First Place Winners

Laticrete International, Inc. – Large Business Category
Laticrete International was founded in 1956 by Dr. Henry M. Rothberg and his wife Lillian, pioneering entrepreneurs who saw an opportunity during a time that was generally resistant to new technology.  A chemical engineer, Henry realized that there had been no changes in materials or methods for installing tile and stone for thousands of years; so, he set out to engineer new products and application methods to make stronger, weatherproof and more durable mortars and adhesives that would also enable ceramic tile to penetrate and expand into new areas.  Lillian, in the meantime, worked as bookkeeper, accounts payable coordinator and payroll administrator for the fledgling organization.

Lillian & Henry’s children, Irene, Henry B., Deborah, Celia, Jonathan, Michael and David all worked at the business over the next 3 decades, in various global positions.  But it was Henry B. and David who succeeded their father in 2001 – Henry as Senior Vice President of Training (after attending the Georgia Institute of Technology and apprenticing at Laticrete in England and Europe) and David as Chairman & CEO (after earning his MBA from Harvard and going through an advanced management program at the International Institute for Management Development in Switzerland).  The family is steadfast in carrying on the family & business’s core values of honesty, integrity, trust and dedication.  Both the family and organization thrive on nurturing, the ability to grow and willingness to adapt to change.  As such, Laticrete enjoyed a 10% compound growth rate (doubling every 7 years) in the last 10 years alone – and a 20% annual growth in earnings. 

Laticrete also offers an astounding employee benefits program, including a 1 -2 year management training program, annual bonus program, tuition assistance, monetary assistance toward health club memberships and weight management programs, and even a company cruise.  They maintain an open door policy, hold quarterly company wide meetings and encourage decision making at all levels.  It is this kind of nurturing environment that has earned Laticrete 23 industry “firsts” (including the first ISO 9001 certified company in their industry in the world), enabled them to conduct business in over 65 countries, expand manufacturing to over 15 international locations and six continents, and given them an exceptional reputation as a world leader in ceramic tile and stone installation systems.

As a company, Laticrete’s governance structure is exemplary with a diverse group of outside Directors who bring extraordinary backgrounds from being CEO in a large family firm to President & CEO of a $1 billion-plus division of a fortune 100 company.  But, it is the community and public that benefits the most as the company continues to focus on environmentally-friendly products. The Rothberg family culture of “giving something back”  results in extensive support of numerous  local and international non-profits, including the Juvenile Diabetes Research Foundation, United Way, Cystic Fibrosis Foundation, Habitat for Humanity and the Hurricane Katrina Fund.  Recently, Founder Dr. Rothberg funded scholarships at his alma mater, the University of South Carolina, which allows 40 students to pursue a degree in Chemical Engineering.

Hubbard-Hall Inc. – Medium Business Category
Dr. Gideon Platt founded Apothecaries Hall in 1849 in the heart of downtown Waterbury – selling everything from candy to caustic soda.  His young assistant, Archibald Rice, bought the business in 1863 and ventured into the wholesale drug business while expanding its line of fertilizers and other farm products.  But, as brass became Waterbury’s marquee material, Archibald expanded its product lines to sell chemicals needed for the manufacturing of brass.

In 1912, Archibald’s son-in-law, Isaac Kellogg, had become involved in the business, and the company underwent unprecedented expansion by adding an anode factory and a commercial fertilizer plant.  In 1950, the company sold off the wholesale drug business and retail drug outlet and merged with three fertilizer manufacturers to form the Hubbard-Hall Chemical Company.  The next and most significant transition came in 1964 when the company was sold to an oil-based Oklahoma conglomerate, Kerr-McGee, which was primarily interested in the agricultural business.  Two years later, sensing a greater future in the industrial market, Isaac’s son, Frederic Kellogg and Fred’s son, Chuck, initiated a buy-back of the metal finishing and industrial chemical businesses, making them a wholly owned subsidiary of Connrex.  After five years with Connrex, the Kelloggs once-again decided to reclaim their business and used a leveraged buy-out to repurchase Hubbard-Hall, and the business was reestablished as an owner-managed entity.

Driven to regain their independence, Hubbard-Hall is now owned 60% by the Kellogg family and 40% by employees, and is a premier manufacturer and distributor of chemical, industrial and specialty products.  Their family involvement has also expanded as Chuck’s nephew, Andrew Skipp, serves as President and CEO and Chuck’s daughter, Molly, serves as Vice President and General Manager of the Wilmington Massachusetts branch.  In addition to a clear succession plan for ownership, there are multiple successions occurring within the ranks of the employees as there are second and third generations of the same family working at Hubbard Hall – a testament to the organization’s superior management practices and familial atmosphere.  A performance driven organization, Hubbard Hall has an open book policy in sharing financial results with employees and share monthly performance reports.  Employees are rewarded with quarterly bonuses and employees are rewarded with monthly lunches each month there are no work related injuries – resulting in a substantial lowering of injuries and insurance rates.

The Kellogg family and Hubbard Hall employees remain staunch supporters of organizations such as the United Way and Waterbury Hospital.  Chuck and Andrew are also highly involved in industry associations serving on the boards for the National Association of Chemical Distributors, CBIA and the Governor’s Task Force on Brown Field Reclamation.  Chuck, recently, was recipient of the Malcolm Baldridge Award from the Waterbury Chamber – a distinction marking volunteerism and dedication to improving the Waterbury-area economy.

Harvey & Lewis – Small Business Category (tie)
Forever immortalized in art by Norman Rockwell’s painting “New Glasses”, Harvey & Lewis Opticians has been a noble institution within the Hartford community since the company’s founding in 1890.  The company’s excellent service has earned the loyalty of a vast customer base that has trusted the Lewis family year after year to care for one their most cherished gifts - their vision.

Harvey & Lewis was founded in 1890 by Robert Lewis and Foster Harvey after the two worked together as haberdashers.  The business grew significantly until Robert Lewis’ death in 1927 when the business was split between Mr. Harvey’s and Mr. Lewis’ families.  The business transitioned 4 generations through Robert Lewis’ family – first to his son, Richard B. Lewis, then to Richard’s son (Richard, Jr.) in the 1950’s, then to Richard Jr.’s cousin, Stuart, in the 1970’s and ultimately to Stuart’s son, James, who now serves as President.  Also, James’ cousin William Wood III serves as a branch manager and his sister Jeanne Lewis serves as an office manager.

Harvey & Lewis’ basic philosophy centers on making customers their #1 priority.  Employees are empowered to make decisions on their own as to what is best for the customers, and as a result they view themselves as agents for the customer rather than agents for the company.  With few titles or layers of management, the company has enjoyed a low turnover rate, and 8 of their 30 employees have been with the company for over 20 years.  Harvey & Lewis also maintains a culture of innovation and quality – attempting ventures into producing telescopes, binoculars, weather instruments and photography in the early to mid 20th century, and being at the forefront of contact lens technology in the 1960’s and 70’s.  They are now one of only six companies in the state that grind most of their own eyeglass lenses and only one of 20 independent retailers in the country allowed to grind Varilux lenses – allowing them to offer a premium product unavailable to large chain stores.

Now with eight locations, Harvey & Lewis has built a trusted statewide brand.  They are heading towards providing full service eyecare and have agreements with independent optometrists and ophthalmologists, as well as relationships with most of the managed care companies that provide eye care coverage.  The Lewis family also remains active and philanthropic – contributing to over 100 charities a year through cash donations or merchandise and serving on a number of boards for local business services, as well as national industry boards.

Reynolds’ Garage & Marine – Small Business Category (tie)
Back in the days of bartering, before the US had bicycles, telephones, radios, dynamite or even ball point pens, Euphrum Reynolds was hard at work operating a carriage building business and general store that he opened in 1859.  Now – into their sixth generation – the Reynolds family preserves Euphrum’s legacy of keeping people mobile and on-the-road.

 When Studebaker was able to make their wagons in assembly-line fashion, Euphrum sensed he wouldn’t be able to remain competitive in building wagons anymore – so he set out to repair them instead.  His son, Hayden, bought the business in 1909 and continued his father’s repair business until 1917 when he sold the carriage shop and instead began working on automobiles.  At this point, the 3rd generation – Donald – became involved and Reynolds began servicing Studebaker automobiles and model T-Fords – as well as selling them.

The 4th generation entered the business when Donald’s son, Leland, purchased the business from his father in 1941.  By then, Studebaker went bankrupt due to the depression and war, but the family kept the business going from primarily repair work since few people could afford to purchase a new car.  Then, in 1964, Leland began selling Land Rovers, and by 1969, Reynolds had become the second largest dealer of Land Rovers in New England.  Peugot, however, offered Leland an agency in 1970, and when Rover collapsed in 1974, Peugot took their place and were sold until 1991.  Leland and his son, Gary (now the 5th generation) were the only dealer in the country that continued to service Peugot until 2006.

Today, with Gary’s sons, Hayden & Tim, and daughter, Kathryn, all involved in the business, Reynolds’ Garage & Marine sells and repairs Subarus and has expanded to selling and repairing boats.  The business has been able to grow due to the unique talents and experiences of each member of the 6th generation, who all went to work elsewhere before joining the business.  That growth has allowed Reynolds’ to become the 9th largest Skeeter dealer in the country, and an authorized Yamaha dealer and repair facility.  Expanding into the boating business has enabled the family to maintain their marina on Hamburg Cove, where they offer dockage and indoor/outdoor winter storage.  As the company expands, the family reinvests in the business to acquire adjoining properties and real estate.

Reynolds’ Garage & Marine is the second oldest continuously family owned and operated auto dealership in the USA and, even with their 25 employees, are the only large commercial business in Lyme.  As such, their commitment to community is strong, as they are involved with many local organizations that preserve the integrity of the town of Lyme.  They remain committed to their employees as well, offering a profit sharing plan and paying up to 75% of insurance costs for employees and their family after 8 years of service.

First Runners-Up

OEM Controls – Large Business Category  
In the true spirit of entrepreneurship, Brian Simons has embraced the principles of what it means to take advantage of an opportunity.   While a student at UConn, Brian sold grinders to hungry students in the hallways of his dormitory.  Selling them at 50 cents each, he was able to sell enough sandwiches to pay his sandwich vendors and end up with a $20 in his pocket each night.  After graduation, Brian worked as an industrial sales engineer, but later left his job and took a trip to Europe.  It was there that he was introduced to a company called Electra whose main product was a rotary switch.  Realizing that there was a market in the US for this type of product, Brian put his entire $5000 in savings and started OEM Controls in 1966. 

While OEM’s main product was initially a rotary switch, the product line expanded to include a complete line of industrial joysticks and electronics for electro-hydraulic valves.  They expanded in the 1980’s to specialize in making electronic controllers, fiber optics, microprocessor controllers, and creating turn key systems.  In the 1990’s, Brian’s sons, Sam and Keith, joined the business as did several other family members serving in the roles of VP of Administration, VP of Manufacturing and R&D Technical Director.  OEM was able to develop the third, fourth and fifth generation of microprocessors and later - a device called the service tracker.  The service tracker would enable companies to control fuel use, track crew hours, manage high-value equipment assts, maintain equipment at optimum levels and estimate new products with unprecedented accuracy.

Today, with all products customer designed, OEM’s workspace serves as an engine for productivity.  Lean manufacturing practices have been put into place, increasing productivity 50% from its levels the 1990’s.  Shipping time has decreased from 8-10 weeks to 2-3 weeks.  Customer satisfaction has risen and inventory turns have increased seven times due to a dramatic decrease of work-in-process.  They also implemented a Balanced Scorecard Strategic Management practice as a way of improving company performance and implementing Total Rapid Excellence and ISO-9001 standards.

Employee satisfaction is also high as the Simons encourage employees to attend continuous improvement workshops.  OEM offers a generous benefits package as well as educational assistance programs and a 401K profit-sharing plan.  They’ve also incorporated a lot of “fun” in the workplace through a summer flex schedule, hog dog lunches, ice cream socials, bagel breaks, an annual holiday luncheon and annual summer “Employee Appreciation” picnic.    However, their generosity extends not only to their employees, but also to their community where the Simons family and OEM Controls support the American Diabetes Association, Ronald McDonald House, Montano Assistive Technology Center, United Cerebral Palsy Association, AmeriCares, Connecticut Food Bank, Local High School Robotics Teams and the United Through Reading Program.

HPC Foodservice – Medium Business Category
When Samuel Lotstein began his career delivering fresh cuts of meat in the early 1900’s, he probably had no idea that his entrepreneurial endeavor would evolve into the 50th largest wholesale foodservice distribution company in the nation.

Sam and his business partner, Ralph Sosnowitz, traveled the countryside buying cows and calves from local farms, where “Sosnowitz & Lotstein” would sell the meat to local markets.  Expanding in the 1940’s, the duo purchased a slaughterhouse and processing plant in Hartford and re-named the business “Hartford Provision Company”.  In 1945, Sam passed on, leaving his two eldest sons, Louis and Irving, to buy out Mr. Sosnowitz’s interest.  Eventually, four other sons (Jack, Saul, Ralph & Raymond) and one son-in-law, Leo, joined the firm, starting a tradition that has persevered through to four generations.

In the 1950’s, the company moved to New Britain where the 2nd generation began manufacturing their own line of table ready processed meats and joined a buying cooperative comprised of family firms.  The family remained entrepreneurial, trying their hand at a number of ventures, including a dinner theatre, hardware store and a bakery, that were all short-lived.  However, their ventures in real estate and technology were successful.  When the 3rd generation added a full line of frozen foods, dry goods and produce to its growing mix of products, the business grew tremendously, allowing the company to move into a 135,000 square foot facility in South Windsor.

Today the family business is known as HPC Foodservice.  The family takes great care of employees, customers and suppliers through incentive programs, regular meetings to discuss the company’s direction, sharing information about the company’s growth, and reinvesting back into the company.  Throughout the years, they’ve incorporated non-family members into their organization and all family members have started in different positions within the company in order to foster a well-rounded core group of management that relies on each other’s special expertise. 

HPC Foodservice “Delivers the Difference” and the family’s values of Integrity, Customer Focus, Teamwork, Community, Employee Development, Fostering an Environment of Growth and being a Business Family that builds longstanding relationships with employees, suppliers and business partners permeates throughout the organization.  They are one of the largest contributors in the state to foodshare and contribute tens of thousands of dollars in food and money to charitable events.

Finalists

William Raveis Real Estate & Home Services, Inc. – Large Business Category
When it comes to building a brand, nobody does it better than William Raveis.  A pioneer in the real estate industry, William Raveis and his team of 180 employees and 1700 sales associates are one of the most trusted and the largest independently owned real estate company in New England.

Following a 6-year career of bringing technological innovation to United Technology and Westinghouse International, William Raveis opened his first real estate office in 1974 with a desk and phone in a rented space over a grocery store.  In the first five years of operation, four residential sales offices were opened along with a commercial division, rental division, formation of a relocation company and development of a training department.  The company grew in the early 1980’s with the establishment of career, marketing and IT departments.  In the mid to late 1980’s, a mortgage company was formed along with a referral group and customer service department, followed in the 1990’s by the launch of a Sunday Morning TV Home Show, the formation of a home-link company, and finally the development of a website that has over 3.5 million visitors and 1 billions hits annually. 

The millennium brought more growth and innovation as William Raveis and his team expanded into Massachusetts, formed an insurance company and launched the “William Raveis Rewards American Express Credit Card” where members can earn reward points towards paying off their mortgage (an industry first).  With sales volume of $2 million in 1974, William Raveis Real Estate & Home Services now boasts sales volumes of $5.1 billion and is the seventh largest independently owned real estate firm in the nation.  As such, William Raveis was named Ernst & Young’s Entrepreneur of the Year in 1988 and has had numerous articles published in Fortune Magazine, Forbes Magazine, Real Estate Today, Real Estate Business, and Inc. Magazine.

These accomplishments and successes were not due to luck - they are attributed to William Raveis’ core belief in sustaining entrepreneurship, planning, embracing change, maintaining alliances and being at the cutting edge of technology.  These beliefs have been passed on to the second generation as William’s sons, Chris and Ryan, and daughters-in-law work to expand the real estate company throughout New England.

The Raveis family remains extremely committed to philanthropy through the William Raveis Charitable Trust which earmarks funds for children, families and the environment.  They also serve on a number of national industry boards, including the Institute of American Entrepreneurs and the National Association of Realtors.  As an organization, they have raised over $600,000 for breast cancer research and support hundreds of charitable organizations. 

Ancona Market, Inc. – Medium Business Category
Joe Ancona Sr. emigrated from Sicily to the United States in search of the American Dream and a better way of life.  Two generations later, the Ancona family continues to reap the rewards of Joe’s hard work and determination by running Ancona’s Market in Ridgefield.

Joe Sr. arrived in America in 1912.  After working at a local wire mill, he served in France as a member of the US infantry during World War I.  In 1920, Joe returned to the US where he and his wife, Josephine, began selling miscellaneous goods out of a tiny 1,200 square-foot store off Route 7 – complete with soda fountain and outside gas pumps.  Savvy about real estate, Joe purchased land in 1933 that would become the site of the first Ancona package store.  He then purchased the red brick building next door, which in 1949 would become Ancona’s Market (as well as the family’s living space above the first floor!).

In 1958, Joe Sr. passed away and his three sons Joe Jr., John, Nazzareno, and his daughter, Phyllis all eventually joined the family business.  Joe Jr. and John ran the grocery business while Nazzareno and his wife Carol ran the hardware and liquor store operations.  Recently, the family has been planning for succession to the third generation as Joe’s son, Bob, and John’s daughter, Gina, serve as co-managers of Ancona’s Market.  Nazzareno’s son, Mitch, succeeded his father and currently runs “Ancona’s Wine and Liquors”.  But, as the family has grown over the years, so has the business.  To better meet the demand of its growing community, Ancona’s moved into a 26,000 square-foot location and also expanded their deli and produce areas.  Recently, they added a sushi bar and larger organic and natural foods selection to cater towards a more health-conscious clientele.

Active in their community, the Ancona family contributes food, gift certificates and merchandise donations to many local schools, churches, sports teams and non-profit organizations.  Known for their customer service, the Ancona family is involved in all aspects of running the market, from working the cash register to collecting shopping carts.  Customers and employees value the Ancona family’s approach as many patrons vie for the opportunity for their children to work their first job at Ancona’s Market.  The family’s commitment to their customers and operational excellence helped Ancona’s Market earned IGA’s prestigious five star rating – putting the store in the top 10% of IGA’s 1,600 supermarkets nationwide.

Ebner Camps, Inc. – Small Business Category
 Inspiring the creative minds of children and boasting reverent and diverse alumni from the wants of news anchors to junior Olympians, the Ebner family at Ebner Camps is proving that having fun and learning can be intertwined!

In the post-depression era, work was hard to come by.  Oscar Ebner, Sr., encouraged by a college professor, decided to get involved with kids by taking a summer job at a camp in order to improve his odds of landing a teaching job.  Eighteen years later, after summers filled with teaching woodworking to young campers, Oscar struck out on his own, convincing family and friends to help him finance his dream of owning his own camp, and purchased Camp Awosting, the nation’s oldest private boy’s camp in continuous operation, which was established in 1900. 

Oscar, along with his wife, Virginia, operated the camp and in 1955, established Camp Chinqueka (a girl’s only camp to complement Camp Awosting – a boy’s only camp).  Seeing their operations double, they invited their three adult children, Buzz, Robert and Barbara, who all also chose to become teachers by trade, into the business to bring in their unique talents during the summers.  Over the next three decades, the camps saw tremendous growth and incorporated more options for campers such as shorter terms and new activities such as motorized activities, video filming, adventure programs, mountain biking and ceramics.  The Ebners, now with the 3rd generation involved as well as Buzz’s wife, Sherry, turned to investing in real estate to offset the winter lull – including laundromat operations, a storage business, rental buildings and apartments.  They recently added a banquet facility in Barkhamsted, CT that serves as a wedding and corporate outing center and in 2004 launched Boulder Ridge Day Camp.  With shifting demands, the Ebners shift schedules to accommodate those interested in shorter camping sessions or day-time camping only.

By being flexible, the Ebners have managed to pass on a legacy that is shared not only by the family, but by the thousands of campers that have fond memories of their summers at Camp Awosting or Camp Chinqueka.  The opportunity is offered to children of all backgrounds, as the Ebners have set up a scholarship fund for those children who do not have the financial means to attend camp and also have participated in the American Camp Association’s initiative to offer free tuition for any children that belonged to a family that lost a parent on 9/11.