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Wayne Biasetti founded Enforcer Products, Inc. in 1977. As the pesticide and home products company grew Biasetti took on two partners, Jim Biggs and Ed Brush.

Briggs supervised sales and marketing while Brush oversaw administrative and financial issues. Biasetti who holds an MBA, could focus his attention in the laboratory and production side of the company.
The companies 100,000 square foot warehouse, located in Emerson, Ga. housed 45 types of pesticide and home products.

Zep Inc.purchased Enforcer Products, Inc. in 1997. After the sale of Enforcer Biasetti and Brush pursued acquiring large tracts of land locatedBiasetti, who founded the growing pesticide and home products company in 1977, decided that sharing power as well as stock with his partners was the best way to keep them happy and productive."In order to keep things equal, we took the power out of presidency and rotate the job every two years," Biasetti said. Other than alerting their bankers and attorneys to the change, not much else happens when the power shifts, he said. Employees have no problems adjusting because the partners don't make a big deal about it.As the company grew, Biasetti said he sought out partners to complement his personal strengths and weaknesses."I can't imagine a man so diverse in his talents that he could understand chemists and machinery and deal with the balance sheet and the bankers," said Biasetti. "My advice to other entrepreneurs is to get a partner who is good at your weakest thing."That's good advice, according to Gerald Newmark, a Tarzana, Calif., management consultant and business owner who specializes in building successful partnerships.Newmark said sharing power is one way to keep a partnership in balance and thriving. Open communication is another essential ingredient."The most important thing is not to be secretive," said Newmark. "Partners need to have

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