Beth Prochaska joined Potter Lawson as a receptionist 40 years ago, and now she runs the 107-year-old architectural firm. It’s been quite a journey, working her way through almost every department, becoming the first female shareholder, and more recently, president and CEO. All this while enduring more personal tragedy than most, including the sudden loss of her partner of over 20 years, Terry Hudzinski, in 2012.
Given her level-headed reaction to her new post, she’ll continue to break barriers and help others reach career milestones of their own. Now newly married to Tom Herrling and ready to lead Potter Lawson — a firm known for its design work on The Overture Center, Monona Terrace, American Family’s DreamBank, and other prominent buildings — she took some time to speak with IB for this Take Five interview.
It’s very unusual today for anyone to stay with the same company for 40 years, let alone rise up the ranks from receptionist to CEO. Has that actually sunk in yet?
No, but then not much has changed over the last 10 years, other than my title. My role has switched from a doer to a mentor and coach with three new shareholders, which is different but very rewarding. I try to remember what it was like when I became a partner in 1995, take the lessons learned from that, and put my own spin on it. So far, it’s working pretty well.
| “I don’t want [my legacy] to be that I’m a woman running a company in a male-dominated industry. I want my legacy to be that I helped people grow and reach their full potential and left things better than they were when I started, and that’s a tall order at Potter Lawson.” — Beth Prochaska, president and CEO, Potter Lawson |
When you started with Potter Lawson, what were your professional goals? I would imagine they were more modest than the reality that unfolded, but I could be wrong about that.
It’s funny. It was so long ago, but I remember — and [co-founders] Jim Potter and Dave Lawson used to laugh about this — at my six-month review, I knew I belonged here. I don’t know why, I just felt like I always was meant to be here. So, at my very first review, I told them that I was going to run this place someday and probably do it better than they did, which was pretty ballsy for someone who has only been in their job for six months. I told the founders that, but my heart and soul has always been about making this a better place, and I have been blessed to have really tremendous mentors in Jim Potter and Dave Lawson.
After Eric [Lawson] and I took over, we became a three-legged stool with Eric, Doug Hursh, and myself. It happened naturally and always felt right. I originally applied for a job with a company I respected, and everything happened organically from there. I’m really glad I took the path that I did because I’ve worked in just about every aspect of the business with the exception of construction administration. That’s a whole different ballgame. But it gave me a really solid foundation to build on.
Do you understand the magnitude of your career journey and what a role model you’ve become for other professional women? That’s quite a story, to make the professional journey you’ve made.
No, honestly, I’m just who I am. I’m just a woman who loves what I do, and I’m passionate about the people I work with. As we get older, and I’m 58 years old, you’ve got to start looking at your legacy. I’ve lost so many dear people in my life who died way too young. That makes you look at your legacy. I don’t want my legacy to be that I’m a woman running a company in a male-dominated industry. I want my legacy to be that I helped people grow and reach their full potential and left things better than they were when I started, and that’s a tall order at Potter Lawson. My philosophy has always been to hire the very best people I can find, give them the tools they need to succeed, and then get out of their way. It’s really that simple, and it works.
Now a question on what the future holds: As the new chief executive, have you been asked to take Potter Lawson in any new directions, or simply build on what the firm has already accomplished?
You know, our industry changes all the time, and I find that really exciting. If I look at where we were 20 years ago, it’s nothing like where we are today. In 10 years, it’s also going to be very different. We always try to be the leaders in technology and design, so we’re going to see where we go. In a nutshell, I’m going to be doing the same thing that I’ve been doing for the last 20 years. It’s not new, but we’re going to keep evolving to be the best we can be. Best to me, personally, means the best design firm, with exceptional service and out-of-the-box problem solving. In my opinion, success isn’t necessarily winning design awards, it’s giving clients a competitive advantage so that they are successful. Then they come back to us for repeat work, and they tell their clients to use our services. It’s a win-win.
So, what the future holds has yet to be determined, and we just have to keep going day by day, leading with passion in what we do. At my core, I’m pretty old-fashioned. What you see is what you get. So, it’s important for me to promote the tradition of solid business ethics. We don’t bend the rules for anyone. When a client picks us, they know there are no gimmicks, just a solid work ethic, amazing creativity, and strong business values.
So, you still get to have a hand in mentoring people and developing your staff, as well as leading the firm?
Oh yeah, that’s really a lot of what I’ve been doing for years. It’s mentoring and coaching. It’s been a little shift for me. First, it was a hard shift, but I’m finding it so much fun. It’s different because I’m not the doer. I’m the teacher, but if you go back to what I said before and what I’ve been saying for 20 years, hire really good people, give them the skills they need, and get out of their way. It’s pretty awesome stuff, and it’s still working.
You’ve accomplished all this by enduring no small measure of personal tragedy. Looking back, I can only imagine the personal impact of Terry’s loss, but did that impact you professionally in any way? For example, did it strengthen your resolve to be a role model for your daughter, Rebecca [now a shareholder in Potter Lawson], and for your workforce at Potter Lawson?
I’ve had so many people tell me how strong I am and that they couldn’t handle what I’ve had to deal with, and it makes me feel uncomfortable. What I’ve learned about myself is that we all go through tough times, and Terry was a tough one. So was fighting cancer, losing my dad, and several close friends that died way too young. I have really strong, healthy relationships with my kids. Together, there isn’t anything we can’t handle, and I’m really proud of them. I also have learned that life goes on and we’re not supposed to get stuck in grief, and we need to keep moving forward in order to live our best lives. I have a new husband who I adore, and I’ve worked really hard to leave the past in the past and focus on the present. Otherwise, I’d get stuck. It’s too easy to spin and rethink things, so I’m trying to focus on the present and plan for the future. I don’t see myself as a role model. I don’t even know for sure what that means. I’m just a person who has a knack for seeing the best in people, and I get great joy in helping them grow.
Regarding my children, Rebecca is one of our newest shareholders, and I have thoroughly enjoyed working with her. She’s becoming a force to watch.
She already strikes me as a no-nonsense kind of lady.
Yes, she is. I don’t know where she gets that from [laughs]. My son, Ben, is at Costco and quickly moving up the ranks. It’s a great company to work for, and I’m excited to see the potential in him. I’m excited that they see the potential in him. I also have three new stepchildren, and our family continues to grow. It’s fantastic.
It’s really fun because our dinner conversations often become more about business discussions than other things, which is really amazing.
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