These 20-Under-40 Up-and-Coming Printing Industry Executives Share Their Success Stories
Away from the office, Lindemann enjoys golf, running and attending his children's sporting events. He is also an avid Chicago Bears fan. He sits on the Newton City Council and is an Elder at St. Paul's Lutheran Church.
Rick and Amber Lindemann have been married for 15 years and have two children, R.J. (12) and Heidi (10), along with three basset hounds, two Guinea pigs and a few cats. The Lindemanns have been refurbishing a home that was built in 1912.
Jonathan Wallace, 31
Stone Mountain, GA
This list is brimming with father-son tales, and even the most successful of family printing company dynamics have felt the strain of mixing business with the politics of interpersonal relationships. Just ask Jonathan Wallace, vice president of Wallace Graphics, whose father, John, founded the sheetfed printing company in 1987.
"Having a mentor with whom you have a personal relationship first, and a business relationship second, can be a bit confusing at first," the younger Wallace admits. "However, once we worked out the kinks, it has been a blessing. I am able to learn from the character traits I want to replicate and also the behaviors that I would do differently."
John Wallace instilled in his son the value of trust and living up to the motto "do what you say you are going to do." Jonathan Wallace has found that to be not just a truism, but a critical principle behind cultivating a business. A similar motto, "do the right thing," is something Wallace has found to be applicable for relationships with employees, customers and vendors.
As a child, Wallace spent a number of summers in the shop, doing hand work and odd jobs. But even as he worked his way through Clemson University—where he graduated with a BS in financial management in 2005—Wallace's master plan did not include the family business or the printing industry. Upon graduating, he took a position with Naturally Fresh (which had strong ties to the university) as a warehouse manager. In the end, he found the management layer in front of him to be at least 10 executives deep. Six months later, Wallace had re-evaluated his position.