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–
did not work outside the home.
She recalls being 12 years old and
addressing postcards to her
mother's prospective clients at
the kitchen table.
Ms. Opperer's now ex-hus-
band, however, urged her to get
a job. At the time, Ms. Grosberg
was buried in work.
"Business was tremendous,"
Ms. Grosberg recalls. "I knew no-
body else would have the same
attitude as Pam, who cared, who
wouldn't hurt the client."
Because this was her mother,
Ms. Opperer was able to work
part time while she raised her
children — Josh, now 26, and
Amy, now 23 — and studied for
state exams to get licenses to sell
stocks and bonds.
"My mother didn't tell me any-
thing," Ms. Opperer says. "I didn't
feel more intimidated or self-con-
scious. Maybe it was safer be-
cause she'd say, 'Look, everybody
makes mistakes.' She wanted me
to be here and I wanted to be
here."
Although her own mother was
ahead of her time, urging her
daughters to be self-reliant, Ms.
Grosberg started with nothing.
Jewish women didn't divorce
in 1957. They didn't work as
stock brokers, either. She did —
without financial compensation
at first.
Fortunately, the company,
Baker Simonds, merged with
E.F. Hutton, which "nurtured"
all its employees, including
women, blacks and other mi-
norities. When that company was
taken over by Shearson Lehman,
Ms. Grosberg left with other bro-
kers for PaineWebber.
"I worked three jobs before I
made it in the business," she
says. Ms. Opperer says her
friends considered Ms. Grosberg
to be a role model, the kind of
woman one aspires to be after the
children are grown and out of the
house.
"My kids see her as a very
strong personality, as do my
friend's," Ms. Opperer says. She
says she's learned from her moth-
er that sometimes it's better to
be diplomatic than to say what's
on your mind.
"Had I worked with somebody
else, I don't know if I would've
learned that lesson," she says.
Since her own divorce three
years ago, Ms. Opperer has made
it something of a specialty teach-
ing other women who find them-
selves alone how to manage their
money.
Like any good team, mother
and daughter have distinct
talents and an almost preter-
natural instinct about the oth-
er.
"I'm the rainmaker," Ms. Op-
perer says, referring to her skill
in bringing in new clients. "My
mother is a great stock picker.
She manages my portfolio."
Ms. Grosberg admires her
daughter's "insightfulness, her
common sense, her ability with
people.
"Once you're dealing one on
one, as a peer, it creates a more
sympathetic viewpoint. It's like
sharing growing pains," she says.
For herself, Ms. Opperer says,
"I learned I had more capabilities
than I thought I had."
But working with her mother
has not been without its prob-
lems.
"We are strong personalities
and it isn't always easy. But
there's security. This is your part-
ner for life," she says.
PAUL AND
DEBBY FEINBERG
His specialty is vision, but Paul
C. Feinberg didn't foresee his
daughter becoming a profes-
sional peer.
Debby Feinberg saw from an
early age that her father loved
what he did. And she admired
and respected him. That natu-
rally added up to her choice of
career, alongside her dad.
"I used to be Dr. Feinberg un-
til she came along," Paul says,
noting that since Debby joined
his business 13 years ago, col-
leagues and patients call him
"Dr. Paul." She is "Dr. Debby."
Paul, former president of
United Hebrew Schools, has op-
erated the Michigan Optical and
Hearing Center in Summit
Place MR11 for 34 years, or since
the Waterford Township mall
opened. He's the last remaining
original tenant.
Debby, 38, assisted in the store
during her summers. She reck-
ons that her interest in eye care
stems partially from having bad
eyes. She got her first pair of eye-
glasses at the age of 8.
That and exposure from a
young age to the optometry pro-
fession.
"I have five children and these
discussions would go on at the
dinner table. I always talked
about the happy health care pro-
fession," Paul says.
When she decided to attend
optometry school in Illinois, her
father bragged about it. "I still
do," he says.
After Debby graduated, she
joined Michigan Optical as a full-
time employee.
At the beginning, Paul says,
"We were both very tentative be-
cause we didn't want to do any-
thing that would compromise
the closeness of the family." He
had heard "horror stories" about
family businesses and didn't
want theirs to become another
casualty of petty infighting and
sour contempt bred by familiar-
ity.
And, he admits, he felt some
trepidation that his patients
would not readily accept treat-
ment by a female optometrist.
Not so long ago, women were
rare in the profession.
c_\
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