Gibson's Cleaning Facility at 4241 Dundas Street West. The family-run business handles 2,000 pieces daily at its three GTA locations. The company is adding a fourth site this summer, a new 10,000-square-foot cleaning facility in Etobicoke.HANDOUT
Legacy and succession often go hand in hand, but it takes a particularly attuned family, such as the McConnells behind Gibson’s Cleaners, to blend the two with care, continuity and a sense of purpose.
Now in its third generation of family leadership, Gibson’s is a case study of how long-standing businesses with deeply held values can shift and change without losing their identity.
The Toronto-area company traces its roots to 1929 when Joseph Gibson, a master dyer, founded a textile dyeing house in Toronto. In its early years, Gibson’s was known for dyeing garments, including military uniforms during World War II.
The McConnell family’s chapter began in the 1960s when Tom Hopkins took a job at Gibson’s as a pant presser and plant manager. In 1969, he purchased the company, marking a shift in ownership and vision – all while sticking with the original name.
As of 2002, Mr. Hopkins’ daughter Nancy and her husband Rob McConnell helped guide the company through a period of service expansion, adding location from the previous two and growing its existing uniform rental division into a lucrative part of the business, which Gibson’s sold to Cintas in 2016. Rob, who worked in insurance before joining the business, currently serves as Gibson’s president and chief executive officer.
“I was fortunate to have Tom as both a mentor and father-in-law,” says Rob, who often jokes about not originally falling in love with the business, but someone in it.
“From the beginning, he introduced me to the broader industry and encouraged me to learn from a wide range of voices,” Rob says. “He didn’t pretend to have all the answers – and that openness helped me grow into my role.”
He credits early exposure to industry groups such as the Canadian Fabricare Association and the Drycleaning and Laundry Institute for expanding his understanding of the business. Although he started on the sales side, Rob made a point of learning operations, which he describes as the heart of the business.
Left to right: Gibson's Leadership Team, Rui Valente vice-president, Linley McConnell, sales and marketing manager, Rob McConnell, president.HANDOUT
Today, their daughter Linley McConnell leads much of the business as vice-president, drawing on her background in consulting and communications to bring fresh energy. Linley is expected to take over the family business in the next few years when Rob retires. They are in the early stages of the succession process.
“That combination of mentorship, hands-on learning and the freedom to make mistakes really shaped how I lead today,” Rob says. “And it’s influenced how I support Linley through this next transition.”
Through its 40 employees, Gibson’s now offers luxury garment care, alterations, suede and leather cleaning, wedding gown preservation, and wash-and-fold laundry. It handles 2,000 pieces daily at its three GTA locations. The company is adding a fourth site this summer, a new 10,000-square-foot cleaning facility in Etobicoke.
“For me, it wasn’t just joining the business; it was kind of like stepping into a bigger picture, a bigger story,” Linley says. “The chance to work alongside our family and team members and contribute to our legacy is pretty special.”
That legacy is not just about longevity. It is also about values, one of which is thoughtfulness, which dates back to its original slogan: “Gibby, the thoughtful cleaner.” The other two are accountability and responsiveness, according to the McConnells.
“If a customer needs a shirt for that evening or something goes missing, I’m the one jumping in to help,” Linley says. “We all pull together to make it happen.”
Rob at age 33 and Linley McConnel at age 3 in 1995HANDOUT
Kerry Smith, national leader for MNP’s Family Office Services in Vancouver, says values such as these are guiding principles that serve as a touchstone for a business, regardless of how its products and services shift over time.
“Founding principles act as a grounding position,” Mr. Smith says. “They don’t restrict the business; they guide it.”
He says it’s important to keep those front-of-mind while discussing legacy from one generation to the next and defining what it means, which can be unique to each family.
“There are always pressure points in succession. We can’t sugarcoat that,” Mr. Smith says. “Legacy can be one of those points, so why not talk about it now?”
Letting go of the business and the legacy that’s been built can be one of those pressure points and Tom and Rob went through this during their leadership handoff.
“For Tom and me, one of the biggest challenges in succession was deciding when he would fully ‘pass the baton’ or crystallize the leadership transition,” Rob recalls. “There’s no perfect moment to let go of something you’ve built day by day.”
It’s also not always the easiest conversation because of all the emotions and angles involved, explains Judi Cunningham, founder of family business consultancy firm, Toronto-based Trella Advisory Group.
“The complexity [around legacy] is unbelievable because it’s things like: what do I care about most? Do I care about my own personal legacy? Do I care about the legacy of this business? Do I care about what this business means in the community?” she says.
A logo from the 1990s featuring one of the company’s original slogans: “Gibby, the thoughtful cleaner.”HANDOUT
Once those questions are answered, Ms. Cunningham says it can help shape the framework, which is an important step in preventing issues down the road.
“I’ll tell you one thing a family never says, ‘The legacy I want to leave is family members that don’t speak to each other, that fight with one another, that are fighting over money,” Ms. Cunningham says. “And yet, when they do some of the things that they do, I will say to them, this is the legacy you’re going to leave unless you make some changes now.”
For Rob, the business handoff to the next generation isn’t about preserving his version of the company, but setting it up for a successful future, whatever that looks like.
“Succession isn’t instant; it’s a process that takes time,” Rob says. “I think it’s important to make space for the next generation to bring forward their ideas and approach, while still sharing the lessons you’ve learned along the way.”