Caleb White
Principal
CFAR, Inc.
Caleb White, Principal, specializes in the complex strategic and operational issues facing today’s organizations. He draws on his experience as a high impact leader in both privately-held and large public companies, at different stages of development and across multiple industries. This includes leading his sixth-generation family business, Ensign-Bickford Industries, Inc. Caleb brings both personal and professional insight to leadership and governance dilemmas facing clients.
As a member of CFAR’s Owner-Led business practice, Caleb’s work is driven by an ability to create strategic value: identifying investment/acquisition opportunities, strong P&L acumen, and dedication to building a culture of operational excellence. From his experience in his family’s business, he is also particularly attuned to high stakes shareholder issues and complex multi-generational family business dynamics.
Prior to joining CFAR, Caleb was President and CEO of Ensign-Bickford, a privately held portfolio of diversified manufacturing companies, where he furthered expansion and spearheaded nearly ten acquisitions helping transform the portfolio into new areas. He is now a member of its Board of Directors. Caleb also serves as a Director of the Lee Company, Axiam Inc., and Brokers International, and has been a member of numerous not-for-profit boards throughout his career, including St. Mark’s School of Southboro, MA and the Eugene O’Neill Theater Center, which was founded by his father.
Caleb received his MBA from Northwestern University/Kellogg Graduate School of Management, and his BA in East Asian Studies from Yale University.
SESSIONS
Workshop II: Culture Transformation Over Generations: A Live Case Study – Speaker
In family business, culture is often described as “How we do things around here”. It can be experienced through three dimensions – behaviors, language and beliefs (both implicit and explicit). As generational change occurs, there is often a need to re-evaluate the language and beliefs associated with the family culture and to make changes to behaviors that align with the current needs of the business. This case study will explore how one family business tested their assumptions, clarified their shared understanding of culture as a family and modified behaviors to better meet the realities of managing their fast growing business. Moderated by Caleb White and Todd Smith, CFAR