Building a Lasting Legacy

Building a lasting legacy

Rockford businesses spanning multiple generations

By Andrew Wright, Director of Strategic Initiatives, Rockford Chamber of Commerce

Aspiring business owners and entrepreneurs dream of building a company that will become a testament to their acumen, create generational wealth and, perhaps, bear their family name for decades to come.

Since 1839, business owners and innovators have been drawn to the Rockford area. It’s not uncommon for local businesses to celebrate 50, 75 or even 100 years in business in our community.

Three local companies shared with us how they’ve helped design and build much of Rockford through the decades, how their legacy companies have survived through booms and recessions, how they passed through multi-generational leadership and how they plan to thrive in the future.

Schmeling Construction Co. 315 Harrison Ave, Rockford 120 years

E. W. Schmeling & Sons was founded in 1903 by Emil Schmeling, and his five sons joined the business taking responsibility for the day-to-day operations. In 1970, the construction division, once led by Emil’s son Elmer, became Schmeling Construction, led by Elmer’s son Roger.

Today, the fourth-generation Schmeling son, Steve, is the president of Schmeling Construction Co. “My father got me involved very early in the decisionmaking process of the company,” Steve said. “I got involved in the financials, making decisions on buying insurance for the company. He let me get involved early in my career, make my own mistakes, and he talked to me about ownership. He was never reluctant to let me take over. I know that generational change is a big challenge when the older generation can’t let go, but that wasn’t the attitude we had here.”

Steve’s son Peter is rising through the ranks as a project manager and estimator. “I’ve been here six years, going on seven, and I’m diving into the financials, making decisions on things like equipment trucks or office renovations. I’ve always been involved.”

For the Schmelings, transition planning is a years-long process.

“If you’re waiting until you’re 60, you’re too late,” Steve said. “Communicate your plan. Talk about death and taxes. Communicate everything from personal life to business operations if you’re going to pass it to your family’s next generation.”

For Peter, absorbing and applying that information is key. “The biggest thing is sitting back and listening to that past generation, while bringing your ideas to the table. Understand that generational track record of failures and successes throughout the years.”

One thing that’s necessary to pass along a legacy is to have a business valuable enough to continue.

“Honesty, integrity and excellence— these are the tenets that have been held for 120 years. That’s why we’re still here. It informs how we treat our clients, our customers, our community and our employees,” Peter said.

“We spend time in the field talking to everyone from superintendents to new hires. We still hand deliver paychecks. We want to know our staff at a personal level. We want to hear about any issues. We want to relate like family,” Steve said.

A commitment to the community is also key to their ongoing success.

“If there’s anything the next generation needs to do, it’s to get involved. Sit on boards and find out what makes the community tick,” Steve said. “If the community succeeds as a whole, your business will have a better opportunity to succeed.”

Will the fifth generation of Schmelings take over the family business?

“My oldest is only three months old, so I have no idea. But we wouldn’t be opposed,” Peter said.

Ringland-Johnson Construction, 1725 Huntwood Drive Cherry Valley - 75 years

Brent Johnson began his success story in Rockford by joining the Rockford Chamber of Commerce.

“I moved to Rockford in 1988, and the first contract I secured after working with the Rockford Chamber and the Council of 100 was a vehicle storage building at

the Byron nuclear plant,” he said. Johnson’s grandfather, Carroll Johnson, founded the company with John Ringland in 1947 in Ames, Iowa. While they initially thought they’d be building pole barns, the two founders ended up collaborating with Iowa Power and Light as part of the Rural Electrification Act.

Now, Johnson presides over an innovative construction firm, with completed projects ranging from the Lazy River at Magic Waters to Woodward’s Rock Cut campus. They’ve developed a broad base of customers, working with organizations like Rockford Public Schools, the YMCA and many regional hospitals. One of their most notable current projects is the Hard Rock Casino.

Johnson remembered his earliest days working for his father, Larry. “I’m 61 and I started working as a laborer at 11 helping my dad. I’ve worked for this company for 50 of our 75 years in business.”

When asked about the most important resource for success, Johnson does not hesitate to answer, “People. The people who work for us are some of the best science and engineering minds. We continue to train them, solve problems together like managing supply chains, and treat each other with respect. If our people are happy, it translates to our work. Providing the most value to a project is fulfilling.”

By design, the legacy of RinglandJohnson will live on through its employees. “I’m happy that our employees are our partners. The employees have purchased a third of our company through an employee stock ownership plan,” Johnson said. He sees this as paving the way to the transfer of leadership. “We need to give young talent the opportunity to take the mantel of leadership.”

Johnson already has confidence in his lasting legacy. “To be a part of structures that will last well after I’m gone is humbling.”

Larson & Darby Group, 4949 Harrison Ave., Suite 100 Rockford - 60 years

In 1963, Sam Darby and Larry Larson began one of the most prolific architectural firms in Rockford. Over those 60 years, Larson & Darby has designed buildings that have defined Rockford. The BMO Harris Bank Center, the Chicago Rockford International Airport Terminal, Rock River Water Reclamation District, Riverview Museum Park, Rockford City Market, and the Winnebago County Justice Center were all born of the minds at this local firm.

Today, their offices are inside the former Sundstrand administration building, one that the firm had a hand in building back in 1987.

“I grew up across Harrison from this building for the first nine years of my life,” Larson & Darby President Christopher

Anderson said. “Growing up, I wanted to be an architect. I knew by age five that I wanted to do this job.”

In January 2022, Anderson became the president of Larson & Darby after working for the company for 16 years. He joins CEO Stephen Nelson and COO Sherry Gaumond as the leadership team, maintaining the guiding principles of Larson & Darby when it comes to highquality architecture, engineering and interior design.

“During our transition planning, we were talking about different models of governance. We had some business relations with an architecture firm in Wisconsin, Kaler Slater, and they had what they called a ‘3EO’ model—three principles working as a group managing the firm. There were things about that model that we really appreciated,” Anderson said.

Anderson recounted how Larson & Darby managed continued growth and success through the ups and downs of the local economy.

“Not unlike a financial portfolio, you diversify. We’ve been able to diversify our market sectors that we serve over the years,” Anderson said. “At this point, we serve just about any market sector you can imagine, except for single family residential. On a rare occasion we’ll do one or two of those as well—those are a different challenge. All of the other markets that we serve really keep us diversified really well. When one market is up, another may be down. It keeps us with a steady flow of work.”

The lobby of Larson & Darby is lined with awards and recognition for their designs. “The awards come after good work. We always challenge ourselves to do quality work, not necessarily to gain recognition, but because that’s what our clients demand and what they deserve. Every assignment we want to do our best,” Anderson said.

Like other success stories, attracting and retaining the right talent remains a significant priority.

“Our workplace has changed as a reaction to the pandemic. We’ve got a hybrid model in place that we did not have prior that affords staff to have a flexible schedule. That’s a game changer for us in recruiting. Also, a lighter environment matters. We’ll pilot a drink cart around on a Thursday to develop and maintain friendships and create an atmosphere we really like. Try to keep our space a little loose, more fun,” Anderson said.

The best advice Anderson has for companies looking at transition planning is to start early and enlist help. “It’s never too early to begin transition planning. And don’t assume you know everything— there are people that can help you along the way.”