Corrigan Krause is proud to celebrate our clients being honored at this year’s Smart Business Family Business Conference and Awards event this year. The event not only honors local family businesses for their years of hard work, but brings together both industry experts and actual family business owners to address issues facing family-owned enterprises.

2026 Honorees

Aerospace Maintenance Solutions

Aerospace Maintenance Solutions (AMS) is a true multigenerational family business built on aviation heritage, technical excellence, and a deep commitment to supporting mission-critical aerospace systems. From its origins as Provisional Resources to its growth into a specialized maintenance, repair, overhaul, and sustainment organization in Northeast Ohio, the company has been shaped by generations of the Dooley family and their shared dedication to aviation.

AMS specializes in the maintenance, repair, overhaul, and sustainment of military aircraft components and related systems. Its certified work scope includes aircraft instrumentation, radar, radio communication equipment, electrical and electronic system components, and mechanical accessories, including hydraulic and pneumatic components, for the defense and commercial aircraft industries. AMS is particularly known for supporting components that are no longer actively supported by their original equipment manufacturers, helping customers extend the life of critical legacy systems through proven repair solutions, quality processes, and responsive turnaround times. The company currently employs 29 people and generates approximately $9 million in annual revenue, reflecting strong performance in a highly specialized aerospace sustainment niche.

The roots of that dedication stretch back well before the company was founded. John and Thomas Dooley were raised in a family where military service and aviation were central to its identity. Their grandfather served as a pilot in World War II, creating the family’s early connection to military aviation and inspiring a lasting respect for flight, service, and technical discipline. Their father, Paul A. Dooley, grew up inspired by that military background, served in the Army, and developed a love for aviation that he passed down to his children, helping shape the values and interests that would later guide the family into aerospace maintenance and engineering. The family’s tradition of service extended further, with their great-grandfather serving in the armed forces and an uncle serving in the Air Force as an air traffic controller.

That generational passion eventually became a business. John Dooley founded Provisional Resources to meet highly specialized aerospace and defense electronics maintenance needs, building a reputation for solving difficult technical problems in legacy systems that remained essential to military readiness. Around 2000, his brother Thomas Dooley joined him, strengthening the company with his engineering background and helping transform the business into a broader, more capable organization. As customer needs expanded, Provisional Resources evolved into Aerospace Maintenance Solutions, a name that better reflected the company’s mission to provide complete sustainment and engineering solutions rather than simple repair work alone.

John and Tom brought complementary strengths that became the technical core of AMS. Before founding Provisional Resources, John Dooley built his experience through highly specialized civilian defense work. At Newark Air Force Base, he worked as a civilian on the all-inertial navigation system for the Minuteman missile program, one of the most demanding applications of self-contained guidance technology. The Minuteman guidance system relied on onboard computers processing data from sensitive gyroscopes and accelerometers, without depending on external signals such as GPS, requiring an extremely high standard of precision and reliability.  After his work at Newark Air Force Base, John also worked at the Naval Ordnance Station, later known as the Naval Surface Warfare Center, in Louisville, Kentucky. There, he supported the MK 15 Phalanx Close-In Weapon System and worked in the radar support shop, gaining hands-on experience with integrated weapons and sensor systems in a production and depot environment. The facility occupied approximately 144 acres, and during Navy ownership its operations included the mass production, machining, assembly, and sustainment of weapon systems for the Navy. That role further expanded John’s background in complex military systems, disciplined defense manufacturing, and high-reliability electronic and radar systems, all of which shaped his expectations for engineering rigor, quality, and mission-focused problem solving.

Thomas Dooley contributed a different but equally important expertise. With a background in electrical engineering and computer science, Tom developed the skills to design and build sophisticated test sets for avionics and electronic components. His ability to combine hardware, software, and systems thinking enabled AMS not only to repair units, but also to validate them thoroughly under realistic operating conditions before they returned to service. Together, John’s background in guidance systems and Tom’s strength in electrical and computer-based test development gave the company a uniquely capable foundation for solving complex aerospace maintenance challenges.

As Aerospace Maintenance Solutions grew from a technical venture into a full business, John recognized that the company needed not only deep engineering expertise but also stronger formal business and project leadership skills. To better support the business side of the company, he returned to college and earned a degree in Applied Project Management, and later completed a Master of Business Administration. That additional education helped him formalize planning, budgeting, and decision-making processes at AMS, and positioned him to lead the company’s growth while still staying closely connected to the technical work that defines its core.

Today, AMS continues to reflect the strength of family leadership across multiple roles. John’s wife, Jennifer Dooley, is actively involved in the company as Quality Control Manager, helping oversee the quality systems and training discipline that are essential in aerospace work. This role is especially important in a business where documentation, inspection, process control, and repeatability directly affect the reliability and safety of the components being maintained. Together, John, Tom, and Jennifer represent a founding generation whose leadership spans strategy, engineering, operations, and quality.

The next generation is now actively involved in the company as well. John’s son, Travis Krebs, and Tom’s son, Jacob Dooley, both work for AMS and represent the future of the business.  John’s daughter, Natalie Janulis, works in the front office and supports the sales team by preparing customer quotes, assisting John and other sales staff with requirements, and helping manage sales-related activities. Her role strengthens the connection between customer needs and AMS’s technical capabilities, showing that the next generation is contributing not only in technical areas but also in the day-to-day business functions that support growth and customer service. Their involvement is not symbolic; it reflects a deliberate effort to preserve technical knowledge, family values, and long-term stewardship across generations. This continuity is especially meaningful in aerospace maintenance, where expertise in legacy systems, custom test methods, quality-driven processes, and responsive customer support is often gained only through years of mentorship and practical experience.

Aerospace Maintenance Solutions has been positively shaped by growing as a family-owned business in several important ways. The company benefits from the stability, commitment, and long-term perspective that family-owned organizations often develop, allowing decisions to be guided by quality, reputation, and sustainability rather than only short-term gain. Because the family name is directly tied to the work, there is a strong personal investment in maintaining customer trust, supporting critical aerospace needs, and preserving a standard of excellence in every repair, overhaul, and engineering effort. That same structure has also positively impacted the family, creating a shared sense of purpose and pride while giving multiple generations the opportunity to contribute to a meaningful business connected to their history and values.

The family has also worked intentionally to inspire the next generation to join Aerospace Maintenance Solutions. Inspiration begins with the family’s aviation story, but it has always been reinforced by direct exposure to the work itself. Travis and Jacob have been encouraged through hands-on involvement, exposure to real projects, and opportunities to learn how technical work in avionics and sustainment directly affects safety and mission readiness. Rather than pushing the next generation toward fixed roles, the family has encouraged them to develop according to their strengths and interests while still learning the broader business. This approach helps the next generation see AMS not simply as a family obligation, but as a meaningful career path in a field with deep personal and historical significance.

This same mindset has shaped the company’s approach to innovation and succession planning. In a technical environment like aerospace maintenance, succession planning cannot be informal; it must be deliberate, documented, and built into daily operations. AMS has approached succession through structured mentorship, cross-functional learning, documented quality systems, and progressive responsibility for younger family members. Senior family leaders pass down both technical knowledge and business judgment by involving the next generation in engineering, operations, quality, and customer-facing activities rather than isolating them in narrow roles. For other family businesses, this experience suggests several practical lessons: begin succession early, define roles clearly, document critical knowledge, and develop successors through experience across multiple parts of the business rather than relying on assumptions that knowledge will transfer on its own.

Aerospace Maintenance Solutions stands out as a family-owned business because it combines heritage with innovation. It is rooted in a family history that began with military aviation service, carried through a father’s love of flight, and was transformed by John and Thomas Dooley into a specialized aerospace enterprise. It continues today through the active involvement of Jennifer Dooley, Travis Krebs, Jacob Dooley, and Natalie Janulis, demonstrating that the company’s future is being built with the same intentionality and commitment that defined its past.

At its core, AMS is more than an aerospace maintenance business. It is a multigenerational family legacy built on service, technical mastery, quality, and stewardship. Its story reflects what strong family businesses do best: preserve values, adapt to changing technical demands, and prepare the next generation not only to inherit the business, but to strengthen it for the future.

Cascade Management Solutions, Inc.

Steve and Tammie Krakomperger both began their grocery careers working for Bill Brumfield, who owned three independent grocery stores at the time. Tammie joined the company at just 16 years old as a cashier, gaining firsthand experience in customer service and store operations. Steve came on board in 1991 as Bill’s staff accountant, where he developed a strong understanding of the financial and operational side of the grocery business. Working together not only allowed them to learn every aspect of the industry but also brought them together personally. They later married in 2000.

In 1998, Steve took the first step toward business ownership by purchasing two Apples Market locations from Bill Brumfield in Elyria and Norwalk, Ohio. This marked the beginning of what would become a continually growing family-owned grocery business.

Over the next 28 years, Steve and Tammie expanded their company through strategic growth, opening new stores, acquiring existing locations, and making difficult business decisions, including closing some stores when necessary. Throughout this time, they remained committed to providing quality products, exceptional customer service, and supporting the local communities they serve.

Today, Krakompergers own and operate six independent grocery stores throughout Lorain and Cuyahoga Counties: Village Market, Elyria Apples, Sheffield Lake Apples, Sheffield Center Apples, Wellington Apples, and Shakers Marketplace.

The grocery business has truly been a family affair. Their daughters, Jenna and Jaclyn, have been immersed in the industry since they were born. Some of their earliest memories include sitting in Pack ‘n Plays in their parents’ offices during meetings, riding bikes through stores that were being prepared for grand openings, and eventually working in the stores themselves beginning at age 15. Growing up surrounded by the family business gave them a unique perspective on what it takes to operate independent grocery stores and fostered a strong appreciation for the industry.

Through these experiences, Jenna discovered a deep passion for the family business and knew she wanted to continue her parents’ legacy. She attended The University of Findlay, where she earned a Bachelor of Science in Accounting with minors in Marketing and Business Management. Her education, combined with years of hands-on experience in the stores, has prepared her to become the next generation of leadership within the company.

Jaclyn also chose to pursue a business education, earning her Associate of Applied Business in Business Management from Lorain County Community College. She is currently continuing her education while remaining involved in the family business and preparing for future leadership opportunities.

The evolution of Cascade reflects more than the growth of a company—it represents the dedication of a family committed to preserving the independent grocery tradition. Through hard work, adaptability, and a focus on serving their communities, Steve and Tammie built a business that is now preparing for a successful transition to its second generation. As Jenna and Jaclyn continue developing their knowledge and leadership skills, they are helping ensure that the company’s values and commitment to independent grocery retailing will continue for years to come.

Owning and growing Cascade Management as a family-owned business has had a tremendous impact on both our company and our family. One of the greatest advantages has been the ability to control our own future. As business owners, Steve and Tammy have the freedom to make decisions that align with their values, invest in long-term growth, and build a company that reflects their commitment to serving our communities.

One of the most rewarding aspects of owning the business has been the opportunity to positively impact the lives of others. Over the years, Steve and Tammy have created jobs within their local communities and have been fortunate to employ many dedicated individuals who have built lifelong careers with the organization. Several employees have started in entry-level positions and advanced into management and leadership roles because they strongly believe in promoting from within whenever possible.

Beyond their employees, Cascade has always been committed to giving back to the communities that support them. Steve and Tammy regularly organize efforts to donate food, gift cards, and financial contributions to local schools, churches, food pantries, charitable organizations, and community events. Being locally owned allows them to make a direct impact where they live and work and supporting their neighbors has always been one of their highest priorities.

From an early age, Steve and Tammy encouraged all of their children to become involved in the family business. Working at one of the stores was each of their first jobs, providing them with valuable experience, a strong work ethic, and an understanding of what it takes to operate an independent grocery business. While their two oldest children chose to pursue different career paths, Jenna and Jaclyn have remained actively involved and represent the future of the company.

Rather than placing them directly into leadership positions, Steve and Tammy believed it was important for them to earn their way through the organization and learn every aspect of the business. Both began as cashiers and gradually took on greater responsibilities as they gained experience. This hands-on approach allowed them to understand the day-to-day operations of the stores while developing an appreciation for the hard work of every department and employee.

Today, Jenna oversees many of the company’s marketing initiatives, including advertising, social media, graphic design, and promotional planning, while also taking on accounting responsibilities in the central office. Jaclyn has followed a different development path, gaining experience in the produce department as well as the central office, where she assists with warehouse menu planning and other operational responsibilities.

By exposing the next generation to a wide variety of roles and responsibilities, Steve and Tammy have helped prepare them to become well-rounded leaders. Their goal has always been to equip them with the knowledge, experience, and confidence needed to successfully lead Cascade Management into the future while continuing the values and traditions that have made their family business successful.

 One of the most important pieces of advice Steve and Tammy would give to other family-owned businesses is to begin preparing the next generation early. Introduce children to the business at a young age and allow them to experience different roles and responsibilities over time. Rather than pressure them to join the family business, encourage them to explore their interests and discover where their passions lie. If they choose to become involved, they’ll do so because they genuinely want to, not because they feel obligated.

It’s also important to allow the next generation to earn their place within the company. Starting in entry-level positions and working their way through different departments helps them develop a well-rounded understanding of the business while earning the respect of employees.

Another key to long-term success is leading by example. Show the next generation not only the rewards of business ownership, but also the responsibility, dedication, and hard work that come with it. Owning a family business provides many blessings, including the opportunity to create jobs, serve your community, and build a lasting legacy for future generations.

Finally, never lose sight of your people. Treat your employees with fairness, respect, and appreciation. We have always believed that our employees are an extension of our family, and creating a positive workplace culture has been one of the biggest contributors to our long-term success. When employees feel valued, they become invested in the business and help create a strong foundation for future generations to build upon.

 

Lintern Corporation

Lintern Corporation has been proudly producing industry-leading, severe-duty air conditioning systems and many other types of industrial equipment since 1940. However, Lintern’s history extends far beyond the past 80 years.

Lintern Corporation was founded by William Lintern in 1892 in Berea, Ohio as the Nichols–Lintern Company. Originally, the company focused on signal lights and sanders for locomotive applications. Forty years later, the company was officially incorporated, and shortly thereafter produced the first high-temperature air conditioner in 1940.

Since their founding nearly 130 years ago, the Lintern Corporation has been proud to be a family-owned company — ensuring that the same values and commitment to their customers’ success continues with each generation. To date, five generations of the Lintern family have led the organization as they continue to develop new solutions for industries around the world.

Over the years, Lintern Corporation has pioneered numerous innovations ranging from the first ceiling-mount severe-duty air condition system in 1952 to the smart filter systems that adjust fan speed with variable fan drives for greater efficiency, launched in 2009. Most recently, they reintroduced water-cooled systems into the Lintern product line.

Kirk Lintern is the current president at the Lintern Corporation. When Kirk’s father passed away, he and his sisters made the decision that family was more important than business.  Kirk says without his sisters, there is not much there, so every decision he makes, he keeps them in mind.

Looking ahead to the sixth generation, Kirk knows all his children will work in the business at some point (his oldest is 13). His number one goal is to make sure his children learn as much as they can and have a thirst for knowledge – even if it’s not in the manufacturing industry.  Kirk is careful to ensure they understand that taking over Lintern Corporation is not a given – just because they may have the “right” last name, it doesn’t mean they get the job. “You need other skills besides your last name to make sure there is something there for the 7^th generation,” Kirk said.

The Lintern family spirit is in running a family business. “The Lintern Corporation needs someone who is engaged and all in, and if there is not a great fit in manufacturing in the next generation, then maybe we do something different like creating a company under the ‘Lintern Umbrella’.  Having a Lintern oversee a company is more important than running a manufacturing business,” Kirk said.

Stack Heating, Cooling, Plumbing & Electric

Stack Heating, Cooling, Plumbing & Electric was founded in 1976 in the Stack family home in Lakewood, Ohio, by current president Brian Stack’s father and mother, Andy and Sandy Stack. After being called in by other heating contractors in the late 80s for his expertise in steam and water heating systems, Andy decided to focus the business on his specialty: making steam and hot water systems run at their best efficiency.

In 1998, the business outgrew their offices in Lakewood and moved to a new office on Lear Industrial Parkway in Avon. Today, Brian and his brothers and sister all contribute to the team with their individual skills and strengths, building on the foundation of a full-service heating and cooling company. Adding even more expertise to the team, all of our technicians are considered part of the family, and we continue to value their knowledge and commitment to our vision.

Recognizing that not all contractors in the area address airflow and home comfort issues, Stack expanded their location to include a hands-on training room equipped with the latest tools and technology. This ensures Stack technicians remain experienced, knowledgeable, and confident in servicing all types of heating and cooling systems.

As Stack grew the HVAC business, they added a full-service electrical division in 2015. Phil Faulhaber, a long-time family friend and electrician, rejoined the team to oversee the electrical division, further expanding the services we provide.

In 2021, Stack expanded again to include full-service plumbing. This addition allows them to meet even more of their customers’ needs by providing comprehensive heating, cooling, electrical, and plumbing solutions under one roof. Stack’s skilled plumbing team is fully trained and equipped to handle everything from repairs to installations, ensuring your home’s systems work seamlessly.

In 2020, Stack moved to a new location in Avon with a larger training and education center. They’re excited to continue training new professionals and welcoming them into the trade, ensuring the next generation of technicians are equipped with the proper skills and knowledge.

“We have been extremely lucky that we (the Stack family) all get along and respect each other’s position within the company,” Brian said. “Each member of the family has been able to develop a career within the company and work together as needed to keep the company moving forward.”

That forward momentum continues as Brian and his siblings work with the next generation on future planning.

Brian’s advice for business owners looking to pass their organization to the next generation is to start early. “Start the planning process for succession early on. Make sure the family that is coming up is really interested in stepping in,” Brian said.  “If they aren’t, you need to start making plans for the next steps. Our goal has always been to build a company that anyone with business knowledge could operate, just in case that 3^rd generation was not interested.”