Peter Wilhelm

Senior Manager, Valuations, Gordon Brothers

Peter Wilhelm is senior manager, valuations, at Gordon Brothers. He manages the firm’s intellectual property appraisals and specializes in brands and patents. 

Peter has nearly 15 years’ experience conducting appraisals to support strategic decision making for a variety of business needs like intellectual property-related litigation, asset-based lending, licensing opportunities, and management and shareholder buyouts. He has worked across a range of industries including retail, food and beverage, and health and fitness. 

Prior to joining Gordon Brothers, Peter was a senior associate at Grant Thornton LLP, where he provided valuation and advisory services to support clients’ financial and tax reporting needs. He was previously an analyst at Ocean Tomo, a Chicago-based valuation firm specializing in intellectual property. Peter earned his Bachelor of Science in business administration with dual concentrations in finance and economics from Valparaiso University. He is a Certified Valuation Analyst® with the National Association of Certified Valuators and Analysts® and is Uniform Standards of Professional Appraisal Practice compliant. Additionally, Peter is a candidate for the American Society of Appraisers’ Accredited Senior Appraiser certification. 

What is the best professional advice you have been given and how have you implemented it?

The best professional advice I’ve received is to take initiative and make decisions. This essentially means putting yourself out there and not waiting to be seen. If you are confident in what you do, or at least come to a point where you think what you know is right, don’t be afraid to execute that confidence or idea. Don’t wait to be called on to speak or convey your thoughts about something you know could be right or critical to a case, conversation or engagement. Study the data, come to a decision and execute on that decision. Whether right or wrong, you will be better for it.

If you feel you can add benefit by speaking up about a topic you think is important or by making a pressing decision about something without first receiving assurance, you will never be filled with regret in thinking you could have done more and consequently become more confident in your craft. The results will speak for themselves. 

I have implemented this idea most of my career, and the results have been positive. In every engagement I have completed, and in every job I’ve had, I took the initiative and made decisions, even if I was wrong. I gave it my all and held nothing back. 

How do you define a good leader?

A good leader is passionate about the success of others, puts others in a position to succeed, and cares about others beyond the end results. I think a good leader works to understand their team members, helps them achieve results and caters any outcome to the strengths of each individual. 

I want to make sure my team members are happy and comfortable with their respective roles, understand their roles and responsibilities and work towards a long-term developmental plan. I want to challenge them by pushing each person to take on responsibilities outside of the current scope of their role. Most importantly, I want to make each individual feel like they are an important part of the team. 

Additionally, I want my team to have a good work/life balance and take the time to be with their families or pursue personal interests or passions outside of the office. When someone feels valued, they are more inclined to stay motivated, which directly affects daily job performance and efficiency. Treating your team members with respect and valuing them as more than just a position is key to managing a successful team and being an effective leader.

What advice do you normally give to the junior talent you mentor?

I always advise junior talent to remember they are in their positions for a reason. They have a skill, and they should own that skill, and not be afraid to express their expertise in conversation with others. 

Whether they are on the phone or meeting in person with clients, remember each client is a person with an expertise in a particular field trying to learn about something they do not yet know, working to get to a result that benefits a decision. Meet them where they stand and have a conversation. It’s as simple as that.

What career trajectory would you like to be on?

My goal is to eventually be a managing director of a practice group, and I work towards this every day as I continue to advance in my career.