First Place Winners

Torrington Supply Company, Inc. - Large Business Category
David Stein arrived in New York from Lithuania in 1909 and quickly became an entrepreneur. He started his own plumbing contracting company in 1915 and 2 years later founded Brass City Plumbing Supply. Leaving nothing to chance, David Stein crafted a plan for his family and a plan for the business that would make them one of the most technologically and strategically sophisticated wholesaler distributors in the country.

As the business grew organically and through acquisition, 3 of David's 4 sons rotated working to help support the business and each others' education. David moved the business's headquarters to Torrington, due to the Naugatuck river flooding, and changed its new name "Torrington Supply Company". This was only the first in a series of transitions - Torrington Supply Company moved back to Waterbury and David's son Morris was the only son that ultimately stayed with the business. Morris' son Fred, daughter Nancy and son-in-law Joel Becker, who now serves as CEO joined the business and a 4th generation is already in place to learn the business. They will not have it handed to them, however. Torrington Supply has crafted a "Family Business Plan" that serves to mitigate ambiguity and hold family members to higher standards.

Ownership is divided equally between the Becker and Stein families with voting rights equally divided. Family members titles and job functions are based on their ability to perform them and not based on ownership. For family members interested in entering the business, a strict policy is in place: they must get a college degree; work outside the business for a minimum of one year; work in the warehouse and inside sales for 3 - 5 months; work longer hours and volunteer for projects and outperform. Family members undergo regular performance evaluations, get compensated at industry-standards and enjoy job perquisites based on job requirements. Even then, family employment is not guaranteed and may even be terminated if it compromises customer service, operational efficiency or financial performance.

Torrington supply Company shares detailed financial information with all employees and holds quarterly meetings. Suppliers are treated like customers and the company was awarded the "National Wholesaler of the Year" awards by its national trade magazine for its innovative work in leveraging technology in its operations and implementing an incredibly successful activity based costing system. This is all to help the company realize its strategic goals - to increase value by lowering operating costs, utilizing technology and passing savings on to the customer; rewarding employees through performance based pay plans and profit sharing; developing strategic vendor partnerships; and making financial and time commitments to those less fortunate - all of which they do extremely well.

Altek Electronics - Medium Business Category
How do you lure a Six Sigma black belt specializing in continuous flow manufacturing from a Fortune 500 manufacturing powerhouse to come work in your 75-employee family firm in Torrington? Simple - just have the name "Stephen Altschuler".

In a former life, Stephen Altschuler was President of Idex Corporation, up until the day the company's bank called him to say that all business accounts were closed and the company had no money. With three young children, Steve tried to keep the company going, but the burden of debt was too great. At the closing auction, he purchased the assets he needed to continue. While a brilliant engineer, Steve summoned his "sales" acumen and, after announcing his new organization - Altek Company - in 1972, convinced them not only to continue doing business with him, but give him cash up front. This gave him the ability to pay the auctioneer and first month wages. After that, he was on his own.

A world class contract manufacturer, Altek Electronics relies on three primary success factors: weekly face-to-face meetings, on-time delivery, and six sigma quality. Together with son David (VP of Administration and Materials), Sabrina (VP of Business Development and Document Control) and non-family President, Rich Razza - Altek has emerged an engineering marvel. They have incorporated continuous flow manufacturing, smaller batch sizes, six sigma techniques, the use of takt boards, a kan ban system for customers and a computerized inventory control system. They also created a visual factory, developed cross-functional work teams where employees are also their own quality inspectors and hold monthly safety/toolbox meetings and quarterly town hall meetings to improve communication between employees and managers and talk about ways to improve productivity. This is all done with the intent to reduce costs by eliminating waste, improve credibility and develop a culture where change through continuous improvement is second nature.

It has all paid off. Eliminating the traditional department structure, product travel distance was reduced from 1/8 mile to 40-65 feet, cycle time was reduced by 75%, and defects decreased astonishingly from 16.7% to 1.5% - all the while, never missing one customer schedule. As such, Altek is ISO 9001:2000 certified, and have earned a 3 out of 4 Quality System Maturity Rating, after its first audit from UTC. They have been profitable 32 out of 33 years in business.

Steven, wife Joan, David, Sabrina and Rich have remained highly philanthropic, donating over $50,000 to engineering scholarships and $10,000 to affordable housing in Torrington, while also serving on numerous civic boards. It is for their efforts to lower internal costs, maintain competitive prices and structure a sound business to pass on to the next generation that we honor the Altschuler family of Altek Electronics.

Foxon Park Beverages - Small Business Category
The manufacturing of soda, the Naclerio Family notes, seems "pretty simple" - just sugar, water and flavoring. But as the last of the 13 micro-bottlers in the Haven area, Foxon Park Beverages, boasting a loyal following, seems to have found the elusive ingredients for success that has earned them the "Best of Connecticut" for best soda by Connecticut Magazine since 2000, and national exposure through the Food Network's "Food Finds" show.

Matteo Naclerio immigrated to the United States in 1915 at the age of 27 from his native Italy. Seven years later - Matteo decided to start a spring water business and purchased a piece of property on Foxon Boulevard which boasted a natural spring and a picnic area - hence the name Foxon Park. However, once the depression hit, customers were no longer paying 2 cents for bottled water and thus, Matteo decided to manufacture soda - a commodity customers would purchase.

Approaching his "paesans" in the nearby Italian community, Matteo began a home delivery business and pursued many mom & pop "apizza" shops and delis that, to this day, still sell Foxon Park sodas. In the 1940's, sons Joseph, Anthony and Edward entered the business expanding into a syrup and dispensing line, and later, the 3rd generation with Matthew, Anthony Jr (currently President) and Raymond (currently Vice President). A 4th generation is now involved in sales, distribution, internet operations and manufacturing.

Foxon Park's competitive advantage lies in its quality of product, service and commitment. Mattoe's original recipe is still used to this day - spring water, real sugar (high fructose corn syrup blends - no substitutes) and flavorings made especially for Foxon Park by the same companies that supplied them 83 years ago. Now with 18 flavors, available in 3 package sizes, gift packages and logo apparel available, Foxon Park also fills internet orders and ships across the United States. They've expanded their manufacturing plant and office, invested in capital equipment to increase productivity all the while remaining highly philanthropic - contributing financial support and soda donations to a number of civic organizations such as veteran events, town events, high school "Alcohol free" prom nights, medical research events, scholarship funds and much more. Now that is "All-ways in good taste!"

First Runners-Up

Dymax Corporation - Large Business Category
What do you do when you find out your neighbor, a brilliant chemist, has turned his home into a makeshift laboratory and spends much of his time in the basement mixing chemicals and compounds, day and night? Well, you know the old saying - if you can't beat them, join them - and that's exactly what Dick Belden - neighbor of Andy Bachmann - did.

In 1979, Andy and his wife Clai took out a $30,000 second mortgage on the family home and purchased the assets of the Specialty Chemical Company of the Allied Products Corporation, which included the DYMAX trade name and a limited product line. Renaming it the American Chemical & Engineering Company and later Dymax Corporation, Dymax began selling the products from the adhesive inventory and selling private stock to friends and family to float the newly formed company for the first few years of operation.

Neighbor, Dick Belden, and friend, Dave Dewey, pitched in to increase sales of the new acrylic adhesives that Andy was developing, while Clai turned the dining room into a makeshift office and took care of bookkeeping, phone calls and their two young sons, Greg and Brian, who also pitched in stuffing envelopes. It was at this time that Andy tirelessly worked to develop new structural adhesive patent that combined high performance with instant setting or curing capabilities.

Aside from the highly specialized nature of Dymax's strategy, business is truly a family affair. Graduating from stuffing envelopes, Brian is now Assistant Professor of chemistry at Vanderbilt University, has developed one of Dymax's patents, and sits on the board of directors. Andy's brother, John has served as COO, and son Greg currently serves as General Manager. A succession process is currently underway, and the Bachmann's have implemented a transitional President & CEO to mentor the next generation, as well as a Family Council and Board of Advisors.

Twenty-five years later, and an astounding over thirty patents later, Dymax is now a $30,000,000 global supplier and manufacturer of adhesives and specialty coatings, UV curing equipment and oligomers to companies across the Americas, Europe and Asia serving a number of industries from medical to electronic to automotive. Dymax's success is due not just to it's commitment to research & development, but also to its structured growth. Now out of the basement and into a 40,000 square foot facility, Dymax has sales offices in Frankfurt, Germany and Chang Zhou, China. While Dymax customizes safer and more environmentally friendly adhesives and coatings to match exact requirements of customers, they maintain an incredible product library that is buoyed by highly specialized teams. It is for their innovation and fortitude that we honor the Bachmann family of Dymax Corporation.

David S. Lapine Co., Inc. - Medium Business Category
Having spent many years as a manufacturer sales manager and executive, David S. Lapine, at the age of 50, set out to build his own business with the knowledge that he could do better than most organizations he previously worked with. With guts and gusto, he started out with a product showroom at 1 Park Avenue in New York City in 1962, building what is now the 15th largest distributor of promotional products in the United States.

David's son, Mark, worked side-by-side with his dad in sales and later moved the company's headquarters to Stamford in 1982. Ten years later, Mark's son Noah (now serving as President) joined the firm, followed by Seth (now VP of Operations) and Mark's nephew Paul (now VP of Lapine Promotional Marketing Agency). With all 4 gentlemen 25% equal partners, Mark has since transitioned to Chairman, and has taken on the role of providing strategic guidance to the company's managers and advisory board. As with everything else they do, the transition was a carefully thought out and well-researched move. They attended Harvard Business School's one-week long executive education program to help define roles and practices that define the company's beliefs and goals and help to improve communication with employees and business partners. It has served to increase confidence levels amongst employees and management, and outlines that the only family members who benefit financially from the Lapine Company are those that are employed by the Lapine Company. There are no shareholders (family or otherwise) who are not employed by the company.

Customers are their #1 priority fueled by a steadfast commitment to integrity and relationships with manufacturers can go back as far as 30-40 years. Relationships with philanthropic organizations are just as strong, as family members serve on numerous civic boards.

In what can normally be a chilly environment, we thank the Lapine family for bringing to New England the warm and enriching Midwestern values that have served their business and their communities so well.

Lesko & Polke Funeral Home - Small Business Category
Two immigrants from different countries, with different skill sets and different cultures embarked upon the most aggressive journey of their lives in pursuit of a single vision - to come to America for a better life. It all started when a German immigrant, Frank W. Polke began the Frank Polke and Son Furniture Company with his son, Frank M. Polke, in the late 1800's. They were aggressively being contracted by local funeral directors to build fine quality wood caskets. At the encouragement of family and friends, the father/son duo founded Frank Polke and Son Undertakers in 1890. Forty years later, the 3rd generation joined in the 1930's, then the 4th generation in the 1940's and 50's, and then the 5th in 1975 with Frank M. Polke's great-great-grandson, Frank S. Polke.

During that time, John S. Lesko emmigrated to the United States from Hungary, settling in Bridgeport in 1895 and establishing himself as a true entrepreneur. He owned two saloons as well as a livery service supplying hoses, hearses and hacks to many of the city's funeral directors. In 1909, John and his two sons, Stephen and John, started the Lesko Funeral Home. As the funeral business changed from private "at-home" funerals to a more integrated event coordinated at funeral homes, the 3rd generation came onboard in 1935, then the 4th generation, and then a 5th generation in the 1980's with John S. Lesko's great-great-grandsons John S. and Kevin M.

In February of 2005, these two families - with deep roots in the Connecticut funeral industry - merged, forming the Lesko & Polke Funeral Home in Fairfield. Now serving 220 families per year, and a 15% growth in business, Lesko & Polke Funeral Home is the largest funeral provider in their immediate region.

After exhaustive planning, merging the two businesses afforded the two funeral homes the benefit of a better location, better economies of scale, and better coverage for regular time off. An amiable guideline for ownership, operations and a partnership buyout program with a set formula and succeeding family ownership opportunities was derived. A family employment policy was also drafted that outlined future participation in the firm. Included in this, each interested family member must pass all national and state board exams, obtain a Connecticut funeral director/embalmers license, be successfully employed for one year at another funeral home, and work for five consecutive years at Lesko & Polke Funeral Home before being offered the option for partnership.

While the Lesko & Polke founders helped immigrants get established in the community, the current Lesko & Polke families continue their proud history of service by supporting numerous charitable organizations and providing services free of charge to families in need. For their service, contributions and demonstrated success at succession, we honor the Lesko & Polke families of Lesko & Polke Funeral Home.

Finalists

Palmer's Market - Large Business Category
Whomever said grocery shopping was just a "chore" or something to cross off the "to do" list undoubtedly has never been to Palmer's Market. Dubbed the "Doyenne of Darien", this family-owned market oozes charm and simplicity.

It all began in the early 1900's on Davenport Street in Stamford when , R.J. "Rocco" Palmer opened "The Modern Grocery Company", primarily serving as a butcher shop and selling some vegetables and groceries as space allowed. Sensing the growth in nearby Darien, Rocco moved the market to Noroton Avenue's "Fiddleson Block," in 1921 and from there, Palmer's Market was born.

Rocco's son, Joseph, entered the business in the early 1920's, bringing along his wife Olga, sister Lucy and a butcher. Together, they grew the business into a "superette", faced down I-95 and navigated the harsh landscape of World War II as grocery stores rationed food. Notwithstanding, Joseph and Olga took a difficult stance with their loyal customers, but they never compromised customer service.

Throughout their 81 years, Palmer's Market has undergone incredible transitions, expanding 5 times into their current 24000 square foot store and heralding in the third generation, Olga and Joe's sons Rocco and Alphonse, and a fourth generation led by Rocco's daughter, Cindy, and Alphonse's son, Greg, who divide operational and creative demands of the business between them.

Palmer's Market strives to offer a wide array of hard to find specialty grocery items and have most recently added floral, giftware and prepared foods divisions, as well as offering cooking classes. Nonetheless, as lifestyles change, and cooking at home becomes less habitual, Palmer's beefed up their kitchen by moving it from the basement to the main floor and hiring graduates of the Culinary Institute of America to prepare "on-the-go" upscale lunch wraps and entrees such as mahi mahi, filet mignon and sea bass to those commuters disembarking from the Noroton Heights train station during rush hour.

A tremendous benefactor of the Darien community, Palmer's Market is a social staple and much more than just a shopping experience to their patrons. For this, we honor Palmer's Market today. Please join me in congratulating the Palmer family of Palmer's Market.

Component Engineers - Medium Business Category
The manufacturing industry is not an easy one to be in, but looking to Component Engineers, they make the difficult appear effortless.

Component Engineers was founded in 1980 by Ron Hansen, Sr., Leonard Ceravone, Jr., and a third partner that was later bought out. Since it's inception, Component Engineers has expanded from a 1800 square foot storefront in New Britain to a 36000 square foot facility in Wallingford complete with 28 presses - the largest being a 300 ton press that is only one of a few of its kind in New England.

As with most entrepreneurs, family became involved where help was needed. In the early 80's, Ron Sr's wife, Patricia, ran presses as his son, Ron Jr, now serving as President, swept floors. Len's wife, Arlene, also helped out where needed, as did his daughter, Elaine, who is still with the business as project leader. Together, Component Engineers has grown to become a high-tech OEM manufacturer serving the aerospace, medical, government and electronic industries. They have met the requirements of ISO 9001:2000 and FDA standard 13485 and have been able to accomplish a steady growth of 12-15% per year for over a decade - ringing in over $10,000,000 in sales and employing 85 people.

Component Engineers remains dedicated to their employees - providing a profit-sharing plan and a 401K. They also give generously to their communities. As active members of the National Tooling and Machine Association, and more recently the National Association of Manufacturers, the Hansen's have been working to promote US manufacturing. Through their civic efforts, they have promoted golf tournaments and wine tastings to raise money for the Child Identification Program, Connecticut National Guard for victims of the Southeast Asia tsunami, scholarships for students and local families in need - earning them the Wallingford Free Mason's Sutterlin Award for outstanding service to the community.

Aurora-McCarthy Funeral Home - Small Business Category
Imagine this scenario - It's 1993 and after a 17-year career as a nurse, you suffer a devastating on-the-job spinal injury and your doctor tells you that you need to find another career entirely. Just one month later, your husband is laid off after a 15-year career at Pratt & Whitney. In what could normally be considered a cruel twist of fate, you both learn that you are not alone as your husband's brother is also in line for a pink slip. Welcome to the reality of Patricia, Shaun and Dan McCarthy.

The McCarthy Clan of Aurora-McCarthy Funeral home, however, insist that "fate is not always cruel." Prompted by Shaun & Dan McCarthy's father, Leo, to enroll in Briarwood College's newly formed Mortuary Science program, Shaun McCarthy and wife Patricia McCarthy partnered with Shaun's brother Dan to open Aurora-McCarthy Funeral Home in 1996 - drawing on their compassionate and nurturing natures and truly embodying the principle of "family serving families."

Serving over 100 families per year, Aurora-McCarthy Funeral Home serves the town of Colchester (one of the fastest growing communities in the state), and five surrounding towns. While they maintain steady growth, the McCarthy's have created a clear division of responsibilities within the family unit while accommodating the three generations involved: Shaun, serves as President and Licensed Funeral Director overseeing compliance; Daniel, serves as Vice President and Licensed Funeral Director overseeing maintenance; Patricia serves as Secretary, Treasurer and Licensed Funeral Director overseeing bookkeeping, human resources, marketing and accounting functions; Genevieve (Shaun & Patricia's daughter) is a part-time attendant for funeral services and Leo and Arlene (Shaun and Daniel's parents) also serve as part-time funeral attendants.

Aurora-McCarthy Funeral Home has found unique ways to position their business. While helping families to create meaningful memorials and tributes to loved ones, the McCarthys also vertically integrated, founding Colchester Memorials to provide monuments, grave markers and engraving services, and becoming partner of A Sunflower Florist - an area floral design shop. Aurora-McCarthy Funeral Home offers free professional services for infants and newborns, reduced cost of services for children, encircling family protection and pre-funding that includes minor children or grandchildren, aftercare services to help with the grief process, and implementation of a living memorial.