René Ancinas, Chairman and CEO, Port Blakely Companies, Seattle, Wash.
Generation of family ownership: Fourth. The company was founded in 1864 and acquired by our family in 1903. We market and produce sustainable forest products and are the second-oldest private timber company in Washington State.
Size of company: We have about 250,000 acres worldwide. Besides our U.S. holdings in Washington and Oregon, we have forestland on both islands of New Zealand.
Number of employees: 80.
First job at this company: I was a founding member and the first president of our family council, established around 2000. Over the next few years, we developed a sustainable governance structure for our family business. At the time, I was working in the Bay Area at various e-commerce startups. In 2005, as part of a succession plan, I was recruited to join our company. I started as a vice president in the corporate office, where I worked on a range of projects and operations across four business units. In 2010, I was promoted to CEO.
Most memorable thing I learned from my mother and father: My parents were in business together in ski shops in the Sierra Nevada. My father was a ski racer, coach and Olympian, and my mother was the quiet business power behind the scenes. They combined their strengths to create not only a thriving business, but also a fun and supportive workplace for their employees. Growing up in that environment left a lasting impact on me. Years later, I have realized just how much my upbringing has shaped my approach, even as I’ve pursued a leadership role in a very different kind of company.
Our greatest success: We just marked 160 years in the Pacific Northwest and 30 years in New Zealand. Almost by definition, surviving four generations of family leadership is a remarkable achievement by itself. Over the years, we’ve faced numerous challenges — from pandemics to financial crises, wars and even the Great Depression. And yet, we’ve continued.
Something interesting on my wall: I have a photograph of a lake high in the Sierra Nevada that reminds me of the mountains I grew up in. Looking at it always brings a sense of perspective — it reminds me of the immense power and serenity of nature and the responsibility we carry as a forestry company to harness and respect it. It’s humbling.
One of my greatest accomplishments: When I became CEO, we brought our employees and family together to define a clear vision and purpose for the company. We recognized decades in business didn’t automatically mean these were well-established and, rather than making assumptions, we engaged in a thoughtful process to articulate our direction. Then, we built a strategy to achieve that vision, taking a holistic approach that balanced financial performance with the well-being of our family, employees and community, as well as our overall impact. This process has been incredibly valuable.
Advice for other family business leaders: Remaining curious, which we often call having a “growth mindset,” is key. I talk to a lot of family businesses in their first or second generation, whether through family business conferences or membership groups. They often ask for copies of our constitution and employment policy, for example. I know it’s for reference, but I’m often thinking, “There is no right way.” Every family business is unique. You have to be creative, explore and figure out what works best for your own family and business — not get caught up in doing things the way everyone else has.
On a day off: Living in Seattle, my plans often depend on the weather, but anything that involves the mountains or the water is top of the list. I also enjoy attending concerts. Before entering the forestry business, I was a professionally trained classical clarinetist. While I’m not as active in the music scene these days, my love for classical music remains strong, and I still enjoy engaging with Seattle’s vibrant classical music community.
Philanthropic causes our family supports: While we don’t have a family foundation, our contributions reflect the values we share and closely align with our company’s mission. We primarily support rural communities where we live and operate, and focus on education, health and well-being and expanding access to the outdoors for both rural and urban children. Last year, our environmental education team provided nearly 200 free tours for elementary school students, giving them the opportunity to explore our working forests in Oregon and Washington.
Words I live by: I have a poem by John O’Donohue, an Irish poet, posted in a notebook I carry. It’s very short: “I would love to live like a river, carried by the surprise of its own unfolding.”