After a trip to Ethiopia to visit family, Xiomara Rose-Tedla’s father brought back a leather messenger bag as a gift for Xiomara. That bag and the interest it received from friends and strangers alike led to Xiomara and her father, Dagne Tedla, to found UnoEth in 2015. UnoEth, which means ‘one Ethiopia,’ partners with artisans and small business owners in Addis Ababa to produce handmade leather handbags, totes, backpacks, duffels and accessories. All UnoEth goods can be purchased online or in person by appointment at UnoEth’s studio in Oakland, CA.
An interview with Xiomara Rosa-Tedla, co-owner of UnoEth
What was your experience with entrepreneurship before launching UnoEth? I have a degree in Business with a concentration in Marketing, which led to a career in Advertising, Marketing and Merchandising. This background gave me the foundation and knowledge on how to start a business. My inspiration, though, is my mother, who has been an entrepreneur for many years. Watching her grow her law firm inspired me in so many ways to launch my own business. She is an incredible role model and sounding board. I love that being a business owner allows me to design my own life. I am able to create my own schedule and set the pace for my growing brand.
In launching your business, what kind of support did you get from immediate family members? In the beginning, our immediate family members were our biggest supporters in so many ways. They were the first to purchase our merchandise, offer their own areas of expertise in legal, marketing, tech support, etc., and they helped promote our business to their personal networks. Word of mouth spread like a wildfire and helped us grow our brand without costing us a dime.
How has being a young Black woman impacted your experience as a small business owner? There are definitely challenges that I repeatedly faced in launching and growing our business. One of the main obstacles is in finding funding to grow our brand. Statistically, Black women receive the lowest amounts of funding compared to any other gender or race.
What happened to your business when the pandemic hit? When the pandemic first hit, we were almost at a standstill in terms of sales. Fifty percent of our business came from pop-up, in-person events across the country and all of our major events were canceled until the foreseeable future. Online sales were slow as well because we were out of stock in our best-selling styles. We were waiting to receive product from Ethiopia but due to the pandemic, all cargo shipments were on hold for several months. Things turned for the better after a surge of support for Black-owned and small businesses in late May-June 2020 after the murder of George Floyd. We received a huge lift in sales and press, which carried on throughout the year. 2020 and 2021 turned out to be our biggest sales years yet.
How has your business had to change in order to survive and grow? Since we were not able to sell in-person, we had to pivot and focus on driving sales online. We increased our advertising spending on different platforms and saw a lot of success in our efforts. I am happy to report that we are now doing well. Business is up and we are so grateful to be healthy during this global pandemic.
What advice do you have for other small family business owners? When we first launched UnoEth, my father and I had to learn how to communicate as business partners, which is totally different than our regular father-daughter dynamic and required a lot of patience. Understanding our different working styles and how to effectively communicate was essential to creating a seamless working dynamic.
What advice do you have for other young, Black, female small business owners? Create a strong business plan. This will create a solid foundation and a roadmap to success.
What excites you most about the future of your business? What excites me the most is duplicating our business model and working with more artisans all over the world. It gives me great joy to witness our partners’ businesses grow and to see our customers enjoy and wear the products that we create.
Any specific products to promote? Our Telak Messenger bag is our first original style that sparked the idea of launching our brand and is still today’s best seller. It inspired us to create our line of handmade, leather handbags, backpacks, wallets and more. Check out our entire line at unoeth.com.
This interview was originally conducted for the USF Gellert Family Business Resources Center’s blog.
As we begin a new year, we want to acknowledge and feature the resilience of small family-owned businesses in our community throughout the pandemic these past two years.
Operating a small business has always been difficult in the San Francisco Bay Area. Staying in business for many years, or even decades, with consistent success and profitability is a constant struggle in one of the most expensive places in the country.
When the pandemic hit, small family-owned businesses in our community faced so many hurdles. Food establishments were forced to offer only take-out/delivery and build expensive outdoor areas to serve their customers (that may now need to be removed). Retail stores had to restrict access and protect customers and workers with plexiglass shields, masks, and social distancing. Many service businesses had to adjust to working from home instead of the office, with Zoom becoming the most essential business tool. Business owners and their employees (and their families) had to juggle work with childcare and home-schooling responsibilities. Increased social isolation had both physical and mental affects.
Now we are dealing with supply chain problems and many businesses are having a very hard time finding and/or keeping employees. The pandemic and its cascading affects continue.
Yet through it all, small family-owned businesses have shown incredible resilience. They have demonstrated their ability to adjust, to flex and to recover. They have responded effectively to new economic conditions and tapped into their family foundations to leverage their strengths, build on lessons learned and stay in business.
Here are six local family business owners’ stories…
Sethi Couture was founded in 2012 in San Francisco by sisters Pratima and Prerna Sethi as a wholesale business. They opened their first brick and mortar location in 2017. Raised by parents who are purveyors of rare and unusual diamonds, they were surrounded by exquisite stones at an early age. Growing up in California, the sisters took many trips to India to visit their grandmothers in Rajasthan and Madhya Pradesh. The combination of California’s nature inspired motifs and intricate details of Indian architecture can be seen throughout their jewelry collection.
What happened to your business when the pandemic hit? The pandemic really impacted our momentum. We were in growth trajectory and suddenly everything halted. Our wholesale business which was dependent on tradeshows and travel took a big hit. Ultimately, we were unsure on how things would play out, but it forced us to be creative. We quickly pivoted to a digital presence and creating more digital content. We shifted our focus to ecommerce and our social media channels. We also found new ways to connect with our clients and created customized delivery services so that people could continue to celebrate special occasions with meaningful jewelry. Fortunately, although we had some soft sales in the beginning, we were able to quickly recover by the end of 2020. 2021 was an exceptional year for us!
How has being a family-owned business affected how you’ve navigated through the pandemic so far? Being a family-owned business gives us the freedom to prioritize what we value. By this I mean ensuring that we invest in social causes important to us and making sure our teams and their families are taken care of during this challenging time. My sister and business partner has two young children and navigating through remote learning during the pandemic was challenging at first while running a business. We were able to lean on each other, however, and figure out efficient ways to manage our work while minimizing the impact the new normal had on her family. We also ensured our team could prioritized their well-being and their families during a challenging time for all families.
How are you, your family and your business doing now? Our business is doing well right now and in part it is because we learned how to work more efficiently and focus on priorities.We have learned so much in the last two years from our community and each other. By having to look at our business more closely and identify strengths and weaknesses, we have been able to invest in the right areas and be more intentional in our growth plan. Things are going well!
Any specific products you would like to promote? Our stacking rings are the most meaningful expression of our brand. Whether it is a sentimental reminder of a milestone in your life or a way to celebrate your personal journey, each Sethi Couture band tells a story of the past, the present, and the future that can be cherished every day. See our complete online store at sethicouture.com.
After decades working in food retail, Janet Tarlov and her husband Richard started their own business together in 2006 — a 7,000 square-foot, full-service grocery store in the Glen Park neighborhood of San Francisco. When they first opened, they had no idea that the Great Recession would hit a few months later. From the start, they have had to get creative with their business processes and the products that they offered to keep feeding local families and paying their staff.In 2020 when Covid-19 hit San Francisco, they had to rally again. Janet and Richard, like so many small retail business owners, had to navigate confusing rules and regulations, keep their staff and customers safe, deal with supply chain issues, and continue to serve their customers through all the uncertainty.Through it all, Canyon Market has survived and continues to thrive. The business now employs 85 people, 33 of whom have worked for the business for five years or longer.
What happened to your business when the pandemic hit? Since we are an essential business, we experienced the same chaos that other grocery stores did. Our entire inventory turned over several times in a very short period and we scrambled to get more of anything we could. The safety of staff and vulnerable patrons was our chief concern, requiring us to adapt quickly and continuously for the first few months. Communication was a huge challenge, but we were able to lean in to the trust we had built with our staff and the Glen Park community in order to get through it together as a team.
How has being a family-owned business affected how you have navigated through the pandemic so far? Richard and I were able to be present for our staff by working every day for the first few months–me in the morning and him in the evening. Our young adult children were unexpectedly home from college and were able to help out some once summer came. The happy upside was that the store was no longer busy with commuters coming home late from work, so we were able to close an hour early and sit down for a home cooked family meal every evening.
How are you, your family and your business doing now? We see the additional stress that our peers experience with continuing business interruptions and/or the isolation of having to work from home and we feel quite fortunate. Our kids continue their growing-up journey with one launched in his career and the other back on campus. The business is still adapting week-by-week, but a new normal has slowly begun to establish itself.
What advice do you have for other family-owned business, particularly when the co-owners are spouses? Wow! That is a big question! Fortunately, Richard and I had worked together for many years before we opened our store, so we knew that we could rely on one another to be supportive and honest. I would say that it is imperative to make time for family activities however you can. In our case, that meant family bike rides to school most mornings, since we rarely had weekend family time–we cherish those memories. In the store, it is really important that our professional relationship and vision are very clearly communicated to our staff and that our commitment to their success is obvious to them. Yes, Richard and I are a team, but our team includes everyone in the business.
Any specific products/services you would like to promote? The pandemic has prompted us to launch several online ordering programs at canyonmarket.com for groceries, catering and holiday menus that are available for curbside pick-up or home delivery.
Barrios Painting provides professional residential and commercial painting services to homeowners, businesses, designers, developers, and contractors in the San Francisco Bay Area. Founder Clodulfo Barrios established the company in 1999 after working for many painting and remodeling companies. Clodulfo slowly grew the business to about 20 employees, with his son Edgar working with him every Saturday and every summer starting at age 15. In 2011 Edgar became a licensed contractor and joined the family business as a co-owner.
What happened to your business when the pandemic hit? At first, we did not feel the impact. We had just started painting a new 40-unit building on Market and Gough Street and a Victorian house in Pacific Heights. Both jobs were big enough to have our teams work separately. We could avoid close contact for months. However, I began to notice that I was receiving less and less calls for estimates. I reached out to many clients but a lot of projects got put on hold or fell through all together. We felt the impact the most at the beginning of 2021 when we had almost no work for an entire month.
How has being a family-owned business affected how you’ve navigated through the pandemic so far? The pandemic has made us appreciate one another more knowing that something like Covid could end our lives in a blink of an eye. My father got very sick with the virus and we almost lost him. I am so thankful that he has recovered and I can continue to work with him and learn from him.
How are you and your business doing now? Our family is doing a lot better. Our business is starting to pick up again and we are receiving more phone calls and have signed more contracts. It is almost like pre-Covid days. However, now we are dealing with supply chain issues, including paint and supply shortages, delays, and increased material costs of 20-30%.
Any specific services to promote? We are mainly a full interior, exterior and custom cabinet painting company. We also do small remodels for clients including wood floor refinishing, adding/removing walls, drywall, siding and trim. We like to plan these jobs in combination with painting when possible. Learn more about our services on our website, and give us a call for a free estimate: 415-424-2470.
Deborah founded the Feldenkrais Center for Movement & Awareness in 1988 with Julie Casson Rubin to offer Feldenkrais lessons, classes and workshops to adults and children. Cliff Smyth joined the business in 1996 when he relocated from Melbourne, Australia. Deborah and Cliff have operated the business together since 1996. They are married with 2 adult children.
What happened to your business when the pandemic hit? It was a very stressful time. We could no longer offer in-person classes and workshops or see clients for individual Feldenkrais sessions. We didn’t know when or if we would be able to re-open safely. Our rent was high and all of our subcontracted staff left due to Covid. We weren’t sure if we should try to stay open, move to a smaller space or close the Center. In August 2020, we closed the Center in Glen Park and scrambled to move our teaching online. We put our equipment in a storage space and I sublet a treatment room at Noe Integrative Health at 1199 Sanchez Street to continue working part-time with vaccinated clients. Now all my Feldenkrais teaching is on Zoom. As of December 2021 I no longer have an in-person practice. Cliff decided to stop in-person work and only teach online, too. He also increased his teaching hours at Saybrook University. We re-branded to Feldenkrais Movement & Awareness, dropping the word ‘Center’ from the business.
How has being a family-owned business affected how you’ve navigated through the pandemic so far? We had so many discussions during walks in the park about income streams, how to pivot our business model and manage the change to online work. We made agreements about who would do what to move everything online. We both took on tasks we didn’t like to do, for example, I improved my computer skills to find the appropriate software programs and learn to use them, and I consulted with other online business owners. Cliff managed the website updates and newsletter emails.
How are you and your business doing now? We loved our little Center and so did our students and clients. It was a special place, comfortable, and set up just the way we liked. It felt like a place for healing to happen. It was traumatic at first to make so many decisions and changes, not only for us, but for our students as well. Now we are all online, using Zoom, and it’s going smoothly and is satisfying, although quite different. I developed a successful collaboration with a burgeoning online Feldenkrais program. Since August 2020, I have developed 6 self-paced Feldenkrais learning courses that are hosted on www.movementandcreativity.com. These courses are very popular, and through this affiliation, I have increased my national and international student following. Cliff is a full-time professor at Saybrook University in the Department of Mind-Body Medicine teaching online. He also teaches a weekly Zoom Feldenkrais class.
Any specific services to promote? Yes, you can go to our website to sign up for an online class and access our free recorded classes and guided meditations. Then you can visit my page on the Movement and Creativity website to learn about my courses for pain, pelvic floor issues and more. You can also find me on YouTube (search: deborah bowes pelvic floor)!
Gwen Kaplan Ace Mailing Years in business: 43 years
Located in the Mission District of San Francisco, Ace Mailing is a full-service direct marketing company offering list acquisition, database creation, management and maintenance, creative services, graphic design, printing, email and postal mail services, fulfillment, and warehousing. Ace Mailing’s clients range from large businesses and the federal government to small firms and non-profits. Gwen and her mother, Royce Dyer, started the business in 1977 and they were soon joined by Gwen’s husband, Steve, a graphic designer. Their sons Miles and Matt grew up with the business, working at Ace Mailing during the summers and after school. After graduating from college, they both joined the business full-time and now co-manage the building with Gwen. Ace is widely recognized in the community for its humanitarian efforts in creating jobs for disadvantaged people and for its commitment to economic development programs.
What happened to your business when the pandemic hit? Ace Mailing was considered an “official essential business” and remained in full operation during the pandemic. We continued to work with many of our existing clients and also attract new clients during the pandemic, as businesses needed to fully communicate by all media opportunities.
How has being a family-owned business affected how you’ve navigated through the pandemic so far? We look at our business as a three-legged stool. We each contribute our strengths to the business. Matt excels at graphics, printing, marketing, and sales. Miles excels at IT, business management, marketing, and sales. My sweet spot is sales, marketing and government and client relations. We each have our specialty areas and overlapping skill areas so that we can support each other. And all three of us can operate the machines! This is how we can be competent and results-oriented for our clients. The business has always been a team effort and that has continued throughout the pandemic.
How are you and your business doing now? Ace is doing well and we are on target with our business goals this year. We continue to stay very involved with Mission District merchant organizations and the Chamber of Commerce. We are proud to have been located in the Mission since 1983 and on the vibrant 16th Street corridor since 1986. Our hearts are in San Francisco and our deep roots are in the Mission! Our commitment is stronger than ever to create quality, sustainable jobs for our employees and support the community around us.
Any specific services to promote? We are list specialists and list brokers for postal and email marketing. Our goal is to drive traffic to your website and foot traffic to your location. For more information about our services, check out our website. To reach us directly, call me at 415-863-4223!
Aunt Ann’s is a family-owned referral agency that specializes in matching professional childcare, household, and estate staff with families in the San Francisco Bay Area. The business began with Denise’s grandmother in 1958, transitioned to her mother and father, and then Denise, who became the third-generation owner 1982. Denise works closely with her sister, Sue, to manage the office, employees, and placements.
What happened to your business when the pandemic hit? Prior to the pandemic shutdown, our office upgraded all the technology that we use for our business. These upgrades made it possible to immediately pivot from a brick and mortar office to all of us working remotely from home once stay-at-home orders went into effect. Our landlord reduced our office rent by 50% and we received two PPP loans (both forgiven), which gave us a financial buffer.
How has being a family-owned business affected how you’ve navigated through the pandemic so far? Being a family-owned business hasn’t made much of a difference to how we’ve worked during the pandemic, as our business values and core beliefs remain unchanged. We put people ahead of profit in what we do. This was reflected in our business practices before the pandemic and during the pandemic. We treat all our office employees as if they are family and support each of them in their personal and professional lives. I created a financial compensation structure that generously rewards performance.
This is the 40th year that I have worked in the family business. Working with family – my sister Sue, my mom Sophie, and my dad Tom – has been and continues to be the best experience of my working career. I came to the family business after a prior career in customer service, marketing, and human resources. I brought my professional skills to the family business and was able to create a marketing and business plan for business growth. My family members supported my vision and allowed me to take the company in a new direction. It has been a gift to have the opportunity to own and guide a generational business for so many years.
How are you and your business doing now? There has been a huge demand for our services during the pandemic. Many people were looking for cooks, nannies, and housekeepers. Families sought nanny educators for learning pods and there was a high demand for nannies so that children could be cared for at home instead of going to day care. We also experienced a large growth in our estate management services with chefs and estate managers in demand due to all the venture capitalists and tech entrepreneurs in the SF Bay Area. We are enjoying better work-life balance now that we are all working from home. My personal stress has decreased 100%! We will finalize our decision to continue working remotely in 2022 and we still have the option to return to brick and mortar. The pandemic has given us an opportunity to expand our business. Without it, we may not have had the same level of growth. 2021 was our best year yet!
Any specific services to promote? We are not a job listing service. We meet our candidates and our clients and take the time to match the employer’s needs to the candidate’s needs. Our process includes an extensive application, personal interview, employment eligibility verification, confirmed references and independent background checks. Our focus is on long-term placements but we also help with temporary and on-call hires. Visit our website to learn more about our services and see a complete list of domestic, childcare, estate and private office positions we staff.
Owning and operating a small family business – whether you are a business founder or part of the next generation to operate the business – is very different from running a small business with people who aren’t family members. We asked two of our clients to share their thoughts and advice related to the family business experience. One is part of a multi-generational family business and the other has been in business with her husband for over 20 years.
As a part of the third generation of a successful San Francisco Bay Area family business, Marty understand the dynamics of multi-generation family businesses and shares this advice:
On playing to your your strengths
In every family business, each person has a strength that really helps the family – it could be related to sales, bookkeeping, organization, etc. Learn who you are and figure out your strengths. Engage in the parts of the business that you are good at and where you can make a difference.
On communication and compromise
With family, you sometimes speak without thinking first. Nagging is a common way of communicating in family businesses. This is not the best way to communicate, but it can be effective! You must not forget that the strength of the relationships is the strength of the business. Family business means compromise. This goes for out-laws (in-laws), too, who may not fully understand the family dynamics and have their own ideas for the business.
On personal vs. business time
One holiday many years ago when the family was together, we couldn’t stop talking about the business. Someone said, ‘Let’s not talk about business at all on Thanksgiving and Christmas’… and we’ve stuck to it! This makes holiday time extra special.
On growing up in a family business
Kids get involved with a family business organically. They hang out at the business after school every day and start to help out. They learn about it without even knowing it. It’s ‘Take Your Kid to Work Day’ every day! As kids get older, they can feel obligated to help their parents, siblings or other family members. Guilt can play a large role as they don’t want to abandon the family. We need to be sensitive to these feelings and make sure that those in the next generation feel comfortable talking to someone in the family about the business and their role in it.
On compensating family members
There needs to be a clear understanding about how compensation is handled for family members and how pay and raises are calculated. Imbalances in pay or a lack of clarity lead to resentment. Create clear compensation rules that are related to roles, tasks, hours worked, etc. and put it in writing.
On getting outside support
When an issue comes up, it can be hard to talk about it openly, and in a way that leads to resolution. A family member may be unhappy but may not feel comfortable talking about it. It has been really helpful for us to meet with a mediator to discuss issues, find ways to compromise, and move forward.
On family pride
People love to support family businesses and they love to hear that I am the third-generation in our family business. Customers recognize the commitment, passion, dedication and hard work and want to support us. I’m very proud to be a part of a family-owned business.
Deborah has co-owned Feldenkrais Center for Movement & Awareness with her husband, Cliff Smyth, since 1996. Here are her tips for other businesses owned and operated with a life partner:
On communication, compromise and sharing the load
Agree on the steps to take next. Be willing to compromise and sometimes follow your partner’s dream.
Share the stress. Be attentive to when your partner needs a break and give it to him/her.
Be honest with what you want to do and the kind of support that you need.
Allow each other to work from his/her strengths.
Give a lot of support when your partner is doing something the he/she doesn’t like to do or doesn’t want to do. After all, there’s always going to be some of that!
Make specific times for work meetings and take notes. It’s so easy to forget who agreed to what.
On managing conflict
Don’t talk about work before going to bed.
Go for walks to talk out difficult issues.
When you both are around your employees, be professional with each other.
Keep any private issues at home.
On work/life balance
Home support is essential. Share tasks related to cooking and cleaning, and use a housecleaner if that is helpful.
We get grouchy if we have worked all day, come home hungry and there’s nothing to eat in the house. Have food in the freezer ready for a quick meal or get take out once a week.
Your business depends on your own self care and health. It is as important as everything else you do. Stay hydrated and try to fit some type of movement or exercise into your day.
Laugh together and relax together.
Deborah’s last words of advice are applicable to ALL of us – “Be the kind of boss you’d want to have and the kind of employee you’d value!”
At Paul Terry & Associates, we are familiar with the challenges specific to family business owners and joint ventures. We help new joint ventures define the terms of their relationship and established partners address current issues and update agreements. Learn more about our services.
At Paul Terry & Associates, we understand family-owned business dynamics. Paul worked for his father’s sawmill manufacturing business while in high school and college, and his first two businesses in San Francisco were partnerships with a married couple. Today Paul’s daughter Jenny is a part of the Paul Terry & Associates team, when she’s not running her family farm with her husband.
We know that owning and operating a business with family can have a lot of advantages, especially related to trust and a joint commitment to the enterprise. This is often essential in the early stages as the business is getting off the ground. Everyone in the business is driven by their passion for creating the product or providing the service. But once the “honeymoon” stage is over, things can get more challenging and complicated, as additional business skills are required. Careful attention must be given to operating the business and relating to one another as business partners and not just family members.
Roles and responsibilities
Every business needs clearly defined roles and responsibilities for the people associated with the business. This is especially important when the owners or the employees are family members. With a family business, every issue affecting your business relationship could easily spill over into your personal life. It is essential to:
Create job descriptions outlining each person’s role and specific responsibilities, and revise when necessary.
Set regular meetings (monthly/quarterly) to discuss tasks, responsibilities and how decisions are made.
Confirm that employees who aren’t part of the family know how to deal with the family lines of authority.
Communication
When you have a personal and a business relationship with someone, communication requires extra care. It can be easy to be critical with a relative in ways that you never would be with a non-family member colleague. You probably know how to push his/her buttons! Simple rules of good communication must still apply.
Address issues as they surface in a respectful, honest and open way.
Approach your interactions from a place of respect and trust.
Refrain from talking about personal issues during work time, especially when around people who aren’t family members.
Spend time with your family members when you don’t talk about the business.
When needed, bring in an outside mediator to help resolve the issues that you can’t fix alone.
Use an experienced business advisor to help build your management skills.
Governing structure
Just like any other business with more than one owner, it is very important to have written agreements. This can include both the governing and operating structure of the business as well as the roles and responsibilities of each owner, particularly related to decision-making. Everything may be working fine… until it isn’t. For a family business, it is very important to consider these questions:
How will family partners evaluate each others’ work? Will there be performance reviews?
How will family partners be compensated? Does everyone make the same amount?
What happens to profits from the business and how are they divided?
What happens when one partner no longer want to own/run the business? Who gets the first right of refusal?
What is the policy for bringing other family members into the business?
Like all joint ventures, every family-owned business needs an ownership operating agreement in writing. This agreement should include an operating agreement as well as a succession or exit plan to protect both the business and the personal relationship of the owners.
Getting support
It is tempting to try and “go it alone” and take care of issues within the family instead of discussing your problems with outsiders. But outside support – whether from a trusted business advisor or another family-owned business – can bring different perspectives and solutions. An advisor or mediator can help you address underlying issues that may be difficult to bring up or handle without support. They can also help you implement and maintain better business systems and make adjustments as needed.
Here are local resources for family businesses:
Gellert Family Business Resource Center This University of San Francisco center provides family-owned businesses with access to networking and practical family business information, and helps promote next-generation leadership.
Family Business Strategies Summit The San Francisco Business Times sponsors an annual breakfast and conversation with family business owners every year. Family-owned businesses share some of the common challenges they face, as well as strategies and best practices for effectively managing and growing a family business.
Check out our services to see how Paul Terry & Associates helps family businesses and other joint ventures and business partnerships to launch and grow, as well as plan for transition or succession.
