In family and founder-led businesses, senior appointments are not just commercial decisions, but need to be carefully considered to get right.

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

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

Why families stall around people and leadership—and what helps move things forward Most families don’t call us in a crisis. They get in touch when something’s been hanging in the air for a while. Talked about. Circulated. Tension rising—but no real movement. You know the kind of thing: “We’ve talked about it loads—but nothing’s actually happened.” “We think we need someone—but we’re not sure what for.” “We need to sort succession—but it’s never the right time to bring it up.”

Most family businesses reach a point where the board needs more than just familiar voices around the table. This usually happens as the...

As family-owned companies grow, they face increasingly complex challenges, and none may be as important as the issue of executive remuneration. Attracting and retaining top talent while ensuring that pay structures support long-term business growth is a delicate balance. How a family business handles executive pay can either accelerate leadership development and smooth generational transitions or serve as a roadblock to future success. Advantages of Family-Owned Firms in Exec

For family businesses, the question of “what’s next?” can be as complex as it is personal. Many families are currently weighing whether to transition the business to the next generation or consider a partial or complete sale. With recent changes to Business Property Relief (BPR) and Agricultural Property Relief (APR), there’s a renewed need for thoughtful planning. Enter “patient capital,” a form of investment that offers family businesses the time, flexibility, and stability

Family businesses across the UK are now at a more pressing crossroads, with recent changes to Business Property Relief (BPR) and Agricultural Property Relief (APR) announced in the UK Government’s Autumn Budget. These adjustments are pushing many families to reconsider their options—whether passing the business to the next generation remains viable or if a sale may ultimately serve the best interests of the family, their employees, and the communities they support. The questi

Family businesses are known for their deep-rooted values, strong heritage, and long-term vision. When it comes to bringing in the first non-family executive, the Finance Director is often the role that’s filled first. This key appointment comes with its own set of challenges. It’s not just about integrating an outsider into the family business; it’s also about finding someone with the right skills for current needs and the ability to handle future demands, such as mergers and

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 often face moments requiring major decisions—whether it’s passing the baton to the next generation, preparing for a...

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 headlines in the War for Talent are dominated by corporate giants and tech start-ups but family businesses often possess a unique...

Family businesses are often hailed for their tight-knit culture and shared values, but they are not immune to conflict. In fact,...