Steven Label

Steven Label

Kevin Daly leads the investment office attached to Steven Label Corporation, the Santa Fe Springs, California-based specialty printer his family has owned since 1954. The underlying operating business produces pressure-sensitive labels, graphic overlays, and nameplates for original equipment manufacturers in the medical-device, electronics, and industrial sectors. That operating cash flow — rather than a liquidity event — forms the capital base for the family's external investment activities, a pattern common among multigenerational manufacturing families in Southern California. The wealth origin is the label business itself, still operating from its headquarters southeast of Los Angeles. Deployment concentrates on two tracks: direct ownership of industrial and flex real estate in the Los Angeles Basin, and passive limited-partner commitments to lower-middle-market private equity and venture funds. The real estate strategy is location-specific — the family acquires and holds warehouse, light-manufacturing, and distribution properties within driving distance of the operating company, a co-location posture that reflects operator DNA rather than institutional asset-allocation modeling. On the private-markets side, the office has participated as an LP in funds managed by firms including Angeles Equity Partners and other Southern California-based sponsors, per public record. There is no disclosed direct-investment program in technology or growth-stage companies; the office appears to favor fund commitments over direct minority positions. The family office operates without a standalone brand or website separate from the operating company. It does not maintain a presence in traditional family-office networking circles such as Tiger 21 or the Family Office Club, and it does not publicly identify dedicated investment professionals beyond the operating-company C-suite. In 2016, Kevin Daly — grandson of founder Tom Daly — was named President and CEO of Steven Label Corporation, succeeding a series of family and non-family executives who had run the business over six decades of private ownership, per Label & Narrow Web. The office does not publish deployment figures, team headcount, or portfolio composition. No co-investment vehicles, philanthropic foundations, or club structures are publicly associated with the family. What distinguishes this office is its embedded structure: governance resides entirely within the operating-company leadership, with no separate investment committee or family-council architecture visible. This makes it a vestige of an earlier family-office model — the manufacturing company IS the office — in contrast with the institutionalized single-family offices that have proliferated since 2000. Succession appears settled in the third generation under Daly, though the office's posture on next-generation governance or fourth-generation planning remains undisclosed.