The following is an excerpt from a conversation that took place at MLR Media’s The Private Company Governance Summit 2025.
SPEAKERS: Danielle Kohler, owner and chair, The Vollrath Company; Erik Lampe, president and CEO, The Vollrath Company; Kirsten Vosen, audit and assurance private leader, Deloitte
VOSEN: How did the transition from a family-led business to a professionally managed company begin?
KOHLER: It goes back to when I had just graduated high school. My father, who was president, CEO and chair at the time, became interested in another business. He approached the board and said, “I have this opportunity to buy a company. What do you think?”
They encouraged it, and the vice president at the time was brought in as the first nonfamily CEO. My father stayed on as chairman until he passed away in 2016. At the time of his death, we had already discussed succession planning — how we would divide responsibilities and who would lead. It didn’t happen the way we intended, with a formal torch-passing, but the plan was in place. I took over as chair at the next board meeting.
We were already talking about how to develop the board — bringing in new people and striking the right ratio of family members, independents and executives. We’ve been intentional about building a board that reflects our values and priorities. There have been ups and downs, but we now have an excellent board. Erik came on about two years ago and he’s been an excellent fit. That transition, too, was the result of a thoughtful process.
VOSEN: What attracted you to the CEO role at a long-standing family-owned company?
LAMPE: My background includes public company work and a stint in private equity. Private equity is dynamic, mission-driven and results-oriented, but there’s a transactional nature to everything. You’re always working toward a clear exit. Even with great relationships, the timeline limits how connected you can really become to a company’s values or people.
With Vollrath, what struck me was how much values and culture led the hiring process. That was a first for me. I didn’t have to adapt or perform a version of myself. The values they were seeking were already ones I hold. That was a strong signal that this could be a place where I could lead authentically, with a long-term view and feel genuinely aligned.
VOSEN: How did you approach the transition into the CEO role and build trust with the family and board?
LAMPE: In a public company, shareholders are a concept — faceless and distant. In a private company like this, they’re real people: Danielle, her sister, generation seven. Building trust takes time. You can’t shortcut that. We spent time together, built that baseline understanding and reached a point where we didn’t have to guess what the other person was thinking. That kind of trust is essential, not just for communication, but for the confidence to take on challenges and lead effectively.
VOSEN: Danielle, what challenges did you face as you professionalized the board?
KOHLER: When my father passed and we lost another board member, I had to bring on a nonfamily director to meet our charter requirements. We started working with a consulting firm, not just to help us recruit, but to teach us the process. We wanted to be able to do it ourselves eventually. The first round went well, but in a later search, we brought on someone who turned out to be a poor cultural fit. That was hard. I had to make the call and say, “This isn’t working.” But that’s part of what governance is — making those calls when values aren’t aligned.
We were also navigating COVID. We made tough decisions — cutting expenses, including compensation. Everyone took a pay cut, including the board and family members. It was a shared sacrifice, a values-driven decision. Anyone who wasn’t aligned with that approach simply didn’t fit with our culture.
VOSEN: How are you engaging the next generation of family leadership?
KOHLER: We started bringing them onto the board a few years ago. I want them to find their own path, not have it dictated to them. But the shared values are there — respect, responsibility and transparency. I see myself transitioning out within five years or so, but that will happen naturally. It’s important that they have a voice and are active participants in the boardroom.
LAMPE: I think it’s important to note that generation seven was involved in the CEO succession process. That gave us a foundation for strong relationships. It felt like a generational changing of the guard, and it’s been a core part of building alignment.
VOSEN: How do you cultivate trust and communication across the board and company?
LAMPE: I see my role as being the company’s voice to the owners, and the owners’ voice to the company. That means creating shared understanding and appreciation on both sides. We communicate often and informally. If I’m thinking about a change, I’ve already had one-on-one conversations with directors before it comes to the boardroom. There are no surprises.
We’re also unusually transparent for a private company. We share monthly financial results with the full team. That builds credibility. It shows respect for our employees and reinforces how unique our ownership model is.
VOSEN: What’s most important to you in your role as a nonfamily CEO?
LAMPE: I try to bring fresh thinking grounded in experience. I’ve seen different models — public, private equity and family business. That pattern recognition helps. But more than anything, it’s about leading with authenticity and aligning with the values of the people I serve. That’s the heart of the role.
VOSEN: How does your partnership enhance company leadership?
KOHLER: People see the trust and connection between us. That filters down. Our relationship reflects the values we want to see across the company — respect, collaboration and openness.
LAMPE: When you know where you stand, you’re free to focus on what matters. No wasted emotional energy. That trust speeds up decision-making and deepens our long-term thinking. It lets us focus on what’s right, not just what’s expedient.