Marco Rossi just succeeded his father as the CEO of a consumer products firm in Mission Viejo, California. Prior to returning to the family business, Marco spent 11 years at Procter & Gamble in Cincinnati, Ohio. Marco’s dad built a solid company, but over the past five years, its growth was flat. Marco wants to grow the company but at the same time does not want to disturb its healthy culture or overshoot its ability to manage its growth. Marco’s question to you is, “How do I manage this careful balance?” What would you tell him?