Neither orthodontist nor rabbi: next gens returned to family business

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Though Sender Gordon took over as third-generation head of the family-run The Regional Group and eQ Homes, a vertically integrated real-estate development and asset management firm in Ottawa, in 2021, it had not always been a given. Neither, for that matter, was it a given that his father, Steve Gordon, would take over before him.

But father and son were drawn to the business Sender’s grandfather, Len Potechin, founded in 1958 as Regional Realty Limited.

Potechin’s father, Issie Potechin, himself was a serial entrepreneur who came to Canada with nothing.

When Len Potechin returned from the service, he joined the family restaurant business along with his brother Norman. Newly married, he and his wife, Mary, had had trouble finding a home in the tight Ottawa market and had invested in a triplex. After being approached to sell the triplex shortly thereafter, his passion for real estate began, ultimately leading to the launch of what would become The Regional Group.

Though his studies were in a completely different field, Steve Gordon ended up taking over as chief executive of the company in 1984, by which time Regional Realty had grown into a large residential and commercial brokerage with a property management division.

Gordon’s son, Sender, had not only studied in a different field, he had a career in that field until his grandfather convinced him to join the family business in 2012.

Regional Group is now a vertically integrated commercial and residential real estate investment, development and management firm focused on the Ottawa-Gatineau region. The company was named 2019 National Family Enterprise of the Year by the Family Enterprise Xchange, and was repeatedly named one of Canada’s 50 Best Managed Companies by Deloitte.

Here, Steve and Sender Gordon talk about the business knowledge and community values passed down from father to son over four generations.

How did the first generation start a family business in Canada?

Steve: “Grandpa Issie came to Canada as a 17-year-old boy with nothing but his name, willpower, ethics and values. He was a true entrepreneur, eventually starting many businesses. He owned three night club operations in Montreal prior to opening a restaurant business in Ottawa. Eventually his sons joined him in the business and succeeded him while he ventured off into the housing construction business. My father-in-law, Len Potechin, who founded Regional Realty Limited in 1958, had grown up working in family-owned businesses.

Dad has always been an exceptionally determined and enterprising person and soon grew tired of the restaurant trade with its long hours and limited prospects. So, he decided to give real estate a shot in the mid-1950s, when Canadian families were snapping up homes.

After a couple of years working as a real-estate agent in other firms he struck out on his own. The rest, as they say, is history.

By the way, he is now 97 years old and still in his family home with Mom, his wife, Mary.”

How did the founder’s experience shape your own work ethic?

Steve: “Dad built a successful business from scratch through ambition, integrity, an old-fashioned belief that a handshake is his word, and a commitment not just to his business but to his family and the larger community, as well. Dad has been a mentor to me all my life and left me with a platform to grow.
That’s a lot of things to keep in balance, but it’s what underlies his work ethic and made him such a respected figure in Ottawa’s business landscape and in the community generally. As you can imagine, those are big shoes to fill.”

What was it like growing up in a family business environment?

Sender: “In some ways, it was no different than what my friends experienced. Dad always worked long hours, but he made it home for dinner most nights, even if he had a function to attend afterwards.

He didn’t talk business at the dinner table or at home because that was family time. But we kids certainly saw the satisfaction that comes with making entrepreneurial decisions that can positively impact an entire city.

I think we also learned that as an enterprising family we have a responsibility to our family, our community, our city, and our country. I know that Great-Grandfather Issie would want each of us to be committed to our family values and principles, continuing to pass them on to the next generations.”

Sender, you took an unusual route to the family business. How did that happen?

Sender: “Growing up I was quite determined to become ordained and to serve as a Rabbi. I loved my work as a rabbi, but after much persuasion from my grandfather, out of respect, I agreed to test the waters, making the jump into the family business not knowing how much I would come to enjoy it.

Steve, you also didn’t initially plan to join the family business. Tell us about that.

Steve: “I originally planned to be an orthodontist, not a business leader, so I studied science and pre-med at the University of Ottawa. A summer job at Regional in 1973 turned into a lifelong career, which I’ve fostered by completing numerous real estate and related designations. Frankly, a great deal of my career with Regional has been on-the-job training and learning by trial-and-error, two wonderful ways to develop knowledge and a pragmatic approach to business management but the real credit goes to the wonderful executives and team that supported me over the years. It has always been a real pleasure working with such creative people.”

What supports and training other than your formal education did you find valuable?

Steve and Sender: “Mentorship by others in the company, active engagement in business organizations and professional real estate organizations, and constantly being surrounded by a group of dedicated, inspired and smart people.”

Did you feel the pressure to achieve great things, coming from a successful family business background?

Steve and Sender: “We are constantly reminded that we are midgets on the shoulders of giants that have come before us. We have some very big shoes to fill, which inspires us to continually be creative and innovative in our thinking. We also try to remember that previous generations achieved great things, one step at a time and didn’t always get it right. So long as you make more right decisions than wrong decisions, you are ahead of the game.

Do you have any advice for next generations who might feel apprehensive but still want to become leaders within the family business?

Steve: “Keep dear to you the values and principles of the previous generation(s), and remember that you and the person who started the business are different people. The founder was working in a different time, using different tools, and facing different challenges.

Take what you can from the way he or she did things, but you have to be your own person with your own ideas, desires, and solutions. If you can do that, then go for it!”

Responses have been lightly edited for clarity and length.

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