Running a family-owned distribution business is a balancing act: between growth and legacy, profit and people, tradition and transformation. Few companies embody that balance better than Ewing, the largest family-owned landscaping supply distributor in the U.S., with 250+ locations and 1,500+ employees.
We sat down with Doug York, longtime President and CEO, and Jack York, his son and now Division VP in the business, for a recent podcast episode to talk about what it takes to scale a multi-generational distribution company. Here’s what other family-owned distributors can take away from their story.
1. Treat working outside the business as a requirement, not a suggestion
At Ewing, the expectation is clear: If you're a family member who wants to join the business, you need to first prove yourself outside of it.
Jack spent several years in investment banking before returning to Ewing and that experience changed everything. It gave him financial chops, perspective, and credibility with the rest of the team. As Jack puts it, he needed to "go somewhere where the name on the back of your jersey doesn’t mean anything."
Takeaway: Set clear expectations for the next generation: outside experience shouldn’t be nice to have, it should be a non-negotiable. It builds maturity, humility, and valuable skills that strengthen the business long-term. Think about any other requirements you want to add for family members who will be working in the business.
2. Understand the difference between owners and operators
Not every family member is cut out to be an operator and that’s okay. Doug and Jack distinguish between owners and operators within the family. Operators earn market-rate compensation and carry responsibility within the organization. Owners can benefit financially, but they don’t automatically get a seat at the decision-making table.
Takeaway: Protect the business by ensuring that only capable, committed family members lead it. The best way to do this is by creating clear, fair distinctions between ownership and operating roles.
3. Focus on your customers
Doug is passionate about Ewing’s core customer: the small landscaper with two to three crews, doing $2–2.5M in annual revenue. Ewing’s goal is to be a true partner for these customers, not just a supplier.
That customer-first mindset is part of why Ewing has stayed private. The family believes it allows them to stay nimble and aligned with their customers, rather than beholden to Wall Street.
Takeaway: Whether you’re serving contractors, schools, or clinics, never lose sight of your core customer. Embed their needs into your strategy, not just your marketing.
4. Get kids involved early
You can’t fake culture, especially not in a family business. Jack grew up stocking shelves, working the counter, and making deliveries. He didn’t just learn the business, he lived it. That upbringing shaped his deep appreciation for both customers and employees.
Now, as a leader, he’s focused on impact: “If we grow from 1,500 to 3,000 employees, what kind of employer do we want to be?”
Takeaway: Start early. Get the next generation involved in real work, not just boardroom chats. It’s the best way to build leaders who understand the business from the ground up and have a clear vision for its future.
5. Use generational differences to your advantage
Doug and Jack work differently, but that’s a strength. Doug is driven by intuition, risk tolerance, and decades of on-the-ground experience. Jack brings a financial lens, leans into data, and pushes the company to be more analytics-driven.
They don’t always agree, but they respect what the other brings to the table. Jack puts it well: “Distribution is a game of inches. Competing with giants like Home Depot means getting better at the data, at the margins, at the details.” In order to do that, you have to play to each other's strengths.
Takeaway: Don’t fight generational differences, leverage them and learn from different generations.
6. Pick the right growth strategy for your business
Ewing’s footprint has grown to 250+ locations under Doug’s leadership, most of them through greenfield expansion. Now, with Jack on board bringing deep M&A experience, the company is getting more strategic about blending greenfield locations with acquisitions.
That’s because acquisitions bring immediate EBITDA impact, but greenfield locations let you grow on your own terms. The key is knowing when to build and when to buy.
Takeaway: Balance long-term investments with short-term returns. Growth is essential, but how you grow matters just as much.
7. Invest in data capabilities before you “need” them
Ewing’s leadership is crystal clear: data and technology will separate winners from losers. That’s why Jack is pushing the business to get savvier about data analytics and AI tools.
Even Doug, who emphasized he used to not be a super savvy tech user, is now checking sales dashboards on his phone. The shift wasn’t easy, but it was necessary.
“The data is how we stay one step ahead of the customer,” he said. “If we can use it to anticipate what they need before they even ask, that’s the goal.”
Takeaway: Don’t wait for a crisis to modernize. Build the muscle now before data capabilities become a matter of survival.
Final thoughts
To hear the rest of Doug and Jack’s advice for other family-owned distributors, listen to the full podcast episode.
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