SERIES: Passing the Baton

By Becca Anderson

[EDITOR’S NOTE: Usually our articles stand alone, but this week we’re featuring two perspectives on Passing the Baton from Linley McConnell and her father, Rob McConnell. The two are part of the ongoing leadership transition at Gibson’s Cleaners in Toronto. Want to know how it’s going from the other side of the table? Read Linley’s perspective here.]

Many owners plan to hand off their business to one or more of their children, whether that’s wise or not. At Gibson’s Cleaners in Toronto, ON, owner Rob McConnell has chosen to involve both family and non-family in the transition for greater long-term strength.

Fabricare Canada: Can you describe the moment when leadership began to shift in your organization? Was it planned, gradual, or unexpected—and how did that shape the outcome?

Rob McConnell: For us, the shift has been gradual and intentional. The transition began after we sold our Uniform Rental Division in 2016. Rui Valente, who had been leading that division, moved into our Dry Cleaning Division, marking an early step in the leadership transition.

My daughter, Linley, joined Gibson’s in 2021 as Sales and Marketing Manager and was promoted to VP in 2024. Over time, both Rui and Linley have taken on increasing responsibility. For the past two years, we’ve also used the Entrepreneurial Operating System (EOS) from the book, Traction, to help structure and support the transition.

For the outgoing and incoming leaders, what was the hardest part of the transition—letting go of control, or stepping into it?

I think both sides come with their challenges. Letting go hasn’t been easy for me after being hands-on for over 30 years.

Rui and Linley have really stepped into their roles and take pride in running the day-to-day. If you asked them, they’d say their biggest challenge has been me jumping in and disrupting things—classic “seagull management,” where the owner flies in, stirs things up, and flies out.

They’d also probably say they hear me say, “We’ve tried that before, and it didn’t work,” a bit too often.

I think we ‘win’ when we have holistic discussions and productive meetings where we align on clear action items and next steps.

What surprised you most during the transition process—something you didn’t anticipate going in?

One of the biggest surprises has been how valuable a fresh perspective can be. It’s easy to get stuck in your ways and not be as open to change as you think you are.

Linley and Rui are constantly bringing new ideas and pushing things forward. They see opportunities and approach challenges differently, especially when it comes to technology and customer experience.

It’s been a good reminder that embracing change is critical.

How did you balance maintaining the company’s legacy and culture while still allowing the next generation to make meaningful changes?

We’ve stayed grounded in our core values of being thoughtful, accountable, and responsive.

Respecting tradition while being open to change has really been a theme for us. Linley, Rui, and I are aligned on that approach, and we make a point of communicating it to our team consistently throughout the year, especially during celebrations and holiday events.

Looking back, what is one piece of advice you would give to another company preparing for a leadership transition?

Start earlier than you think you need to. And don’t be afraid to ask for help from people who’ve been through it before. It’s too important to try to figure out on your own. Peer groups, industry associations, and publications like Fabricare Canada are all great resources.

It’s also important to recognize that the process can be emotional, especially when it involves family. When things get uncomfortable, sometimes the best thing to do is take a step back, regroup, and come back to it with a clearer head.

At the end of the day, a successful transition takes time—to build trust, develop people and work through some trial and error. I believe the more gradual and intentional it is, the better the outcome will be.

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