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MBK
As they talked about what’s changed in the industry and for this firm, and what hasn’t, the partners we spoke with started with the later.
And Krupienski offered the obliga- tory “death and taxes.”
That was his way of saying that many of the services — basic and com- plex — have remained the same over the past 75 years. How they are provid- ed, and sometimes when ... well, that’s a different story.
This firm has been essentially paperless for years, said Reale, noting also that the phone has been replaced by email, which has, to a large degree, been replaced by the text, which can come at all hours of the day or night.
And, for the most part, it needs to be answered soon after it’s received.
The midnight or 5 a.m. text compris- es just one of the many changes that have taken place within the industry, said the partners, adding that many sig- nificant changes have also come in the workplace.
Elaborating, they said the younger generations now dominating work- places like MBK have different needs and priorities than those that preceded them, and firms that want to be suc- cessful must acknowledge this and respond accordingly.
And flexible schedules are just part of the equation, said D’Agostino, add- ing that these generations place a pre-
mium on work-life balance and how to achieve that balance.
As an example, he recalled a few younger team members departing at 5:15 p.m. during the height of tax sea- son to go to spinning class, something those in his generation wouldn’t think about doing.
But beyond a need to go to the gym when they need to go the gym, these generations want different things from their work, and they want them more quickly than previous generations, he went on.
“They want diversity in their work situation,” D’Agostino said. “They don’t want to just do a tax return; they want to do consulting work, they want to
do something above and beyond that, they want to do things that are
“We definitely want to stay independent. In the industry, there have been a lot of mergers; a lot of private equity is trying to buy firms, but we have worked very hard to be independent, and we want to give that opportunity to our rising stars.”
interesting to them, and they want challenges.
“In order for this firm to continue to survive, we have to be flexible
and accommodate the next genera- tion,” he went on. “That’s what every firm is dealing with; I’m resistant to change, but things have to change, because this is the next generation of leadership here, and this is how they operate.”
Meanwhile, another change that has taken place at MBK is a greater focus on giving back to the commu- nity and getting involved with its many nonprofits and causes, said Reale, who couldn’t speak to how things were 75 years ago, but can point to
a dramatic change over the 23 years she has been with the firm.
“Twenty years ago, we would do one or two charity days,” she recalled. “And now, every other Friday, there’s a specific dress-down for charity, and some of our team members pick a special organization each month, and we do something for the community each month, whether it’s a service,
or stuff the bus, or bringing in toys for the holidays, or providing needed items for the homeless ... as a firm, we’re much more involved.”
As an example, she cited work involving an employee who was born in Ukraine and whose family was still
MBKContinued on page 29 >> BusinessWest
Continued from page 24
ent, said D’Agostino, adding that the firm generally likes to hire people with three to five years of experience, but there are simply fewer people with that background available to hire in this market.
Thus, the firm is hiring more indi- viduals out of college, training them, and hoping to hang on to them when they have that three to five years of experience.
Then and Now
   UNDER
FORTY
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