My name is Alessandra Nishimura. I am one of 19 members of our third generation. I majored in Business Administration with specializations in Human Development. I have worked in different fields; event organizer, publishing company and consulting. In my family business, I coordinated a program to develop future shareholders and I am currently a board member.
Our family business was founded by my grandfather, a Japanese immigrant, who after trying his life in the major cities of Brazil decided to take the train and go as far as he could. And that end of the line was Pompéia, a small town 500km from São Paulo city. He started in his garage with “we fix everything” and from that he moved to manufacturing backpack sprayers. Nowadays, we have a group of companies, of which Jacto is the largest, in agriculture, manufacturing sprayers and harvesters exporting to many countries. Followed by Unipac a plastic transformation company, and 6 smaller businesses (sewage treatment, electrical vehicle, pressure washer, tooling, logistic, foundry).
Can you tell us something about your background: Where and how did you grow up?
I was born in São Paulo city, but raised in Pompéia. I practically grew up with Jacto. I am the second daughter out of 5 siblings. I had a happy childhood growing up in a small town, no worries about safety and close to my relatives.
When and how was your family business started? Which generation is currently leading the business?
Our family business story started in 1948 when my grandfather, Shunji Nishimura, launched the first backpack sprayer. My grandfather had 7 children but only 5 are shareholders. For 60 years Jacto has been run by Nishimuras. The first succession in 1980 was directly to my father since he was already working with my grandfather. The country went into an economic crisis and my grandfather decided to shift the president. He changed my father for uncle Takashi, the first son. That shift was not easy because it was not done in a democratic way and caused a lot of hurt in the family. Forgiveness and love was what kept our business and family together. The next shift was in 2000 from Takashi to Shiro, the 4th son. This was done in a more professional manner because we had by that time a board of directors. Shiro left the company in 2007. There was no one in the 2nd or 3rd generation and no one inside the company ready to step up so we hired a non-family executive from outside. It was not an easy transition but we had great results. This year we changed the president again, this time he is an inside choice. Jacto and all the companies have non-family presidents. We have 5 holdings represented in the board of directors by 3 members of the 2nd generation and 2 of the 3rd.
What is your first memory of visiting / being exposed to your family business as a child?
I basically grew up inside of Jacto. I don´t remember my first memory but I do have many special memories. I would go to Jacto to ride my bike and I learned how to drive in the patio. A very good memory I have is of the long tables for barbecue to celebrate Christmas with the employees and families. The company was smaller than today so we knew everybody, like if it was a big family.
Another good memory is that for Christmas my grandfather would prepare baskets with goodies and I would help by putting things in the basket and watch the men carrying everything in a truck to deliver to the employees’ house.
Can you describe the time when you were prepared to take over the family business? Were you explicitly prepared to take over the business? If yes, how? Is there anything you would have done differently in the transition process?
None in our generation were prepared to take over the business as an executive. We were taught to choose a career that met our skills independent of the business needs. But we were all in a program to develop the future shareholders. Some of us worked for many years in other companies before coming to work for our family business. Some joined the board instead of the company. For both positions we had a set of rules established to allow family members in the business.
As for me, when we started the program, I was working for another company, but my boss allowed me to be involved in my family business because she thought this would be very important for me and my business. And she was right. The shareholder’s program was led in the beginning by the 2nd generation and a consulting company and was passed for the 3rd generation to take ownership. I became the coordinator of the 3rd generation committee to lead the process. That’s how I got involved in my family business.
For an heir, I believe it is usually very hard to decide to work or not for the family business. Its onus vs. bonus and usually onus is bigger. Hence, preparation and rules are a very important part of the process.
We structured the holdings and the Holding Council. The Board of Directors came before that. And I was prepared take over my father’s position on the boards.
Can you tell us about one challenging moment and one positive moment from the transition process?
It is funny how even though I knew I was the chosen one to take over my father’s position, and I have been part of the building of our family governance and corporate governance for 12 years, when the time comes, you get chills and butterfly in your stomach. You never feel you are ready.
Last August I officially took over my father´s position in the board. We had a ritual ceremony and that was very important for me and for the people around me. I am not only taking a spot in the board, I am responsible for a great legacy left by my grandparents and it is very important to have rituals and to celebrate. My father handed to me our family symbol and I knew it represented more than a spot on the board. My uncles and cousin, who are members of the Holding Council, covered me with a mantle. They were empowering me for my new role in a symbolic way. It was fantastic.
Do you have a role model? If so who and why?
My father with no doubts, because he is a great leader, a righteous man who loves his family, a man that doesn’t stop in time no matter how old he is getting. When computers came to Brazil, he was already an adult, he wanted to learn so he hired a young geek to teach him all about it. He is 72 years old and plays a full basketball game with my brothers every Sunday. He loves to ski, technology, and he gets so excited about work. I believe the strong connection I have with my family business has two reasons: my closeness to my grandfather and my father´s excitement with everything he did and still does for the companies.
In your opinion, what is the best thing about working in the family business as compared to working outside the family business?
Working for your family business is being part of a long-term process. You are able to see and be part of the building of a legacy. To me, the most important part is that we can make sure the values, in my case my grandfather´s values, are part a part of the family and the company and hence it will reflect in your community.
Did you ever work outside the family business?
Yes. I ran a small publishing house right after my graduation, and I worked as event planner and consultant.
Does your family business like to promote the fact that it is family owned and/or run? Why or why not?
My family was never good in communicating or promoting anything but we have been improving and I can say nowadays we are very proud to say we are a family owned company.
Why did you decide to join your family business instead of pursuing a different career path (e.g., a regular corporate career or starting your own venture)?
I am one of the eldest of the 3rd generation and was encouraged to be part of 3rd generation committee, and I became the coordinator,. I had outside experience so it was very easy for me to use my skills to organize our 3rdgeneration meetings. Also, I realized that I have a unique skill that helps my family, and my love for my extended family helps me understand the 2nd and 3rdgeneration that facilitates the organization of our family governance. I can say I might be the only one who has a free pass to talk to all cousins and uncles. It’s very natural of my personality to care of them and to have ideas to improve our family unity. I don’t think I could do that in other place.
What were the biggest personal challenges you faced when joining the family business as a family member?
I am a doer. My biggest challenge as a board member is, as they say, to stick in the nose but not that hands. Even if I disagree with the way the executives are doing things, I cannot interfere. I can only say my opinion. The execution is up to them.
As a successor in the family business, do you feel like an entrepreneur or rather not? If yes, how do you manage to bring your entrepreneurial vision into the family business?
I am not an entrepreneur in the sense of starting a business but I am an entrepreneur of inventing new process for my family to keep together and united.
What is your advice for other next generation members who are getting ready to join the family business?
Have outside experience before you join your family business. That is very important. Once you have done that, first know yourself, your skills, strength and weaknesses, competence to never doubt you accomplished something because you are good at instead of because you have a last name.
Be flexible. Working in a family business sometimes can be a very tiring and slow process.
Bring love and forgiveness to the table. Enjoy what you do.
What is the next big thing on your agenda?
Finish rewriting our Family Protocol. The 2nd generation had one among them written in 1995. Now the 2nd and 3rd generations are working together to develop a new version of it.
Anything else you want to add?
Strong family, strong business.
Our family business was founded by my grandfather, a Japanese immigrant, who after trying his life in the major cities of Brazil decided to take the train and go as far as he could. And that end of the line was Pompéia, a small town 500km from São Paulo city. He started in his garage with “we fix everything” and from that he moved to manufacturing backpack sprayers. Nowadays, we have a group of companies, of which Jacto is the largest, in agriculture, manufacturing sprayers and harvesters exporting to many countries. Followed by Unipac a plastic transformation company, and 6 smaller businesses (sewage treatment, electrical vehicle, pressure washer, tooling, logistic, foundry).
Can you tell us something about your background: Where and how did you grow up?
I was born in São Paulo city, but raised in Pompéia. I practically grew up with Jacto. I am the second daughter out of 5 siblings. I had a happy childhood growing up in a small town, no worries about safety and close to my relatives.
When and how was your family business started? Which generation is currently leading the business?
Our family business story started in 1948 when my grandfather, Shunji Nishimura, launched the first backpack sprayer. My grandfather had 7 children but only 5 are shareholders. For 60 years Jacto has been run by Nishimuras. The first succession in 1980 was directly to my father since he was already working with my grandfather. The country went into an economic crisis and my grandfather decided to shift the president. He changed my father for uncle Takashi, the first son. That shift was not easy because it was not done in a democratic way and caused a lot of hurt in the family. Forgiveness and love was what kept our business and family together. The next shift was in 2000 from Takashi to Shiro, the 4th son. This was done in a more professional manner because we had by that time a board of directors. Shiro left the company in 2007. There was no one in the 2nd or 3rd generation and no one inside the company ready to step up so we hired a non-family executive from outside. It was not an easy transition but we had great results. This year we changed the president again, this time he is an inside choice. Jacto and all the companies have non-family presidents. We have 5 holdings represented in the board of directors by 3 members of the 2nd generation and 2 of the 3rd.
What is your first memory of visiting / being exposed to your family business as a child?
I basically grew up inside of Jacto. I don´t remember my first memory but I do have many special memories. I would go to Jacto to ride my bike and I learned how to drive in the patio. A very good memory I have is of the long tables for barbecue to celebrate Christmas with the employees and families. The company was smaller than today so we knew everybody, like if it was a big family.
Another good memory is that for Christmas my grandfather would prepare baskets with goodies and I would help by putting things in the basket and watch the men carrying everything in a truck to deliver to the employees’ house.
Can you describe the time when you were prepared to take over the family business? Were you explicitly prepared to take over the business? If yes, how? Is there anything you would have done differently in the transition process?
None in our generation were prepared to take over the business as an executive. We were taught to choose a career that met our skills independent of the business needs. But we were all in a program to develop the future shareholders. Some of us worked for many years in other companies before coming to work for our family business. Some joined the board instead of the company. For both positions we had a set of rules established to allow family members in the business.
As for me, when we started the program, I was working for another company, but my boss allowed me to be involved in my family business because she thought this would be very important for me and my business. And she was right. The shareholder’s program was led in the beginning by the 2nd generation and a consulting company and was passed for the 3rd generation to take ownership. I became the coordinator of the 3rd generation committee to lead the process. That’s how I got involved in my family business.
For an heir, I believe it is usually very hard to decide to work or not for the family business. Its onus vs. bonus and usually onus is bigger. Hence, preparation and rules are a very important part of the process.
We structured the holdings and the Holding Council. The Board of Directors came before that. And I was prepared take over my father’s position on the boards.
Can you tell us about one challenging moment and one positive moment from the transition process?
It is funny how even though I knew I was the chosen one to take over my father’s position, and I have been part of the building of our family governance and corporate governance for 12 years, when the time comes, you get chills and butterfly in your stomach. You never feel you are ready.
Last August I officially took over my father´s position in the board. We had a ritual ceremony and that was very important for me and for the people around me. I am not only taking a spot in the board, I am responsible for a great legacy left by my grandparents and it is very important to have rituals and to celebrate. My father handed to me our family symbol and I knew it represented more than a spot on the board. My uncles and cousin, who are members of the Holding Council, covered me with a mantle. They were empowering me for my new role in a symbolic way. It was fantastic.
Do you have a role model? If so who and why?
My father with no doubts, because he is a great leader, a righteous man who loves his family, a man that doesn’t stop in time no matter how old he is getting. When computers came to Brazil, he was already an adult, he wanted to learn so he hired a young geek to teach him all about it. He is 72 years old and plays a full basketball game with my brothers every Sunday. He loves to ski, technology, and he gets so excited about work. I believe the strong connection I have with my family business has two reasons: my closeness to my grandfather and my father´s excitement with everything he did and still does for the companies.
In your opinion, what is the best thing about working in the family business as compared to working outside the family business?
Working for your family business is being part of a long-term process. You are able to see and be part of the building of a legacy. To me, the most important part is that we can make sure the values, in my case my grandfather´s values, are part a part of the family and the company and hence it will reflect in your community.
Did you ever work outside the family business?
Yes. I ran a small publishing house right after my graduation, and I worked as event planner and consultant.
Does your family business like to promote the fact that it is family owned and/or run? Why or why not?
My family was never good in communicating or promoting anything but we have been improving and I can say nowadays we are very proud to say we are a family owned company.
Why did you decide to join your family business instead of pursuing a different career path (e.g., a regular corporate career or starting your own venture)?
I am one of the eldest of the 3rd generation and was encouraged to be part of 3rd generation committee, and I became the coordinator,. I had outside experience so it was very easy for me to use my skills to organize our 3rdgeneration meetings. Also, I realized that I have a unique skill that helps my family, and my love for my extended family helps me understand the 2nd and 3rdgeneration that facilitates the organization of our family governance. I can say I might be the only one who has a free pass to talk to all cousins and uncles. It’s very natural of my personality to care of them and to have ideas to improve our family unity. I don’t think I could do that in other place.
What were the biggest personal challenges you faced when joining the family business as a family member?
I am a doer. My biggest challenge as a board member is, as they say, to stick in the nose but not that hands. Even if I disagree with the way the executives are doing things, I cannot interfere. I can only say my opinion. The execution is up to them.
As a successor in the family business, do you feel like an entrepreneur or rather not? If yes, how do you manage to bring your entrepreneurial vision into the family business?
I am not an entrepreneur in the sense of starting a business but I am an entrepreneur of inventing new process for my family to keep together and united.
What is your advice for other next generation members who are getting ready to join the family business?
Have outside experience before you join your family business. That is very important. Once you have done that, first know yourself, your skills, strength and weaknesses, competence to never doubt you accomplished something because you are good at instead of because you have a last name.
Be flexible. Working in a family business sometimes can be a very tiring and slow process.
Bring love and forgiveness to the table. Enjoy what you do.
What is the next big thing on your agenda?
Finish rewriting our Family Protocol. The 2nd generation had one among them written in 1995. Now the 2nd and 3rd generations are working together to develop a new version of it.
Anything else you want to add?
Strong family, strong business.
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