In this interview, Michael Prelec Jr., the third-generation CEO of Deltran, discusses the significant shift that supercharged the business, the link between longevity and long-term planning and the importance of aligning family principles with business imperatives.
Family Business: When and how was the company founded? How has it evolved over the years?
Michael Prelec Jr.: Deltran was founded in 1965 in Deltona, Fla., by my grandfather. The company began manufacturing power conversion electronics, including transformers and electronic ballasts, for various industries and companies across the country. During that time, my father, Michael Prelec Sr., joined the company in sales soon after finishing school in the early 1970s.
In 1982, my grandfather and father moved the company to DeLand, Fla., where we still operate today. In the late 1980s, we made a major shift into the automotive market, which changed the course of the business. That shift led to the launch of the Battery Tender brand and the introduction of smart battery chargers around 1988. Our chief engineer developed the original battery charger in partnership with AC Delco batteries for Toyota. They needed a fast and reliable charger to address dead starter batteries on vehicles arriving by ship. The high-output charger solution was later adapted into a smaller, low-power maintenance version for everyday consumer use, making way for the original Battery Tender Plus battery charger. These small, smart chargers were a game changer because they were the first battery chargers to use microprocessors for controlling the charging process, preventing overcharging — a feature that traditional trickle chargers couldn’t achieve.
Not too long after introducing the smaller charger line, an editor from a major RV publication happened to buy the product, tested it and wrote an article recommending that every RV owner have one. That piece created a surge in demand that overwhelmed our customer service team, who spent the next several days taking orders by hand over the phone. As the popularity of the product line grew, we saw the largest demand coming from the powersports industry, as motorcycles and other small-engine vehicles always had issues with battery maintenance. From the late ’80s through the mid-’90s, Battery Tender became closely associated with battery maintenance in powersports, and as we improved performance and power output, our offerings steadily expanded into broader applications. In the late ’90s, Harley-Davidson approached Deltran about private labeling, helping to solidify the brand’s position in the Powersports industry as the leader in battery charger solutions.
Since then, we’ve grown well beyond our transformer roots. The Battery Tender line now includes jump starters, solar charging systems, battery testers, inverters and accessories. Our products serve automotive, powersports, RV, marine, golf and commercial markets, and we’ve recently expanded into electric vehicle charging. Most recently, we introduced the Charge N Startline — a powerful, all-in-one jump starter and battery charger built to serve customers across all of our core verticals. Throughout our growth, we’ve stayed focused on anticipating market needs, adopting new technologies and building on our core strength in power electronics.
After my grandfather’s tenure, my father took over the company’s leadership in 2005. Around that time, my uncle was nearing the end of his 33-year career managing the purchasing side of the business. His sons, Chase and Carson, stepped in to help carry the family legacy forward.
I started working at the company in 2004, stepped out of the business in 2005, and later returned in 2008 as a sales manager. I held that role until around 2012, when Michael Lenahan became president and I took over as vice president of sales. In 2016, I was promoted to executive vice president, and in 2021, I stepped into the role of president following Lenahan’s retirement.
Chase joined the company first, in 2008, after gaining some industry experience elsewhere. He started in sales and later moved into operations. Carson began working during his college summers and officially joined in 2012. After their father retired, Carson took over purchasing and later moved into product management in 2016.
Each of us found our own path to the company, but carrying on the family legacy has always felt natural and important. I’m proud that we’ve maintained a culture of hard work, quality and innovation throughout the years. We carry forward my grandfather’s spirit by building products that are reliable, easy to use and built to last.
FB: What do you view as the secret to the company’s longevity and ability to remain family-owned?
MP: The longevity of Deltran and Battery Tender and our ability to remain family-owned comes from how deeply our family values are woven into every part of the business. At the heart of both companies is a commitment to evolve strategically without losing sight of who we are. Over the years, we’ve made bold moves when the market demanded it, shifting from transformers to battery chargers and expanding our supply chain globally ahead of challenges. Still, we’ve always stayed grounded in the core values passed down through generations.
Being family-owned gives us a unique perspective. We think in decades, not quarters. This long-term outlook allows us to make decisions focused on lasting success, not just short-term gains. It means investing in people, technology and quality, even when the payoff isn’t immediate. We stay hands-on and involved in the day-to-day, keeping us connected to our customers, products and team.
More than that, family ownership means we hold ourselves accountable to our family and our employees, customers and the communities where we live and work. We’ve built a culture where quality is a responsibility, not just a goal. We genuinely care about the people behind the business, and that care is evident in everything we do.
FB: What are the company’s core values? Are they the same as the family’s core values?
MP: For us, family values and business values are one and the same. They feed into each other, creating a strong foundation that has helped Deltran and Battery Tender remain true to their roots while growing and innovating for over half a century. That connection — to family, legacy, hard work and integrity — drives our continued success and keeps us family-owned.
Our core values are integrity, accountability, innovation and community. These represent the convergence of family principles and business imperatives. These aren’t corporate buzzwords for us; they’re operational guidelines that influence every significant decision.
These values authentically align with our family’s personal principles because they were shaped by the same experiences and relationships that formed us. When business and personal values are genuinely integrated, decision-making becomes more consistent and culture becomes more authentic.
This alignment has been particularly valuable during challenging periods and has provided a clear framework for making difficult choices and maintaining a tight-knit team.
FB: What was the most challenging period for the company and how did it overcome it?
MP: One of the most defining and rewarding challenges we faced was transitioning from transformer manufacturing to battery chargers. This shift wasn’t just a change in product lines; it was a pivotal moment that shaped the future of our company. As larger companies began vertically integrating transformer production, we had to decide whether to stay the same or evolve. We chose to innovate and grow. This transition pushed us to develop new skills across product design, marketing and operations, essentially rebuilding major parts of our business while continuing to serve our customers. It was a challenging journey, but it set us up for long-term success.
More recently, we faced two major economic disruptions that tested our resilience: the 2008 recession and the 2021 supply chain crisis. During the recession, our diversified customer base and strong presence in maintenance markets helped us stay steady even when discretionary spending slowed. When the supply chain crisis hit, our early investments in global sourcing paid off, allowing us to keep products flowing while many others struggled.
These experiences strengthened our belief in proactive planning, diversification and building strong relationships and have made us more adaptable and confident in our ability to face whatever comes next.
FB: What does succession planning look like at the company?
MP: Our approach to succession planning reflects the same thoughtful, relationship-based philosophy that has guided our business development. Rather than relying heavily on external consultants, we’ve built an organic process centered on mentorship and progressive responsibility development.
Family members don’t inherit leadership roles; they earn them through demonstrated competence across multiple departments. We ensure that potential successors gain meaningful experience in sales, purchasing, operations and other critical functions before taking on leadership responsibilities. This isn’t just about understanding the business; it’s about building credibility with our team and understanding how different parts of the organization interconnect.
Knowledge transfer happens continuously through formal mentoring relationships and informal collaboration. We’ve found that this gradual approach creates smoother transitions and better-prepared leaders.
The process is both structured enough to ensure preparedness and flexible enough to adapt to individual strengths and changing business needs. It’s worked well for us through multiple generations, and we continue to refine it as we prepare for future transitions.
FB: Does the family have governance structures in place?
MP: Currently, our family governance operates through regular communication and shared decision-making along with a board of directors. We prioritize transparency, mutual respect and alignment on vision and values through ongoing dialogue.
This approach has served us well, but we recognize that as the company grows and family involvement potentially expands, more structured governance may become beneficial. We’re open to developing formal family councils or governance frameworks that support our growth while preserving the collaborative relationships that have been central to our success.
The key is ensuring that any governance structure enhances rather than complicates our decision-making and maintains the family unity that has been one of our greatest strengths.
FB: Does the company have a fiduciary or advisory board?
MP: Our leadership structure combines family members with experienced professionals from outside the family, creating a balanced perspective on strategic decisions. Deltran has an advisory board that includes shareholders along with outside industry professionals to help provide strategic guidance and perspective.
FB: What are the company’s plans for the future? Is there a fourth generation on the rise?
MP: We’re at an exciting inflection point in our industry. Electric vehicle charging represents a massive opportunity that aligns well with our decades of power management expertise, and we’re making significant investments to capture that growth. At the same time, we’re strengthening our leadership in the automotive, marine, powersports, commercial and solar spaces by developing smarter, more connected solutions that address ever-changing customer needs. Innovations, like our newly launched Charge N Start line, which combines jump-starting and battery charging in one portable, smart device, exemplify the kind of practical problem-solving that drives our product development.
We’re investing heavily in product development to accelerate growth and enhance quality across our entire portfolio to support these ambitious goals. We’re also expanding and diversifying our supply chain through deeper partnerships with existing suppliers and new manufacturing collaborations globally.
While the exact succession plans are still evolving, we are confident that the next generation will play an important role as they gain experience and contribute their perspectives. We understand the importance of thoughtful planning and are committed to ensuring the company’s legacy continues for many years to come.