A Spotlight on Private Business Ownership with the Owners’ Council

November 21, 2024
We speak with three members of the Owners’ Council on how they’ve overcome challenges, chased their passions, and continue to innovate throughout their journeys as business owners.

A Conversation with 
Debbie Madden, Founder and Chair, Stride Consulting
Andrea Patisteas, Senior Executive Vice President, Primo Medical Group 
Karla Trotman, President and CEO, Electro Soft

The Owners’ Council brings together a dynamic, diverse community of women business owners for the purposes of sharing both personal and business insights and experiences, supporting and advocating for each other, and thoughtfully growing our shared ecosystem of women leaders. Through this powerful community of women, we’ve been reminded that great things happen when engaged women come together.

Recently, our second annual Private Business Owner Survey shed light on several common challenges faced by business owners. We turned to some of our Owners’ Council members – Debbie Madden, Andrea Patisteas, and Karla Trotman – for more insight into their unique approach to tackling these issues, the lessons behind their success, and how they’re preparing themselves for future innovation and growth.

Debbie Madden, Founder and Chair, Stride Consulting

Debbie Madden is a serial tech entrepreneur. In 30 years, she’s scaled six tech companies and is a two-time Inc 500 CEO. She is the founder and chair of Stride Consulting. Stride is a national generative artificial intelligence (AI) and software delivery company helping top brands like SeatGeek, Spotify, and Casper deliver high-quality products to market while upskilling tech teams. Stride Conductor is the only multiagent codegen product specifically designed to eradicate tech debt. Madden is an advisor at Docker, author of “Hire Women,” and host of the podcast of “Scaling Tech.”

In our survey, we found that 99% of respondents are already using AI in their business – and they expect to grow their adoption over the next 12 months. Tell us about the work you are doing in generative AI.

Today, more than $300 billion is spent annually in the tech industry on fixing low-quality software. With the advent of AI tools, this spend will likely increase in the near term. When it comes to creating software, many AI tools enable a software engineer to write code faster. This means lines of code will be written at a much faster speed than ever before.

Some of this code will be high quality, but some of it will be poor, for various reasons. That’s where the work our team does at Stride Conductor comes in – we are doing the dirty work, cleaning up all types of untidy code, whether that be new AI-generated code or old, outdated legacy code.

Stride Conductor is a proprietary combination of generative AI agents that work seamlessly in the background to clean up poorly written code, freeing up precious time and money to enable humans to focus on innovative, creative work.

[One of the] most important ingredients for a high-performing team [is] ... T-shaped individuals who have deep expertise in one area and yet can wear multiple hats when needed.



What’s the secret sauce in building high-performing teams?

I’ve been scaling tech teams for almost 30 years and have been part of many teams. There is no one silver bullet when it comes to building high-performing teams, but there is a recipe. The most important ingredients for a high-performing team are:

  • Collaboration
  • A culture that allows every individual to believe they have a safe space to be heard
  • Visible work
  • Tight feedback loops
  • The ability to either disagree and commit or align on a path forward even with partial information
  • T-shaped individuals who have deep expertise in one area and yet can wear multiple hats when needed

In addition, it’s important to embrace the fact that all teams go through the four phases of team growth: forming, storming, norming, and then performing. And if one single person gets added or removed from the team, the whole team goes back to the forming stage and that’s OK.

Andrea Patisteas, Senior Executive Vice President, Primo Medical Group

With 35 years of experience in the medical device design and manufacturing field, Andrea Patisteas is no stranger to innovation. Primo Medical Group, where she is a senior executive vice president, offers comprehensive outsourcing solutions to the medical device market.

The medical device industry seems to be growing at a rapid pace, making innovation important to growth. Tell us about how you approach this.

In the medical device field, advancements in technology and materials can drastically change the landscape of treatment options available to patients. As a contract manufacturer, Primo aims for close collaboration with our customers on their research and development projects.

Sharing our experiences and contributing to the design of new devices that address emerging challenges in the medical field not only benefits the medical teams and their patients, but also positions us a leader in the field, recognized for our reputation as a highly desired original equipment manufacturing (OEM) partner. By gaining the trust of our customers, we enrich the innovation team and expand the opportunity for innovation.

In an era where precision and quality in medical devices can mean the difference between life and death, Primo has taken a significant step forward by expanding one of its development and manufacturing centers by 28,000 square feet. This strategic expansion is not merely about increasing physical space; it reflects a commitment to meeting the rising demand for high-quality development and manufacturing services that are critical for generating new ideas.

We believe innovation is easier when there is a commitment to achieving it. We do that by investing in the company and nurturing relationships with our customers to earn their trust. We never operate in the shadows – our customers have complete access to the processes we perform on their products. That level of trust leads to better collaboration, and better collaboration sparks innovation.

How has your approach to leadership evolved over the years?

My approach to leadership is ever changing, even on a daily basis. I believe that to effectively lead individuals, you’re required to acknowledge that they have individual needs. This doesn’t change the goal; it means one should consider how to approach different personalities to achieve the best results. Over the years I have learned the importance of guiding people to come to their own conclusions, personalizing my message to them to assist them in viewing things from a different perspective.

[T]o effectively lead individuals, you’re required to acknowledge that they have individual needs.



I’ve learned the importance of consistency in addressing problems head on. Guiding people to confront issues they encounter can be difficult. It’s hard to convince people that delaying communication with their co-workers or managers just makes things worse.

Many people want to avoid conflict; it’s a natural urge. I try to assure them that they are empowered to immediately speak up when an issue arises. I believe it is the key to a positive work experience when the message is delivered in a way that demonstrates how this helps everyone, instead of in an accusatory way.

I’ve learned to accept that not everyone is necessarily a good fit for us. When we hire someone, we want them to work out; we’ve invested in them! But you can’t let your judgment be clouded when you identify a problem that is likely not going away.

I encourage our managers not to keep investing precious time in someone who makes no effort to work with us the way we need them to. Bottom line: Open and frequent communication between everyone in an organization is the key to success.

Karla Trotman, President and CEO, Electro Soft

Karla Trotman has run her own business with a global and celebrity clientele, reported segments on the news, consulted for businesses, and ultimately left corporate America to run her family’s company as CEO of Electro Soft, a premier electronics contract manufacturing firm.

In 2024, she also added author to her resume, with the release of “Dark, Dirty, Dangerous: Building the Vibrant Future of Manufacturing.” The book not only discusses how to create a resilient manufacturing company for the near future, but it also covers issues surrounding the Black wealth gap and how entrepreneurship is the best way to create generational wealth.

When asked about their top three challenges in our recent survey, private business owners identified economic instability and inflation, the rise of AI, and the political environment in the U.S. As a leader, how are you helping your company navigate these changes and disruptions?

Our business approach has been simple: Keep more cash on hand, ensure our strong credit position, and don’t allow accounts receivable to get out of hand. I am part of a strong group of CEOs across multiple industries who meet monthly to discuss such issues. Annually, we hear from an economist who gives us economic projections based on the world’s significant issues at that time. It makes it easier to lean into the curves when you know what may be coming.

You recently released “Dark, Dirty, Dangerous: Building the Vibrant Future of Manufacturing.” What do you hope people take away from the book?

When asked to write a thought leadership book about manufacturing, I knew I couldn’t jump into the topic without giving context. I also knew I didn’t want to write a boring manufacturing book that wouldn’t get read.

Ultimately, I decided to tell the story of how a Black family accidentally wound up in electronics manufacturing and how the current “manufacturing renaissance” will cause companies to flex in ways that may be contrary to the status quo.

It is a story about family business, tough decisions, transitions, systemic barriers, and a changing world. Our manufacturing business happens to be the backdrop.

It makes it easier to lean into the curves when you know what may be coming.



In the book, I’ve left some breadcrumbs for others looking to create a legacy for their families. I recognize that most entrepreneurial endeavors in the U.S. are under-resourced, small, family-owned businesses, so I wanted to share relatable and tangible steps to create generational wealth that comes from entrepreneurship.

The Owners’ Council

The Owners’ Council brings together a dynamic, diverse community of women business owners for the purposes of sharing both personal and business insights and experiences, supporting and advocating for each other, and thoughtfully growing our shared ecosystem of women leaders. Members receive invitations to intimate dinners and other in-person events as well as small, highly engaging virtual discussions, in addition to a monthly digest with valuable insights.

To learn more, reach out to your BBH relationship team.

Up Next
Up Next

Zeroing In on Private Business Owners and Artificial Intelligence

How are private business owners navigating the rapid rise and development of artificial intelligence? Using data from our second annual Private Business Owner Survey, this infographic sheds light on owners’ adoption of the latest technology.

Brown Brothers Harriman & Co. (“BBH”) may be used to reference the company as a whole and/or its various subsidiaries generally.  This material and any products or services may be issued or provided in multiple jurisdictions by duly authorized and regulated subsidiaries.  This material is for general information and reference purposes only and does not constitute legal, tax or investment advice and is not intended as an offer to sell, or a solicitation to buy securities, services or investment products.  Any reference to tax matters is not intended to be used, and may not be used, for purposes of avoiding penalties under the U.S. Internal Revenue Code, or other applicable tax regimes, or for promotion, marketing or recommendation to third parties. All information has been obtained from sources believed to be reliable, but accuracy is not guaranteed, and reliance should not be placed on the information presented.  This material may not be reproduced, copied or transmitted, or any of the content disclosed to third parties, without the permission of BBH.  All trademarks and service marks included are the property of BBH or their respective owners. © Brown Brothers Harriman & Co. 2024. All rights reserved. PB-07995-2024-11-13

As of June 15, 2022 Internet Explorer 11 is not supported by BBH.com.

Important Information for Non-U.S. Residents

You are required to read the following important information, which, in conjunction with the Terms and Conditions, governs your use of this website. Your use of this website and its contents constitute your acceptance of this information and those Terms and Conditions. If you do not agree with this information and the Terms and Conditions, you should immediately cease use of this website. The contents of this website have not been prepared for the benefit of investors outside of the United States. This website is not intended as a solicitation of the purchase or sale of any security or other financial instrument or any investment management services for any investor who resides in a jurisdiction other than the United States1. As a general matter, Brown Brothers Harriman & Co. and its subsidiaries (“BBH”) is not licensed or registered to solicit prospective investors and offer investment advisory services in jurisdictions outside of the United States. The information on this website is not intended to be distributed to, directed at or used by any person or entity in any jurisdiction or country where such distribution or use would be contrary to law or regulation. Persons in respect of whom such prohibitions apply must not access the website.  Under certain circumstances, BBH may provide services to investors located outside of the United States in accordance with applicable law. The conditions under which such services may be provided will be analyzed on a case-by-case basis by BBH. BBH will only accept investors from such jurisdictions or countries where it has made a determination that such an arrangement or relationship is permissible under the laws of that jurisdiction or country. The existence of this website is not intended to be a substitute for the type of analysis described above and is not intended as a solicitation of or recommendation to any prospective investor, including those located outside of the United States. Certain BBH products or services may not be available in certain jurisdictions. By choosing to access this website from any location other than the United States, you accept full responsibility for compliance with all local laws. The website contains content that has been obtained from sources that BBH believes to be reliable as of the date presented; however, BBH cannot guarantee the accuracy of such content, assure its completeness, or warrant that such information will not be changed. The content contained herein is current as of the date of issuance and is subject to change without notice. The website’s content does not constitute investment advice and should not be used as the basis for any investment decision. There is no guarantee that any investment objectives, expectations, targets described in this website or the  performance or profitability of any investment will be achieved. You understand that investing in securities and other financial instruments involves risks that may affect the value of the securities and may result in losses, including the potential loss of the principal invested, and you assume and are able to bear all such risks.  In no event shall BBH or any other affiliated party be liable for any direct, incidental, special, consequential, indirect, lost profits, loss of business or data, or punitive damages arising out of your use of this website. By clicking accept, you confirm that you accept  to the above Important Information along with Terms and Conditions.

 
1BBH sponsors UCITS Funds registered in Luxembourg, in certain jurisdictions. For information on those funds, please see bbhluxembourgfunds.com



captcha image

Type in the word seen on the picture

I am a current investor in another jurisdiction