🔒Division of labor: In jointly owned businesses, couples navigate who does what

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We asked four couples about their roles running a jointly owned business, how they divided those responsibilities — and what happens when they disagree.

The less glamorous side of a ‘glamping’ business

In 2014, Karen Roper and her husband Aaron Sprague bought land in Southwest Harbor and opened the Acadia Yurts glampground the following summer.

In the beginning, both had day jobs in hospitality. Sprague worked in restaurants, Roper in restaurants and massage therapy. They kept the jobs for several years so additional revenue the yurts generated could be put back into the property.

Sprague was the first to leave his day job and become the “yurt guy,” handling calls, emails, mowing, trash, maintenance and website operation. Roper’s day jobs continued to provide financial support as the business grew.

Starting with four yurts, they’ve grown to seven, plus two tiny houses and a year-round wellness center. The facility fully employs both now and their respective roles have carried through nicely, thanks to an early business plan that outlined how to capitalize on their individual strengths to benefit the business.

Even when they have disagreements, they carry through that thoughtful planning process.

Careful planning, taking time to have the necessary discussions, and capitalizing on each other’s strengths and interests are what it’s all about as family partners running a business. One partner might be more adept at design, another at maintenance. Spreadsheets might be the definition of fun for one, while the other loves teamwork. Often, family partners tag team for customer-facing jobs such as running the storefront or checking in guests.

“We talk everything out, both big decisions and small decisions,” says Roper. Even if it’s just sharing ‘Here is what I think we should do; what do you think?’”

At Acadia Yurts & Wellness Center, the plan was always that Roper would handle massage and yoga session while Sprague maintains the entire property and handles administration.

From the get-go, they determined that they would take the time needed to make most decisions together.

“We do a lot of our best problem-solving outside in nature going for walks or hikes,” Roper says. “Sometimes the idea needs spreadsheets and calculators, so those are done inside. But when possible, we brainstorm and dream outside. It helps get the creative juices flowing when we are breathing fresh air and moving our bodies.”

Their first year, they couldn’t agree on what type of flooring to use inside the yurts. Sprague wanted polished concrete and Roper hardwood. Unable to find a compromise, they asked their site contractor, whom they also considered a mentor. He advised concrete to better handle wear-and-tear.

Surrounding themselves with experienced professionals has been key ever since in helping to resolve disagreements or simply when the couple doesn’t know what to do.

“We still use this technique today when decisions are difficult or have high-stakes consequences,” says Roper.

Sprague says the most valuable lesson he learned was how to write a business plan.

“Everything you see today at Acadia Yurts was in our very first business plan, nine years ago,” he says. “It was an opportunity to get very clear with our vision, decide what was realistic and what was not, and gave us a direction or road map to success.”

Passing muster at the mustard factory

In Eastport, Kevin and Karen Raye bought Raye’s Mustard Mill and Museum from Kevin’s cousin in 2005. The business started with Kevin’s great-great uncle J. Wesley Raye in 1900, making stone-ground mustard. Today, it is one of the last vestiges of Maine’s once-thriving sardine industry.

In the beginning, Karen took on day-to-day business management while Kevin served in the Maine Senate.

“But we are a team when it comes to strategic decisions and the overall direction and expansion of the business,” says Karen.

That includes a mission to build Raye’s Mustard Mill Museum, now in the fundraising stage.

Overall, Karen handles day-to-day operations, overseeing production, sales and administrative functions.

“Kevin is the strategic thinker and his experience in human resources and input on marketing are integral to our success,” Karen says.

The role assignments flowed naturally in that Karen had time to focus on operations day-to-day while Kevin served in the Legislature and involved himself in the business at the strategic level and hands-on when he had time off-session.

Making business decisions together comes easily. The two have similar goals, visions and styles, while also helping each other see things from different perspectives at times.

“Sometimes we will start out with different first blush thoughts on an issue, but we trust each other’s instincts and listen to each other,” Karen says.

She adds, “We balance each other out. When I’m frantic about something, Kevin talks me off the ledge. And I do the same for him. It is all about balance and perspective.”

Time to marinate decisions

Wife-and-husband Paige Piper and Robbie Carroll leased space in Portland to expand manufacturing capacity for their Chatham, Mass.-based candy-making business, Candy Manor.

Early in their ownership, both wanted to learn each department, from the storefront to production to the kitchen. Administratively, their backgrounds provided a logical division, with Carroll working on finance and the website, Piper on operations and human resources.

“At the beginning, it was as bit of ‘learn as much as you can get your hands on,’” says Carroll. “But we did both gravitate towards our skillsets.”

Still, both remain involved in all aspects as needed.

“It’s come in handy during busy seasons like the holidays or during the pandemic when we’ve needed all hands to keep things moving,” says Piper. “You can catch Robbie any day updating website product changes, running analysis of products for an upcoming holiday, or cooking up some caramel. You can catch me meeting with our shift managers, working with our vendors, or supporting a department with a call-out.”

As time passed, both grew into specific roles, with Piper as general manager running the storefront, kitchen, production and mail-order and Carroll settling into the storefront and as a behind-the-scenes contributor.

“I happen to really enjoy data and analytics, so I took on finance, managing the website and email marketing, and a boatload of spreadsheets to help make business decisions and start to adopt more technology into a world of pen and paper inventory,” he says.

He adds, “It all happened pretty organically, as we both followed where our strengths led and the roles kind of carved themselves out.”

After starting their family and with the growth of the mail-order business, their roles shifted a bit, with Piper being more the CEO, managing the Portland mail-order facility, supporting the Chatham store’s general manager, answering emails and dipping or packing chocolates. Carroll is more the CFO and stay-at-home dad, pitching in here and there and cooking occasional batches of fudge or caramel.

For making decisions together, Piper is quick to identify what she foresees as potential challenges while Carroll is great at navigating whether a new idea is worthwhile.

For the most part, they agree on decisions but also lean on each other’s skillsets in whichever area a decision needs to be made.

Something that took Carroll by surprise was the overwhelming number of decisions to be made on a daily basis.

“We have absolutely disagreed on business decisions in the past,” he says. “But given that we both kind of have our areas of expertise and both try and be open-minded that we don’t have a full picture, oftentimes we explain both our sides, marinate on what the other said, and then reconvene. More often than not after marinating, we end up at the same decision.”

Finding room at the inn

New York couple Matthew Powell and George Trinovitch moved to Castine this year as the new owners of the Pentagöet Inn & Wine Bar. They relied on their individual strengths when it came to dividing up responsibilities.

“With my background in restaurants and marketing, the restaurant and pub operations, marketing, social media, site functions and customer service fell under my umbrella,” says Powell. “George is far more adept with design, aesthetic, and maintenance, with his background in interior design and art. All things related to aesthetics is his domain, but he can also run upstairs and fix a sink if the need arises. We both tag team check-in and check-out, concierge services, and being the face of the business.”

Making decisions with a partner is not easy, he notes. “Whenever George and I disagree, we can usually suss out the decision during a short one-on-one conversation,” he continues. “If the matter falls into my area of expertise, George usually trusts me, but he can sometimes help me see a problem or concern in a different light, and vice versa.”

But if it’s a big matter they have a difficult time resolving, they might consult a trusted advisor such as Powell’s parents, small business owners they know or their lawyer. Trusting the team — whether it’s a partner, staffers, outside advisors — is one of the biggest lessons learned so far.

It’s also important to remember life outside of work. “When you’re working with your partner in a startup business, you’ve got to have a strong foundation prior to the business,” says Powell. “But you also cannot neglect the relationship during the business.”

The two strive to take every Sunday off, drive away from the Pentagöet, and go on a date day.

Says Powell, “You gotta take off your work hats every once in a while, and just be a couple again.”