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In Episode 285 of Anecdotally Speaking, discover how Forrest Mars rolled up his sleeves to learn from the factory floor and built a global empire.

In this episode, Shawn shares an origin story about Forrest Mars and the early days of Mars Incorporated. After a falling out with his father, Forrest walked away from a thriving family business at just 28 years of age. Rather than relying on his name or position, he made a risky and humbling move that ultimately lead to his success.

This story highlights entrepreneurial mindset, humility in leadership, and the power of mastering the fundamentals before scaling. Mark and Shawn explore how this story can be used in business to reinforce ownership, long-term thinking, and the discipline required to build something enduring.

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Tags: Storytelling, Leadership, Entrepreneurship, Culture, Ownership, Humility

This story starts at 2:43

In the early 1930s, Forrest Mars, son of the founder of Mars Incorporated, had a major falling out with his father. By the age of 28, Forrest had already helped grow the family confectionery business from a modest operation into a multi-million-dollar enterprise. He industrialised production, introduced 24/7 manufacturing, and significantly scaled the company’s output.

But philosophical differences about how the company should be run led to his departure. He left with $50,000 and the rights to make the Milky Way bar outside the United States.

Rather than immediately launching a rival operation, Forrest made an unexpected move. He travelled to Switzerland and took a job on the factory floor at Nestlé, and also worked with Tobler, the makers of Toblerone. For a year, he worked anonymously, learning the craft of chocolate making from the inside out.

At the time, Mars in America was buying its chocolate from Hershey. Forrest understood that to build a truly independent and scalable business, he needed to master production himself. Once he had learned the art and science of chocolate making, he moved to the United Kingdom, set up a factory in Slough, and launched what became the Mars Bar.

Within five years, Mars had become the third largest confectionery company in the UK.

Later, Forrest would return to the United States, eventually regaining control of Mars Incorporated. He introduced strict cost discipline, open-plan offices, and even required everyone, including the CEO, to punch a time clock. His philosophy was clear: invest in the business, not in executive perks.