For many family-owned businesses, a full sale is not the goal. The founders (and often the next generation) want to realise some value, de-risk personally, and fund the next stage of growth, while keeping the family’s name, culture and long-term decision making at the centre of the business. A minority investment (selling less than 50%) can be a compelling route to achieve exactly that. This “partial exit” trend also fits the current UK deal environment. Advisers are forecast

Surprisingly, many private company boards pay little attention to perhaps their most important function, maximizing realized shareholder value.

One of the most common sentiments I hear from family business owners is, “I don’t know if my children are interested in coming into the business. I certainly don’t want to force them; they have to make their own minds up.” It’s an admirable approach—one that respects the autonomy and individual paths of the next generation. But, while the intention behind this sentiment is commendable, the reality is often more complex. The question we need to ask ourselves is this: Are the c

Family businesses are often seen as a unique blend of personal relationships and professional endeavours. The dynamics within these organizations can be complex, especially when it comes to decision-making. Who really has the power to influence and shape decisions in a family business? The Family Dynamics At Play In a family business, the lines between personal and professional lives are often blurred. Family members involved in the business may have longstanding relationship

In any business, let alone a family or founder-owned business, the role of a CEO is both multifaceted and demanding. As the driving force behind strategic decisions and organisational growth, CEOs shoulder immense responsibility. However, what happens when the owner's involvement becomes a hindrance rather than a support system? This article considers the detrimental impact of owner interference on non-family CEOs and the repercussions it can have on organisational success. A

The ultimate goal of many enterprising families is growing a prospering organization stewarded by a committed group of united family owners. And while many succeed in developing a successful organization, they struggle with managing the increasingly dispersed and diverse family group. As the family – and with it, the shareholder group – grows, it tends to grow apart: Family members become more distant over time, both geographically and emotionally. With many more relationship

Family businesses are vital to the UK economy and contribute hundreds of billions to the UK’s GDP. They have unique advantages including shared values, enduring trust, and a central commitment to the long term future of the business. However, like any other business they must also consider the challenges that confront them, and for a family run business, clear and sustainable governance can sometimes be a key challenge. There are of course two types of governance relevant to

“What do you mean we can’t pay dividends this year?” Elisa was incredulous. The board of the watch company she and her husband Mark had founded had just reviewed projected end-of-year performance. Usually this meeting was a celebration of another incremental step forward, with moderate growth, no debt, and significant dividends, which Elisa and Mark used to support their comfortable lifestyle and charitable donations. This year, however, revenue growth was way up, but profits