Thought Leaders
Jenny Herrera & Pablo Prahl
Distributor Owners of A&G Marketing by Proforma

All in the Family

We sat down with Pablo Prahl and Jenny Herrera, Distributor Owners of A&G Marketing by Proforma, to discuss their journey to the print and promotional products industry and the values that drive their multi-generation family business. Read on for their insights on building strong relationships and fostering a legacy rooted in commitment and community.

How did your career path lead to becoming a Distributor Owner with Proforma?
Pablo: Back in Guatemala, I owned and operated a small print shop and graphic design firm. After relocating to the United States in 2009, I was eager to continue working in the same field. In 2010, I discovered Proforma through Entrepreneur magazine and began working with an existing franchise in Daytona, Florida. The following year, in 2011, I launched my own distributorship. This year will mark 15 years of being in the Proforma Network, a milestone I am proud to celebrate.

What leadership principles guide how you run your company today?
Jenny: The core leadership principle that guides how we operate our company today is creating a strong sense of community. We believe in being involved and loyal within the communities we are part of—contributing with passion, fostering open communication, and building meaningful connections with those around us.

How do you help clients think more strategically about their brand presence?
Jenny: We begin by shifting the conversation from what clients need to why they need it, ensuring that every branded touchpoint—from print collateral to promotional merchandise—is aligned with their core business objectives and target audience. With more than 22 years of expertise across the U.S. and Latin American markets, we guide clients in viewing their brand presence as a cohesive, long-term investment rather than a series of isolated transactions. We also prioritize developing our team as trusted consultants, not just order takers.

What advice would you give to someone starting their own business?
Pablo: The best advice I received from a mentor was to focus on building a strong foundation before prioritizing sales. That means developing clear standard operating procedures, defining an effective organizational structure, and establishing a strong mission and purpose. It’s equally important to understand key financial fundamentals, such as cash flow and taxes. With a solid foundation in place, the rest becomes much more manageable. And above all, have faith in the process.

What were your sons’ paths to joining the business?
Pablo: My oldest son, Adrian, began his career in the HVAC trade, where he found early success. However, he wasn’t certain it was the long-term path he wanted to pursue. He joined our business for a year before exploring another opportunity, selling gym equipment with a different family-owned company. During that time, he approached me about giving our business another try. I agreed to a one-year commitment, and today, three years later, he continues to grow within the company.

My youngest son, Gabriel, was working at a golf and country club when he noticed how often people were asking about our business. He regularly shared our information and handed out business cards, which led him to realize he “might as well” work alongside his brother and me. He joined us two years ago and has since become an integral part of the team.

It is incredibly rewarding to see A&G Marketing, named for Adrian and Gabriel, now brought to life with both of them part of the team.

What are some of the benefits of having the entire family working together?
Jenny: First and foremost, we are always together, which creates a strong sense of unity. As immigrants, we are grateful for the opportunities we’ve had to travel together to 16 different states for expos, summits, and conventions. Traveling as a family is something we value and enjoy.

What legacy do you hope to build?
Pablo: My hope is to make a meaningful contribution that extends beyond business success. I strive to build something that creates genuine pathways for growth for my children, for young professionals at the start of their careers, and for minorities who deserve a seat at the table. If the work I’ve done over the past 22 years can serve as proof that this industry is accessible, rewarding, and worth pursuing, then that is the legacy that matters most to me.

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Thought Leaders
Julie & Dan Haar
Distributor Owners of Proforma Strategic Promotions

We recently spent time with Julie and Dan Haar, Distributor Owners of Proforma Strategic Promotions. Over the last twenty years, they’ve navigated the ups and downs of the fast-paced print and promo industry, built a successful business, and raised a young family. They shared candid insights with us on staying motivated, thinking strategically, and designing your own path to success. Read on to hear how these seasoned leaders became architects of their lives as Proforma Distributor Owners.

Tell us about your path to becoming Distributor Owners with Proforma

Julie: Dan and I met at the Knowlton School of Architecture at The Ohio State University, and that shared design foundation still shapes how we work. I went on to earn an MBA in marketing and joined one of the earliest online promotional products companies, originally focused on improving the digital experience. After taking the initial steps to learn the business, I found my way into sales and never looked back. When our kids were young, I launched my own distributorship for more flexibility. This year will be 20 years in the Proforma Network.

Dan’s path in architecture evolved into business development, where he represented firms on major commercial and government projects, including work with NASA and the Pentagon. When I saw his 75% close rate, it was clear we should join forces. A casual conversation over dinner about his desire to explore new directions ultimately led him to take the leap and join the business full-time.

Do you feel your shared architecture background influences how you run your business?

Dan: Absolutely. We prioritize an art-forward approach, which reflects our roots in architecture. We include mockups with most proposals because helping clients visualize the product leads to timely and confident decision-making. Our background also allows us to guide what will and won’t work, from brand standards to specifications and technical nuances. We focus on making the process simple, thoughtful, and effective. Our goal is to turn ideas into well-executed brand experiences for our clients.

In what ways is life different from when you first started your business?

Julie: In the early years, life naturally centered around raising our children. My primary focus was on family while also serving clients as the lead salesperson. As the kids became more independent, I gained the flexibility to be more intentional about how I structured work and life. That shift allowed us to build a strong team to support sales and pursue growth through the acquisition of additional distributorships, significantly increasing revenue. Today, my role is less focused on sales and more centered on strategy and operations. I’m incredibly grateful to have a team that runs so effectively and makes it possible for me to contribute in this way.

What is it like running your own business?

Dan: Running our own business has been very rewarding and meaningful, especially in maintaining a healthy work-life balance and putting family first. Being able to create our own schedules makes it so much easier to harmonize our personal lives with work. It means we can be there for our kids’ activities and other special events that we might otherwise miss. It’s also beneficial that we can establish our own company culture and make sure our operations align with it. Owning a business involves hard work, but these experiences make it all worthwhile and deeply fulfilling.

What principles guide how you run your company today?

Dan: One guiding principle is transparency. Transparency builds trust, so it is important to maintain open communication and involve those who are impacted when making decisions. Supplier Partners should be treated with the same level of care and importance as clients, as they are essential partners in our work.

It is also crucial to take accountability and have a plan for recovery. When mistakes occur, they should be acknowledged directly, followed by swift action to make things right. The approach should remain thoughtful and strategic, focusing on identifying patterns, anticipating challenges, and evaluating different paths forward.

Most importantly, turn ideas into action. Be eager to get started, take initiative, and keep things moving forward.

What advice would you give to someone starting their own business?

Julie: Recognize that building to a livable income takes time, so go in with a clear transition plan and realistic expectations.

Stay consistent with client follow-up. You should aim to be a partner who checks in with clients so regularly that your number is instantly recognizable. This demonstrates consistency and availability to your customers.

Most importantly, be present, be reliable, and make it clear to your clients that you’re always there when they need you.

How do you help clients think more strategically about their brand presence?

Dan: Start by asking, “Where are you trying to go?” instead of, “What do you want to buy?” Promo is just one piece of a much bigger marketing picture, not something that should be considered on its own.

Next, we focus on the audience and the product. Who are the two or three priority audiences, and when will they actually receive this item? Think about the role the product plays. Does it support email, digital, or other sales touchpoints?

Frame every promo conversation within the full marketing mix and the return on their investment. Talk through how the items will be distributed and how success will be measured.

And when it comes to the items themselves, lean toward fewer, higher-quality products that people will actually keep and use. This is almost always more effective than handing out large quantities of lower-value items that end up forgotten in a drawer.

What legacy do you hope to build?

Julie: We hope to be known as a trusted partner who helps turn promo into a strategic part of our clients’ marketing efforts. Our goal is to create a culture where our team, Supplier Partners, and clients feel respected, supported, and better at what they do because of their connection to our group. Ultimately, we aim to leave behind a durable, scalable business that raises the bar for how Distributor Owners operate.

How does being a Distributor Owner empower you to carve your own path to success and become an architect of your life?

Dan: Being Distributor Owners gives us autonomy over our vision and strategy. We can choose our clients, decide which challenges to tackle, and determine the scale of our growth. Every decision reflects our own values rather than someone else’s agenda.

Julie: Because we’ve built such a dependable, highly capable team, we have the flexibility to design our own schedules. This allows us to prioritize family, health, and personal interests, creating a rhythm that supports our well-being.

Ultimately, we have full control of our journey. As Proforma Distributor Owners, we are the architects of our own lives—designing our path with intention, building toward our vision, and creating success on our own terms.

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