There have been crises before, some of them larger than others, but it is probably true to say that family business leaders have never previously faced challenges the like of which have been experienced in the past six months or so. The global pandemic has taken its toll in a number of ways and for leaders of family firms there has never been a more important time to lead. Family businesses are the backbone of the UK economy and the mainstay of communities the length and breadth of Britain. Times have changed and leaders have had to learn new skills, adapt and evolve – and more importantly for many, do so on a daily basis, Undoubtedly some have faired better than others, and some sectors been affected more than others too. Firms that have faired well have adapted swiftly, made quick strategic decisions and faced up to difficult conversations and for many, clear lines of communication, sound governance and good leadership have helped, together with clearly defined values, clarity of purpose and commitment from the broader workforce too. Leaders have had to adapt to a changing workforce, staff on furlough and many working from home and the situation has been changing almost daily. Leaders have shone through, communicating with staff in all manner of ways such as weekly video calls, personal emails, smaller team meetings virtually and in more innovative ways too. It may not have been easy at first but people have adapted well, embraced new technology and come together to keep businesses going. In many cases the pandemic has brought teams closer, improved communication and paved the way for better, quicker decisions being made and implemented. We are now seeing more people being encouraged to return to work but are undoubtedly a long way from having everyone back in the office, for reasons such as safe social distancing, unwillingness to travel and a new way of working that enables people to be productive working from home. Current ways of working will also create new challenges which will have to be addressed and leaders will need to manage the balance of people working from home with some in the office, some remaining on furlough for the time being and in some cases redundancies too. These are uncertain times and it is now more than ever that the culture and underlying values of the family business make a difference. Difficult decisions need to be made but there are various ways of making the same decision. Balancing teams is going to be a continuing challenge for some time to come but communication and strong leadership is essential, Leaders also need to recognise the impact of the new ways of working on their staff, some of whom may have been fully employed and working long hours throughout whilst their peers may have been on furlough. Some staff may also be working longer hours than normal to try and go the extra mile to protect their roles but these hours are unlikely to be sustainable in the long run. Being aware of the contribution of individuals and finding appropriate and fair ways of rewarding staff is also likely to be on the agenda. There are lots of challenges for family business leaders at the moment, many associated with simply keeping the business going and managing the day to day operations and it certainly is not easy. Then there is the need to focus on the future and the needs of the business going forward, new requirements as the business evolves and needs new skills and to think about the future challenges and opportunities that may arise, Above all, there is still a need for leaders to find some time for themselves, to take a moment to take stock and find some time out. Not easy but essential for their own long term health and well-being and to enable them to continue to lead the business during the next phase of the pandemic. Over the past six months I have spoken to numerous family business leaders and have never ceased to be impressed by their stealth, grit and determination to succeed, focusing on the long term even in the darkest of moments and making sure that they lead from the front. Family businesses are full of entrepreneurship, passion and drive to succeed, not just for the family but the broader community of stakeholders too. Family business leaders have had to step up and lead from the front, and have clearly done just that. Family businesses have been around for generations and will be here for generations to come. For some the challenges have brought forward the implementation of strategies that were on the agenda for the future, for others investment continues in new machinery, marketing and campaigns to reinforce their brands whilst others are sourcing new markets for their products and services. There is a lot going on and family business leaders undoubtedly have a lot on their plates at the moment but as has been the way for many generations, the ‘keep calm and carry on’ mentality is seeing businesses continue. Leaders are sourcing new skills, communicating and managing change, for some on an unprecedented scale but it is great to see that firms that have an underlying set of values, purpose and clear vision of where they are now, and where they are going, taking all the steps to achieve their ambitions. It is always easy to focus on the negatives, but as champions of the family business sector, we recognise the efforts, blood, sweat and tears that are being poured into the nation’s family firms each and every day and wanted to take a moment to reflect on the journey that many leaders have been on in the past six months. Clearly, businesses are going to have some tough times ahead and leaders more decisions that have to be made, some of them difficult, but family business leaders have risen to the challenge, are taking decisions for the long term to protect their businesses and continue to be the engine room of local and regional economies and the heartbeat of the nation.

World Wildlife Day is now become the most important global annual event dedicated to wildlife and is celebrated annually on March 3. PURPOSE – To celebrate and recognise the incalculable value of wildlife. World Wildlife Day celebrates and raises awareness of the world’s wild fauna and flora and was created by The General Assembly of the United Nations in order to reaffirm the natural value of wildlife and its various contributions, including ecological, genetic, social, economic, scientific, educational, cultural, recreational and aesthetic, to sustainable development and human well-being. It seeks to raise awareness of wildlife in the lives of the world’s population and to ensure that international trade does not threaten the survival of species, especially those that have been classed as endangered. World Wildlife Day also helps to raise awareness of the extraordinary diversity of wildlife and marine life that exists today and to educate people on how we can help conserve the planet too. Billions of people, in developed and developing nations, benefit daily from the use of wild species for food, energy, materials, medicine, recreation, inspiration and many other vital contributions to human well-being. The accelerating global biodiversity crisis, with a million species of plants and animals facing extinction, threatens these contributions to people. World Wildlife Day (WWD) is an opportunity to celebrate the many beautiful and varied forms of wild fauna and flora and to raise awareness of the multitude of benefits that their conservation provides to people. At the same time, the Day reminds us of the urgent need to step up the fight against wildlife crime and human-induced reduction of species, which have wide-ranging economic, environmental and social impacts. Given these various negative effects, the United Nations Sustainable Development Goal 15 focuses on halting biodiversity loss. Use the hashtags #WorldWildlifeDay Find out more about the day here GET INVOLVED by sharing knowledge and spreading the word, especially to children and youth. They are the future leaders of wildlife conservation and they deserve a future where we humans live in harmony with wildlife that share the planet with us. Share details of endangered species and habitats on different scales – locally, nationally and globally – as well as ways that people can get involved but most of all remember to celebrate the critical importance of wildlife to the planet. DOWNLOADABLE BANNERS FOR MARKETING PURPOSES

It is always great to take the opportunity to share the family business story. Family firms are the engine room of the UK economy and in this session for Tilney, Paul Andrews, Founder of Family Business United shares his thoughts on sustainability, challenges facing family firms going forward and the need for clarity of communication and for ‘family business matters’ to make it further up the agenda.

The latest in a series of family business interviews brought to you by Family Business United. In this episode, Paul Andrews hosts a session with Guillermo Salazar where they look at a framework for inducting the next generation into the family firm. An interesting look at the way culture can impact the process, the need to appreciate the family business narrative and the delicate need to bring the generations together to have what can be difficult conversations.

What do Wal-Mart, Mars, and Newscorp have in common? They’re family businesses. Vikram Bhalla analyses the unique strengths and weaknesses of family businesses today, contrasting it with the humble mom-and-pop store the term usually brings to mind. Vikram’s research has revealed that family businesses in emerging economies are the fastest-growing, most ambitious breed of companies in the world. He extrapolates some valuable lessons that these successful ventures can share for both family and traditional companies.

Macsween is a third generation family company established as a butchers shop in Edinburgh in the 1950’s. The company has passed down through a family of natural entrepreneurs. Following in his Grandfather and father’s footsteps the business is now under the leadership of James Macsween. The business has transformed over the years from that of a traditional butcher making haggis to a fully-fledged food producer, passionate about making the best tasting foods, prioritising environmental sustainability and recognising the importance of their people and place within the community. As a business, Macsween represents a family firm that continues to invest in their future, introducing new technology and new products to broaden and diversify their portfolio of products, whilst maintaining their desire to deliver quality and value at all times. As James explains, “We have a long history as a family of business owners with hard work at the core with four generations of crofters in the history that pre-dates the evolution of Macsween too.” “I joined the business back in 1992 and there has been a lot of change since then, in the business and the broader community that our products serve. Things are constantly changing and as a family business in the food sector you are only as good as the last order that you supplied and you have to keep up with trends and consumer demands.” As James continues, “The past couple of years have been tough, keeping the factory running and covid-free, plus investing in new products, keeping one eye on the future so that we continue to evolve and also doing our bit towards our sustainability agenda and net zero. Having said that, the team have been superb and responded well to the changes we have introduced and we have pulled together, focusing on what needs to be done in order to meet demand from our customers.” As a business owner there is always a full agenda and in the current climate there is certainly a lot more to take on board and address, not least the ongoing implications associated with Brexit, labour shortages, supply chain issues and the continuing pandemic. As James adds, “it is not easy but we are now trying to expect the unexpected a bit more and we try to err on the side of realistic and if something is not working take quick decisions because if you fail fast you fail cheap!” Looking ahead, James is optimistic about the future but there is also an air of caution. “We are only as good as our last order and there are plenty of pressure points but ultimately I love what I do, I make Scotland’s national dish and am fiercely proud of what we make and the overwhelmingly positive response that we get to our products,” concludes James. Macsween is certainly a household name and haggis is certainly an iconic Scottish dish, but this business is more than just haggis as they continue to innovate with new products and distributing to new markets, with an eye on the future making the products fit for future generations by reducing the carbon footprint of the business, automating where possible without affecting the quality of the products and doing their bit for the environment. As a business they are champions of all things haggis and constantly sharing new ways to use haggis in everyday cooking, from Bolognese to nachos, something that continues to broaden the appeal and extend its versatility too. Macsween is undoubtedly a great example of a Scottish family business that continues to thrive and be an integral part of the true essence of Scotland, something we hope continues for many generations to come.

When it comes to family-run businesses, there’s a common saying that the first generation creates a business, the second builds it and the third squanders it away. Is there any truth to that? Bloomberg TV India’s Mini Menon discusses how best family run businesses survive generations as she speaks to Professor John Davis, Senior Lecturer of Business Administration, Harvard Business School on Lessons In Leadership. Bloomberg TV India’s Lessons in Leadership With Harvard Business School is a special series that looks at the concept of Leadership across different kinds of companies. The series aims to put the spotlight on specific challenges that leaders face, within each category.

A Windermere hotel is using its extensive grounds and the backdrop of spectacular Lake District scenery to offer hawk walks for guests and visitors. Low Wood Bay Resort & Spa is working in partnership with Lake District Falconry to offer the intimate falconry sessions which allow participants to get up close to birds of prey and even have them fly to their outstretched gloved hand. Sessions start with the experienced falconers introducing one of the raptors, allowing participants to wear a falconer’s glove and have the bird of prey perch on their fist. This is followed by the opportunity to fly the hawk to and from the glove with expert guidance from an experienced falconer. Mark Needham from English Lakes Hotels Resorts & Venues says: “We’re very lucky to be able to offer our guests some of the best views across Windermere here at Low Wood Bay. So what better place to allow them an even closer step to nature by trying their hand at falconry." “During the hawk walks, there’s a chance to take on the role of the falconer, donning the gauntlet and calling the birds to you. It’s a great way to experience the unique bond between these birds and humans. We have a number of hawk walk packages to choose from, including options to make a day of it with spa treatments and a two-course lunch or afternoon tea.” As an integral part of the sessions, participants will also learn about the behavioural habits of the birds and watch one of the hawks perform a simulated hunt using artificial prey. Stephen Lea from Lake District Falconry says: “It’s great to add such a spectacular venue for our exclusive hawk walk experiences. Low Wood Bay guests can get to know our beautiful hawks and immerse themselves in their world against the spectacular backdrop of Windermere and the Lakeland Fells.”

Plenty of new businesses emerged during the pandemic with their eyes set on becoming the next generation of family businesses to make their mark. Paul Andrews spoke to the founder of one such business, Tom Newbold of Tomelier to find out his story. When was the business founded? The business was set up in May 2019. What does it do? We run in-person and virtual wine tasting events. Our point of difference is that all of our tastings are bespoke to a customer’s brief and budget. We source wine from a number of places depending on what the customer wants to achieve in their tasting. Unlike a lot of wine tasting companies, we don’t sell the wines we taste and as such the tasting does not turn into a sales event. This means we can be objective, discussing the shortcomings of those wines if necessary. We’re always open with our customers about where we source the wine from and how much it costs. Tell me a little about the history of the business? The business was originally established as a partnership and we found a niche in the market of offering wine tasting events at corporate venues and conference centres across the Midlands. We had a promising early few months building some good relationships with venues, but as things started to take off COVID hit, putting a stop to all planned events. During lockdown we dissolved the partnership and I took the business on entirely myself. One good thing to come out of lockdown was the development of our virtual tasting packs. We developed a way of sending out 100ml wine samples, securely and safely whilst maintaining the integrity of the wine inside and hosting a bespoke tasting via Zoom. As things have returned to normal we are doing a lot more in-person events again, particularly for social groups at the weekends. However the virtual tastings remain popular with our corporate customers where they may have staff or customers dotted around the country. What was your journey into the business? I worked in the legal industry for a decade but started to fall out of love with it and my long daily commute. When my wife, who is very successful in her industry, fell pregnant with our first child, we decided that I would take responsibility for the majority of childcare. I left my job and had a fantastic few months off with our baby daughter. During this time I took a wine qualification, mainly because I liked wine and wanted to test my knowledge. I really enjoyed the course so decided to look for a job within the industry which would give me access to further educational opportunities. I ended up working in wine retail which worked well with a pre-school age child to look after and gave me access to further education. During my time in retail I realised that what I loved most was talking to people about wine, helping them understand a little bit more about what they were drinking and giving them some tips to make better choices. Out of this the idea of the tasting business came about. What values are important to the family and the business? There are definitely a lot of shared values between how I run the business and how we live as a family. Honesty is a key value for both, whether that’s giving customers honest and frank appraisals of the wines or whether it’s encouraging our children to tell us how they feel and to admit to their mistakes. Enthusiasm is also very important. Our daughter does a lot of activities and we’ve always told her to give it her all in whatever she does. Similarly, when I’m running an event I always do my best to show my enthusiasm and passion for the industry to my customers. I want them to go away having had a great time and wanting to go out and explore the world of wine further. Do you build the family ownership into the marketing and brand narrative and if so, how? My wife is very important to the business. Whilst she has her own career she is always offering help and advice on how to build and develop Tomelier, she definitely has a better business brain than I! My love for wine really started on our honeymoon and a visit to the beautiful Hunter Valley in Australia and she is more than happy to be dragged around vineyards and wineries to do some tasting! Part of the brand is to show customers our understanding and knowledge of wine, as well as offering tips on what to buy. In this day and age this takes place across social media, and quite frequently our posts feature that family connection, perhaps by featuring a wine we particularly enjoyed at a family meal or talking about an issue important to us as a family, such as environmental change. What do you think makes working in your own business special? There is so much! When it’s your business you have complete control over the direction you can take it, yes there are higher risks involved in that but everything that has been built has come from decisions that I have made. It’s also great being able to be in total control of balancing my work and family life. I can take my son swimming on a Monday, my daughter to dance classes on Tuesday, and plan my working day around this. It does mean that there will be times that I have to work in the early mornings or late at night, but when it’s your own business that doesn’t matter. Are there any disadvantages associated with working in this business? Most customers want to have their tastings on a Friday and Saturday evening. This means I can’t be as spontaneous with my social activities as I once was. But to be honest having a young family prevents a lot of spontaneity anyway! Talk to me about how family was key in the decision behind establishing this business? Working in retail worked well when my daughter was at nursery, I could have days off in the week to look after her which was fantastic. However, retail means working on Saturday and when she reached school age my employer wouldn’t offer me the crucial work-life balance that I’ve come to realise is one of my non-negotiable life wants. Building my own business gives me complete control over when and how I do things with my family. Have you taken any particular steps in terms of governance to help protect the business for the future? My legal background has meant I’ve been fastidious in setting up my governance processes and I have taken on a financial advisor to support my business planning. As the business grows I would love to take on more advisors who could offer experience and connections to support my future goals. Is there a next generation in the wings? My daughter has just turned six and she’s definitely showing an interest in what I do. She has her own ‘tasting pack’ of different flavoured juices so she can run tastings with her friends and family, and loves being given the responsibility of choosing the wine for Sunday dinner, she typically manages to pick out the fancy ones! She has been accompanying us on vineyard visits since she was six months old and is pretty engaged with the process. At the moment her ambition is to be a cross between a teacher, astronaut, doctor and wine taster! What advice would you give to anyone thinking of leaving their career to start a new business? Go for it! But make sure you prepare, understand both the industry and the wider issues of running a business. Above all, talk to people and seek help. There are a lot of organisations out there designed to help new businesses. We received some invaluable free advice from our local Chamber of Commerce. I’m perhaps guilty of not seeking or listening to advice enough, but I’ve never received advice from anyone who was not just trying to help. If you could talk to your younger self before you started the business, what would you say? Take the chances and opportunities that come your way. I’m a little too risk adverse and on reflection may have missed out on some opportunities to push the business on further. If you could sum up the business in three words, what would they be? Bespoke, fun wine-tastings (yes I’m hyphenating wine-tasting!)

Dina Foods, which celebrates its 30th birthday in 2022, specialises in authentic, handmade Mediterranean foods, including artisan flatbreads, savouries and confectionery. Their well-equipped manufacturing facilities in Park Royal, London, operate to the highest safety standards and are constantly audited by BRC, IFS and third parties. The company proudly holds the highest accreditation for food safety including BRCAA+, IFS Higher Level and is Sedex Registered. The London-based family company is operated by the three Haddad brothers with the business being a leading supplier both in the UK and internationally. Paul Andrews spoke to Mr Suheil Haddad, Managing Director and founder to find out more about their family business journey. When was the business founded? March 1, 1992 What does it do? Dina Foods is a multi-national supplier of Mediterranean foods, including artisan flatbreads, savouries and confectionery. Tell me a little about the history of the business? My brother Amin Haddad and I first came to the UK early in the 1970s, with Fadi Haddad and Samir Haddad joining us in the 1980s. We set up one of the first Lebanese restaurants in the country, Fakhreldine in London’s Mayfair. It could accommodate up to 220 covers and very quickly Fakhreldine became a destination venue, the place to eat for authentic, tantalising and traditional Lebanese food. Soon after, we also opened Lucullus, a seafood restaurant in Knightsbridge; Noura, a Lebanese deli and shop in Knightsbridge; and Adonis in Fitzrovia, a casual dining Lebanese restaurant. One of the unique concepts behind Fakhreldine, was that as soon as a guest arrived the kitchen would be alerted and the chefs would produce on demand warm, freshly baked Lebanese bread – Khobez. This would be produced in the on-site special flatbread oven so that it would be ready for guests when they sat down at their table. The Khobez would then be served with olives and salad, followed by a mezza spread. Each guest dining at the restaurant would be treated as part of the family, eating the fresh authentic food and be part of the unique Lebanese hospitality in the heart of London. More and more customers asked where to buy the Lebanese flatbreads to take home, as they could not get them anywhere else. When we sold Fakhreldine in 1990, our vision was to be able to deliver the flavours of the Middle East straight to consumers’ homes and Dina Foods was launched as a bakery in 1992. As sales grew, we transitioned from being restauranteurs to running Dina Foods full time. It was a steep learning curve, going from restaurants to food manufacturing, we had to learn quickly. Dina Foods now operates from three dedicated factory spaces at the Park Royal estate in North-West London and employs around 160 people. We sell an array of flatbreads, baklawa and savouries such as falafel, across the UK and 18 European countries. Products can be found in restaurants, cafés, supermarket chains, airlines and wholesalers, in the UK and Ireland and around Europe. Are there any other family members working in the business? Yes. My brother Fadi Haddad is manufacturing director and Samir Haddad is engineering director. Our brother Amin, who was a talented chef, has sadly passed away. We also have a number of other family members, including some from the next generation, working with us. As a multi-generational business, what has helped your firm stand the test of time? Dina Foods’ business was built on the foundations of a reputation for quality and service which we had established in the restaurants. We started as a niche business selling the Lebanese flatbread, the Khobez and our now trademarked Paninette® flatbread, and we have grown organically from there. The credibility of the Haddad family name has always been key, customers know they can trust us. There is a very strong work ethic in the business. In thirty years, we have been through a recession but we have always been resilient. Our supplier and retailer relationships are key, and we value our staff. We have 160 staff now, and many have been with us for decades. During covid we did not make any redundancies and looking out for our staff members was a priority. Senior staff members have been with the business on average for 18 years, with all staff encouraged to develop their careers through training. Do you build the family ownership into the marketing and brand narrative and if so, how? The business has been built on the dedication and hard work of the family, and our values of quality, service, integrity and credibility are closely linked to that. Our family heritage and the authenticity of our products is vital to Dina Foods as a brand. What do you think makes working in a family business special? We are all passionate about the business and dedicated to it. It is an integral part of the life of the family. As you are working with your family, the time spent together is a blessing. We always come together at lunchtime and eat together, to catch up and chat. Seeing the business grow over thirty years has been incredible. We feel a great sense of pride when we see our products on sale in the retailers. What are the pros and cons associated with working in a family business? In our family business, we have always stayed close to our roots. Decisions can be made very quickly as there are fewer corporate layers to get through. There are clear lines of decision making, everyone knows who is responsible for what. If someone needs something, such as a new piece of equipment, they can get a prompt result. This also means that we can respond quickly in a crisis, which stood us in good stead over the coronavirus pandemic. Food manufacturing is an around the clock operation. The business has always demanded long working hours, seven days a week. You have to be on call in the night if a machine breaks down. It’s all hands-on deck, everyone lends a hand if a new contract comes on or there is an issue to deal with. We all carry the responsibility for the family, the business and our employees with us in everything we do. Is there a next generation in the wings? The next generation has been steeped in the business since childhood. Members of the next generation are now working in the business, including my daughter Wilda, as Project Director. What advice would you give to anyone in the next generation considering joining their family firm? I believe it is important for the next generation to work somewhere else before joining the family business, to get grounded, to prove themselves in a different environment, and to take their knowledge back into the family business. If you could sum up the family business in three words, what would they be? Innovation. Authenticity. Quality.

Westcombe Group is a leading London property developer, creating contemporary, luxurious homes and commercial properties of exceptional design and specification. Their 50 years’ experience of running a successful property portfolio is testament to their commitment to premium quality and outstanding service, delivering results to meet clients’ requirements and surpass their expectations. Paul Andrews spoke to Vraj Pankhania, the entrepreneur, humanitarian and successful founder of Westcombe Group to find out more. When was the business founded? The Westcombe Group was founded in 1975. What does it do? Westcombe Group specialises in revitalising beautiful Grade I and II listed and historic buildings which have fallen into disrepair, repurposing relics of our past into solutions for the future. The company is driven by providing homes to meet the demands of tomorrow, whilst maintaining Britain’s historic identity through its buildings. Our business model is simple, we purchase old, listed and office buildings which once had a social purpose but now have fallen into disuse. We then provide the necessary investment, care, and attention to re-purpose these properties, converting them into useful buildings such as luxury apartments, affordable housing, offices, and hotels. The design and materials are state of the art, while we ensure that our projects’ locations and finishing touches are characterised by thoughtfulness and precision. We also run the Dholak Partnership Homes; an affordable housing association founded in 2019, set up to help address the ongoing housing crisis. During the pandemic, it housed NHS and other key workers across London. Tell me a little about the history of the business? The Pankhania family originates from the Gujarat region of India. Over 100 years ago the family travelled to East Africa, where I was born. I vividly remember walking to school barefoot while my peers all wore shoes. It is this deprivation that drove me to achieve the entrepreneurial success my family enjoys today. I relocated to the UK in 1969 and was given an initial loan of £5,000 by a British bank in 1975, which I used to buy the company’s first property, a house on Westcombe Hill, South London. As they say, the rest is history! Are there any other family members working in the business? Family plays a vital role in the running of the Westcombe Group. I was keen to ensure that my sons, Kamal, and Sunil understood the importance of hard work, perseverance, and the value of money from a young age – therefore, they have been working in the business since they were teens. They now run the business as Managing Director and Operations Director respectively which is fantastic to see. As a multi-generational business, what has helped your firm stand the test of time? Westcombe’s values, which are ingrained into the fabric of the organisation, have been critical to its financial success and longevity. Family is at the heart of this. Rather than being motivated solely by short-term profits, we think about the big picture – how can we ensure the business is run in a way that is sustainable for future generations. We have never forgotten our humble beginnings. This drives the ethos of wanting to give back and help the communities which our properties home. It is this rationale which was behind the creation of the company’s philanthropic arm, the Westcombe Foundation, in 2008. Do you build the family ownership into the marketing and brand narrative and if so, how? We’re very proud of being a family business and we ensure that the Pankhania family ethos of transparency, trust, and dedication is communicated through our emphasis on building strong working relationships with clients and the communities we support. What do you think makes working in a family business special? Having built the business from the ground up whilst also raising my family, I cannot overstate the immense pride I have in seeing both aspects of my life having flourished and grown together. Passing the business down to my sons means that I can rest assured knowing the values, experiences, and principles of the Westcombe Group – which are the bedrock of the company’s success – will continue to play a fundamental role in the organisation for many years to come. The world has become so fast paced and change is relentless, yet family is one of the few constants left. Combining our ability to adapt and evolve, whilst never forgetting the importance of family, is the reason we have been a success over the last 50 years. Are there any disadvantages associated with working in a family business? As with any business which has a relatively small number of employees, managing personalities and interpersonal relationships is challenging yet critical to ensuring the smooth operation of the company. Now when you factor in our familial relationship, it creates a certain frankness and fire which may be absent in non-family business. This can, at times, cause clashes – however, I truly believe the business is all the better for it. And at the end of the day, when we all sit down around the table for a family dinner, business is left at the office! Have you taken any particular steps in terms of governance to help protect the business for the future? We are currently reviewing our processes internally with the aim of ensuring that our family values of transparency, trust, and dedication are enshrined formally within the company. Is there a next generation in the wings? Absolutely! I have 4 beautiful grandchildren who I’m hoping will step up and drive the Westcombe Group forward for many years to come. What advice would you give to anyone in the next generation considering joining their family firm? Be patient, humble and willing to learn – but also be ready to challenge the status quo. Although the adage ‘if it’s not broke, don’t fix it’ still holds firm today, the ability to innovate and evolve is what differentiates a good company from a great one. The next generation is key to this, and I look forward to seeing what new ideas my grandchildren will bring to the Group. If you could talk to your younger self before you joined the business, what would you say? Never take no for an answer. People will doubt and question you and your ideas, however, block out noise, lean on your family support and persevere. If you could sum up the family business in three words, what would they be? Intrepid, trailblazing, and enduring.

We are delighted to announce that Tamara Roberts of Ridgeview has been included within the inaugural Family Business United ‘Family Business Top 100,’ which recognises the exceptional contribution of individuals and their work within a family business. Recognition in respect of: Inspirational Leader Sustainable Development Ambassador Champion of Change & Innovation Family Business Steward Tamara is the Managing Director of Ridgeview, taking over the helm from her father. This is a pioneering and innovative family business in the Sussex hills and since 1995 has been producing world-class English sparkling wine focusing on quality and sustainability from grape to glass. Tamara leads from the front and has spearheaded significant investment and been instrumental in achieving B-corporation status. As a leader she inspires others and has taken the business from strength to strength, embracing opportunities and adding value each step along the way. Ridgeview is so much more than a vineyard, it is a place to meet, eat and drink with family and friends, to embrace the opportunity to taste award-winning English sparkling wine and to take a moment to celebrate. Tamara is the leader of a fantastic, pioneering family firm with family values embedded to the core and is a worthy addition to the Family Business Top 100.