(Photo by Don Kadair)
Name: Laurie Aronson
Position(s): President & CEO
Age: 48
Hometown: Baton Rouge
Education: University High School; Emory University
From fashion to firearms, local business mogul Laurie Aronson has mastered managing two disparate family businesses, paving the way for both to grow and excel in their respective industries. She has worked in retail her whole life, spending her teenage summers at her family’s sporting goods store, Steinberg’s Sports Center, working behind the knife counter and wrapping gifts during the holiday season. “I learned that relationships are an integral part of any business and essential to success,” she says. Whether she’s assessing the quality of new fabrics for Haspel, a high-end men’s clothier, or leading the development of a line of exclusive firearms for Lipsey, the nation’s leading wholesale firearms distributor, Aronson is constantly striving for what she calls her next BHAG, or “Big Hairy Audacious Goal.”
What was your first job, and what did you learn from it?
My very first job was working at Steinberg’s Sports Center, my family’s sporting goods retail business. I used to work during the summer behind the knife counter, and I’d wrap gifts during the holiday season. I observed how much business is actually done through relationships. I learned that relationships are an integral part of ANY business and essential to success.
How did you get to where you are today?
I “officially” began at Lipsey’s in 1993 as our credit manager. After eight years, I was promoted to COO. Then two years later, I became president. During all of those years, my father introduced me to people in our industry and allowed me the opportunity to travel to trade shows and meetings while interacting with top executives.
What is the most difficult part about holding the title of CEO? What is the best part?
The most challenging part of being the CEO is making time to visit and catch up with all of our team members. You can learn a great deal by interacting with everyone and not just reading reports all the time. The best part has been putting the right people in the right positions and watching them succeed.
As the president and CEO of two family owned companies, Haspel and Lipsey’s, how do you manage it all?
I get asked that question 10 times a day! I can’t say I have the perfect formula for balance of time between Lipsey’s and Haspel, but I can assure you that my hands are in both businesses each and every day. Some of the workload is seasonal, but for the most part I must keep up with both at all times.
How have you seen the industry change since you took over as CEO of Lipsey’s in 2010? What kind of challenges related to growth have you faced?
Our industry has seen tremendous growth over the past few years, but our company has outpaced most everyone else. We have put the right people in the right positions at Lipsey’s and that has enabled us to grow as a company, and them to grow as professionals. We set lofty goals, and we find ways to accomplish them.
How do you separate Lipsey’s from other competition in the industry?
There are several factors that separate Lipsey’s from others in our industry. We have a team that is made up of individuals who all have different strengths and skill sets. We allow those individuals to have autonomy over their positions and have varying levels of decision-making. This enables us to act quickly. We also distribute a line of exclusive firearms through our manufacturers that no other competitor has. These have become wildly popular in the marketplace, and Lipsey’s has become known as the exclusive firearms distributor.
What has been the most fulfilling moment in your career to date?
I am most proud of our new office and distribution center because of what it represents. The warehouse represents the need for more space for additional products because we serve thousands of customers throughout the U.S. Our sales team has grown in order to service those customers and the administrative department has, too. We have created more jobs in the past five years than I can remember. Many of those positions have been new positions, often times created by current members of our team.
What is one thing about your job people don’t expect or know about and hear about?
Most of my time is spent on the personnel side. While we have a human resources department and other managers in place, I have made it a policy that anyone can come to me at any time with issues they may face—personally or professionally. I feel responsible for every person who walks in our doors and want them all to be treated fairly and with respect. It’s important for everyone to know that they can chat with me.
What is a great piece of advice you have personally received? Did you have occasion to put it to use?
Best piece of advice I received was from my father, Richard Lipsey. “Give a firm handshake.” I put it to use every day! In fact, I often surprise people with it.
How would you describe your workplace culture?
We currently have 95 team members. Our culture is hard to describe, but easy to sense. As soon as you walk into our front door, you can smell and taste the culture here. Our entire management team knows that everyone is to be treated like family. They each have their own departments or people to manage, but it’s a very open atmosphere and you’ll find team members interacting with many different people during the day. We are very careful about who we hire, as we want to ensure that they are a good fit into the culture we’ve created.
What did you learn the hard way?
I had to work hard to separate my abilities and strengths from those of my father’s. When he appointed me president, I had already earned the respect from others in the industry, but still had to prove my value.
What is the next challenge you have planned?
We keep striving for our next BHAG (Big Hairy Audacious Goal) … but that’s something we keep for inter-office knowledge only!
What advice would you offer to young professionals dreaming of becoming CEOs?
Surround yourself with people smarter than you are. When you allow others to shine and do what they do best, everyone benefits. I do not micromanage anyone. I ask that others follow up with me rather than the reverse. I allow my team members to be given responsibilities and run with it.
What other leadership roles do you hold in the community and/or what volunteer efforts do you support?
My current leadership roles include president of the University Laboratory School Foundation and president of Crime Stoppers. I am also serving on the board of the National Association of Sporting Goods Wholesalers, Congressional Sportsmen’s Foundation in Washington D.C., Baton Rouge Physical Therapy Lake, and Mary Bird Perkins Cancer Center.
What gets your workday off to a good start?
A cup of decaf cappuccino from CC’s!
Why Baton Rouge?
The truth is, our business could be run from anywhere in the country because our business is national rather than local. However, our family’s retail business (Steinberg’s Sports Center) was started here. Over the years, our community in Baton Rouge has been very good to us, and we’ve given back as well. It would be very hard to separate our family, friends, and Lipsey’s team members from the Baton Rouge community.
How do you define “success”?
Success is meeting your own needs, whether they be personal or professional. It’s not defined by money or title.
What is your favorite way to spend your time?
While I don’t have much free time, I love dining out with my family and friends at any one of our favorite local restaurants.
Where is your favorite spot for a Baton Rouge business lunch?
You can’t beat Ruth’s Chris.
What cause(s) (if any) are you most passionate about and why?
While all of my current board positions are meaningful to me, Mary Bird Perkins Cancer Center has deep roots in my family. My grandmother, Anna B. Lipsey, was one of the founders of the center. Both of my parents, Richard and Susan Lipsey, have served on the board and have been active for many years. Even my daughter, sister and my mother-in-law have volunteered there.
