Basciani Foods

Peggy Maher-Daniels

Family Business Culture Advocate

After spending years in Fortune 500 corporate America, I made the decision twenty years ago to shift my career into a privately held family company. At the time, I had no idea how different that experience would be, especially as a Human Resources Manager.

A Leadership Moment That Stayed with Me

On my third day, the owner of the company called to ask what he could do to make me more comfortable in my new role. I had only met him briefly, so the call caught me by surprise. Before I could answer, he said something I still remember: “I want you to know something, you don’t work for me; I work for you.”

Those words made an immediate and lasting impact. In my previous roles with large corporations, no president or CEO had ever personally reached out to ask how I was doing or what support I needed. More importantly, no executive has ever expressed leadership in such a direct and humble way.

The Basciani Foods Difference

For the past three years, I have served as Director of Human Resources for Basciani Foods, a privately held, family-owned company with a 105-year history. Located in the beautiful countryside of Southern Chester County in Avondale, Pennsylvania, Basciani Foods is home to more than 400 team members.

Many employees have deep family and generational ties to the company. Our workforce includes grandparents, children, grandchildren and extended family members, many of whom have dedicated decades of service here.

“One of the most meaningful differences I have experienced is that leadership in a private company often makes decisions with people in mind, not just metrics.”

That loyalty has created a strong, stable culture. Because turnover is very low, we do not rely on staffing agencies. Instead, our teams have built broad knowledge across the organization, with many employees cross-trained to perform multiple functions, including administrative roles.

A Culture of Personal Connection

What I value most about working for a privately held family company, especially as a member of the senior leadership team, is the culture. Our President, Michael Basciani, makes it a priority to walk through the building each morning and greet employees personally. He remembers birthdays, asks parents about their children and takes responsibility for ensuring team members feel supported and cared for.

That people-first approach shows up in practical ways, too. The company provides a 45-day leave of absence for employees who need personal time away from work, and employees do not have to navigate a rigid chain of command before raising a concern or asking for help.

Faster Decisions and Less Bureaucracy

A privately held company often allows for faster decision-making, less bureaucracy and a stronger sense of community than traditional Corporate America. As an HR professional, I can reach out to the leadership team directly when approvals are needed, rather than waiting through multiple layers of corporate conversations, emails and final sign-offs.

Human-Centered Leadership

There is also less internal politics because trust-based cultures and shared values reduce the need for posturing. Personal connections feel more genuine when leaders are visible, accessible and present in the daily life of the organization.

One of the most meaningful differences I have experienced is that leadership in a private company often makes decisions with people in mind, not just metrics. Instead of relying only on numbers, policies or line items, leaders can respond to individual hardships and life events with empathy and flexibility.

Values Rooted in Family and History

Unlike in Corporate America, where mission statements and corporate values are often carefully crafted by public relations firms or consultants, the mission and values at Basciani Foods and at many privately held companies come from the family’s lived values, heritage and pride.

A Longer View of Success

This connection to history, community and long-standing relationships makes the culture feel authentic and organic. It is not simply written into a mission statement; it is lived through the company’s everyday decisions and relationships.

In today’s global marketplace, employees understand the difference between a company focused only on quarterly results and one guided by a longer-term vision. Corporate America often asks, “What did we make this quarter?” Privately held companies are more likely to ask, “Who are we becoming over the next decade?”

That second question is what makes all the difference for employees. It reflects a culture that values purpose, continuity and the people who help carry the company forward.