In the latest Servant Leader’s Library episode, host Nicholas Paulukow interviews Robert Kintner, CFO of LEPCO and a lifelong Lancaster native.
Robert’s journey spans from the fast-paced world of bond trading to becoming a pivotal leader at LEPCO. Outside of work, he’s a tennis enthusiast, a Hall of Famer, and the President of Tennis Central, where he’s spent 15 years mentoring Lancaster’s youth.
This episode is full of insights for anyone looking to grow as a leader and make a meaningful impact.
Watch the episode above or listen over at Spotify. Make sure to subscribe so you don’t miss the next great servant leader’s story!
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Episode Transcript
Nicholas Paulukow
All right. Welcome to another episode of Servant Leader’s Library, where we serve up wisdom from leaders who know the real power comes from lifting up others. I’m your host, Nicholas Paulukow, CEO of ONE 2 ONE, Incorporated, your trusted Managed IT and Cybersecurity Firm.
Today we are welcoming a Lancaster legend who not just smashes it in the boardroom but also on the tennis courts. Robert Kintner is a lifelong Lancaster native, a proud Millersville University alumnus, and, fun fact, a three-time Pennsylvania State High School tennis doubles championship winner. Wowza.
By day, Rob serves as part of the LEPCO executive team, where he juggles treasury management, HR, IT, and other things most of us couldn’t even dream of balancing. By night—or, let’s face it, whenever he’s not working—he’s a tennis fanatic, nonprofit leader, and Hall of Famer who’s been serving Lancaster’s youth through Tennis Central for 15 years.
But beyond the courts and spreadsheets, Rob is dedicated to his family, is a world traveler, and a competitive swimmer who believes his greatest fortune lies in the mentors and colleagues he’s worked with over the last 25 years of his career.
Today, he’s here to share his insights on leadership, service, and maybe a few tips on how to get that perfect backhand. Get ready for an ace episode with Robert.
So welcome, Robert. Good to see you today. I’m excited to have you. Why don’t you tell the audience a little bit more about yourself? I gotta tell you, I need to learn that backhand because I’m terrible on the court, but I enjoy it.
Robert Kintner
Ha ha.
Nicholas Paulukow
Why don’t you also tell us a little bit about your career progression?
Robert Kintner
That’s great. Thanks, Nick. It’s exciting to be on the podcast this morning. My career, right out of school, has taken a lot of exciting twists and turns, and I’ve done a lot of great and fun things.
You know, I started out in the financial world on a bond trading desk and learned about the financial world from that perspective.
Nicholas Paulukow
OK.
Robert Kintner
So I was within the investment world for several years. And, looking back to before I got there, you mentioned the sports, the swimming, the tennis.
Nicholas Paulukow
Yeah.
Robert Kintner
I certainly have a lot of competitiveness in me, and I think that really drove me into the business world.
Nicholas Paulukow
Yeah.
Robert Kintner
I had a young family, so being competitive really helped me move forward. And I was very lucky to work with some people who were leaders, mentors—still are mine—and who kind of brought me under their wing. I’ve had some great opportunities to work with some amazing people over the years.
I was in the investment and financial world for a very long time, in financial services. A good friend of mine, Jeff Clark, who happens to be the president of LEPCO Lawn Equipment Parts Company, reached out to me. We served together on the Tennis Central board and played tennis together since I was a teenager. I’ve been a family friend of the Clarks.
Nicholas Paulukow
Ah.
Robert Kintner
It’s a family ownership at LEPCO, and they had their longtime CFO retire. Jeff reached out to me, and I pursued the opportunity. I was fortunate enough to earn a spot here.
Initially, I was the controller and director of HR. Over the last eight years, I’ve learned all the financial operations and the ins and outs of the company.
Now, I’m in the position of CFO and still maintain oversight of HR and IT efforts here at LEPCO. So that’s kind of, in a nutshell, the last 25-plus years of my life.
Nicholas Paulukow
I think we all need to know—do you still play tennis with the boss? And do you let him win, or do you still compete? I gotta know.
Robert Kintner
We both compete. Matter of fact, as a doubles team, we’ve played together a lot.
Nicholas Paulukow
OK, OK.
Robert Kintner
We’ve had tremendous success as a doubles team over the years. We’ve gone to the regional and national levels. We’ve played together on the same team. We do compete against each other.
Nicholas Paulukow
Oh.
Robert Kintner
We’re both very competitive, and we have a lot of fun with that. I have pockets where I play a lot, and other times I don’t. But tennis, to me, has always been a way to release that competitive spirit. Golf, on the other hand, is more of a hobby—something I know I’m not great at.
Nicholas Paulukow
Yeah. I feel you, I feel you. I enjoy golfing, but it’s one thing that you gotta practice, just like anything else, right?
Robert Kintner
Yeah, for sure.
Nicholas Paulukow
That was a good answer, by the way, on whether you compete against the owner of the company. That was good. I forgot about the doubles, so that makes sense. That’s probably pretty fun, to work together in that way outside of work.
Robert Kintner
Yeah. I can pivot with the best of them when it comes to some of those questions. But you know, there’s business, and then there’s the separation of friendship. Certainly, we enjoy our opportunities outside of business to play tennis, hang out—it’s worked out incredibly well.
Nicholas Paulukow
That’s amazing. You talk a lot about mentorship, and I think that’s an amazing thing. You’ve said you’ve had a lot of mentors. Can you kind of explain what you mean? Like, what is a mentor to you? What have they provided? How did they help you?
Robert Kintner
Absolutely. You know, mentors aren’t something you just stumble upon. Over a career, people kind of find their way, but I think as you find your way, you look to people you have the utmost respect for, and they help guide you. I’ve been very fortunate to have those people throughout my career.
Some might say they have one mentor in life. I’ve had many. Part of that is just the variety of roles I’ve had. I’ve worked with some very sharp, experienced people. Some were maybe 30 or 40 years older than me. I learned an incredible amount from them—whether it was about the trades or the specific things I was doing.
I always make sure to credit them because, truly, without them, I wouldn’t be where I am today or have the opportunities I’ve had.
Nicholas Paulukow
Hmm.
Robert Kintner
Whether it’s through networking, business socialization, or just hard work, you meet these people, develop relationships, and find those who will help guide you along the way.
In my current role, Jeff and his father, Merrill, who’s the founder of LEPCO, are two people I have tremendous respect for and who’ve accomplished so much. I can point to people from the time I finished college, even through high school, who shaped who I am today.
But that’s a life skill that doesn’t just come naturally. You have to embrace it. I think a lot of people should take advantage of the relationships they build because they can really help mentor you as you develop.
Nicholas Paulukow
Yeah. I think that’s a good point. A lot of times, people think, “Oh man, I have to do this all on my own.” I’ll admit, at the beginning of my career, I thought I had to figure it all out by myself. But then I realized I could supercharge my progress by finding someone who’d been there and done that—and who was willing to share.
One mentor once told me, “I’m just a season in your life. You may or may not outgrow me. But the day you do, find someone else to keep growing with.” It sounds like you’ve had many people help you along the way.
I’m curious, though—how do you go from trading to controller and CFO work? To me, that seems so different.
Robert Kintner
Yeah. A lot of people look at my title—which, unfortunately, is very long—and wonder the same thing. The HR side of it was certainly something I didn’t have traditional experience in. It’s one of the things I really had to work at. Thankfully, I had access to HR resources and professionals around me.
Nicholas Paulukow
OK.
Robert Kintner
I was in financial services, advising nonprofit organizations in healthcare, higher education, and municipalities. I was familiar with finance and various financial instruments, especially on the financing side—bonds, bank loans, derivatives, and other complex instruments.
When I came to LEPCO, I had a solid baseline in finance, but the shift to focusing on a single organization was a big adjustment. Here, you get to know the organization extremely well. I now know LEPCO inside and out.
On the HR side, I had to put in work and training. I always tell people, one fundamental thing in HR is being able to work with people. If you’re not willing or that’s not your strength, HR would be a challenge. But I’ve always considered myself a people person, and over the years, I’ve built strong networks.
Working with Jeff on a nonprofit board also showed him how I handle board relationships and collaborate with others. That’s probably why he trusted me with HR responsibilities, even though I didn’t have traditional experience. Of course, compliance and regulations require learning and engagement with the right resources, but with effort, I got up to speed.
Nicholas Paulukow
Neat. It sounds like constant learning is the key. I’m so impressed when I visit LEPCO and talk with the team. You mentioned the HR piece. There are so many long-tenured employees there, which is pretty unique in today’s world. Could you tell us about LEPCO’s culture and leadership? What’s the secret sauce behind that?
Robert Kintner
Yeah, the people tell the story of LEPCO. Our average years of service are around 12 or 13 years today, which has actually come down because we’ve had several employees with 30- or 40-year tenures retire in the past eight years.
We’ve had employees for whom this has been the only company they’ve worked for. You don’t hear that much anymore—it’s very uncommon. I believe it’s because LEPCO is a people-first company.
A lot of companies talk about having a family-like culture, and I think many strive for that as much as they can. For us, we’ve managed to maintain that culture even as we’ve grown from one employee to about 86.
From a leadership standpoint, we’re very lean. We don’t have several layers of management. Each core area of our business is led by people who’ve been here a long time. Many of them started at entry-level positions and worked their way up into management.
But just because someone has been here a long time doesn’t mean they automatically become a manager. You have to build the skillset for that role. That takes investment from the company—helping people build those skills so they feel comfortable when the time comes to take on leadership roles.
Nicholas Paulukow
Yeah, that’s a good point. It’s not just about tenure. It’s about having the right skills to lead.
Robert Kintner
Exactly. When we see potential in someone, we start providing them with the skills and resources they’ll need so, when the time comes, they’re ready to take that next step. It’s about being proactive in their development.
Nicholas Paulukow
I like that. What would you or LEPCO define as leadership? What are the top three skills someone needs to be a leader in your organization?
Robert Kintner
Delegation is key. I don’t know if it’s number one, but it’s definitely essential. A good leader isn’t a micromanager. You build your team, trust them to do their jobs, and provide them with the structure to make decisions and work independently while still communicating effectively within their department.
When I first joined LEPCO, I had to develop my delegation skills. I came from an environment where I was used to doing everything myself—handling administrative tasks, decision-making, and preparedness all on my own. It took time for me to trust and utilize my team effectively.
Beyond delegation, I think you have to be willing to work with people. Employees look to their leaders and observe their work ethic and decision-making. It’s like a young child watching and learning from everything you say and do. You have to lead by example.
Nicholas Paulukow
Hmm.
Robert Kintner
If you’re inclusive, if you build a strong team, and if you show a strong work ethic, those things resonate with your team. Of course, there are intangible qualities that make a great leader—things that can’t always be put into words—but leading by example is crucial.
Nicholas Paulukow
What I’m hearing is that it’s not about the leader; it’s about the people. A true leader focuses on their team. That aligns with servant leadership. What does servant leadership mean to you?
Robert Kintner
To me, servant leadership is about seeking opportunities to lead in every aspect of life, not just at work. Whether it’s at home, in the community, or within your organization, you’re constantly looking for ways to provide guidance and make a positive impact.
For me, that’s been about supporting nonprofit organizations, building a strong foundation for my family, and offering leadership in the workplace. Servant leadership isn’t confined to one role or area—it’s about embodying leadership in everything you do. It doesn’t just happen overnight; it takes years of hard work and dedication.
Nicholas Paulukow
Right. I like that perspective. For young professionals or recent graduates just starting out, what advice would you give them to foster leadership skills and grow in their careers or communities?
Robert Kintner
We’ve touched on a lot of it during this podcast—building networks, getting involved in organizations, and developing professional and personal relationships. Finding mentors is critical.
The more you participate in those kinds of activities, whether it’s through nonprofit work or within your company, the more opportunities you create for yourself. Employers value well-rounded individuals who have made an impact both professionally and personally.
Giving back, building relationships, and finding mentors can make a big difference in someone’s career. It also helps you grow personally and professionally. You don’t have to know everything—having a network gives you resources to bounce ideas off of and find solutions.
Nicholas Paulukow
Hmm.
Robert Kintner
It’s also about humility—being willing to ask for help or collaborate with others. That willingness can open so many doors and help you grow in ways you wouldn’t expect.
Nicholas Paulukow
Right. I think that humility is key. Being willing to ask for help, collaborate, and give your time really makes a difference. Speaking of giving back, you’re the President of Tennis Central. How do you take what you’ve learned in the working world and apply it to volunteering? How do you mentor young professionals through sports?
Robert Kintner
Tennis has opened a lot of doors for me. I’ve met so many people through the sport, including Jeff Clark, who became a lifelong friend and colleague. I think it’s important to give back to the things that have had a significant impact on your life. For me, Tennis Central has been that vehicle.
It’s given me the opportunity to not only give back to the sport but also to help youth develop life skills. Tennis isn’t just about the game. It’s about the discipline, perseverance, and life lessons that come with it.
Many sports organizations are like that—it’s not just about excelling in the sport itself but about pairing it with education and life skills. At Tennis Central, we focus on both. We want to help kids who show talent and passion for tennis, whether they’re aiming for scholarships or even professional careers. But for most, it’s about using the sport as a way to grow as individuals.
Nicholas Paulukow
That’s neat.
Robert Kintner
We’re not just focused on inner-city youth but on any young person looking for resources to build both their tennis skills and their life skills. That’s what Tennis Central has always been about. It’s been around since the 1970s, and it’s deeply rooted in Lancaster’s tennis history—not just from a sports perspective, but also in terms of the people and their accomplishments.
Nicholas Paulukow
It sounds like Tennis Central gives you a sense of purpose. You’re teaching kids to improve themselves, which is amazing. Sometimes we get caught up in competition, but what I’m hearing from you is that it’s really about development and growth.
Robert Kintner
Exactly. For me, it’s about giving back to something that impacted my life so profoundly. Everyone has something they’re passionate about, and that’s often where they choose to give back. For me, it’s tennis. While I’ve supported other organizations, Tennis Central has been where I’ve volunteered most of my time.
Lancaster, despite being a small town, has a rich history of excellence in tennis—not just in sports accomplishments, but also in the professional and personal achievements of its players. I’m proud to contribute to that legacy.
Nicholas Paulukow
That’s amazing. Thank you for the work you do. It seems like you have a lot on your plate. How do you balance people and processes as a leader? How do you prioritize the human aspect of leadership while managing day-to-day operations?
Robert Kintner
It’s definitely a challenge. Wearing multiple hats is common at LEPCO because we strive to stay lean. Many of us step up to do whatever is needed to add value to the company. But as a leader, you have to prioritize engaging with your team.
While there are individual tasks you’re responsible for, it’s important to ensure your team has the resources and support they need to succeed daily. Once you’ve done that, you can carve out time for your own responsibilities.
Balance is key. You also need to make time for life outside of work—whether that’s supporting a nonprofit, spending time with family, or pursuing personal interests. Life is short, so you want to make the most of it. Staying busy is good, but it’s important to pause and appreciate what you’re doing.
Nicholas Paulukow
Yeah, I love that balance. You’ve achieved so much in your career, but you also emphasize the importance of family. How do you balance professional success with personal service to those close to you?
Robert Kintner
Family is the number one priority for most people, myself included. But balancing that with professional goals and volunteer work can be tricky. Sometimes it’s not the right season to be heavily involved in outside organizations, and that’s OK.
For example, in my 20s and early 30s, I was focused on building my career. There wasn’t as much time to volunteer. But as I advanced and found more stability, I was able to come back to Tennis Central and take on a leadership role again.
It’s all about timing. Sometimes you can give your time; other times, it’s easier to support financially. Either way, it’s important to find ways to give back when you can.
Nicholas Paulukow
That’s a great perspective. Seasons change, and so do our capacities to contribute. Have there been times when you struggled with this balance? How do you decide when to step back or lean in?
Robert Kintner
Absolutely. There have been times when stepping back was the right choice. For example, I was President of Tennis Central in the early 2000s, but I stepped away for a while to focus on my career. When the time was right, I returned to the organization and took on a leadership role again.
It’s important to recognize when you need to focus on your own development or family. At the same time, staying involved in some capacity—whether by giving time, money, or other support—can help you maintain that connection and sense of purpose.
Nicholas Paulukow
I think I’ve heard, and maybe you’d agree, that there are seasons. There are seasons when you can give your time, and there are seasons when you can give your money because you can’t give your time. It’s about balancing what you’re capable of doing, but that can be hard. Sometimes, you want to do more, but it’s just not the right time. It changes, right?
Robert Kintner
It really does, and I think that’s the key. Some people can’t give their time, but they can support an organization in other ways—whether that’s through in-kind donations or financial contributions. There are so many ways to support an organization.
People just need to evaluate where they are in their career and life to make those decisions. But I do think it’s important, at some point, to engage. Professionally, it helps people grow. While it’s not for everyone, being a servant leader often means finding ways to give back. That’s what can help put you in that position.
Nicholas Paulukow
Right. I love that connection. Let’s go back to your younger self. If you think back to when you were starting your career, what’s one piece of advice you would give yourself now, with all the wisdom you’ve gained?
Robert Kintner
I’d say there are two things I can speak to. First, I think developing a strong work ethic early was crucial for me. I learned that through sports like tennis and swimming, but also through odd jobs—whether it was working at Play It Again Sports, being a maintenance person at the local country club, or mowing lawns. Those jobs taught me the value of hard work.
As for what I’d do differently? It’s hard to say. People like to say, “I wouldn’t change a thing,” but there are certainly areas where I could have done more. For example, in high school, I probably could have been more involved in certain organizations or focused more on academics.
I wasn’t much of a book person. I thrived on real-life experiences, and that’s how I’ve built my career—hands-on, on-the-job learning. Looking back, though, I have a ton of respect for kids who excel in both academics and sports. That balance is really impressive.
Nicholas Paulukow
Right. I appreciate your honesty. Let’s talk about coaches. Was there ever a coach who was difficult for you to work with? If so, how did you handle that, and how does it relate to handling challenges in the workplace today?
Robert Kintner
I think a difficult experience with a coach can be compared to a tough experience with a manager or supervisor. I was fortunate to work with many great tennis and swim coaches who helped shape me. But in college, there was a coach I didn’t see eye to eye with on some things. That was a challenging time.
We ultimately sat down, talked about our differences, and set expectations. It was a learning experience for both of us. Looking back, it helped me become the person I am today. It taught me how to navigate differences and work through tough situations in a constructive way.
Nicholas Paulukow
That’s a very mature approach—especially in college. Many students might just walk away from a tough situation, but you leaned into the discomfort. Was there a mentor who helped you through that?
Robert Kintner
Yes, the athletic director at Bloomsburg was instrumental in that situation. I had a ton of respect for him. He helped mediate the conversation between the coach and me, which allowed us to work through our differences. That experience stuck with me and taught me a lot about resolving conflicts professionally.
Nicholas Paulukow
That’s great. As we move forward, what do you think the next generation of leaders needs to focus on to embody strong leadership, especially in today’s fast-paced, digital world? It feels like we’re more connected to screens than to people.
Robert Kintner
The key is getting out there. Remote work has its benefits, but developing personal relationships and networks requires face-to-face interaction. Mentorship, networking, and relationship-building happen best when you’re actively engaging with people.
Even if you work remotely, find opportunities to connect with others—whether that’s having lunch with a colleague or attending an in-person meeting. Those connections are invaluable. While social media can be a great tool, real relationships are built through direct interaction.
Nicholas Paulukow
Yeah, getting in front of people and being open really does create stronger relationships. As we wrap up, let’s talk about legacy. What’s your hope as a leader, both professionally and personally? What do you want your legacy to be?
Robert Kintner
I look at everything I’ve done—professionally, personally, and through volunteer work—and hope it all contributes to a lasting impact. At LEPCO, the decisions we’ve made aren’t just for today but for the future. We’re making investments to ensure the company is more efficient and effective for years to come.
Legacy, to me, is about making decisions that will stand the test of time. I’ve seen long-term employees retire after leaving a significant legacy here, and I want to do the same. It’s about building something that lasts and benefits others long after I’m gone.
Nicholas Paulukow
What an answer! That’s the perfect mindset of a servant leader—focused on the greater good. I really appreciate your perspective.
Robert Kintner
Thank you. Speaking from the heart, it comes naturally. Everyone’s path is different, but this is mine.
Nicholas Paulukow
I appreciate that. As we close, are there any books, resources, or tools you’d recommend for others looking to grow as leaders?
Robert Kintner
I’ll admit, I’m not much of a book person. I’m more about living the experience and learning hands-on. That’s not always the easiest way to learn, but it’s worked for me.
One thing that’s helped me is developing relationships with outside resources—consultants and experts in specific fields. They’ve been invaluable in areas I don’t deal with every day. Engaging with these professionals has improved my decision-making and helped better the organization.
While there are great books out there, I’ve always gravitated toward resources that provide real-life, applicable insights.
Nicholas Paulukow
I love that approach. Any parting words of wisdom?
Robert Kintner
Thank you for having me. This has been a lot of fun. Hopefully, there are some takeaways for anyone listening. For me, it all comes back to work ethic, mentorship, and giving back. Whether it’s professionally, personally, or through volunteering, those are the building blocks of a servant leader.
Nicholas Paulukow
Thanks, Rob. That’s a wrap on today’s ace-filled episode of Servant Leader’s Library. A huge thank you to Rob for serving up wisdom and showing us what it means to lead with heart. If today’s episode inspired you, don’t forget to subscribe, leave a review, and share this conversation. Until next time, keep leading with service. Real leaders don’t just call the shots—they make the assist.
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