As the inheritance tax landscape continues to evolve, many families are looking more closely at which governance structures best reflects their long-term objectives.

Veritage International has published a new global research report highlighting significant, often overlooked risks facing business families during wealth and ownership transitions.

Most succession conversations default quickly to structure: who gets what, when, and on what tax terms. Those questions matter. But they’re not the whole picture.

The leader who retires in theory but not in behaviour, can be one of the most common and corrosive issues in family-run firms

Passing a family business from one generation to the next requires careful planning, clear communication, and a long-term strategic mindset.

For many family businesses, shares in a trading company form a core part of long-term family wealth. Importantly, they’ve historically provided a tax-efficient way to pass on wealth via inheritance.

Succession is the ultimate test of a family business. It’s not just a handover of shares or titles, but of values, responsibility, and legacy.

Succession is not easy and being the son or daughter of the founder does not necessarily qualify you to be the next CEO.

Succession planning is not about stepping aside. It’s about ensuring continuity, stability, and trust, for the business, and for the family that depends on it.

While Employee Ownership Trusts remain a valuable structure, the focus is moving firmly away from tax efficiency alone and back towards the underlying purpose of employee ownership.

Recent announcements around Business Property Relief (BPR) and Agricultural Property Relief (APR) have provided some welcome clarity for family business owners.

Campaigning results in APR/BPR amendments by Government which is welcome but more needs to be done to support family firms.

As the first generation of post-war founders reaches retirement age, a vast number of privately held firms are preparing for ownership transitions on a scale not seen before.

Succession is important but business owners often put off the conversations and decisions because it is perceived as easier to defer it.

Unlike other companies, family businesses typically aim to pass the enterprise to the next generation rather than sell to an external party.

Without a solid succession plan, even the mightiest family business can crumble - a truth that Netflix's new series House of Guinness brings vividly to life.

An ownership strategy provides clarity, alignment, and a foundation for the long-term health of both the family and the business.

We often talk about succession as if it is a baton race. One hand lets go, the other takes hold, and the race continues. Simple. In practice, it is rarely like that. The handover is messy. The baton wobbles. And more often than not, the founder is still running alongside long after they said they would stop. What we do not talk about enough is why. Why Founders Struggle To Let Go For many founders, the business is not just something they built. It is who they are. Their role

In an era defined by rapid globalisation, digital disruption, and shifting consumer expectations, one business model continues to quietly...

After decades at the helm of a family business—steering it through the highs and lows, the recessions and recoveries—retirement should be...