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27 W W W. M A I N E B I Z . B I Z M A R C H 1 8 , 2 0 1 9 B ill Mitchell started working at his father's Waterville insurance agency in 1982, when insurance advertising was word of mouth and the Yellow Pages. His father, Paul Mitchell, would "drive around and see people." It was a marketing approach that worked. But the younger Mitchell wanted to try direct mail marketing. "My father mentored me in account- ing, business management, he taught me the inner workings of an insurance agency," Mitchell says. When it came to direct mail, "My father and I funda- mentally disagreed." But his father also "completely understood" why Bill, the youngest of his four children, wanted to do it. He gave him the go-ahead. "He was a true entrepreneur, a vision- ary," Mitchell says. "For any small busi- ness to survive, you have to adapt. He allowed me in my early 20s to test the waters, to find my way on my own." Direct mail and other marketing and advertising Bill introduced worked, increasing the company's business. Mitchell, 57, now owns GHM Insurance, which has grown from seven employees when he started in 1982 to 30. He's still applying the lessons learned from his father, who died last year, at 92. "My father and I worked together for 35 years, up to his passing," Mitchell says. "I couldn't have asked for a better business partner, and the great thing is, he was my father, too." Innovating in both careers ere have been some recent develop- ments at GHM — sort of to 2019 what direct mail marketing was to 1982. Mitchell's company last year launched GHM Craft, which fills an insurance gap for craft breweries, brewfests and related businesses. e creation of GHM's James Sanborn, it has worked with 200 businesses in 21 states on insurance needs. at spirit of adaptation Mitchell learned from his father is still strong. Sanborn is a craft beer aficionado, and his knowledge of both craft brew- ing and insurance put him in a unique position, Mitchell says. "I've tried to encourage my team to take something they personally enjoy and identify needs," he says. e company is developing a similar program for campgrounds, spearheaded by agent Martha Wentworth. Paul Mitchell also had a side hustle as a residential property devel- oper, and Mitchell carries that on, too, with PJM Property Management LLC, specializing in commercial development. Side hustle doesn't do it justice. Mitchell owns 12 properties with 18 buildings, comprising 130,000 square feet with 43 commercial tenants. His projects have attracted businesses that have added more than 100 jobs, according to the Central Maine Growth Council, which named him "Developer of the Year" last year. Hometown impact All of Mitchell's developments are in Waterville. "I love Waterville," he says." I love its history. I'm thankful to be part of it." Mitchell understands the impor- tance high-impact projects have on the character of the community, says Garvan Donegan, executive director of the growth council. Donegan cites Mitchell's downtown projects and his "continued investment in the broader community" and their importance to Waterville's economic momentum. After a decades-long decline in population, the city's economy is turn- ing around, with a big boost from Colby College's focus on downtown. But Mitchell was investing in the city Hometown impact Waterville's Bill Mitchell guided by his late father's example B y M a u r e e n M i L L i k e n Are you considering an employee stock ownership plan (ESOP), seeking financial guidance that will help grow your business, or planning for retirement? BerryDunn can help. Our expert advisors specialize in guiding family businesses through complex financial and operational challenges. We'll provide tailored guidance that can help your business adapt quickly to challenges and take advantage of the opportunities that drive value. Gain perspective. Visit berrydunn.com or call 800.432.7202. perspective GAINED C O N T I N U E D O N F O L L OW I N G PA G E »

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