I want our $1 billion business to stay in the family, but that doesn't mean I'll automatically hire my kids
Tricia Wallwork, CEO of Milo's Tea, discusses the evolution of her family business from a small burger stand to a billion-dollar tea company. She emphasizes the importance of maintaining founding values while navigating the complexities of family governance and professional management.
Why it matters
The story provides insight into the challenges of scaling family-owned businesses and the transition between generations of leadership.
Tricia Wallwork is now the CEO of her family business. Courtesy of Tricia Wallwork Tricia Wallwork is the CEO of Milo's Tea, founded by her grandfather in 1946. She's grown the brand exponentially, and recently surpassed $1 billion in retail sales. She's learned about family governance from other family-owned companies, she says. This as-told-to essay is based on a conversation with Tricia Wallwork , CEO and Chair of the Board at Milo's Tea . It has been edited for length and clarity . When my grandad Milo returned from World War II , he married my grandma, Bea, the very next week. He likes to say he only had $20 and a footlocker, but he also had a vision: for a hamburger stand serving burgers, fries, pies, and sweet tea to Atlanta's steelworkers. That was the beginning of Milo's Tea.
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