulter Industrial Contractors today. For family businesses in trades, construction, manufacturing, or industrial services, growth is not just about winning more work — it is about having trained, reliable people who can deliver safely and consistently.
➜ A lasting family business must keep adapting across generations.
Boulter Industrial Contractors began with ice and coal delivery and later evolved into freight, warehousing, rigging, industrial contracting, steel fabrication, and crating. Each generation found a way to add something new, showing how family business longevity often depends on respecting the past while building what the market needs next.
➜ Reputation can matter more than being the lowest-priced option.
Bill is clear that Boulter does not compete by being the cheapest. The company competes by being trusted, capable, and known for solving difficult problems. That lesson matters for family business owners who want to protect margins, strengthen their brand, and attract customers who value quality.
➜ Succession brings pressure, even when the next generation is ready.
Bill knew early that he wanted to join the business, but taking over still came with real responsibility. He describes the pressure of continuing a fifth-generation legacy and the achievement of successfully buying out his father while continuing to grow the company.
➜ Diversification can protect a family business from overdependence.
Bill shares that Xerox once represented the vast majority of the company’s business. Over time, Boulter expanded into new customer groups, industries, services, and geographic markets. For family-owned companies, that kind of diversification can reduce risk and create new paths for long-term continuity.
