Crouse’s Cleaners, Grande Prairie, AB

SERIES: Passing the Baton

By Becca Anderson

Many business owners hope to pass their company on to the next generation—but by the third generation, the odds are often against them. The first handoff often succeeds. The third generation rarely does. The passion just doesn’t translate, and the business frequently changes hands or closes.

Crouse’s Cleaners has survived not one, but two very different leadership transitions—one sudden and one carefully planned—making it a rare example of a third-generation business that continues to grow. We spoke with co-owner Kathleen Crouse about how the company navigated both unexpected and planned leadership changes—and what made the difference.

Editor’s Note: If you are unfamiliar with Crouse’s, you can read all about the company here. Crouse’s was our Best Plant in 2025.

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?

KC: Leadership has evolved over time rather than changing all at once. Crouse’s Cleaners was founded in 1979 by Mel and Bea Crouse. Their son, Merv, took over in 1994. A major shift came in 2008 when we unexpectedly lost our father, and our mother, Dawn Marie, stepped into a leadership role as the sole remaining owner.

Early Involvement and Preparation

At the time, two of their children—David and I—were in our early twenties. We had both spent time working in the business and had expressed interest in being involved long term. Prior to our father’s passing, we were primarily involved in production and customer service, which gave us a strong understanding of day-to-day operations and the importance of our commitment to customers and our team.

A Gradual Transition to Ownership

Over the years, our responsibilities gradually increased, and in 2021 the business transitioned again when we took on ownership roles. While the transition had been discussed, there was no perfect moment to make the change—the vision had always been for us to take over “at some point.”

Our mother promoted continuous education, as well as community and industry involvement. We have been long-time members of the Dry Cleaning and Laundry Institute (DLI), Method for Management, the Association of Wedding Gown Specialists, and our provincial association, the former Alberta Textile Care Association (ATCA). We are now members of the Canadian Fabricare Association (CFA).

The transition happened in stages, which gave us time to learn and ensured that the company’s core values—respect, trust, and commitment to our customers and community—remained at the center of every decision.

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

Letting Go of Leadership

KC: For the outgoing leader, the hardest part was for our mother to step away from the team and watch from the outside as the business moved forward. After building something over decades, stepping back is difficult. It’s not just a business decision—it’s a personal one. It also meant deciding what the next chapter would look like after so many years fully invested in the business.

Stepping Into New Roles

For the incoming leaders, the challenge was stepping into a new dynamic. We moved from a leadership team of three to two, and from a parent-child working relationship to a sibling partnership. That required us to redefine roles, decision-making processes, and how we support each other as leaders.

At the same time, we recognized that for the business to continue to grow, we needed to strengthen our management structure. We added middle-management roles, including a customer service manager and a production manager. This meant investing time in training, developing systems, and building trust within the team so leadership responsibilities could be shared. That step has allowed us to focus more on long-term planning, while still supporting our staff and maintaining the level of service our customers expect.

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

The Hidden Work Behind the Transition

KC: One of the biggest surprises was how much time and planning the transition required behind the scenes. In addition to the emotional side of the change, there were many practical steps that had to be carefully considered, including shareholder agreements, succession planning, insurance, and corporate structure.

We worked closely with professional advisors to ensure the business was protected for the future. That process took longer than we expected, but it reinforced how important it is to approach a leadership transition with patience and a focus on long-term stability.

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

Protecting the Company’s Core Values

KC: Maintaining the legacy of the business while continuing to grow has been one of our top priorities. Crouse’s Cleaners has always been built on strong relationships—with our customers, employees, community, and industry—and that is something we never want to lose.

We were fortunate to have the support of a strong advisory team during the transition. We worked with a business coach through Benchmark Business Group and a tax accounting specialist with experience in business transfers. Their guidance helped us make thoughtful decisions, stay aligned as a leadership team, and ensure that the changes we made respected the company’s history while positioning us for the future.

Tools That Supported the Transition

There were also several tools that helped us keep communication open. One was the book Every Family’s Business by Thomas Williams Dean, which includes 12 questions we completed each year as a team. These helped set us up for a successful transition.

Another helpful resource was Die with Zero by Bill Perkins. In addition, our business coach used a tool called Seller Insights to support us through the sale.

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

Plan for Transition—Even When You’re Not Ready

KC: A company is always in transition, whether it is planned or not. Leadership and ownership will change over time, so it’s important to think ahead, build strong systems, and be intentional about who is prepared to step into key roles if needed.

In our experience, we have lived through two very different transitions. The first was sudden, when our father passed away and our mother stepped into a leadership role unexpectedly. The second, when my brother and I moved into ownership, was more gradual and gave us the time to plan, learn, and prepare for the future of the business.

The difference in timing reinforced how important the fundamentals are. Clear communication, defined roles, and strong systems help ensure mutual respect and trust within the leadership team.

More Than a Handoff

A successful transition isn’t just about who takes over—it’s about ensuring the business continues to move forward while honouring the legacy it was built on.

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