My grandfather founded Radio Flyer. I took over the company at 28 and don't want my kids to feel pressured into the family business.

This as-told-to essay is based on a conversation with Robert Pasin, CEO of Radio Flyer It has been edited for length and clarity.

My family business, Radio Flyer, is in its 109th year of operation, and it has only had three CEOs: my grandfather, my dad, and me.

My grandfather was a charismatic, energetic guy. He immigrated from Italy and founded Radio Flyer in a one-room workshop on Chicago's West Side. My dad was his only son and took over the company out of a sense of obligation.

My dad would have been in leadership if it weren't for the family business. He did some good things, like protecting the company's intellectual property in a way that hadn't been done before. But he didn't enjoy managing people or running a company.

I was the only sibling interested in taking over

The pendulum swings in families, and I shared my grandfather's passion for Radio Flyer. I remember being 5 years old, holding my dad's hand, watching red wagon after red wagon come down the assembly line. It felt magical.

Robert Pasin's grandfather, Antonio Pasin, founded Radio Flyer. Courtesy of Robert Pasin

I worked in the factory during high school and college, doing mundane jobs like packing and loading. I even enjoyed that.

Because of my dad's experience, he never pressured my siblings or me to be involved with the company. I'm the youngest of the family, but I was the most interested in the business, so the succession unfolded pretty naturally.

My dad was relieved when I took over at 28

When I started working full-time at Radio Flyer in the early 1990s, I realized that the company was in crisis because of my dad's ambivalent leadership. I didn't have any big ideas; I was just focused on solving problem after problem. When I did, I could see the relief on my dad's face.

Robert Pasin says his dad was relieved when he took over the company. Courtesy of Robert Pasin

Despite our business differences, my dad and I had a great relationship and lots of trust. I was extremely respectful of the fact that he was still the boss; in return, he gave me free rein to make decisions. It wasn't a typical situation where the old guy wouldn't let go.

I was 28 when I officially became the CEO. I was fired up about the company, so being at the helm felt invigorating. At the same time, there were nights when I was up late, worrying that we were going to go out of business.

I capitalized on the nostalgia customers felt toward the brand

Radio Flyer had become too inward-oriented. We weren't in touch with customers, and when competitors released plastic wagons, we were totally caught off guard.

I started asking people their thoughts on Radio Flyer. To my family, Radio Flyer had been a very material company: wood-and-steel wagons made in Chicago. But customers told me about pretending their wagon was a car, and racing down the streets with friends.

I realized that, for customers, the brand represented free time and imagination, being outside with the wind in their hair. We had this goldmine reputation that we hadn't tapped into.

Understanding that allowed me to expand beyond just wagons into other products that tapped into that same nostalgia and playfulness. My wife and I were raising four kids, so we knew what they loved and what made life easier for parents.

I only want my kids to work here if they love it

My kids loved coming to work with me because there were always fun wagons or trikes for them to play with. Even now, Radio Flyer has a great "Bring Your Kid to Work" Day every year.

About 20 years ago, we began having annual family meetings about the business. It's a facilitated meeting run by a consulting group, where me, my wife, and our children all have the chance to talk about anything on our minds with relation to the business, or the family.

I want my kids — who range in age from 17 to 30 — to understand that they're welcome in the business, but there's no pressure to join. Since Radio Flyer is a household name, people often assume they'll work here, but so far, none of them have.

That's fine with me. I've encouraged them to gain work experience elsewhere and to join Radio Flyer only if they really love the work. I tell them, "If it's not a good match, the business is going to ruin you, and you'll ruin the business."

I wish my grandfather could see the business he started

My grandfather died when I was 21, and before that, he had dementia. I never got to talk to him about the business we both love. If I could talk to anyone, living or dead, it would be him. I'd like to show him around and say, "What do you think?"

Robert Pasin's grandfather never saw him take over the company. Courtesy of Robert Pasin

Whether a fourth generation of the family comes to Radio Flyer, I want the company's legacy to be its good work. I'm proud that my family has helped bring the world out to play.