Most family businesses reach a point where the board needs more than just familiar voices around the table. This usually happens as the business grows, the family becomes more complex, or the next generation starts to step up. It might be when a founder is preparing to take a step back, or when the rising generation starts to push for change. It’s often a moment of reflection, a point where the family realises it needs a fresh perspective to help plan the next chapter. At this stage, a Non-Executive Director (NED) can add real value, offering independent oversight and strategic insight that can be hard to find within the family itself. But bringing a NED into a family business isn’t as straightforward as it might seem. Family businesses can be deeply personal. Decisions aren’t just commercial, they carry emotional weight, reflect shared history, and often involve long-standing relationships. For example, a father who has built a business over decades might struggle to step back, even as his son or daughter is ready to lead. Or siblings working together may find themselves locked in old patterns of behaviour, still seeing each other as they were in childhood, rather than as mature, capable adults. One client refers to this as the 'Short Trouser Effect' – the idea that no matter how capable or experienced the next generation becomes, certain family members will always see them as they were at fifteen. An aunt might still remember the time a now-CEO knocked over a tray of drinks at a family gathering, or a cousin might recall a heated argument many years ago. These small but lasting memories can shape perceptions and create unspoken barriers to leadership. An effective NED cuts through this, providing an outside view that isn’t burdened by family history or internal loyalties. This is where the challenge lies. Family businesses don’t just need smart, experienced people on their boards. They need individuals who understand the unique dynamics of a family enterprise. It’s not just about balance sheets and strategic plans. It’s about understanding what the family stands for, where it has come from, and where it wants to go. It’s about knowing when to challenge and when to support, when to push for change and when to respect tradition. A good NED can be a sounding board for the CEO, a mentor for the rising generation, and a steady hand during times of transition. They can help the family business avoid common pitfalls, like over-reliance on a single leader, succession issues, or missed growth opportunities. For example, they might step in when a founder is struggling to let go, gently encouraging them to focus on the future of the business rather than day-to-day control. Or they might help a family align around a shared vision, avoiding the kind of drift that can lead to conflict or division over time. But finding the right person takes time. It means looking beyond just technical expertise and focusing on fit – not just for the board, but for the family as a whole. At TWYD, we often say that the best NEDs for family businesses are those who can wear two hats – one for the commercial realities of the business, and one for the values, purpose, and continuity of the family. It’s a rare combination, but when it works, it can be transformative. So, if you’re thinking about adding a NED to your board, start by being clear about what you really need. Are you looking for strategic insight, industry expertise, or a voice of calm during challenging times? Do you need someone to mentor the next generation or challenge the current one? Whatever the case, the right NED can be a powerful ally in securing the long-term future of both your business and your family’s continuity. Why NEDs are Different in Family Businesses The role of a NED in a family business is different from that in a corporate environment. In a corporate setting, the focus is typically on shareholder returns and short-term performance. In a family business, the priorities are often broader and more personal. It’s about stewardship, long-term planning, and preserving family values while still achieving commercial success. This means the NED must have a deep appreciation for the family’s story, its culture, and its ambitions. In many cases, the NED also has to act as a bridge between generations, helping to manage the delicate transition from one leadership style to another. They may need to support the rising generation as they take on more responsibility, while also maintaining the trust of the older generation. This is no small task. It requires patience, empathy, and the ability to understand complex family dynamics without getting drawn into personal conflicts. For example, a NED might find themselves helping a family articulate its shared purpose or mediating disagreements between siblings about the future direction of the business. Finding the Right NED Finding the right NED for a family business is about finding someone who can fit into the culture, understand the family’s goals, and provide the right kind of support at the right time. This means looking beyond traditional CVs and industry experience, and instead focusing on values, personality, and emotional intelligence. The best NEDs are often those who don’t need to do the role for financial reward or status. They have already achieved significant success in their careers and are now motivated by the opportunity to make a meaningful impact. They do it because they want to help, to share their hard-won insights, and to guide the next generation without the distractions of personal ambition. They understand that a family business is not just about profit – it’s about people, relationships, and continuity. A good NED will bring their own experience, but they also need to be good listeners. They should be able to challenge when necessary, but also know when to step back and let the family lead. They need to be resilient, adaptable, and genuinely invested in the long-term success of the family and the business. Above all, they need emotional intelligence – the ability to read the room, understand unspoken dynamics, and know when to push and when to pause. Ultimately, the right NED can be a valuable asset, providing fresh insight, a steady hand in times of change, and a trusted voice at the table. For family businesses looking to the future, this kind of support can be the difference between merely surviving and truly thriving. About the Author - David Twiddle is the founder of TWYD & Co , a specialist in executive search and leadership advisory for family businesses. With decades of experience, David has worked closely with founders, rising generations, and family boards, helping them find the right NEDs, define leadership roles, and plan for the future. His approach blends commercial insight with a deep understanding of family dynamics, offering practical advice that helps business leaders make confident decisions.

In an era of fleeting trends and throwaway retail, one Taunton business stands as a remarkable thread of continuity. Hatchers, the family-owned department store nestled in the heart of the High Street, is celebrating a truly astonishing milestone — 250 years in business. Founded in 1775, it’s one of the UK’s oldest department stores and a living, breathing chronicle of British retail history. Paul Andrews spoke to Mark Raisey, the current generation of one side of the two families who continue as custodians of the family business today to find out more. To appreciate Hatchers' origins, you must cast your mind back to a time before income tax, when Lord Nelson was still a teenager and Napoleon Bonaparte a mere six-year-old boy. It was in this historical context that William Hatcher opened a modest drapery shop in Taunton, planting the roots of what would become a multi-generational enterprise. From Drapers to Department Store The story that followed is as rich and layered as the fabrics once sold from its shelves. William’s son, Thomas, became a respected Master Draper, with his son Demas continuing the family legacy. In a charming twist of fate, Demas fell in love with Catherine Blake, a fellow draper’s assistant. Their union not only joined two hearts but also two businesses — the Hatchers and the Blakes, resulting in the formation of Newberry, Blake & Hatcher. By the mid-19th century, the enterprise was thriving at Nos. 12 and 13 High Street. As the family and business grew, so too did the number of staff — a bustling household of 25 souls, including draper’s assistants, apprentices and a porter. By 1883, with the retirement of Rice Blake, the company took on its now-familiar name: Hatcher & Sons. Victorian Expansion and Diversification The late 1800s were a boom time for the firm. New premises were constructed at 54-55 High Street, complete with showrooms, workshops, and delivery facilities. The business diversified, offering everything from mattresses and furniture to a funeral service (established in 1869 with just £136 in capital). In 1898, the business became a limited company, with brothers Henry and Robert Hatcher steering the ship. Expansion continued through the early 20th century — acquiring neighbouring premises, launching new departments and even installing Taunton’s eighth telephone line. Surviving Wars and Welcoming Women By the 1920s, Hatchers occupied an impressive nine shopfronts on the High Street. New services such as removals and a ladies’ hair salon reflected the changing needs of its clientele. In 1928, the company purchased the buildings it had long leased, solidifying its roots in Taunton. Through two world wars and multiple generations, the Hatcher family remained involved, though by the 1960s, leadership began transitioning to professional managers. Yet the commitment to community and quality service remained unchanged. A New Era of Ownership The 1980s brought both threat and opportunity. As national retailers began circling, two long-time directors, Michael Hill and Clive Raisey, stepped in with their wives to buy a controlling stake in the business — safeguarding its independence. Their families remain at the helm today, with sons Mark Raisey and Stephen Hill continuing the legacy. In 2002, Hovelands Ltd — owned by the Hill and Raisey families — acquired the final shares from descendants of the original shareholders, bringing the business fully back into family hands for the first time in over a century. As Mark explains, “I see my role simply as the custodian of this business for future generations. As a family when we completed the MBO we never had any intention of changing the name of the business. Hatchers is the name above the door today as it has been for 250 years and is part of the history of the business, our legacy and essentially our reputation as well.” “It’s not a burden to be at the helm of the family business, especially in our 250th anniversary year when there has been so much attention of the business, notes from the community and inspirational tales of memories from the past associated with our family business. It shows that we are intrinsically part of our community with a proud heritage that continues today.” Standing the test of time for over 250 years is no mean feat, something that many fail to achieve so what is the secret of their long term success? “I am not sure that there is anything specific that we have done over the years that has helped us stand the test of time,” continues Mark, “although we do offer a service that people still want, based on traditional values associated with customer service. It differentiates us as a business and reinforces our uniqueness as a store at the same time.” “Like all retail businesses people are an integral part of what we do and our team are fantastic, many having been with us for years and love being part of our family. Whenever anyone new joins the team we know right away if they are a ‘fit for us’ and ‘get us’ and when they do, we know that they will be with us for the long run too,” he continues. Prior to joining the family business Mark worked for NatWest for nearly ten years and waited for a couple of years post the MBO to make sure that things were settled when he was invited to join the business. “Retail was not in my blood at the time but I have become at one with all aspects of the business and after 36 years have to admit that it is part of the essence of who I am,” he adds. As for the next generation, they have all been encouraged to go away and gain life experience and forge careers of their own but they are also learning skills that can be transferred to roles in the business too. “We will have to wait and see what happens but there may be opportunities for them to get involved and continue the family business into the next generation. We will just have to wait and see how things develop,” concludes Mark. The Store Today Modern-day Hatchers is much more than a department store. It’s a cornerstone of Taunton's identity — a place where generations have shopped, worked and made memories. Whether picking out a wedding gift, furnishing a first home, or visiting the salon, locals continue to rely on this High Street stalwart. As it marks 250 years in business, Hatchers is not simply celebrating its past — it’s looking confidently to the future. In an age of rapid change, this remarkable retailer remains a shining example of resilience, family tradition, and the enduring power of local business. Here's to the next 250 years.

Fire, floods, relocation, and a pandemic couldn’t sink Formans, the family-run smoked salmon supplier. Here’s how they stayed afloat. When I tell people about the fire, the flood, and the compulsory purchase, everyone says, what about the plague of locusts? Well, now we have the plague as well. - Lance Forman, Owner, H.Forman & Son and formanandfield.com Policy analysts have coined the term ‘permacrisis’ to denote an extended period of difficulty arising from a spate of unprecedented and catastrophic global events. From the financial crisis to Brexit, the pandemic to political instability, and global conflicts to economic turmoil, businesses of every kind have had to pivot. But for family enterprises, where the overlap of family and business systems means there is more at stake than financial capital alone, the risk is too great to do nothing. How do organizations stay resilient in an era of uncertainty and what does resilience mean in the context of not one, but several unprecedented and catastrophic events? I recently co-authored a research paper with Celina Smith, Emanuela Rondi, and Mattias Nordqvist that set out to answer this question for the first time. Published in the Journal of Management, the research explores the role of resilience across multiple adversities in family enterprises. H. Forman & Sons is the subject of the decade-long research project. Now trading as Formans, the fourth-generation family business produces smoked salmon for retail outlets, hotels, and restaurants across the world. It is the oldest surviving London smokehouse and is led by the founder’s great-grandson, Lance Forman, who in the last decade has seen the business face floods, fire, enforced relocation, and the pandemic. The paper explores the family’s reaction to each adversity and how they build and rebuild time and time again, getting stronger at every juncture. We use their story to offer research-based best practices for family enterprises to navigate changing parameters, overcome adversity, and build resilience. This meant not only moving out of the newly constructed and purpose-built factory but also out of London due to rising property prices The Plague Of Locusts Lance Forman joined his grandfather’s business as CEO in 1994. Four years later, a fire burned the factory to the ground and led to the rebuilding of a new state-of-the-art facility in Hackney Wick. Within a year of rebuilding, the River Lea burst its banks, causing flooding to the factory. It was a devastating second adversity to face within such a short period. After a six-month battle with insurers and another rebuild, Formans opened its third location in Marshgate Lane in 2001. Once more, the family and the business came back stronger than ever. Having realized the risk of relying on just one business discipline, Lance introduced a new home delivery service – Forman & Field. The business thrived. In 2003, an article was published linking the Marshgate land area to the London Olympic Games, which proposed that if London successfully won its bid to host the 2012 Olympic Games, Formans and more than 250 local firms and residents would face enforced relocation. Within a year, Lance led the Marshgate Business Group, mobilizing affected firms to fight against relocation terms, and, in 2005, London was announced as the winner. This meant not only moving out of the newly constructed and purpose-built factory but also out of London due to rising property prices. The intensity of the adversity would then increase as the firm faced protracted and acrimonious settlement negotiations with the government. In 2007, Formans built another factory, its largest building yet and within five years, the family purchased adjacent land to create a Riviera-style lounge – decentralizing their risk, expanding their business, and capitalizing on the tourism that the Olympics would bring. In 2020, the pandemic hit and Formans was forced to scale back production once again. The family opened a local shop, selling produce for staff at cost price, while online sales for home delivery soared. In each crisis, the family travelled through a cycle of five practices, which we illustrate with qualitative interviews as a perfect recipe for resilience. Organizational Fortitude Surviving one major adversity is an accomplishment, surviving four not only fortified the family but built confidence. The findings show that the Formans learned from each adversity and then applied that knowledge to the next, enhancing a notion that we introduce in this paper; organizational fortitude, which is used to define the propensity of an organization to stand resolute against adversity. In each crisis, the family travelled through a cycle of five practices, which we illustrate with qualitative interviews as a perfect recipe for resilience. It begins with fearing loss before moving into a proactive response of securing resources and entrenching support, fighting the battle, reframing, and then finally, pivoting. The paper offers practical examples of each motion, from questioning the survival of the firm during the fire to mobilizing staff to save documents and equipment from flood water, reframing an Olympic relocation battle into building a narrative in the press and pivoting into new facets of the business such as a home delivery service. The Formans transitioned from being victims of adversity to taking on existential threats and winning. Their story demonstrates that organizational fortitude is essential to creating long-lasting family business success and provides a list of traits, characteristics, and behaviours that are essential to overcoming adversity and building resilience. The family continued to look after their staff throughout each crisis, evident to no greater extent than the shop they opened during the pandemic to offer cost-price perishables to the team. Traits Of Resilient Family Enterprises One of these traits is concentrated ownership. Lance Forman, as leader of the family and business systems, was pivotal as he not only had a heightened sense of responsibility for saving the family legacy but could bring the business and family together. In my experience of working with business families, family ownership concentration spurs family businesses to engage in resilient behaviour when their survival is threatened, which might include granting jobs to the next generation or maintaining family harmony. The firm had a close-knit culture that meant each member was trusted to play a surrogate of the family, allowing Lance, as CEO, to delegate roles and responsibilities while he fought adversity. The more support the firm and its staff received from the family, the more they wanted to reciprocate loyalty and dedication by working longer shifts and even risking their own lives in the event of fire and floods. Shared values are present throughout the Forman story. The family continued to look after their staff throughout each crisis, evident to no greater extent than the shop they opened during the pandemic to offer cost-price perishables to the team. All critical shareholders shared family values, and with each crisis, the firm became bolder, more assertive, and secure in the knowledge that the staff were right behind them. Succession is pertinent too – and increasingly relevant within the shifting demographics of family enterprises today. When the fire destroyed the factory in 1998, Lance’s father, Marcel, was slow to respond. However, Lance was ready to step in and ran into the burning factory to save as much machinery as possible, carrying them through the night to make the next day’s deliveries. The high trust between father and son led to an implicit, uncontested, and seamless transfer of authority. Finally, family enterprises need to be willing to pivot. I have previously written about the paradox of tradition and innovation and how both need not work exclusively. Families can retain their heritage while innovating and pivoting to survive adversity. In fact, it can allow them to thrive. When faced with the third adversity in less than a decade, Lance pivoted. Rather than hiring a surveyor or real estate lawyer, he hired a media lawyer and put all of his efforts into building a media following and narrative – selling a David vs. Goliath image to the press during the Olympic relocation battle. The family learned it was not enough to be passive in the face of adversity but rather, they needed to seize the initiative and be inventive in retelling a story. Every single adversity was leveraged to make improvements, from rising from the ashes and modernizing facilities to expanding the business to capitalize on the adversity from the Olympics, change is inevitable, the question is: is your organization resilient enough to survive it? About The Author - Alfredo De Massis is ranked as the most influential and productive author in the family business research field in the last decade in a recent bibliometric study. De Massis is an IMD Professor of Entrepreneurship and Family Business at IMD where he holds the Wild Group Chair on Family Business and works with other universities worldwide. Access the full paper here  and join the conversation. How does your family enterprise navigate adversity? This article has been reproduced with the permission of the author.

In the hustle of day-to-day operations — dealing with suppliers, chasing invoices, managing staff, and keeping customers happy — it's easy for business owners to become consumed by the immediate. For family businesses, this intensity is often amplified. Family members wear multiple hats, blur professional and personal boundaries, and carry the weight of legacy on their shoulders. But amid the daily grind, one critical question often goes unasked: Are families in business spending enough time working on the business, rather than just in it? The answer, for many, is no. And the consequences can be quietly damaging — stalling growth, clouding vision, and putting the long-term future at risk. What Does It Mean to Work On the Business? Working in the business means managing the operational engine — sales, customer service, logistics, admin, and everything else that keeps the lights on. It’s essential. Working on the business, however, means stepping back to think strategically about where the company is going, how it’s growing, and whether it’s fit for the future. It includes: Strategic planning and innovation Succession and leadership development Governance and risk management Brand and culture alignment Financial modelling and investment decisions Market positioning and long-term value creation It’s the difference between running the business and steering it. Why Family Businesses Get Stuck in the Operational Weeds 1. Strong Emotional Attachment Family members often feel a deep emotional commitment to “mucking in” — to being visible, hands-on, and present in the thick of things. This ethos, while admirable, can lead to leaders neglecting their strategic role in favour of operational involvement. 2. Multi-Role Culture In many family businesses, people play overlapping roles: a founder may be both managing director and HR head, a sibling might oversee accounts and operations. With so many responsibilities concentrated among a few individuals, time for reflection and planning is rare. 3. Legacy of Self-Reliance Many family firms are built on grit and bootstrapping. There can be a lingering belief that strategic thinking is a luxury reserved for larger corporations. In reality, it’s a necessity for any business that wants to remain relevant and competitive. 4. Avoidance of Difficult Conversations Working on the business often involves tackling complex, sometimes uncomfortable issues — such as succession, shareholder disputes, or letting go of underperforming family employees. It’s easier to stay buried in operational tasks than confront long-term challenges. The Risks of Neglecting Strategic Thinking Without time spent working on the business, family firms risk: Lack of direction: Operating without a clear vision can lead to stagnation or reactive decision-making. Succession crises: Without planning, leadership transitions become chaotic or divisive. Missed opportunities: A focus on short-term survival can mean long-term growth areas are overlooked. Internal conflict: Without strong governance or structure, unresolved tensions can fester. Erosion of competitive edge: Markets evolve — and if the business doesn’t, it risks being left behind. Shifting the Mindset: Making Time for Strategy It doesn’t require stepping away entirely from day-to-day responsibilities, but family businesses must carve out intentional time and space to focus on long-term planning. Here’s how: 1. Schedule Strategic Time Block out regular time — monthly, quarterly — dedicated purely to working on the business. Treat this time as sacred. Step away from the inbox and phone. Use it to review objectives, performance, trends, and risks. 2. Build Governance Structures Family councils, boards of directors (with external members), and advisory panels can help keep strategic conversations structured and accountable. 3. Delegate and Empower Train and trust operational managers (including non-family employees) to run parts of the business. This frees up family leaders to take on their proper role as strategists and stewards. 4. Involve the Next Generation Younger family members often bring fresh perspectives and tech-savvy insights. Involving them early in strategic discussions can both prepare them for leadership and challenge outdated assumptions. 5. Seek Outside Perspective Consultants, mentors, or peer networks can help family leaders step back and see the business with fresh eyes. External input also reduces the risk of strategic blind spots. In the life of a family business, operational excellence is vital — but so is vision. The businesses that thrive across generations are those that find balance: rolling up their sleeves when needed, but also lifting their eyes to the horizon. Working on the business isn’t a distraction from the “real work”. It is the real work — the kind that ensures your family enterprise doesn’t just survive, but grows, evolves, and endures. As the old saying goes: “You can’t read the label from inside the bottle.” Sometimes, stepping back is the only way to move forward.

In the world of family businesses, the lines between professional and personal often blur. Your teams aren't just employees; they're often your siblings, cousins, and even your children. This deep connection makes the health and wellbeing of everyone within your business not just a strategic consideration, but something truly heartfelt. Prioritising their wellbeing isn't just about the bottom line; it's about safeguarding the happiness and security of your extended family and the legacy you are building together. While the demands of running a business can feel all-consuming, especially when juggling family dynamics, taking care of your team’s wellbeing is more vital than ever. Here are four reasons why wellbeing is a non-negotiable: 1. Protect Your Most Valuable Asset: Your People Absenteeism, where employees are physically absent from work due to illness, is an obvious drain on productivity. But equally damaging, and often overlooked, is presenteeism, where employees are physically present but underperforming due to illness, stress or fatigue. In a smaller team, the impact of even one or two individuals operating below their potential can be significant, disrupting workflow, delaying projects, and ultimately affecting your bottom line. Investing in wellbeing initiatives can proactively address the root causes of both absenteeism and presenteeism. 2. Wellbeing is Contagious: Positive Habits Spread Our habits are often shaped by those around us. When a team embraces healthy routines together, whether that’s moving more, eating better, or taking time to reset, the ripple effect can be powerful. Programmes like Habits for Health from Wellbeing People not only support individual wellbeing, but also create a shared experience that brings people closer together, reinforcing positive behaviours across the whole team. 3. Boost Morale and Team Cohesion in Close-Knit Teams Workplace stress can easily spill over into family life, potentially straining relationships that are already intertwined with the business. By actively promoting wellbeing, you can create a more supportive and less pressured environment, nurturing greater harmony both within the business and within your families. This strengthens the bonds that are the very foundation of your organisation. 4. Create a Legacy of Care and Sustainability The values you uphold today shape the future of your family business for generations to come. By embedding a culture of care and wellbeing, you are not only supporting your current team but are also laying the foundation for a healthier and more sustainable future. It's about building a legacy to be proud of, one where people feel valued and supported. Every success or setback in a family business rumbles through both work and home life, making wellbeing a shared responsibility and a collective commitment. When you lead with empathy and embed wellbeing into the culture of your organisation, you create a resilient, motivated team that’s prepared to weather challenges together and celebrate shared victories. Ultimately, wellbeing isn’t a perk, it’s a powerful strategy for long-term success and generational continuity. Ready to take the next step? Wellbeing People are a strategic partner of Family Business United so feel free to chat to the Wellbeing People team to explore how a tailored wellbeing strategy can support your business.

Leading a business in the UK today demands more than just commercial acumen. In a climate shaped by uncertainty, evolving workforce expectations, and rapid technological change, business leaders are navigating a landscape that is as complex as it is competitive. The challenges they face are varied and interconnected, requiring strategic adaptability and strong leadership. 1. Economic Uncertainty and Inflation Pressures Despite some signs of stabilisation, the UK economy continues to present significant challenges. Inflationary pressures have affected supply chains, reduced consumer confidence, and driven up operational costs. While interest rates have fluctuated in response to these pressures, uncertainty remains a constant factor in financial planning and investment decisions. Brexit-related issues further complicate matters. Trade barriers, changes in regulation, and increased bureaucracy continue to affect businesses engaged in cross-border commerce. This has added to the administrative and logistical burdens many companies now face. 2. Attracting and Retaining Talent Workforce dynamics have shifted dramatically in recent years. Skills shortages in key sectors, changing employee expectations, and increased competition for talent have made recruitment and retention a critical concern. Organisations are under pressure to offer not just attractive salaries, but also meaningful career development, flexible working arrangements, and a supportive workplace culture. In particular, younger workers are placing greater emphasis on work–life balance, personal growth, and the values of the organisations they work for. Businesses that fail to adapt risk losing talent to more forward-thinking competitors. 3. Navigating Digital Transformation Digital transformation continues to be a key priority, but it presents both technical and strategic challenges. Many businesses, especially small and medium-sized enterprises, are struggling to modernise legacy systems, integrate new technologies, and protect themselves from increasingly sophisticated cyber threats. The rapid pace of innovation — particularly in areas such as artificial intelligence, automation, and data analytics — requires leaders to make informed decisions about investment, implementation, and workforce training. Success in this area depends on having a clear vision, robust planning, and the capacity to adapt quickly to technological change. 4. Sustainability and ESG Demands Environmental, Social and Governance (ESG) considerations are now a central concern for businesses across all sectors. Regulatory requirements, investor expectations, and consumer demand are pushing organisations to demonstrate clear commitments to sustainability, diversity, transparency, and ethical practices. For many leaders, the challenge lies in embedding ESG principles into core business strategy rather than treating them as separate initiatives. This involves measuring and reporting impact, setting realistic but ambitious goals, and ensuring that progress is visible and credible. 5. Geopolitical Tensions and Global Supply Chain Disruption Ongoing geopolitical instability has heightened risk across supply chains and international markets. Conflicts, trade tensions, and regulatory shifts are all contributing to an environment in which resilience and adaptability are essential. Supply chain diversification, scenario planning, and investment in risk mitigation have become vital components of business strategy. Leaders must balance the need for global reach with the importance of reducing exposure to volatile international conditions. The Evolving Role of the Business Leader In this demanding environment, the role of the business leader has evolved. It is no longer enough to focus purely on profit and growth. Effective leadership today requires emotional intelligence, technological awareness, a commitment to responsible business practices, and the ability to lead through uncertainty. Resilience, agility, and a long-term strategic mindset are essential qualities for navigating today’s challenges and preparing for those still to come. For UK businesses, success will depend not only on responding to the present but also on anticipating the future.

In an era dominated by quarterly reports, rapid scale-ups, and investor-driven decision making, family businesses stand apart. Quietly but powerfully, they chart a different course—one that favours sustainability, reputation, and legacy over quick wins or instant profits. Across the world, family-run firms form a vital part of the economic landscape through the income they generate, the jobs they provide and the wealth they create. Yet, beyond the numbers lies a philosophy of business that is fundamentally different to their corporate counterparts: one that is measured, deliberate, and built with future generations in mind. A Different Set Of Priorities Unlike publicly traded companies that often answer to shareholders and market analysts, family businesses are typically driven by long-term goals. The pressure to deliver immediate financial returns is less intense, enabling them to invest in people, innovation, and infrastructure in a way that prioritises durability over dividends. For many family firms, success isn’t just defined by the bottom line—it’s measured by the business’s ability to remain resilient, relevant, and respected across decades or even centuries. Their reputation in the community, the welfare of their staff, and the health of their supply chains often carry equal weight to financial indicators. Legacy Over Liquidity This emphasis on legacy gives rise to a more cautious and conservative financial approach. Family businesses are often reluctant to overextend themselves with risky borrowing or unsustainable growth. While this may result in slower expansion, it also means they are better positioned to weather economic downturns. During crises—such as the recent pandemic—many family businesses demonstrated remarkable resilience. Their long-term mindset enabled them to focus on survival and recovery rather than appeasing shareholders. Some chose to retain staff on full or reduced pay, despite economic uncertainty, to preserve skills and morale. Others delayed profits to support local communities or protect family reputations. Investment With Purpose Family-owned firms are more likely to reinvest profits back into the business, particularly in staff development, product quality, and environmental sustainability. Without the constant demand to increase shareholder value, decisions can be made with a wider social or ethical lens. Take, for example, the many family-run food producers who have chosen to adopt sustainable farming practices—not because it maximises short-term profits, but because it ensures the land and business remain viable for future generations. Similarly, family-owned retailers often cultivate long-term supplier relationships, prioritising consistency and trust over cutting corners. People-Centric Leadership Employees in family businesses frequently benefit from a strong sense of belonging and security. Staff turnover tends to be lower, and the workplace culture is often more inclusive and personal. This people-first approach reflects the values of owners who are invested in the business not just as a financial asset, but as an extension of their identity. Furthermore, decision-making tends to be more stable, less influenced by market fads or executive turnover. While this can sometimes lead to slower innovation, it often results in better-considered, more durable changes. The Intergenerational Outlook Perhaps the defining feature of family businesses is their intergenerational vision. Business owners often see themselves as custodians rather than sole proprietors—tasked with handing the enterprise to the next generation in better shape than they found it. This means that strategic decisions are assessed not only on their financial return, but also on their impact on reputation, employee welfare, and family cohesion. Exit strategies are rare. Short-term profit at the expense of future viability is seldom an option. Balancing Tradition With Progress To be truly future-proof, family businesses must avoid becoming overly nostalgic or resistant to change. The most successful family firms are those that blend tradition with innovation, grounding their decisions in values while embracing digital transformation, diversity, and modern governance practices. Many are now appointing non-family executives to bring in external expertise, introducing professional boards, and creating family constitutions that help clarify roles and expectations. These moves help balance the warmth of family with the rigour of modern business. Family businesses may not always make headlines, but their quiet strength lies in the steadiness of their approach. By prioritising long-term stability over short-term profits, they forge enterprises that are deeply rooted, human-centred, and resilient through time. In a business world that often celebrates speed, disruption, and immediate return, family-run firms remind us of the value of patience, principle, and planning. They are not simply in business to succeed today—but to endure tomorrow. And that, in the end, may be the wisest investment of all.

In a world where business often prioritises quarterly profits and rapid expansion, family-owned enterprises stand out. They carry a legacy, a name, and a deep-rooted commitment to people and place. But this legacy brings with it a unique responsibility: the duty of responsible ownership. Responsible ownership goes far beyond holding shares or making strategic decisions. It’s about stewardship — caring for the long-term health of the business, the well-being of its people, and the values that underpin both. So, what does responsible ownership in a family business look like — in practice and principle? 1. Stewardship Over Control Responsible owners see themselves not as rulers, but as stewards. Their role is to protect and nurture the business for future generations — whether those generations are within the family or not. It requires thinking long-term, resisting the temptation of short-term wins that may compromise sustainability or values. It’s about asking: How will today’s decisions affect the company in 10, 20, or 50 years? That mindset reshapes everything from investment strategy to how staff are treated. 2. Embedding Values into the Business Family businesses often emerge from a set of values — hard work, trust, fairness, resilience. Responsible ownership means actively weaving those values into the fabric of the business, from how products are made to how people are managed. These values should not sit as vague words in a mission statement. They must be visible in action: in ethical sourcing, inclusive hiring, transparent governance, and a culture where employees feel respected and heard. 3. Accountability — Even to Family In some family businesses, decision-making is centralised around a founder or a senior family member. While that can bring speed and clarity, it can also lead to unchecked authority. Responsible ownership requires accountability — to the board, to employees, to customers, and, importantly, to other family stakeholders. That means clearly defined ownership structures, transparent financial reporting, and a commitment to fair governance. It also means being willing to hear criticism and make changes, even when it’s uncomfortable. 4. Balancing Family Interests with Business Needs One of the greatest challenges in a family business is balancing emotional ties with commercial decisions. Responsible owners recognise that the business must be managed on merit — not just familial loyalty. Employment of family members should be based on skills, not entitlement. Reward should be performance-based. And when conflicts arise — as they inevitably do — they should be handled with maturity, using formal structures like family councils or shareholder agreements to guide decisions. The best family businesses protect the company from internal politics. They know that family harmony is supported, not strained, when expectations are clear and fair. 5. Investing in People, Not Just Profits A responsibly owned business sees its people as its greatest asset. That means investing in their development, supporting their well-being, and creating opportunities for them to grow within the company. It also means leading with empathy. In a family business, a culture of care often starts at the top — and sets the tone for how every employee feels about coming to work. Responsible owners understand that strong businesses are built on trust, loyalty, and mutual respect. 6. Planning for the Future, Not Just the Present Without a clear succession plan, even the strongest family business can falter. Responsible owners understand that part of their duty is to prepare the next generation — and the business itself — for life beyond their leadership. That includes: Identifying and mentoring future leaders (family or not) Documenting the company’s vision and strategy Ensuring the business is financially robust and strategically relevant Creating structures that support continuity (e.g. trusts, governance boards) Succession isn’t just about passing the baton. It’s about equipping the next person to run the race — well. 7. Giving Back Responsible ownership often comes with a deep sense of place — a recognition that the business is part of a wider community. Many family enterprises are deeply embedded in their local areas and see giving back not as charity, but as duty. Whether it’s supporting local schools, funding environmental initiatives, or helping employees through difficult times, responsible owners lead with generosity and purpose. Because success, for them, is not measured solely in revenue, but in impact. In family businesses, ownership is not just a legal status. It’s a relationship — with people, with purpose, with the past and the future. To be a responsible owner is to embrace that relationship with humility, clarity, and commitment. It’s about building a business that not only lasts, but matters.

Family Business United is delighted to announce the launch of our third Global Family Business Think Tank Report which summarises the thoughts of over 120 leading family business owners, experts and advisers from around the world on specific topics that will help to shape family business discussions and strategies going forward including thoughts on the relevance of the three-circle model, trust, next generation engagement and the potential for conflict to impact family business growth ambitions. Key Findings : As well as the top level statistics that highlight areas that need to be on the family business agenda, we have included quotes from some of the global participants and a number of articles too. 86% of respondents think that the three-circle model is still relevant today. 94% of respondents believe that family conflicts can significantly hinder the growth of a family business. 92% think that family businesses struggle to separate family and business matters. 86% of respondents feel that family businesses are more likely to prioritise long-term stability over short-term profits. 87% of respondents think that the involvement of multiple generations in a family business can create more innovation. Emotional ties in a family business can lead to biased decision making according to 97% of respondents. 100% of respondents feel that building trust within the family is critical to the success of the family business. Only 14% of respondents feel that family businesses spend enough time on long-term strategic planning. Only 24% of respondents think that we have adequately defined what it means to be an effective owner of a family business. As Paul Andrews, Founder and CEO of Family Business United who published the report explains, "We hope that the report enables conversations to take place to bring the family business community together to further innovate, drive changes as a force for good and helps provide further support for families in business to continue to flourish for generations to come." "The aim of the report was to harness the collective voice of the family business community around the world and share their thoughts and comments on areas that are certainly being discussed in family business board rooms and there is certainly plenty to think about and for family firms that are looking to plan for the next stage in their journey, areas that they should, if they are not already, be considering." "This is the third of our Global Family Business Think Tank Reports and not only does it highlight key areas for family businesses to consider, it will prove useful in helping us to develop and deliver further resources, insights and thought leadership pieces to address the areas discussed and enable family businesses to continue the conversation." "We could not have compiled the report without the assistance and participation of our friends around the world and we are immensely grateful to everyone who took the time to share their thoughts with us, contributing to a document that will certainly make a difference too," concludes Paul. Download and read the full Summer 2025 Global Family Business Think Tank here: Furthermore, if you would like further details about the report, wish to supply your insights for the 2025 campaign or are interested in sponsoring the next report, please do not hesitate to contact us .

Following an incredible display of resilience and determination, staff from Manchester-based independent paint manufacturer HMG Paints, have successfully completed the demanding British Three Peaks Challenge. This challenge saw the HMG team conquer the UK’s three highest mountains over three days, raising funds for their three chosen charities of 2025: Cancer Research, Francis House Children’s Hospice and Memories by Hudson. The challenging event, saw 12 dedicated members of staff from HMG travel across the UK, pushing their limits to scale the highest mountains the UK has to offer: Ben Nevis in Scotland, Scafell Pike in England, and Snowdon in Wales. The team aimed to complete this task in their own style, tackling one mountain each day. The journey began with Scotland’s Ben Nevis, the highest peak the challenge had to offer. The team faced an unexpected challenge, as they ascended and descended on what turned out to be Fort William’s Hottest day in 20 years, with temperatures reaching a scorching 28 degrees during their descent and humidity soaring to 95%. This remarkable coincidence, aligning with HMG’s 95th anniversary, felt “written in the stars.” Next, the team looked to conquer Scafell Pike, England’s highest peak based in the Lake District. After their first climb, finding the motivation for the second climb was tough for the team at HMG. Despite their tired legs and the heat that lingered on the day, the HMG team rallied together and powered through, demonstrating great resilience and reaching the second summit. As the team powered through, they proudly raised their company flag at England’s highest point marking the end of their second journey. The final ascent took HMG to Wales’ Snowdon, where they encountered the full force of British weather. Winds at the summit of Wales’s highest peak reached an unbelievable 60mph, combined with relentless rain and hail, providing a true test to the team as they were close to the finish line. The successful summit of Snowdon meant that HMG had conquered both the Three Peaks Challenge, as well as everything British weather had to offer. Nathan Rayner, Production Operative at HMG Paints, reflected on the journey: “Character building, facing fears, sunburn, windburn, hail and rain, we faced all that British weather could throw at us. But through it all, it was a challenge filled with teamwork, banter and lots of laughter.” Throughout the weekend, the fundraising efforts provided by HMG’s community were nothing short of phenomenal. The team’s original goal of £1000 was not only met but surpassed before the climb had even begun, a testament to the incredible support from HMG staff, suppliers and customers. With this early success, HMG set their sights on a new target of £2500, which was once again met as the final peak was conquered. “The National Three Peaks Challenge turned out to be even more demanding than I had imagined” said Brian Dowling, HMG Paints’ Health, Safety and Environment Manager. “Mother Nature certainly played her part in testing us, but as the aches and pains begin to fade, what remains are the powerful memories of a truly shared experience. Completing this challenge and raising this money means a great deal, we may have set off as colleagues, but we returned as brothers.” HMG Paints is incredibly proud of the team, their effort and dedication to pushing their limits to raise funds for three great causes has been truly inspiring. For anyone who would like to support the fundraiser they can do so by visiting the HMG Paints Three Peaks Fundraiser page here

St Austell Brewery has announced the appointment of Don Davis as its new Chief Financial Officer (CFO). Don will be joining the brewing, hospitality and drinks wholesale company in August, and will bring with him more than 30 years of retail experience, most recently at national women’s clothing brand Hush, where Don served as CFO and contributed to the significant expansion of the business. Prior to that, Don held a number of senior finance roles, including Finance Director at global online retailer ASOS and Homebase. It was announced in March that current CFO, Colin Stratton, will be stepping down from his role at the independent family-owned business at the end of this year. Colin, who has been with St Austell Brewery for 29 years, will retain his current responsibilities as Company Secretary on a part time basis until he fully retires at the end of 2027. Kevin Georgel, Chief Executive, St Austell Brewery, said: “After an extensive search for our new CFO, we’re delighted to welcome Don to the business. His significant financial and operational experience, gained in a number of high-profile retail brands and growth-focussed companies, will add significant value." "As a business we continue to make good progress against our strategic plans, and we remain firmly on a growth trajectory. As such I am looking forward to working with Don as the latest addition to our Executive team and I am confident that Don’s wealth of experience and strong cultural fit will ensure that he will make a significant contribution in the ongoing development and growth of the company.” Kevin added: “Colin has been a mainstay at the business for almost three decades, and we would like to thank him for his significant contribution over his many years of dedicated service, we are grateful that we will be retaining his extensive knowledge of the business for a further two years.” Don Davis, new CFO of St Austell Brewery, said: “I’m incredibly excited to be joining an independent, family-owned business with an admirable track record." "As well as having a clear and compelling growth strategy, St Austell Brewery’s most recent financial results demonstrate continued momentum, and I look forward to working with Kevin and the team and playing a significant role in shaping the company’s next chapter.” Photo credit: Claire Connold Photography

High-Wycombe based RH Amar is celebrating reaching the £3m mark in its charitable giving. The family-run business, which acts as distributor for some of the UK’s most popular food brands, first made a commitment in 2013 to donate 10% of its profits each year to charity and since then has donated over £3m to charitable causes. Charitable donations are made each year to a wide range of causes from small to national. Over the past year, local charities which have received donations from RH Amar include Rennie Grove Hospice Care, Heart of Bucks Community Foundation, Stokenchurch Dog Rescue, Aylesbury Food Bank and Youth Concern Aylesbury Vale. James Amar, RH Amar Strategy & CSR Director, said: “Giving back has always been an important part of our family business." "We’re incredibly proud to have reached the £3m mark in our charitable giving, especially at a time when the need to support others is greater than ever." "This achievement reflects our belief in doing business better and our continued commitment to donate 10% of our profits to charity each year.” Each year charities are chosen by RH Amar’s Doing Business Better team, which oversees all CSR activity at the company. Colleagues are involved in choosing the charities RH Amar supports with every colleague invited to nominate one charity they would like the company to make a donation to. In addition to its 10%-to-charity commitment, RH Amar also offers donation matching to support colleague fundraising and, through stock donations from its distribution warehouse, supports local foodbanks. All colleagues are also offered a volunteering day to spend helping a charity of their choice. The company donates 10% of its profits each year to charity, with £3 million donated to charitable causes since 2013.