Family Business Governance That Actually Works Across Three Generations | The Family Biz Show Ep. 126

In this episode of the Family Biz Show, host Michael Palumbos sits down with Peter Roberti, third generation leader of Adrian Jules Clothiers, a custom clothing business with more than 60 years of history nestled in Rochester, New York. From humble beginnings in his grandfather’s basement to two thriving retail locations and a rich wholesale business, Adrian Jules represents a rare multi‑generational success story steeped in strong family business governance and values‑driven leadership.

At its core, this episode is about how families steward their legacy, govern their business together, and evolve through each generation while maintaining shared purpose. The conversation isn’t just about clothing — it’s a case study in family governance, leadership transition, operational evolution, and balancing emotion with strategic growth.

Starting at the Beginning: Early Involvement and Cultural Roots

Peter’s entry into the family business did not happen after college or by default. At 14 years old, his grandfather invited him into the factory in Iran where the company’s garments were produced. Given fabrics and shown how to make a suit, Peter began his journey with hands‑on craftsmanship — learning the trade from the ground up. This early, authentic integration into the company culture is foundational to how they approach family business governance today: no entitlement, only earned credibility.

After college and experience outside the business at his father’s encouragement, Peter chose to return — but not before proving himself. This early insistence on gaining outside perspective is a hallmark of strong governance: ensuring next‑generation leaders develop competence, confidence, and external perspective before stepping into authority.

This story reinforces a key principle of family business governance:

"Founders and successors alike benefit when incoming leaders prove their readiness — not just inherit authority."

Three Generations, Diverse Leadership Styles

The lineage of governance at Adrian Jules shows evolution rather than mere succession:

Founder (G1): Passion‑driven, hands‑on, and deeply invested in quality and relationships. He worked the floor until his final weeks, reinforcing a culture of visibility and accountability — “Management by Walking Around.”
Second Generation (G2): Peter’s father and uncle diversified the business, introducing retail and expanding reach. Their styles differed — one emotionally invested in people and service, the other analytically grounded — delivering healthy conflict, a governance strength rather than a weakness.
Third Generation (G3): Peter and cousin Alexa represent a leadership duo blending heart, culture, and data‑driven discipline. They recognize that growth cannot rely on nostalgia alone, and that future competitiveness will require both technological fluency and emotional intelligence.

When Michael asks about family business governance, Peter’s response isn’t theoretical — it’s practical:

“We meet every Monday. We talk numbers, pivot when necessary, and ensure vision alignment across divisions.”

This is governance in action, not governance on paper.

Governance Through Transition, Not Just Transaction

Peter recounts how transitions happened gradually, not as abrupt handoffs:

“Employees should feel like the successor was already making decisions before title changes occurred.”

This gradual transition is central to stable governance. Instead of formal ceremonies or dramatic restructuring, the team evolved into new leadership organically — decisions were shared, visibility was maintained, and authority was earned over time. This minimized disruption, built trust, and reinforced continuity.

Within this structure, family governance practices — like shared meetings, open dialogue, and ongoing alignment conversations — replaced rigid hierarchies. No one person was operating in a vacuum; even when each family member ran their own division, they checked their assumptions with each other.

This episode illustrates a core lesson in family business governance:

"Governance is not about imposing rules — it’s about creating rhythms that make shared leadership work."

Challenges in Governance and Growth

Peter highlights two strategic challenges that reflect governance in practice:

1.) Talent and Craftsmanship Pipeline

Custom tailoring is a craft few young people pursue today. Adrian Jules faces the challenge of talent scarcity, which has implications for workforce planning and governance:

Succession must extend beyond family to the broader workforce.
Governance becomes talent governance — not just leadership governance.
Systems must be put in place to recruit, train, and retain craft expertise.

This reflects a key governance tension: how do you preserve quality while scaling responsibly?

2.) Consistent Customer Experience Across Locations

As Adrian Jules grows beyond Rochester, maintaining consistent experience is vital. Governance here means operational standards, training, and institutionalized culture — not just charisma.

Peter explains how he absorbs experiences from Starbucks, Ritz‑Carlton, and Disney to inform their protocols. This is strategic governance: borrowing best practices outside the industry to enhance core competencies.

Governance Conversations: Communication, Conflict, and Resolution

Family business governance is most tested in conflict. Peter offers a simple but powerful rule:

“Speak up early. Don’t let issues build.”

They practice immediate transparency, reducing emotional buildup and preventing small challenges from becoming big fissures. When gatherings turn to work talk — even at family parties — it’s not dysfunction; it’s governance through relational fluency.

Peter and his family approach disagreements as opportunities for alignment — not avoidance. This is a hallmark of mature family governance: building psychological safety where differences lead to better decisions.

Visioning Together: Plans That Align Family and Business

Adrian Jules uses multiple planning horizons:

3‑year goals — local dominance in custom clothing
5‑year strategic development
10‑year legacy vision

Importantly, each family leader runs their division with autonomy but seeks input from others — like an internal advisory board. Decisions are shaped collaboratively, not imposed hierarchically.

This balances individual accountability with collective governance.

Cultural Pillars That Support Governance

Throughout the episode, three core pillars emerge:

1. Consistency in Quality - Governance is grounded in what never changes: excellence, discipline, and craftsmanship.

2. Commitment to People -Employees aren’t resources — they’re part of a community with generational loyalty.

3. Open Communication - Routine check‑ins and transparent dialogue sustain trust.

These pillars become the glue that allows governance to adapt without fracturing the organization.

Peter’s favorite part of being in a family business isn’t profit — it’s working with his dad every day. That sentiment captures the intangible goal of family business governance: preserving relationships while building a company that outlives any single generation.

He sums it up best when talking about discussions that happen even at family dinners:

“If you’re not willing to have the tough conversations, you don’t value the relationship enough.”

That is the heart of family business governance — blending candid communication with love, respect, and shared purpose.

Transcript

Michael Palumbos (00:16.573)

Welcome, everybody, to the Family Biz Show. I'm your host, Michael Palumbos from Family Wealth and Legacy here in Rochester, New York. And today we have Peter Roberti from Adrian Jules

Michael Palumbos (00:27.214)

Clothiers, correct? I got it right? There we go. And Adrian Jules is really cool because it's around the corner from where I live. So I know right where the shop is. And for a bunch of years, you guys have done a car show in that parking lot, which I have been to and seen some of the most incredible cars that were out there. Matter of fact, one of my buddies was in your show.

Michael Palumbos (00:56.992)

a few years ago. yeah, it's probably the most expensive collection of cars in one parking lot ever. So, Peter, welcome to the show.

Peter Roberti (01:07.449)

Thank you Michael. Thanks for having me. Thank you.

Michael Palumbos (01:09.902)

Your second generation or third generation third generation. Yeah. Okay. So one of the things we like to hear first is How did you get involved in the business? Were you straight out of college? Was it I was on the shop floor, know right from the from the get-go or I went and did five other things first and then Finally said I can't get away from the family business, you know, what was what was your story?

Peter Roberti (01:33.55)

Yeah,

Peter Roberti (01:34.01)

that's a great question. So we do, so I got involved when I was actually when I was 14 years old. So my grandfather, so we do shows around the country. So we do three show or three to four shows around the country where we go and we go buy fabrics and we go do all of our purchasing. And one show I was like 14, 15 years old, it was in Las Vegas. And we were doing our buying and

Peter Roberti (02:03.018)

in our showroom we have both the fabric on the wall and my grandfather bought me out black fabric in a red fabric and he said this summer of a teach how to make a suit so i made a black suit with the red vests in our factories are factories in iran quite okay i've got about sixty seventy tailors there and his shop so the factory was on as on two different floors and his shop he was technically at this point he was technically retired but

Peter Roberti (02:31.894)

He still came in every single day and his shop was above the factory. And I spent the whole summer learning how to make clothing and I grew up in the factory. So that's, I grew up in the factory. So that's how I got involved.

Michael Palumbos (02:44.364)

Very cool. did you go away to school? Did you, you know, and then you came back or did you have a job, something else in between?

Peter Roberti (02:52.748)

So I went to school, so I wanted to go to the Fashion Institute of Technology, FIT. But my grandfathers and my dad were like, should go to a business school, or you should go to college, and so on and so forth. So I went to school, and my dad's like, before you start coming on full time, you need to work somewhere else and have some experience, and then you can come on full time.

Peter Roberti (03:21.511)

so that's i did and you know i did a little bit of you know i'd have a few different things and then i ended up back at at a dren jules and

Michael Palumbos (03:28.942)

How much time did he make you stay away before he let you come back?

Peter Roberti (03:31.891)

Peter Roberti (03:32.191)

I think the whole the whole office was was became clients of Adrian Jules. So he's like,

Michael Palumbos (03:40.119)

Yes, I love.

Peter Roberti (03:41.198)

Yeah, so was lot of fun. It was good experience though.

Michael Palumbos (03:44.558)

And everybody has a different experience as they're going through that. Some people saw what, you know, grandpa and dad or mom and dad were doing and they're like, I don't want to do this. And then they get to in their thirties and they're like, oh my gosh, I miss it so much, you know? And so it's just always unique to hear other people's stories. Yeah. I appreciate that.

Peter Roberti (04:02.722)

think with anything, it's gotta feel natural. I've always been passionate about it, but it was never forced. was just naturally like, just feels right. still to this day, it's just like, is, it's a lot of fun. And we get to make a big impact on people.

Michael Palumbos (04:19.59)

And it's, you know, a lot of people talk about nepotism in the business and this isn't one of those things for you, especially, you you can just hear it's not nepotism. It's because 14 years old, you're making your first suit. And so you started to go grow up around this and you're like, this is what we, this is what my family does. And, and so that just was a natural fit for you to join the business. That's awesome. So let's talk about the business, to walk us through some of the history.

Peter Roberti (04:42.722)

Yeah, it's awesome.

Michael Palumbos (04:49.454)

grandfather you already said started the business. Tell us about what does it look like the first 15 years, how old is the business today and that kind of stuff.

Peter Roberti (05:00.462)

So we we are over 60 years old. Okay, the clothes are still made right here in Rochester, Maine, America We've got about 60 tailors there My grandfather started the company in his basement He started the company in his basement literally had He had a partner that eventually got out of the business Couldn't afford to change the name. So he kept the name Adrian Jules and he grew so the business was just

Peter Roberti (05:30.05)

b to b meaning that it was all private label so is all private label so we still do private label clothing made so say you were started shopping north carolina and you need someone make clothes that's region jules comes into play it doesn't say jerry jules on there but we make the clothing so it's all private label and my dad started the retail business so the shops we've he had a

Peter Roberti (05:58.892)

we started it, was just an extension of the factory. And then, and then we moved over to Monroe Avenue. And then now across the street, and we've opened up other shops since so we've got two locations in Rochester and in Buffalo. We've got other sales reps that are doing selling our product but but no shops like what we have in town here.

Michael Palumbos (06:11.202)

How many stores are there today?

Michael Palumbos (06:24.534)

And so that was the curve ball that was thrown at me when I was doing a little bit of behind the scenes. I only know you as the retail store. Right around the corner from me. When you look at the business today, what percentage of the business is retail versus B2B?

Peter Roberti (06:39.555)

We're six probably 66 % in the retail store the rest of it is wholesale

Michael Palumbos (06:47.478)

So you've really grown the switching from the wholesale to retail.

Peter Roberti (06:53.08)

I mean, listen, I think that there's, it's just with anything. There's, we've got, I think it's, you gotta be diversified. There's certain parts of the business that do really well some years. Some areas do, some areas need a little bit of support and everything kind of continues to work and as long as everything's rolling in the right direction.

Michael Palumbos (07:11.074)

Perfect. Love it. Talk about transition. Your dad comes into the business. old do you have? Same idea? Same kind of plan that you had?

Peter Roberti (07:22.062)

Well he he says his only other job he's ever had was a he delivered mail So yeah, I think that I think I'm sorry. I'm not sure is question about transitioning our house

Michael Palumbos (07:28.174)

Okay.

Michael Palumbos (07:36.686)

I'll get to the transition. I'm just curious, you know, so he that was his only job as well

Peter Roberti (07:40.844)

Yeah, same with my uncle. So my dad and my uncle who, you know, I mean, they've grown it. You know, my cousin, Alexa and myself now have since now have a vision of where we see the business. But my dad and my uncle, mean, they've I mean, they're amazing. I think that they've done their I mean, and they still support all our vision and where we see the where we see the company now. And I mean,

Peter Roberti (08:07.416)

They're still involved in the business as well, but I think that they've done an amazing job. I mean, they're awesome.

Michael Palumbos (08:12.782)

That's great. Transition one, grandfather to his boys. What did that look like? What are the stories behind that? What do know about the succession plan that they went through?

Peter Roberti (08:25.996)

I think that...

Peter Roberti (08:29.132)

I think it's important that, I mean, at that time when they were transitioning, my grandfather was still, he was still involved, he was going to the shop three weeks before he passed away. So he was still involved. I think that their transition was longer than they thought it should be. In terms of like,

Peter Roberti (08:57.004)

you know just you know with him still being involved in everything like that but i think that everybody was in the right seat in terms of all of his you know my dad's brothers and sisters that makes sense

Michael Palumbos (09:10.884)

So how many family members at that time are involved in the business?

Peter Roberti (09:15.438)

So my grandmother was still involved, my grandfather, aunt, uncle, and my dad.

Michael Palumbos (09:23.17)

So five family members in G2, well, three family members in G2, that's pretty amazing. And as you're going through that, that, you know, like we're going back, when did your grandfather pass?

Peter Roberti (09:38.414)

He passed in 2016 think was.

Michael Palumbos (09:44.46)

Yeah,

Michael Palumbos (09:45.021)

so he was still involved, like you said, up until three weeks before.

Peter Roberti (09:49.452)

I

Peter Roberti (09:49.553)

mean, we call it MWA management by walking around.

Michael Palumbos (09:52.718)

Have not heard that one. Everybody catch that. MWA management by walking around.

Peter Roberti (09:59.694)

He

Peter Roberti (10:00.134)

would, you know, there's something about it when the founders walking around on the shop floor, people just sit up a little bit straighter. They, you know, they just, they just, you know, so that was, uh, you know, he made his rounds.

Michael Palumbos (10:08.366)

100%.

Michael Palumbos (10:11.918)

And again, like I want to recognize that that's very very normal. Yeah, it's there is You know the it's great when a founder is sitting there saying I'm gonna be out here at 62 or I'm gonna be out here at 65 and I've got everything in line to do that but when they found a business especially What generation was your grandfather in America? So so think about that, know, he comes over

Peter Roberti (10:33.784)

Her always first-generation

Michael Palumbos (10:39.862)

Right? Himself and your grandmother. And now he starts a business here out of his garage, out of his basement. So you're not letting go of that.

Peter Roberti (10:53.43)

yeah, there's definitely an emotional attachment that, know, something that he built that, you know, and my dad and my uncle helped, you know, build it as well, but you he started it. So, I mean, there's an indefinite emotional attachment that, you know, just took longer to hand off, if that makes sense.

Michael Palumbos (11:12.216)

Yeah,

Michael Palumbos (11:12.536)

and perfectly A-OK. I love that. We see it all the time. And the other thing is that the talking about handing off and talking about transition planning and thinking about how do we get this to the next generation wasn't something that was a really talked about skill.

Michael Palumbos (11:34.006)

You know, it was it was done through generations and everybody did it but it wasn't it wasn't talked about in schools. It wasn't, you know, you're not going to school, you know, there there wasn't any family business, you know, programs back when he was going through and starting the company in, you know, 60 years ago, 30 years ago. It's like the last 20, 30 years, a lot has changed and there's no way he would have known those things. So, yeah, good hats off to him. All right. So now you've got your dad.

Michael Palumbos (12:04.364)

your uncle, your uncle's, your uncle's daughter and yourself. Those are the four family members in there. Yeah. Okay. What is

Michael Palumbos (12:14.946)

Yeah. Okay. So has the formal transition happened? When did that happen? What did that look like?

Peter Roberti (12:25.004)

Well, I think it's been going on, in my opinion, in the way that we believe is the best way to do it, was that it had to be done gradually. know, when we do, you know, I think that when you do take over, the employee should say something along the lines of, I thought he already owned the business, versus, you know, so it should be just done gradually. So I think that

Peter Roberti (12:54.008)

We're in a spot right now where all the decisions that we're making, myself and my father, like on the retail division, we're doing them together. So that way, when we do say, this, when my dad does decide, which he'll probably work for the rest of his life, but when he does decide to say, hey, I want to take a couple steps back, the employees should be just saying, Peter was already making a lot of the decisions, if that makes sense.

Michael Palumbos (13:22.254)

100%. When you look at the organization, I think it's pretty unique for these founders to come in. I started it in my basement, just myself. Then I have a partner, myself and my partner start this in the basement. When in 2016, your grandfather passed, how many employees does the company have at this point?

Peter Roberti (13:47.662)

Um, it's a good question. I think that it was probably around the same amount of employees, but just different. No, I mean, we've got more employees now, but he probably had around 80 ish employees, I think, or so when he, when he passed somewhere in that neighborhood.

Michael Palumbos (14:05.966)

So, mean, again, I just want to say hats off to your grandparents. That's 80 jobs, you know, plus them, you know, and then the other family members, you know, that are in there. It's pretty amazing that, you know, here's this, you know, immigrant comes in, needs to provide for his family. They, you know, they need to do something for their family. And then when, you know, he passes, there's...

Michael Palumbos (14:35.502)

80 people that are impacted by all the things that are going on.

Peter Roberti (14:39.618)

Yeah, it's a... Yeah, you start... Yeah, that's why I think... You know, I think that each generation goes through different things and I think that, you know, what my grandfather did, I think... Yeah, he just touched a lot of lives. mean, he may not... He did more on the B2B side. So I think that he got to create really good strong relation... I think we do have strong relation with our employees now, but I think he really... Yeah, I mean, a lot of those...

Michael Palumbos (14:40.45)

lot to be proud of.

Peter Roberti (15:08.588)

I mean, he still has, I mean, there's still some people, employees that are still, you know, when my grandfather was alive, that it still worked for us today. You know, still worked for us today. And I think that, you know, he, you know, he left a very, you know, big impact on their lives.

Michael Palumbos (15:18.327)

Yeah.

Michael Palumbos (15:25.688)

How many employees today?

Peter Roberti (15:27.374)

Just under a hundred.

Michael Palumbos (15:28.824)

That's great. Fabulous. Talk with me, if you will, about management styles. So like you said, the business has evolved. Your grandfather towards the end was MWA, management by walking around. I love that.

Michael Palumbos (15:49.634)

What about your father and your uncle? was the transition like for them? What is their management style? And then what do you see different between you and your cousin as you're building things and thinking about things?

Peter Roberti (16:03.938)

Yeah, think everyone's got their own style. I think that my dad and my uncle, their styles are different. Yeah, mean, their styles are different because they run two different divisions. So my uncle and my cousin, Alexa, the factory and the B2B side. And myself and my father run the retail division. So I think that

Michael Palumbos (16:14.21)

or even together.

Peter Roberti (16:33.89)

My dad's style is very passionate. I think that he leads with his heart and makes his decisions with his heart. And I think that he gives back. His employees are first, his clients are first, and he's made sacrifices both with his family and decisions that he's made and also, you know, he's

Peter Roberti (17:03.562)

he's really built a business because that division didn't exist. So it was similar to what my grandfather did. My dad kind of did the same things. Yeah.

Michael Palumbos (17:15.63)

almost like founder number two.

Michael Palumbos (17:17.415)

you're starting a whole new division that is different, it's exactly the same thing.

Peter Roberti (17:24.142)

So he still has pulse on everything though. He still wants to be involved in everything.

Michael Palumbos (17:28.364)

and your uncle, what's his style?

Peter Roberti (17:30.606)

I would say that his is Where my dad might lead with more? mean my uncle's very passionate about the business, too But I would say it's more data and numbers driven

Michael Palumbos (17:42.07)

It's a good balance and that's that you know partnerships in order for them to work if you're doing the same thing you both do things the same same way you don't get that What I like to call healthy conflict,

Peter Roberti (17:56.098)

Yeah.

Michael Palumbos (17:56.662)

you know, it's the health healthy conflict comes from You know having differences opinions and being respectful at the same time. Absolutely. So that's great when you look at you and Alexa

Michael Palumbos (18:10.604)

Yeah, as you're going through things, how would you categorize you? Are you guys different in your styles of things?

Peter Roberti (18:16.884)

I would say we're very similar. I would say that the way that my, well, I think that my cousin Alexa, she does an amazing job. She runs two divisions and she's very, data, technology. I think what we both do very well with is bringing out the best in people. We want to empower our employees and our team.

Peter Roberti (18:46.382)

understand, you know, so they all understand what the goal is, what the vision is, everyone's rolling in the same direction, and really get them to want to rise up to the occasion. And I think that we both do that really well. She does a better job at analyzing, you know, data and numbers, where I've made mistakes on, you know, know, you leading with my heart and my gut. And I think that I've consciously wanted to do a better job of let's say, hey,

Peter Roberti (19:16.576)

as we continue to grow and we get further away from Rochester, like, you know, we're going to open up another store in Saratoga is like, all right, we've got to really have our numbers and our data, you know, dialed in if that makes sense.

Michael Palumbos (19:30.081)

100%. I think of that whenever we're making changes or thinking about a new division or a new project, fire bullets first. I think it's Jim Collins that talks about it. You fire bullets first, then cannonballs. Once we know that the bullets are hitting, then you can spend the money on the cannonballs.

Michael Palumbos (19:48.746)

And that's where the data comes in is like are the you know, this data? You know supporting the fact that the bullets are gonna hit there absolutely and now we can throw the cannonball at it. Absolutely. That's great It sounds like you two are gonna be a really good team together. That's

Peter Roberti (20:03.074)

Fabulous. think that is I think it's You know super important they have communication, you know, you got a you got to have tough conversations challenging conversations That and you know when we're when we're at work, we've got our work hat on but when we're when we're at the family parties We've got a family hat on nice. We got to make sure that you know, it's tough in family business to separate those things

Michael Palumbos (20:25.454)

100%, 100%. I'm sure that you learned some things from your grandfather, your father, your uncle. Talk if you wouldn't mind, know, were there any stories that they said, you know, here's some tough times and here's how we got through them? Is anything come to your mind when I say that?

Peter Roberti (20:44.376)

Well, mean, I've, we've, know we've been through some tough times and I think that, I think it's with, you know, one of the things I think that we've, you know, our core is in our DNA is that we've always focused on what the best is. So whether it be the best talent that we could find from a craftsmanship and hiring tailors, master tailors.

Peter Roberti (21:13.464)

to the best fabrics, to the best work that we could do. So we've always competed on what the best is. And we've never deviated from that. And I think that that's been our core DNA for ever since I can remember with my grandfather. That's always what he preached. He'd have me doing the inseams and outseams of the pants and we'd reap it and have to do it again. Because he wanted me to, we had to be the best. And I think that...

Peter Roberti (21:43.31)

With that combination, in addition to that and the combination of being consistent and disciplined and staying true to that, I think that it allows us to continue to attract those people that want that, you know, that quality of service. And I think that the stories that, about whether it be a tough time, you know, that's what's got us through it, is being consistent.

Peter Roberti (22:13.26)

disciplined, being willing to adapt to tougher time or to adapt to changes and admitting that sometimes that, hey, there might be a better way and I might be wrong. And being vulnerable.

Michael Palumbos (22:31.884)

Yeah, I think, I mean, to be around 60 years, obviously, we've all been, know, anybody has gone through things. My father, was, so I'm second generation, but you know, he started in the 70s and the business wasn't anything. Like he looks at what I'm doing, he's like, I don't understand, it's not even the same business that I was in. You know, he started off as a life insurance salesperson.

Peter Roberti (23:00.952)

Yeah.

Michael Palumbos (23:01.574)

and became a financial advisor, moved to the wealth advisory today, you know, and he served a lot of family businesses and helped them dramatically, did a really great job and like laid a foundation for a serve first kind of philosophy that we've always had, that he learned. And that was what attracted him to the company was they, like if you serve first, at last and always the pay will take care of itself. Just serve.

Peter Roberti (23:28.782)

percent.

Michael Palumbos (23:30.05)

and you'll be okay, don't sell. And that, my father's like, good, because I'm a horrible salesperson. But I can coach people and I can serve people and he built a great career out of it. You know, the banking industry and the investment industry, you know, the walls between them broke down. And so lots of different things, you so now you've got insurance and investments and, you know,

Michael Palumbos (23:56.062)

Savings, know money markets and all of that stuff kind of changed what never changed for him And what he taught me was that at the end of the day? It's you know The family is who you serve and the family has to have a vision and objectives of what they're trying to accomplish and then if you can look at Their their documents first, you know their taxes and their legal stuff and say if we can fix it that way if an attorney can

Michael Palumbos (24:24.8)

make a tweak here to make your situation better and accountant can make a tweak there, And then he just, then it's like, then you go to the investments and then it's like, finally, if you can't fix it any other way, you know, like I've got a buy sell agreement between brothers and I don't have the cash to buy you out. If something happens, I'm going to want some life insurance. And that was really unique. I think his answer as he got older and moved forward, life insurance was just kind of like,

Michael Palumbos (24:53.984)

one of the toolkits, one of the tools that he had. It wasn't the only tool where, kind of unique for somebody that started the way he did to not always be life insurance first, so to speak. The business has evolved. Talk about how your grandfather, as a founder, would imagine it was, I'm gonna be the best, I'm gonna create great product, I'm gonna,

Michael Palumbos (25:23.416)

get the most talented people and we're just gonna grow, grow, grow. He was about survival, especially the first 20 years, 10, 15 years, you know, as you're starting these things. Once he knew it was there, it was probably a lot of the same planning, a lot of the same thought process of what got me here needs to stay in place. My gut says, and feel free to tell me if I'm wrong, but your father and your uncle started to think a little differently about planning.

Michael Palumbos (25:53.318)

And I would even imagine that you and Alexa have some even different thoughts compared to your uncle and your father. And again, I'm talking about like how we plan for the business, what we're thinking about, know, some of the data wasn't even available back then. But walk us through that, because I think the reason why I'm asking is a lot of families may not be looking for where are those pivot moments, where do we have to evolve and how do we be thinking about this thing?

Michael Palumbos (26:21.996)

looking to see you've got a great family that did these things.

Peter Roberti (26:26.062)

Yeah, think that, I think everybody's, you're, you know, throughout the 60 years, I think, you know, the resources that myself and my cousin Alexa have now versus what my grandfather had are completely different. Right. Not only from a financial standpoint, just with technology alone, it's just completely different. And I think that if...

Peter Roberti (26:51.818)

I think that in my opinion, if anybody is running a business that says, I'm just going do what I did last year and expect the same results, mean, that's just, you can't operate like that. I mean, there's components that we use and a foundation that we use that I think that could translate from year to year. But I think that, I mean, we meet once a month and we talk about, hey, what things do need to pivot? We go and talk about numbers.

Peter Roberti (27:20.994)

you know, you know, what areas are, know, you know, what areas needs more support and so on and so forth. I mean, we meet every single Monday still. But I think that from, I mean, what my dad and my uncle did, I think you're right. My grandfather, again, I wasn't around when he was there, but I think it was more about like, you know, I mean, I've heard stories that he would, you know, he would drive to Detroit to deliver garments.

Peter Roberti (27:47.362)

you know, sell the garments, then he would come back home in the same day, start make them overnight, you know, just so he could put food on the table. Yeah. You know, and I mean, I mean, I've done stuff similar to that. And I've had family members say that I'm absolutely out of my mind. But I think that but I think that, you know, my come to my dad and my uncle, I think that from a planning standpoint,

Peter Roberti (28:15.886)

we wouldn't be here today if they just continued to do the same thing. So over and over every year. So I think we're always constantly tweaking, analyzing what's working, what areas could we potentially grow in? And like I said before, being diversified. And we're looking at now, it's like, what other dealers, because dealers...

Peter Roberti (28:44.13)

you know that don't have a succession plan could we possibly help you know jump on board and we could you know cuz we don't wanna lose them we don't wanna lose their date you know we don't wanna lose them as a dealer but could they come on board could we offer the support from a back end and all they have to do is just sell clothing you know you know so we're looking at stuff like that so yeah different business model you know but i think that

Michael Palumbos (29:05.72)

Totally different model.

Peter Roberti (29:09.986)

You've got to get creative with that. know, have to, you know, we're, we're fortunate enough to have, the resources to, to, you know, take these at bats and, and then as long as we don't make the same mistake twice, cause my grand or my, my dad and my uncle would, you know, that that would be a tough conversation, but, but we, we, you know, like we, we tried to buy a business and, know, but, you know, it didn't go exactly how we, thought it was going to go, but.

Peter Roberti (29:39.022)

It was a great learning experience. And we now understand based on that, it's like, okay, this is the vision. This is where we wanna be in three years. We wanna make some tweaks. If we're gonna look at buying another business, it's gotta have this, this, this, this, and this. And we've got a clear path, a clear plan and direction of what qualifies us to wanna engage in a business.

Michael Palumbos (30:04.504)

Sure. Talk about, if you will, and I have no idea whether you've done any of this through the years, but like, dad and your uncle, you and Alexa, working with coaches or getting outside, you know, information and knowledge, all of us.

Michael Palumbos (30:26.092)

you know, whatever your industry you're in, there's probably plenty of industry stuff. there, you know, I'm assuming that you're involved in a lot of industry organizations and then what non-industry things do you tap into?

Peter Roberti (30:41.326)

So we've got, so there's an organization in our industry, it's called the CTDA, so Custom Tailors Designers Association. I'm actually the president of the organization. What we do is it's like continuing education. So honing in on your skills from fabrics to measuring and so on and so forth. So think about it as if an advisor would go to these

Michael Palumbos (30:48.589)

Okay.

Peter Roberti (31:11.206)

go to the seminars and people would talk and you know you'd be meeting with people and so on and so forth so it's a it's a it's a great organization so from an industry standpoint that's what we do on we do that four times a year

Michael Palumbos (31:26.168)

Okay.

Michael Palumbos (31:28.492)

When did you start as the president of that organization? And how long have you belonged to it?

Peter Roberti (31:31.046)

Two years ago.

Peter Roberti (31:35.591)

We've been there as long as I can remember.

Michael Palumbos (31:38.496)

It was, so I'm having this reaction because this is just like my father. My father would be like, Michael, you've got to get involved in the organization so that you can keep your fingers on the pulse. No, you he said, you also learn from your competitors. You learn from, you know, colleagues and it's just a great way of doing it. And then there's a time when it's time for you to give back and start moving up those seats. So, you know.

Peter Roberti (32:03.028)

I know. Yeah, it's a it's a it's a lot. It's very rewarding from a teaching standpoint, but it's definitely a lot of work. But but yeah, so we so that's a so that from an industry standpoint, sure. And then I think it's always I think it's important you got to have the right team and the right people around you. And I think that we've always talked about having a board. But I think that, you know, I don't think we're necessarily big enough to have something like that.

Michael Palumbos (32:09.934)

100 percent.

Peter Roberti (32:32.64)

at this point. But I think it's, you know, I think it's important to have the right people around you that is that knows enough about your your business and the the the numbers but isn't connected from an emotional standpoint, right?

Michael Palumbos (32:51.31)

We call that coaching And I always tell ever you know, there's there's no Olympic team There's there's no you know, there's no football team that has made it to the Super Bowl You don't win the gold medal in the Olympics without having a coach sure and and the coach does exactly what you're talking about Not emotional. What are my blood? are the blind spots that I might be missing and I know enough about running business? Because all businesses are the same

Michael Palumbos (33:21.71)

Michael Palumbos (33:22.23)

I can't do fabric, I don't know that piece, but I do know the people side of it. I know the management side of it. I know systems and processes and meeting rhythms and those pieces. And that's one of the things that I think it becomes really important that business owners do tap into outside knowledge, especially outside of their industry, because it's like, what can I be utilizing?

Michael Palumbos (33:49.272)

How could I be utilizing what they use in this food industry or the hospitality industry in my business that just might translate differently? Speaking of that, how's AI impacted your business? Are you using AI? Is it a part of your business?

Peter Roberti (34:10.989)

I think that there's gonna be I think that Yes, we do use AI. Okay, and I think that I think that You know, we actually we gave a talk not too long ago and back in July or no August but I think that I think that as a as a custom Clavier I think that it will enhance It will enhance us as a custom Clavier give us tools to be

Peter Roberti (34:39.746)

to become a better better at what we do. So I look at it as always like, hey, how do I how could I use this to leverage my time and and use it as a resource and and always continuing to learn about it? I think all of our all of our team members. I mean, this is a we always are talking about, OK, could we could have could we automate this? Is there something that we could do from an AI standpoint? Is there anything that's out there that would help us help us?

Peter Roberti (35:08.462)

you leverage you know do you know leverage our our resources to become more efficient so we were using it a bunch and i and i'm a i'm a full believer in it

Michael Palumbos (35:18.53)

And I think it's interesting because I have still I'm surprised when somebody says I don't see where I'm gonna use AI in my business today And I think that that's every business is going to be impacted Mostly in a positive way. I think mostly positive

Peter Roberti (35:35.71)

I believe so. think that the people, think from in our industry, if they don't embrace it, I think they'll be left behind. Unfortunately. Or they'll seek out a company like ours that is embracing it and then they'll become part of our team.

Michael Palumbos (35:51.266)

Got it. Taking a look at the business today, if you're looking at the challenges that you're facing, given the world that we live in today, what would you say are two of the challenges that you as a team are focused on and working to accomplish or get passed?

Peter Roberti (36:12.706)

Yeah, I think that. Well, one of them is definitely I mean, people are from a tailoring standpoint. We've got an amazing team and in the average age, I think is around is low 40s in terms of our tailors, which. Yeah, we're very, very fortunate to have an amazing team there, but I think that people aren't growing up and saying they want to become a tailor. I think a lot of the tales that we have.

Michael Palumbos (36:29.452)

That's amazing.

Peter Roberti (36:42.446)

are all, know, some of the people are family members, meaning that their dad or their mom was a tailor and they might have three kids and one of the three kids also wants to be a tailor and they're working with in our shop too. So we have a lot of that, but I think it's definitely a challenge because as we continue to grow, I mean, there's a capacity issue. If we don't get more tailors, have to, you know, we have to automate or we have to, something's gotta give, so.

Peter Roberti (37:12.118)

you so that's definitely a challenge because another challenge i think is that is as we grow i think that one of the things that we believe is that whether you go into each whether you go to iraq sister showroom are you going to our buffalo showroom or one of our gals in nashville or you know the store in saratoga

Peter Roberti (37:41.674)

everybody should have the same experience. maintaining from a process standpoint, so from a training standpoint and an execution standpoint, I think that that's another challenge is as you grow, I'm not willing to sacrifice the experience that the client has and also the quality of what they're going to get from us on a garment standpoint. So that's another challenge.

Michael Palumbos (38:08.27)

You mentioned that and immediately I think of Disney, Walt Disney World has a training about the Disney experience, the Ritz-Carlton has, and so that's going outside of our, you know, our, you know,

Michael Palumbos (38:27.886)

Expertise and and leveraging, you know some knowledge out there. I've sent some of my team through the Disney school and we are talking about you know, do we want to move over and check out the Ritz-Carlton school to understand because the client experience today has changed our competition Isn't always the other Clothiers it isn't always the other tailors, you know or other wealth advisors. It's the experience that they had

Michael Palumbos (38:56.878)

at Starbucks or the experience that they had at the Ritz-Carlton or you know just other experiences when they they know what good experience looks like. And so you know getting that from other places I just think is really

Peter Roberti (39:12.54)

yeah, experience, know, we've, I lay up at night thinking about experience. You know, that is, I mean, from an experience standpoint, mean, every spot that I go to, whether it be a restaurant, you know, I've been very fortunate, gone to a lot of very nice places, but everything that I'm, especially if it's the first time that I'm going there, it's like, okay, what little things can I take away to bring it back to Adrian Jules? Because yeah, I think you're right, that experience,

Peter Roberti (39:41.59)

I mean, that is what's going to separate us from everybody else.

Michael Palumbos (39:46.798)

Talk about the vision. What is the next, you know, what do you see in the next three? How far out do you think as a company?

Peter Roberti (39:55.886)

We've got 10 year plans, we've got five years, and we've got three year. But I would say right now, our three year vision is when people think of custom clothing in Western New York, we have to be the one. Like period. know, in Rochester, Buffalo, and in Saratoga, Syracuse area, when they think about custom clothing, we need to be the one.

Michael Palumbos (40:19.918)

Love it. That's a very direct and easy to say to all the employees. So, you know, I say that to people all the time. Keep the vision, you know, simple. That's pretty simple. I love it. What else? You know, what are the other pieces of the puzzle that need to come together for you guys as you're doing your planning? I think it's...

Michael Palumbos (40:48.247)

It's fun to talk about it, you know, because if somebody else is going through something just like this, I didn't think about that.

Peter Roberti (40:54.412)

Yeah, think that, I mean, one of the things that we always talk about,

Peter Roberti (41:00.632)

You know, like we always want to, I think that like from a leadership standpoint, you know, just deciding to want to be better and just making the decision that I've decided that I'm going to be better for you, if I'm talking to one of my employees. So I always talk, I want to talk to my team and say, hey, how can I be better? What ways can I communicate to you better? You know, and I think that just sometimes it's just making the decision to decide to do that.

Peter Roberti (41:30.668)

Yeah. And I think that that really has consciously doing that has helped us grow and really have a real tight, tight team that understands that, hey, I've got, I've got your back. You know, we're not, we're not going anywhere. And, and really, really feel that everyone's part of the team.

Michael Palumbos (41:59.95)

Do you have siblings that aren't in the business? Does Alexa have siblings that aren't in the business?

Peter Roberti (42:05.676)

Yeah, we've got, yeah, so my cousin, Alexis got a sister, Adria, she's a doctor. And then we also own Rabino's, which my mom's involved in that with my uncle and my sister's involved. And then my brother has a business called Cheese and Charcuterie that he owns as well.

Michael Palumbos (42:23.886)

He knows.

Michael Palumbos (42:30.572)

Love it. So a family of entrepreneurs and business owners. I love it. Love it.

Peter Roberti (42:36.002)

So we've, yeah, so it's a lot of fun.

Michael Palumbos (42:40.814)

Talk about, you know, the family working in the business. How does the communication work such that you're getting your vision clear? What does it look like when we don't agree? How do we get through, you know, what are your levers or what are your trainings or what are your agreements as a family to say, all right, here's how we're going to do this.

Peter Roberti (43:11.118)

Well, think it's I mean, it's a lot easier said than done. But I think that the longer you you the longer you wait to have a conversation, the more it builds up. So if something's bothering you, if you just, OK, I'm going to talk about it today. I mean, we're going to talk about it tomorrow. And then, you know, there's less buildup. So it's just, you know, there's less buildup. There's, know, there's less anxiety. And I think that, you know, if anything's bothering us or something, that's like, you know, you know,

Peter Roberti (43:40.846)

I don't know if I necessarily agree with something like that whatever it might be. You know, we talk about it. We talk through it. I mean, think you've, you know, versus if it's something just, you know, building up and all of a sudden weeks turn into months and, know, it's. And then all of a sudden, you know, something, know, something is small, you know, something small sets off and, you know, something that was bigger that happened three months ago. And then all of a sudden everyone's in a, you know, and, you know, a heated debate, if that makes sense.

Michael Palumbos (43:54.286)

Yes.

Peter Roberti (44:11.086)

I think it's important to talk about it like right then and there versus building it up. So from a communication standpoint, you know, that's one of the rules that we kind of go by. If there's a tough conversation, we always like to have somebody there to, you know, kind of talk through it with us.

Michael Palumbos (44:27.416)

Good. You say you had a 10, five, three, I'm assuming a one-year plan as well. When you were putting that together, I have to believe that you didn't all agree on it. So how do you work to build that stuff out? Does that make sense?

Peter Roberti (44:47.234)

Well,

Peter Roberti (44:47.614)

so our comp or our our we've got basically like a think about us like an umbrella company that each essentially family member has responsible for divisions of the of the of the business. So we when I'm talking about my vision of my David, you know, or my dad and I's division and where I see it going.

Peter Roberti (45:13.39)

I use Alexa and my uncle Arnie and even my dad as like, hey, how do you feel about this? I use them as like a board almost to get their thoughts on it.

Michael Palumbos (45:27.79)

So there's a buy-in from the family that you're bouncing your ideas off of them. But each of you is kind of running your own division. And it's like, here's where I'm going. If somebody thought you were driving, gonna drive off a cliff, they're gonna tell you. They're gonna put the guardrails up so to speak.

Peter Roberti (45:32.014)

Exactly.

Peter Roberti (45:43.214)

peak

Peter Roberti (45:43.674)

yet they might say something like like my my uh... we're gonna hire somebody else and uh... michael's actual you may want to think about this or all them you may want to just double check those numbers like a quick you know it'd be questions like that one of it you know verses you know like that's how like a uh... you know i i hear you might be no my uncle might have like i hear you i'd like your thoughts on it but

Peter Roberti (46:09.228)

you may want to double check a couple things. So that's kind of like, don't want to get into your too much of it, but I think that's how he's, that's how they, that's how we've always kind of worked together. And I think that we also, there's also been points where like, you know, I, we need some, I need your guys help, you know? So I don't know what to do here. I need your guys help. So it's, it's a good balance of like, we, we trust that they're going to read. could, we could run each division, but also

Peter Roberti (46:38.102)

have the support if we need to lean on them.

Michael Palumbos (46:42.496)

What is your favorite family tradition that has nothing to do with the business?

Peter Roberti (46:47.416)

Favorite family tradition that has nothing to do with the business.

Peter Roberti (46:56.024)

think the holidays are always super special. Are you talking about like my extended family or just, you know, my. I feel like every single thing there's a, you know, it's a new tradition. You we've got a son, three year old now and my wife is, and again, you know, I wouldn't be here without my wife, Joelle either. She's an angel that's supported me in every single thing that we've done. But it's funny, every single thing that we've done.

Michael Palumbos (47:02.882)

Yours, yours, the extent.

Peter Roberti (47:25.334)

it's a new tradition you know like we're setting it that she's like this should be tradition but but you know listen we cannot just was at my my my aunt's house were doing cookies the whole family gets together you know we do that on my on both sides of the family you know we did it while my grandparents are around and we're doing them still now so i think that's it's a good way to start off the holidays you know so so it's those those moments i think that are super special make it all worth it

Michael Palumbos (47:54.037)

Nice.

Michael Palumbos (47:58.414)

Are you a reader? Books? Audio books? Totally counts in my, some people say that you can't say you read a book if you listen to it. You gotta say, listen to the book, but I'm with you.

Peter Roberti (48:11.148)

More like podcasts and stuff like that. But yeah, we still do. We still do. I don't really do some reading.

Michael Palumbos (48:17.326)

Do you have it like if you were talking to somebody that's just coming up into their business or their family business, is there any books that, know, through the years have been impactful in your, you know, career?

Peter Roberti (48:30.094)

uh... i mean i would say if anybody was from taking on uh... a business from a leadership standpoint anything by john maxwell as was for one of the great start up is where i would i was there that

Michael Palumbos (48:40.91)

100 % agree.

Michael Palumbos (48:45.014)

Love it. Let's see. What haven't I asked you that I should be talking about?

Peter Roberti (48:52.206)

Peter Roberti (48:55.414)

I think that, you know, one thing that I will say, think that from a

Peter Roberti (49:05.304)

There's a, think that our showroom, just from our showroom on Monroe Avenue and in Buffalo, I think that a lot of the individuals, think there's a, sometimes there's a misconception that we do a lot of athletes and famous people, we do our fair share, but a lot of it is just regular people here in Rochester and Western New York that,

Peter Roberti (49:32.888)

you they might be going for the first interview or they're you know you know running a company or whatever it might be so i think that or they're going to their wedding and so on and so forth so i think that i think that when people come into the showroom i think we're just normal people you know we're just regular guys you know we've got a full bar in the showroom that you know if they want to have a beer we bring local beers and bourbon and stuff like that we're just normal people so i think that

Peter Roberti (50:02.092)

you know that would i would say that was the one thing that actually i just don't read i bring up i heard it the other day over the weekend so

Michael Palumbos (50:08.366)

Michael Palumbos (50:08.706)

When one of the things that I think about is the episode of The Simpsons where Homer goes in and the guy says, you know, make him look great. And there is something about, you know, when you get custom clothes made for you that it is tailored perfectly for you.

Michael Palumbos (50:32.064)

And so you're going to look better, feel better, all of the things that, you know, your email tagline, if you look better, you feel better, right? I think there's a lot to be said for that. It's, you know, you can't, I don't know how you could walk in to, you know, expect something that's on the rack to fit you perfectly unless you've got either washboard abs and...

Michael Palumbos (50:56.204)

You know, which I, you know, ain't me anymore. I don't think I ever had them actually, but, but you know what I'm saying? It's like, you know, and, I was, you know, as I was getting ready for this, you know, podcast episode in this recording, I'm looking at my, I'm like, I can't wear that. I can't wear that. I'm at least got to go here. So, you know, it does clothing makes a difference. And I'm sitting here looking at how you come across.

Michael Palumbos (51:26.05)

versus how Michael comes across in the clothing choices and like, so classy, so classy.

Peter Roberti (51:32.716)

Yeah, it's, you know, we've been a part of, I've been a part of a lot of special moments in clients' lives. mean, I've seen guys come out of the showroom and they've cried when they first let in, and looked in the mirror for the first time. You know, I don't know if it's, you know, it's just, yeah, it's what keeps us going, is really just being a part of those moments, I think. And we help guys through clothing become the best version of themselves. And I think it's,

Peter Roberti (52:02.338)

you we get to do that every single day

Michael Palumbos (52:04.536)

That's awesome.

Peter Roberti (52:06.126)

Peter Roberti (52:07.468)

And in addition to that, we have 60, 70 people here in Rochester, New York and in Buffalo that are

Michael Palumbos (52:16.15)

So

Michael Palumbos (52:16.51)

talk about local business and the, let's talk about it from that standpoint. Cause I want to, this is something I want to hit about. Just from an economic development standpoint, when you're doing work with Adrienne Jules, it's, you know, that work, that money is staying here locally. And the people that are, whether it's the janitor at the store or a master tailor or somebody in between that's doing those things, those dollars are being spent here.

Michael Palumbos (52:46.304)

And they're being spent in the other local stores that are here as much as we possibly can. I do love that.

Peter Roberti (52:52.878)

Yeah,

Peter Roberti (52:53.298)

think community is, I mean, that's one of our pillars. mean, giving back to the community. mean, yeah, that's, you know, Rochester, Buffalo, Western New York's been, we've been super grateful, been very good to us and our family. So, yeah, it's, you know, we're happy. We're grateful that all of our clients, you know, support us. So we give back as much as we can.

Michael Palumbos (53:16.6)

Love it. Favorite part about being in a family business.

Peter Roberti (53:22.926)

Oh, well, I was working with my dad, 100%. And my uncle and my cousin, but I get to work with my dad every single day. I how great is that?

Michael Palumbos (53:32.558)

That's very cool. Some people wouldn't say that's so great. That might be one of the hardest things.

Peter Roberti (53:37.922)

I think it depends on how you look at it. Right. mean, I mean, if you take, I mean, I think it's with anything in life. I mean, you could, I mean, it's, it's with anything in life. It's how you look at it and what lens you look at it through. I think that, you know, I think about it as like, yeah, I've got friends and buddies that their, dads are in Arizona and they're working in Washington DC and they've got a brother that's in Rochester, New York. I mean, I get to go to work every single day with my dad.

Michael Palumbos (54:03.48)

That's awesome.

Peter Roberti (54:05.102)

you

Peter Roberti (54:05.282)

know, and yet, you know, if you go in there and like, yeah, there are going to be tough times.

Michael Palumbos (54:09.644)

And that

Michael Palumbos (54:09.925)

was my next. That's my next question is what's tough about being in a family business?

Peter Roberti (54:15.24)

I think it's just that it's being in a family business. think that, you know, separating, like I was telling, talking about it before, is just making sure that, you know, when you're at work, you have your work hat on. And I mean, we, I mean, we, when we're at family parties, we're talking about work too. I mean, I'm saying that we're going to have our family hat on, but, you know, we're still talking about work. Sure.

Peter Roberti (54:37.934)

It's because it's just part of who we are. mean, if you think about it, all of us have our own businesses. I mean, it's just who we are. I mean, that's what we love to talk about. Of course. You know, even talking about it to my other family, I was like, what are you doing? What's working? How's everything going? I mean, that's just part of our DNA.

Michael Palumbos (54:56.524)

to love listening to my grandfather and my father talk about business. whether it was, you my grandfather was a printer. So he worked for Gannett his whole entire life, but then he stopped and was doing, you know, retired and he was doing sales, advertising sales.

Peter Roberti (55:14.731)

Yeah.

Michael Palumbos (55:15.358)

selling ads in like a newspaper, which you know, my dad was, you know, you would call it being in sales back in the 70s and 80s. wasn't, you know, the financial advisor, the consulting roles kind of happened over time. And so they both would be talking and I would just love to sit there listening to two of them.

Peter Roberti (55:32.078)

Peter Roberti (55:33.359)

Yeah, I mean we are I mean our family dinners were we talked about business I mean, you know some people like now I hear about the you got to have a What's the term they use a good balance a work life work? like but But if I love what I do and I'm passionate about what I do and this is like what we do is just an extension of our business and who we are then

Michael Palumbos (55:46.986)

Life balance, yeah.

Peter Roberti (56:00.714)

aren't I in balance? mean, I don't know. But I think, I mean, I do work a lot, but I think that it's just part of who we are. So I think that in our Sunday dinners, we talked about business. But I think that, from challenging times, I think that, yeah, yeah, we've had, we've had.

Peter Roberti (56:28.418)

points that we don't agree on something or, you know, like, but I think, like I said before, we've got to talk about it, talk about it quick, talk about it early. And have tough conversation. I think it's with any relationship. mean, you've got to, you know, any relationship, you got to expect, you know, to have those tough conversations. You know, you have to. Right. And if you're not willing to have it, in my opinion, I don't think you value the relationship as much.

Michael Palumbos (56:37.101)

Critical conversations. Yeah.

Michael Palumbos (56:53.88)

Good point. Good point. think that's a perfect spot to end. If you're not willing to have the communications, the tough conversations, how well could you be valuing that relationship? Yeah. I love that. That's to go into quotes as we're doing this thing. Peter, I just want to say thank you. This has been such a great conversation.

Peter Roberti (57:17.518)

Yeah, thank

Peter Roberti (57:18.058)

you.

Michael Palumbos (57:18.126)

I

Michael Palumbos (57:18.686)

will be seeing you soon. I need to be in that showroom and walk out the same way. I look forward to doing it.

Peter Roberti (57:31.454)

Yeah,

Peter Roberti (57:32.076)

no, thank you Michael. This has been a real treat absolute pleasure. So thank you for the opportunity, but it's been awesome. So thank you

Michael Palumbos (57:39.224)

Good.

Michael Palumbos (57:40.475)

I'm Michael Palumbos with Family Wealth and Legacy in Rochester, New York, and you've been listening to the Family Biz Show. Our guest today was Peter Roberty from Adrian Jewel's Clothiers. Go and check him out. If you're in upstate New York, great. If you're not in upstate New York, check out their website and look at these things, because I'm sure you'll be able to find their clothes someplace in the country. I know they're in Nashville, and you can call Peter, and he'll help you find them.

Michael Palumbos (58:09.186)

Thank you everybody. Have a great.

Peter Roberti (58:10.892)

week.

Peter Roberti (58:11.195)

Thank you.

Peter Roberti (58:16.2)

Awesome.

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