Beyond the Numbers: Prioritizing People and Preserving Legacies Through Thoughtful Growth

At NIX, growth is important, but it’s never been our number one goal. Our focus has always been on sustainable, thoughtful growth that aligns with our values. Acquiring another family-owned business isn’t just about numbers on a balance sheet—it’s about preserving a legacy that spans generations, both our business and the companies we join forces with. Over the years, we’ve had the privilege of acquiring several businesses. Most recently, Nix Industrial experienced our largest acquisition and for the first time in Indiana history, this was a merger of two 5th generation businesses. Each of these experiences has taught us that acquisitions are as much about honoring the past as they are about building for the future. It is a real honor to continue the legacy of the Huncilman family in New Albany, Indiana.

One of the most important lessons I’ve learned is that acquiring a family business is a responsibility. These aren’t just businesses—they’re the life’s work of families who have poured their hearts into them for decades, sometimes over 100 years. They’re pillars of their communities, employing people who are more than just staff; they’re extended family. When a company joins NIX, we’re not just continuing operations—we’re continuing stories.

I sat down with every single employee in New Albany. These people didn’t ask for new ownership, and many were understandably nervous. Change can be intimidating. But as I shared: "We’re not here to disrupt what’s worked for so long—we’re here to help you continue growing and thriving." With the help of my friend Alfonso Vidal, who connected with the Spanish-speaking members of the team, we aimed to make these conversations personal and genuine. Alfonso’s role wasn’t just about translation—it was about ensuring that everyone felt heard, respected, and included during this transition.

It’s about working with the team, not against them, to make sure they feel secure and excited about the road ahead, their resources, and opportunities for future growth. That’s the kind of cultural integration that matters.

Around 60% of small business owners in the U.S. don’t have a succession plan, which often leads to closures when owners retire or face challenges. These businesses represent decades of hard work, family legacy, and community involvement. Without a plan, many of these businesses end up closing rather than continuing to thrive under new leadership or ownership.?

The steps we take when joining forces with another family business reflect a deep commitment to understanding and preserving what’s important:

• Respecting the Legacy: We don’t walk in assuming change is needed. Instead, we first understand what’s been working for generations and how we can support that going forward.
• Building Personal Connections: We meet with employees face-to-face to understand their needs, fears, and hopes. These conversations are the foundation of everything we do.
• Cultural Sensitivity: Whether it’s bridging language gaps or respecting decades-long traditions we go out of our way to meet people where they are and ensure everyone feels part of the process.
• Maintaining Continuity: We never want to disrupt what makes a family business special. Instead, we look for ways to strengthen and extend that legacy, offering support where it’s needed most.

In a time when so many family businesses are facing challenges—whether it’s the weight of economic uncertainty or owners reaching retirement—it’s easy to see why the idea of acquisition might feel like the end of a journey. But we see it differently. For us, acquisitions are about offering these businesses a new chapter. They get the support they need to continue thriving, while we get to honor and protect their legacy. It’s not about “taking over”—it’s about helping to evolve, together.?

Each acquisition is unique, but the heart of the process remains the same: it’s about trust, respect, and making sure that every team member, from seasoned veterans to the next generation, feels valued. These are companies that have stood the test of time, and our goal is to ensure they stand strong for generations to come. In the case of our recent merger with Huncilman Custom Sheet Metal Fabrication, the 4th?generation owner was ready to retire and successfully sell his equity in the business while his son stayed on in leadership.

What’s become clear through our experiences is that when acquisitions are handled with care, they aren’t just transactions—they’re transformations. They become stories of success that span beyond a single family, rippling out into the wider community. That’s what we’re committed to: ensuring that the family businesses we partner with continue to be pillars of strength, pride, and opportunity for generations to come.