The Leef Family Legacy:
A Look Back at ITU AbsorbTech’s Rich History as It Welcomes Its First Non-Family CEO
Jim Leef, retiring as President and CEO of ITU AbsorbTech, has dedicated his life to the family business and credits his story to the support of his family and the many talented employees who worked for and alongside them. Jim feels incredibly fortunate to have grown up in a caring family that took pride in the family business and its reputation in the community. “We’ve been lucky to have many dedicated and skilled individuals working for our family,” reflects Leef. “I’m grateful for their continuous support in making our family business great.”
George L Leef with his six children – Cathy, George C, David, Ann, Jim, and Karen
Family Roots: Growing Up Together
Born in 1956, Jim Leef was the fourth of six children of George Lucas and Ruth Leef. He was close to his family and grandparents, George Herman and Claire Leef. His grandfather founded the business in 1908 with his brother, Harry. “Grandpa” George and “Father” George brought Jim and the other kids to the Lincoln Avenue plant, fostering an early connection to the company, then known as Industrial Towel & Uniform, or ITU.
“My first memories of the West Allis plant were with dad and grandpa. It was an old-fashioned manufacturing place,” Leef recalls. “Low ceiling, multiple levels, and lots of machinery in a small, dark building. As a kid, it was cool and scary at the same time.”
For the Leef siblings—Jim, David, and Ann—who would later build full-time careers in the business, the company, which would eventually be known as ITU AbsorbTech, was an extension of their family life. The dynamic between Jim and his younger brother, David, reflected their distinct personalities and the paths they would eventually take in the business. For Jim, time with their father meant being outdoors, playing catch, or enjoying many rounds of golf. David, by contrast, connected with their father through hands-on projects and learning practical skills like wiring, woodworking, and welding. Ann shares fond memories of their early years in a large family, recalling family gatherings and vacations filled with camaraderie and humor. The siblings were naturally protective and supportive.
Distinct Strengths, Shared Vision
While each of Jim’s siblings pursued different education and career interests, there was a common thread of independence and self-direction. Jim recalls how his father never pushed his children in any specific direction but encouraged them to explore. Jim initially pursued an interest in minerals and mining at the University of Arizona but graduated with a BA in Finance. David attended Southern Methodist University, graduating with BAs in Business and Economics. The youngest sibling, Ann, received the same two degrees from Trinity University.
Jim, David, and Ann started working for the company in their teenage years doing summer work. The siblings each brought unique strengths to the company. While Jim focused on customer relations and sales, David specialized in operations and plant management, and Ann in personnel. Their older sister, Cathy, also worked in the business for a time but left employment to raise her children.
It was a collaborative approach rooted in mutual respect and a natural division of responsibilities.
Transitioning to President
Jim took over as president on January 1, 1990. His father gradually stepped back from his role, giving Jim more responsibilities. Though less involved, George continued to come into the office, attend meetings, ask questions and offer advice. He encouraged Jim and David to make their own decisions, often concluding discussions with “do what you think is right.” This support and gradual handover allowed Jim to grow in his role.
One of Jim’s leadership milestones was shifting his management style from focusing on problems to recognizing and building on positive achievements. He encouraged all managers to do the same.
“There is a lot more value in catching people doing something right and letting them know than there is in searching for things done wrong.”
SorbIts® launderable, reusable oil absorbents
Sustainability and Innovation
Innovation has been a cornerstone of the company since the early 1960s. Jim remembers his grandfather experimenting in the basement of their home, using the pool table as a workspace for development of slip-resistant rental floor mats.
That spirit permeated the company.
“Across all our plant operations, there’s an amazing number of improvements, both big and small, that someone figured out how to do something better,” adds David Leef. “We’ve either created new methods and systems or enhanced what was already available.”
David and many other ITU AbsorbTech staff took up the challenge to constantly develop methods to improve operations.
The family’s focus on resource efficiency has deep roots. “The laundry business has always centered on questions like: Can you use less water? Can you wash at lower temperatures? Can you use fewer chemicals?” Jim Leef explains. While initially driven by cost efficiency, this mindset grew into a comprehensive sustainability strategy that meets and often exceeds regulatory requirements. The company’s approach has fostered strong relationships with regulatory bodies and led to the development of innovative systems built in-house.
One of the most impactful innovations under Jim’s leadership has been the SorbIts® line, in the early 90s, which are launderable, reusable oil absorbents. By replacing disposable absorbents, SorbIts® helps manufacturers eliminate solid landfill waste, aligning with the company’s sustainability goals.
Leef reflects on the early days of SorbIts® and the uncertainty of pursuing a product and service no one else was doing. The innovative thinking and proactive approach ultimately paid off. The company shifted its focus from the highly competitive rental uniform market to the uncontested opportunity SorbIts® created, adopting the concepts ultimately introduced in Blue Ocean Strategy (Kim & Maubordne, 2005) years before the book was published. This new approach significantly influenced the company culture, creating a positive environment where success became both achievable and expected. The launch was so successful that a new processing facility in South Bend, IN was built just three years later.
SorbIts® not only advanced ITU AbsorbTech’s sustainability mission but also fueled significant business growth – expanding the company’s geographic reach, opening new locations, and increasing its customer base. In the early 1990s, the company served customers in Wisconsin and northern Illinois. By 2024, the reach extended to virtually all the eastern United States.
Helping Students Thrive
Leef’s dedication to community involvement is evident in his philanthropic efforts, particularly in education and school-to-work programs. He and his wife, Maggie, focus on supporting educational initiatives in the Milwaukee area, striving to provide better opportunities for young people. “Our philanthropy revolves around education, primarily in the city of Milwaukee,” Leef shares.
Their work impacts several schools, including Saint Marcus Lutheran School and Milwaukee Lutheran High School, where they aim to improve the lives of students from challenging backgrounds.
Jim Leef has also led the charge for company involvement in workplace learning programs like GPS Education Partners, LAUNCH, and Craftsmen with Character. “These programs connect students with businesses while they’re still in high school working on projects. So, they’re getting a taste of being in a business environment while they earn their high school diploma. It’s good for them. It’s good for the businesses.”
Tee Up Fore the Cure Check Presentation
Tee Up Fore the Cure
In 2006, Jim and David started the Tee Up Fore the Cure golf event in memory of their dad, George L. Leef, who was a Type 1 diabetic. The idea originated when Jim, David and colleagues decided to hold a round of golf late in the year, involving company members, friends, and suppliers. Initially, it was a small, intimate event with about ten foursomes raising funds for diabetes research.
The event grew significantly after connecting with former Brewer’s pitcher Ken Sanders, to add many new dimensions to Tee Up, including celebrity golfers for each foursome. Featured celebrities have included Robin Yount, Rollie Fingers, Dave Robinson, Gorman Thomas, Jim Gantner, Junior Bridgeman, Fergie Jenkins, and Bonnie Blair. In 18 years, the non-profit has raised over $1.5 million for Type 1 diabetes research with proceeds benefiting Breakthrough T1D and the Max McGee Center at Children’s Wisconsin.
“Tee Up Fore the Cure is about more than raising money—it’s a way to celebrate Dad’s impact and to give back in a way he would have been proud of,” Jim says.
Business Associations
Leef has also been involved with several organizations that support businesses, including the Independent Business Association of Wisconsin (IBAW), which Leef describes as a “boutique organization” that provides a unique camaraderie among business professionals. He served as President of IBAW from 2015 to 2017. He has also been a long-standing board member of the Wisconsin Manufacturers & Commerce (WMC). Leef has also been closely involved with Central States Corp. (CSC), which he describes as a rewarding collaboration with family businesses across the US, in the commercial laundry business.
Family Succession
As third-generation successors, Jim, David, and Ann emphasized the importance of maintaining harmonious family dynamics within the business.
David acknowledges the importance of ensuring the family business remains strong for future generations, emphasizing that ownership in the company is based on a commitment to its values.
“We all thought of it as Dad’s company, and even though we owned some stock, the final decisions were always his until he passed the baton,” Jim explains. The siblings understand the importance of dedication and ownership, leading them to buy out family members not involved in the business.
Ann describes her brother Jim as a humble leader who always emphasizes the importance of family and teamwork in the company’s success. “For Jim, ITU AbsorbTech’s growth was never just about him. He has always worked to ensure the company reflects our family’s values.” This commitment continues as the third generation welcomed members of the fourth generation to the Board of Directors about a decade ago. Jim, David, and Ann remain optimistic about the company’s future, especially with the next generation now contributing to Board leadership.
“I could not be happier about having our 4th generation Board members who appreciate the special nature of the company and want to see it continue as it is – and better.”
Vision for AbsorbTech
The family’s vision for ITU AbsorbTech is clear: to achieve growth without compromising quality. “I want to see us continue to build on what we’ve achieved with the SorbIts® business. We don’t want to be big just for the sake of being big,” Jim explains. He emphasizes the importance of maintaining customer satisfaction through Genuine Service Excellence and creating a workplace where people enjoy coming to work. “We’re proud to have earned the Top Workplaces recognition from the Milwaukee Journal Sentinel five years in a row. We want our family business to be a place where people are happy to work.”
David echoes this commitment, highlighting the company’s dedication to innovation and integrity. He explains how ITU AbsorbTech strives for open and honest business practices with all stakeholders—employees, customers, regulators, and the communities they serve.
Craig Bald, New President and CEO, and Jim Leef, Former President and CEO, third generation owner and current Executive Chairman of the Board.
Leadership Transition: A Bright Future Ahead
After more than 35 years of leadership, Jim Leef will transition to the role of Executive Chairman of the Board in January 2025. While stepping away from daily operations, Leef plans to remain actively involved by chairing the Board of Directors, participating in company meetings, and visiting customers—following a path similar to how his father transitioned the role of President and CEO to him.
Leef credits the executive leadership team—Paul Schoessow, Vice President of Business Development; Heather Chung, Vice President of Human Resources; and Doug Roskopf, Vice President of Operations—for their vision, expertise, and dedication to ITU AbsorbTech’s core values and continued growth. With their leadership and the guidance of the Board, Leef is confident the company is well positioned for a successful future.
Reflecting on his tenure, Leef shared, “It has been a privilege to lead this company alongside my supportive family and dedicated employees. I’m proud of what we’ve built together.”
As part of this leadership transition, Craig Bald will become the first non-family President and CEO in ITU AbsorbTech’s 90+ year history. Bald, who has served as the company’s Chief Financial Officer for 14 years, has played a vital role on the executive leadership team and in implementing the company’s Strategic Plan.
“Craig’s deep understanding of the business and commitment to our Business Tenets make him an exceptional choice to lead ITU AbsorbTech into the future,” says Leef.
This transition marks the beginning of a new chapter for ITU AbsorbTech. While Craig takes on this key leadership role, the Leef family remains deeply involved in shaping the company’s future. Plans include expanding operations, developing innovative processing and service solutions, fostering an exceptional workplace culture, and continuing to deliver Genine Service Excellence.
Guided by the principles of honesty, integrity, and family values, the Leef family is confident in Craig’s ability to lead ITU AbsorbTech into its next phase of growth and innovation while preserving the core values that have made the company an industry leader for generations.
