Italian immigrant Philip Martino, a shoemaker who became a prosthetist, founded United Limb and Brace in Boston in 1914 with two partners. When a number of people suffered amputations after the 2013 Boston Marathon bombing, they turned to the Martino family’s company, now called United Prosthetics, for help navigating their future.
In 1945, Philip’s only child, Joseph Martino, joined the firm after a stint in the Army Air Corps. Four of Joseph’s five children run the company today, along with one of his grandchildren. Paul Martino, 63, is president; Greig Martino, 60, is vice president; Mary Martino, 62, is CFO; and Gary Martino, 50, is production coordinator. Another sibling, Christine Quintiliani, does paralegal work for the company occasionally. Paul’s son, Chris Martino, 33, is business manager and the only fourth-generation member working for the family business at present.
Clients are fitted at the facility, but the staff also visits nursing homes and clinics. On a day when Paul is off-site, Greig and Chris banter about the family members’ roles. “We’re all clerks when we need to be, for example,” Greig says, and laughs. He emphasizes that everyone pitches in as needed. They also rely heavily on each other’s skills. “If Chris tells me something that I know is his area of expertise, I’m going to listen,” Greig says.
They agree that emotions run high at times, as often happens in a family business. Greig jokes a lot, he says, because his emotions often run the other way. Chris adds: “You don’t have that standard separation of professionalism when you’re dealing with family. You wouldn’t talk to strangers like you do to family members, but you have extreme trust with your family.”
“Having that trust is nice,” Greig notes. “We were brought up to give a damn about ourselves, but to care more about family members. An argument might start because I feel you should have done it this way, not because the way you did it was wrong, but because if you do it my way, then I know you won’t look bad.”
He turns even more thoughtful when talking about the 100-year-old company’s mission. “Every portion of the patient has been traumatized after they lose a limb,” Greig reflects. “You’re fitting their psyche, their physical needs and their family’s needs. “You’re also fitting personalities. You have everyone from germaphobes to people who don’t mind germs.”
On staff are an orthotist, who designs and fits braces, and five prosthetists, including Paul and Greig, who fit and make the artificial limbs. The vice president makes a joke about being shoemakers, but they are skilled technicians who change people’s lives. When the prosthetists are done, clients can return to most activities they engaged in before amputation.
In recent years, the company has added innovative products that include waterproof prosthetics for the shower and prosthetics with fins for swimming and blades for running. They also offer microprocessor-controlled knees and feet, and multi-articulating hands and digits.
Both Chris and Greig note that the level of professionalism in the industry is not what it used to be. “We just don’t have the skilled craftsmen anymore, and years ago if you were no good, you didn’t last,” says Greig. “Also, as hospitals get more consolidated, ramping up competition, some organizations engage in unprofessional advertising,” Chris adds.
The family has talked on and off about succession. Greig jokes that they keep telling Chris not to hold his breath about the third generation retiring en masse. “He might see that as nirvana, but it’s not happening any time soon,” Grieg says.
Patricia Olsen is a freelance business writer whose work has appeared in the New York Times, Harvard Business Review online and other publications.
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