First Place Winners

Ulbrich Stainless Steels & Special Metals, Inc. - Large Business Category
Christian Adolph Pfannekuchen-Ulbrich and his wife Ida immigrated to the United States in 1888, two years before Bismark lost its power and William II took control of Germany. They stayed with their Uncle Fritz in Yalesville, Connecticut who was a Civil War Veteran. Soon they moved to the top floor of a house on Lewis Avenue in Meridan where they lived while President McKinley led the country to victory during the Spanish-American War. Christian and Ida had four children before Ida died as the nineteenth century came to a close. Christian then hired Marie Peschke, who had recently emigrated from Prussia, to care for his young children. Before long, the two fell in love, were married, and moved to Williams Street in Wallingford. Their son, Frederick Christian Ulbrich was born in 1901. After high school, Frederick went on to study metallurgy at Yale University. With just a few dollars in his pocket from his job as a scrap metal inspector, Frederick founded Ulbrich Stainless Steels and Precious Metals in 1924. In the beginning, Ulbrich was a scrap metal and used auto parts business. But Frederick's studies at Yale paid off and he quickly became a pioneer in the stainless steel industry. Frederick married Ada Marie Cei and they had three sons, Frederick Christian, Richard John, and Daniel Francis. Through the depression and World War II, Ulbrich grew and eventually became an international supplier of many different forms of stainless steel and alloys. Frederick and Ada lived through two world Wars and the succession of thirteen presidents from Theodore Roosevelt to Gerald Ford. They witnessed the advent of the automobile, the airplane, penicillin, television and the first man on the moon. Frederick and Ada watched in awe as Neil Armstrong stepped out of the Apollo space craft, proud that it was built using Ulbrich metal.

This year, Ulbrich Stainless Steels and Precious Metals is celebrating their 75th anniversary and has grown to employ 500 workers in five states and three foreign countries. Frederick Christian Jr. is Chairman Emeritus for the company, and is joined by his brother Richard, Chairman and CEO and his son Frederick Christian Ulbrich III (Chris), Chief Operating Officer. Richard's two daughters, Mary Ulbrich Merlini, and Anne Ulbrich Marshall hold the positions of Vice President of Corporate Communication and Education and part-time marketing respectively. The fourth generation has begun to express interest in the company - Jonathan Christian Ulbrich works part time as a computer consultant.

The Ulbrich family is a vital part of the Wallingford community through their commitment to charity and youth-related organizations. The Ulbrich family was recently honored when the Wallingford Little League named their field "Ulbrich Field" as a token of appreciation for the new lighting that Ulbrich donated.

According to Fred Ulbrich, Jr., Chairman Emeritus, Ulbrich has depended upon "Four Basic Concepts" that have ensured that the company will prosper from one generation to the next. First, Ulbrich seeks out business advice from non-active family members. Second, Ulbrich relies on inter-generational tutoring to prepare the next generation to run the company. Third, Ulbrich must continue to expand to accommodate the talents of active family members, and finally, Ulbrich has a policy that all Ulbrich family members have the opportunity to enter the company but are required to prove themselves before they will be promoted.

Horst Engineering & Manufacturing Company - Medium Business Category
The year was 1938, Adolph Hitler was Fuhrer of Nazi Germany and reined terror across Europe. Jewish shops were boycotted and Jews were prohibited from owning land or businesses. They were evicted from their homes and apartments and couldn't work as doctors, dentists, lawyers, newspaper editors or teachers. Jewish students were expelled from school. Jews were not eligible for health insurance and were banned from military service. The Gestapo was above the law and several Jewish concentration camps were open and operational.

Horst Rolf Liebestein narrowly escaped the Holocaust in Germany in 1938 and immigrated to the United States. He was 26 years old at the time and had just received his masters degree in Mechanical Engineering. When he arrived at Ellis Island, he changed his name to Harry Livingston and began working toward his dream of owning his own company. Harry moved to Hartford in 1940 and took jobs at several different shops to expose himself to a variety of machines. He realized his dream in 1946 when he founded Horst Engineering & Manufacturing Company in East Hartford. Harry's sons Steven and Stanley took over the business in 1979 and propelled the company into the market for high precision-machined parts. In the past 10 years, they have produced over 14,000 different part variations. This year the Livingston family celebrates the company's 54th anniversary.

Horst Engineering has experienced steady growth over the years with very little debt. Their expansion and success is attributed to their attention to quality and hard work. The company is known for purchasing the highest quality machines, tools, gages, supplies and equipment. They believe the condition of their physical plant has an impact on the quality of work produced by employees, so they pride themselves on maintaining the facility in top condition, clean and organized. They thrive in an environment that is hostile toward small manufacturers. They are passionate about their business and all family members work tirelessly to do whatever needs to be done - whether its trimming the grass or quoting a job for a customer.

Today, Horst Engineering is owned and managed by three principles of the Livingston family; Stanley, Steven and Bert. Stanley and Steven oversee the daily operations of the business. In 1991, they were honored by the US Government for their contribution during the Gulf War. They demonstrate their deep commitment to East Hartford and Connecticut through team sponsorships, support and involvement in school and local organizations and membership in the Society of Manufacturing Engineers.

Their competitors may be larger, but Horst's unprecedented service and quick reaction to challenges as well as a commitment to family, employees and customers make Horst Engineering & Manufacturing Company a very successful family business.

They have begun thinking about the company's succession to the third generation. Stanley's son, Scott, is the only third generation male and has emerged as the heir apparent. However, how the transition will occur remains to be seen. This company lost its founder in December of last year. Grandson Scott prepared their application and found the process to be impetus needed to document the history of their family business. It seems that with Scott at the helm, he will carry on the rich traditions and work ethic that his grandfather, father and uncle set forth.

Sippin Energy Products - Small Business Category
Marketing innovation, a commitment to the environment, and enthusiasm for new technology have served Sippin Energy Products well as they celebrate their 80th anniversary this year. Irving Sippin emigrated from Russia in 1905 and began selling heating products from his home in 1919. Now in their third generation, Bernard Sippin and his three sons, David, Gary and Mark own a prosperous heating oil and heating and cooling products for the home and industry. In addition, they are involved in commercial real estate development. A solid business built on respect for each other, coupled with the Sippin family's ability to capitalize on the special talents of its members, has ensured the success of this family business. The Sippin family enjoys the fact that they work close to home and do not have to travel to work. Ownership has transferred to the third generation and they have a shareholders agreement that takes into account estate taxes.

The Monroe community benefits from the generous donations of time, money and (of course) heating oil from the Sippin family, and Sippin Energy Products remains a leader in the industry through their commitment to organizations such as the Independent Connecticut Petroleum Association and the local Chamber of Commerce. They have 40 employees, 30 delivery vehicles, 6,000 customers and more than 70 tenants.

First Runners-Up

Mitchell's/Richards - Large Business Category
The country was optimistic in the 1950's post-war years. The economy was good, jobs were secure and people were in the mood to buy. The country was beginning its long love affair with television as families gathered around their new TV sets to watch I Love Lucy and The Honeymooners.

In 1958, at the age of fifty-three, Ed Mitchell wanted out of the rat race of commuting to work in New York - but he was not ready to retire. At this point, the world of women's fashion was reflected between the "New Look" fashions of Christian Dior, the conservative elegance of Coco Chanel, and Givenchy's "sack dress." While women read Vogue magazine aspiring to imitate the naturally chic Audrey Hepburn, men were influenced by the fashion savvy of men like Frank Sinatra. Ed Mitchell and his wife Norma saw the need for an upsacle men's fashion store that would cater to the successful businessmen and Wall Street clientele in and around Fairfield County.

Ed left the rat race, and the rat race came to him. Ed and Norma Mitchell opened their first store in a 30 by 30 foot space that was formerly a plumbing supply showroom. Business was good and Mitchells grew and needed more space. By 1993, Mitchells had expanded to a 25,000 square foot sales floor with 8,000 square feet of tailoring and office space in Westport, CT. The store's concern for service is vividly demonstrated in the 23-person tailoring department, which alters about 300 suits and 500 pairs of trousers a week, free of charge. In 1995, Mitchells merged with Richards, a family-owned, high-end clothier in Greenwich. Between the two stores, they sell 23,000 suits and sports coats, one at a time, to individual customers, just like their parents did when they started.

As the business grew, the Mitchell's family vision helped the company to transform to accommodate the needs of the customers. Starting in the 1970's, Mitchells began to utilize computer technology to create a database system to track customer purchases and preferences. At Mitchells, technology and service go hand in hand. Many of Mitchells/Richards customers are CEOs of major corporations, they are busy people who can afford to shop anywhere and are used to good service. Mitchells serves coffee, bagels, soda, and provides comfortable chairs for customers' family members to wait while the buyers and salespeople personalize their service. Recently, a women's department was added in response to overwhelming demand for the same high quality products and extraordinary service for women. Knowing their customers are time poor, they make it a practice to deliver tailored items to a customer's home, office or even to the airport, if need be. Their database also functions as a gift registry.

Jack Mitchell, CEO often says "I always dreamed that one day we would have our sons seated around our conference table." It looks like he got his wish as seven Mitchell family members are currently involved with the company. Jack, his brother Bill, Linda, comprise the second generation at Mitchell's/Richards. Preparations have begun for a succession of the company to the third generation that includes Jack's four sons Russ, Bob, Todd and Andrew and Bill's son, Scott.

The Mitchell family has a meeting every Tuesday to talk about the business, share ideas and ensure good communication. Their mission statement is as follows: Mitchells/Richards is a family-owned, high end men's and women's specialty clothing store committed to providing exceptional customer service and high quality merchandise in an exciting, friendly atmosphere.

Mitchells/Richards has an active outside board of advisors that meets quarterly to discuss strategic planning issues and ensure objectivity. They have a succession plan, a stock transfer plan and an employment policy for family members who wish to enter the business. This policy states that family members must work outside the business for at least 5 years after graduation from college and a position must exist in the business. This provision was included to protect the jobs of non-family employees.

The Chronicle - Medium Business Category
Ulysses S. Grant was president in January 1877 when John McDonald published his first edition of the "Willimantic Enterprise." He told his readers "We shall endeavor to present our readers items of news from towns 20 miles around. We will tell the truth and we will fight everything we find detrimental to the best interests of the community and our readers." The newspaper was named the Willimantic Chronicle in 1879 and has been owned by the McDonald family for almost 123 years. John McDonald's legacy defies the current trend of independently-owned daily newspapers being gobbled up by national syndicates and losing their independence. The Chronicle is indeed a rarity in CT and the nation.

These days, only about 30% of family businesses survive a generational transition, the Chronicle has certainly defied the odds. 12 members of five generations of John McDonald's descendants have held key positions at this family business. John's great-granddaughter and fourth generation family member, Lucy Bartlett Crosbie, has been with the newspaper for 48 years and serves as president and treasurer. Her two sons represent the fifth generation of family involvement. Kevin Crosbie is the publisher and serves as chief executive officer and Vincent Crosbie serves on the board of directors.

This family-owned newspaper has a rich history and an unprecedented commitment to community. The Chronicle owners have a tradition of giving their time, talent, and money to support local civic, economic, and philanthropic causes. The Chronicle has traditionally provided vigorous editorial support of projects to improve life in the community; for better government, highways, schools and economic development. Their role as community historians and commentators gives them influence beyond that of other employers of equal size - a role they do not take lightly.

The Chronicle is one of the oldest family owned businesses in continuous operation in CT and the country. Their industry has witnessed major change and has evolved from mechanical typesetting to today's advanced computer technology for photo typesetting and offset printing. Over 12 decades the Chronicle has been a stable employer with some employees working there for 40 years. The Chronicle both a rarity and a jewel in Connecticut and the United States.

Malerba's - Small Business Category
Bill Malerba started the family business in 1939 when the company he worked for, Postal Telegraph Company, was absorbed by Western Union. He turned from delivering messages to delivering packages. Finding it's start first as "Meridan Parcel Gift Delivery Service" and then as "Malerba's Servcie Depot," founder G. William "Bill" Malerba was proud to incorporate Malerba's Silver City Tire Company in 1957, the year they cured their first retread. In 1972, Malerba's became part of the "Bandag" franchised dealer network and opened a new retreading plant in what had been an "A&P Supermarket".

Despite a devastating fire on Thanksgiving Day, 1974, the Malerba family overcame adversity and built one of the most respected small tire retreading businesses in the country. Malerba's has invariably earned the "A" rating during yearly inspections of the National Tire Dealers and Retreaders Association, and was awarded the "master dealer" award in 1992 identifying Malerba's as a leader in the field of retreading throughout the world. Furthermore, Bill Malerba was selected posthumously for the International Tire Dealers Hall of Fame Award, an indication of the tremendous contributions of the Malerba family to the tire retreading industry. Bill's wife Helen still sits on the board of directors of the company that today is run by Bill's son Bob and his wife Kitty. Jeff Malerba is currently learning the business and is expected to become a third generation owner.

Finalists

Lux Bond & Green - Large Business Category
In 1898, as the 19th century was coming to a close, West Hartford was on the brink of a period of rapid growth as the new electric trolley cars opened the former farm lands to residential development and the population soared to over 3,000. About this time, an enterprising man named Morris Green entered business in Waterbury concentrating of gold frames for eyeglasses and pocket watches, and later expanded into fine jewelry. In 1903, the Philip H. Stevens Company was established in Hartford and featured giftware, crystal and china as well as jewelry. In 1908, Harry E. Lux, Austin Bond, and George Lux founded Lux Bond & Lux. In 1934, the name was changed to Lux Bond & Green when Irving Green, who had been in the jewelry business in Waterbury with his father joined the firm. The company merged with its Hartford competitor the Philip Stevens Company in 1963, and 1986 saw the unification of all three companies under the umbrella name of Lux Bond & Green.

Through the leadership and initiative of the Green family, Lux Bond & Green has become a leading jeweler specializing in fine diamonds, precious gems, Mikimoto pearls and fine 18-Karat jewelry made domestically as well as from Italy, Germany, and France. They represent many of the world's finest jewelry designers and carry most of the prestigious names in watches including Rolex and Cartier. Their fine selection of giftware includes Tiffany & Co., Baccarat, Lalique, Waterford Crystal and more. Their stores are certainly filled with beautiful things.

The third and fourth generations of the Green family run the family business today - in six locations including Hartford, West Hartford, Glastonbury, Greenwich, Westport and Boston. As Robert Green said "We're a part of happy occasions, birthdays, weddings, anniversaries."

The Green family maintains an active interest in the jewelry industry through their involvement in numerous industry organizations, and contributes to the various communities that they are a part of through generous donations of time and money.

They hold weekly family meetings to communicate their objectives and philosophies as well as weekly meetings with their management team. They strive for open, honest communication. In 1998, they were recognized as Jeweler of the Year by Town and Country Magazine. Today, after a full century as family owned jewelers, the fourth generation of Lux Bond & Green enjoys a well deserved reputation in CT, New England and nationally.

Yarde Metals, Inc. - Large Business Category
The Yarde family has always had a tradition of treating each other with the utmost respect and dignity. Their grandfather taught his children to approach running a business the same way one would raise a family. You must guide and nurture employees toward realizing their highest potential, the same as with children -show them loving care and support. He also believed that teamwork, trust and loyalty make for a healthy family and work environment.

Yarde Metals has a unique management philosophy. Because loyal workers are considered an "untapped value" at Yarde, the foundation of the company is a tradition that owner Craig Yarde calls "levelling." Designed to promote communication and place workers, managers, and owners on the same level, the practice of "levelling" includes an open book policy revealing all financial records of the company to all employees. Everyone receives a bonus every six months based on overall company profits. This commitment to employees has served Yarde Metals well as they enjoy low turnover and promote an upbeat environment where employees are encouraged to laugh and joke on the job. The famous "nap room" at Yarde Metals, Inc. where employees can rest is proof of this atmosphere.

The Yarde family definitely does not skimp when it comes to the Bristol community. Loaning trucks for community events, and supporting local groups is a custom at Yarde. Beyond the Bristol community, the Yarde family shows compassion for their fellow man through the organization of relief efforts for flood victims in 1993, and hurricane victims in 1998.

Yarde Metals' mission is to grow worldwide as a dominant metals distributor which will provide financial security and career opportunities for all associates and their families. Their mission statement is to guarantee to supply their customers on time, the first time and every time. Their company values include providing excellent service, quality performance and reliability. They promote a positive work environment and a "can do" attitude. They believe in an open, honest work environment that treats everyone with respect and dignity. They believe in sharing future growth and success with employees by maintaining a company that is financially sound and well maintained.

The success that Yarde Metals enjoys is proof that they are doing something right.

The Chromium Process Company - Medium Business Category
Here we have another company that got its start in the "roaring twenties." For over 72 years and three generations the Chromium Process Company has been a cornerstone of the Shelton business community. What began as a small company located in the basement of the Sponge Rubber Company founded by Norman Tice in 1927, today occupies three floors of a building that extends almost a full city block.

Pioneers in the development and marketing chromium plating, the Tice Family has successfully developed a chromium plating technique that made the economical finishing of small parts feasible. They were the first to sell the Detroit auto makers on the benefits of chromium plating to replace nickel. They plate parts for over 400 manufacturers in the medical, appliance, plumbing, automotive, tool, pen and hardware industries. Most likely, one will find a product of Chromium Process in every household in America as well as in many locations around the world. Their economical finishing of small parts has made the Chromium Process Company a leader in their industry. The company's concern for the environment is evident. They engineered and implemented one of the state's first environmental treatment systems for waste products in 1963; well before the EPA mandated such practices. Their slogan "proudly improving our customers' products since 1927" is a philosophy that has contributed to the company's success.

The Chromium Process Company was supportive of the war effort during World War II and received an Excellence award from the Army and Navy to commemorate their efforts. Many long-term employees recall receiving bonuses from the Chromium Process Company in the mail during the time that they served their country in the armed forces overseas. Their pension and profit sharing plan has been in constant operation since 1942. A true testament to the family oriented atmosphere of the company, many employees have worked at the company for more than 40 years.

The company is currently run by Norman E. Tice, son of the founder, and three of his children Norman, Jr., Stephanie and Bradley. The Tice family has developed a succession plan that incorporates a buy-sell agreement. They have an employment policy which states that all family members entering the business shall work in production and be familiar with all job functions so they have the necessary skills and are able to run the company. Family members must also have a college degree and work outside the company before entering the family business in a management capacity. They have an active board of directors.

The Orange Hills Country Club - Medium Business Category
The Roaring Twenties were good times and the country was optimistic. People listened to radio programs like the Shadow and Jack Benny. Cars had running boards, gangsters were running Gin and Vaudeville as in its prime. Mary Pickford, Al Jolson, Gloria Swanson, Rudolph Valentino, Clara Bow, Lon Chaney, Greta Garbo and Jean Harlow were rising stars. Young women dressed in shapeless, short dresses with long beads were known as "flappers" and were doing a new dance called The Charleston. In 1926, republican Calvin Cooledge was president when a nine-hole golf course was established in Orange, Connecticut known as the Orange Hills Country Club. Back then, golf was not as popular as it is today. Walter Smith became involved with the business in the 1930's, the Great Depression Years, and stuck with it through World War II when the demand for golf almost disappeared. He kept the business afloat through these hard times and, but he kept the business going when in 1959, a fire nearly destroyed the clubhouse.

In 1961, the country's appetite for golf began to increase and Walter saw the need to expand to an eighteen-hole course. With Walter's son "Bud" and his Bud's wife, Lee involved in the business, the country club thrived as it moved into the second generation of management. In 1966, the new clubhouse was completed.

This family's commitment to their customers is evidenced by innovative policies to make the game of golf more user-friendly and convenient. For example, regular golfers can buy standing tee times. They have several good will ambassadors or "rangers" on the course at all times to ensure that no rules are violated and to assist the slower players. They have reinvested profits to acquire adjacent parcels of land (today the 18-hole course occupies 135 acres), improved the park-like grounds with the installation of a new irrigation system, redesigned parts of the course, planted trees and gardens and paved the golf cart paths.

In 1992 Orange Hills transitioned to the third generation. Through the ownership of a public golf course, the Smith family has enjoyed friendly interaction with the Orange and Woodbridge communities and have sponsored numerous charitable tournaments. In addition to involvement in many community organizations, Walter, Judy and Jud are active in many statewide and national golf associations. Orange Hills has won the Public Golf Achievement Award for excellence in promoting and enhancing the public golf experience from the National Golf Foundation. They were among the first golf courses in the nation to ban the use of metal spikes on golfer's shoes because of the damage they do to the grounds. They have very little debt and provide the hospitality and customer service that make their golfers feel special and welcome as they continue to work toward their goal of making Orange Hills the best public golf course in Connecticut.

The Elms Inn - Small Business Category
The year was 1760, the place - Ridgefield, CT. Twenty-nine years would pass before George Washington would be president. The New England Colonies, and especially Connecticut, had thin, stony soil, very little level land and very long winters. Many settlers worked small farms in order to have enough to eat. This is where Amos Seymour built his family's home - what is now The Elms Inn. The Revolutionary War Battle of Ridgefield was fought in the front yard. The home remained a private residence until 1799 when it was converted to an Inn for travelers and traders passing through the area.

Over the next 150 years, two families owned and managed the Inn. In 1951, Giancarlo and Victoria Scala purchased the Elms Inn. Today, the Inn is owned and operated by the second and third generations of the Scala family. The Elms Restaurant and Tavern has a fine reputation of its own and showcases the talents of a number of expert chefs. Today, the Elms Restaurant & Tavern prospers under the direction of the celebrated chef, Brendan Walsh, who has earned four stars and numerous accolades for his delectable creations. The restaurant is renowned for its American cuisine, with the menu drawing upon the historical milieu that both Ridgefield and The Elms are famous for.

Recently, Travel & Leisure magazine recognized the Elms Inn as Inn of the Month. The prosperity that the Elms Inn enjoys is a boost to the local economy as the many visitors take a leisurely stroll along the streets of downtown Ridgefield. The many flower and vegetable gardens that surround the property lend a Victorian air and create a perfect setting.

The Scala family has adapted well to the give and take of family business ownership. They have a written buy-sell agreement that allows for the smooth transition from one generation to the next. 1999 marks the 200th anniversary of the Elms Inn.

Edward Segal, Inc. - Small Business Category
Edward Segal founded a used machinery business in 1942 in New York City on a nickle and a prayer. During World War II, eyelet and grommet setting machines were in demand to produce military clothing and equipment for U.S. troops fighting abroad. The end of the war slowed the demand and resulted in a surplus of eyelet-attaching machines. Edward seized this opportunity and bought a large quantity of the excess inventory and refurbished them. It was then that Edward Segal developed a superior eyelet machine that offered greater productivity, easier maintenance and off-the-shelf availability. His success in this niche business can be attributed to continuous innovation. He improved the machines, guaranteed their product and their competitors actually became their customers. he has passed down to his son Richard (the current CEO of the company) who will retire at the beginning of the new millennium, and to his grandson, David, the current president of the company.

Today, Edward Segal, Inc. is the largest manufacturer of automatic eyelet and grommet feeding and setting machinery in the country and is generally considered to provide the "Cadillac" machine of the industry. Their machines can insert - up to five at a time - eyelets and grommets through which drawstrings, wires or ropes are pulled on everything from sweatshirts, printed circuit boards, flags, sails, tents and tarpaulins, sneakers, hats with air holes, automotive components, computers and clothing. They have developed machinery to automatically set grommets and washers at the same time, thus insuring a safer and more reliable machine. Their commitment to safety has paid off; they have not had a single workers' compensation claim in ten years - this, in turn, has resulted in low worker turnover.

The Segal family has a succession plan and a buy-sell agreement and the company is debt-free. Under David's management, they are developing a new assembly machine, that will further incorporate the use of computers. Edward Segal, Inc. definitely has its eyelets on success.