Succession Planning in the Flat Glass, Window & Door Industry

Our industry—rooted in craftsmanship, technical know‑how, and family‑driven businesses—is facing a wave of retirements. Many company founders began in the early 1980s, meaning owner‑entrepreneurs are now reaching retirement age, and their children or essential staff may not be ready—or even interested—to step into leadership roles. What will happen to these firms if we don’t proactively plan?

1. Identify Critical Roles & Skills

Pro Tip: Use a skill’s matrix to visualize strengths, gaps, and redundancies.

• What are our "mission critical" positions? Go beyond the obvious C-suite and consider key operational roles—glass temping employees, machine operators, CAD specialists, or long-term customer service leads who know each client by name.
• What makes these roles successful today—and tomorrow? As you digitize operations or shift to leaner production, the skillsets required may evolve. Document both current expectations and future potential.

2. Engage the Right People—Early & Transparently

Succession shouldn’t be an ivory tower discussion. It should be a team strategy.

• Are we looping in future leaders now? Early conversations reduce anxiety and offer clarity. Transparency helps rising talent see a path forward and prevents surprises.
• Do we have a succession task force? A cross-functional team (leadership, shop floor, HR, and advisors) ensures diverse perspectives and better buy-in. Invite ERP or automation consultants to assess readiness.

3. Map Internal & External Candidates

Succession doesn’t mean cloning the founder—it means continuing the mission.

• Have we asked who wants to lead? Leadership isn’t for everyone. Some employees may prefer technical mastery over managerial roles, which is okay—but you need to know who’s interested and who’s not.
• What does our external talent pool look like? Bringing in outside expertise can be especially valuable in finance, digital transformation, or strategy, but that doesn’t mean they will have approval from employees working at our company for 20-plus years. The same could hold true for the children of owners. Respect and trust are earned, not given.
• Is employee ownership on the table? Companies like Giroux Glass transitioned to 100% ESOP over a decade ago, creating lasting engagement and cultural alignment.

4. Create Development Pathways

Development isn’t just about training—it’s about trust.

• Do we offer mentorship and cross-training? Pairing seasoned experts with emerging talent helps transfer both technical and cultural knowledge. Let a scheduler shadow a foreman or a CNC operator sit in on sales calls.
• Are we assessing readiness regularly? Tools like 9-box grids and IDPs (Individual Development Plans) help align career paths with business needs.
• Have we tested our future leaders? Trial responsibilities—running the plant on a Saturday, managing a vendor relationship—let future leaders “practice ownership” in a safe way.

5. Document Knowledge, Values, & Culture

If you don’t define your company culture, someone else will.

• What tribal knowledge could walk out the door tomorrow? Procedures, supplier contacts, maintenance workarounds, critical customer relationships—some of your most valuable insights aren’t written down. Start capturing them now.
• Have we articulated what we stand for? If your company is known for craftsmanship, innovation, or always delivering on time—write that down. Culture is easier to protect when it’s visible and shared.

6. Plan for Multiple Scenarios

The only thing worse than no plan is a rigid one.

• What if your plan gets derailed? Illness, resignations, or market changes can shift everything overnight. Your plan should have contingencies and “next best” options. It should be communicated with multiple-company stakeholders and provided to the company’s legal team.
• Can an interim leader help support the gap? Fractional executives, seasoned consultants, or even retired owners in part-time roles could ease the transition.
• Are we leveraging outside advisors? Legal, tax, and ERP experts, for example, can help with restructuring, ESOP frameworks, software/machinery integration, digital handoffs, etc.

7. Measure, Adjust, & Communicate

What gets measured, gets managed—and what gets celebrated, gets repeated.

• How will we know it’s working? Set KPIs for readiness, internal promotions, and turnover rates. Revisit quarterly or semiannually to see if you're making real progress.
• Are we treating the plan like a living document? Your workforce, market, and technology will shift—your succession plan must evolve with them.
• Are we celebrating the wins? Recognizing new leaders, mentorship milestones, or internal promotions helps create a culture that values growth and preparation.

8. Learn from Others: Within and Beyond Our Industry

Good ideas travel well—don’t reinvent the wheel if someone’s already paved the road.

• What have other glass companies done well? Giroux Glass used an ESOP structure to create long-term employee buy-in while retaining its values.
• Could we borrow from trades with formal pipelines? The automotive glass industry and union shops often use structured apprenticeships—an idea worth exploring.
• What do big brands teach us? Companies like GE or IBM use succession “game plans” and build talent pipelines years in advance. Maybe it is worth reviewing how GE managed their divestiture.

9. Ask the Important Questions

Asking better questions builds stronger plans.

1. Who truly wants to lead—and what drives them?
2. How do we preserve our traditions, while embracing the future?
3. What’s our back-up plan if our front-runner exits?
4. Can our peer networks—FGIA, NGA, or others—support us with best practices or mentorship?
5. How will automation, sustainability goals, and digital systems reshape what we need from leadership?

The “retirement wave” is not a distant ripple—it’s already here. But if we approach succession proactively, we can preserve our company legacies, empower rising leaders, and ensure operational resilience. It’s about more than who takes over—it’s about how we build companies that last, evolve, and thrive.