The UPAC Group is Scotland’s largest independent packaging supplier with facilities in Glasgow, East Kilbride and Broxburn. They offer the only single source supply of all your packaging needs in Scotland and certainly have your packaging needs all sorted. Paul Andrews spoke to owner Chris Kelly to find out more. The UPAC Group has a history spanning over 50 years within the packaging industry and over the years has acquired key businesses and built on long standing relationships to transform the business into the largest packaging supplier in Scotland. As Chris explains “the business has developed to meet market demands and is constantly evolving to meet the needs of our customers. We have invested in the business in order to create a one-stop shop for packaging whereby we cover the entire packaging supply process from concept to final product delivery.” “As a collective, we offer the best solution for our clients’ box packaging needs, with access to specialist machinery in the manufacture of corrugated boxes, solid board cartons, lithographic laminate boxes, polythene products, labels and a distribution arm to ensure unrivalled packaging services,” continues Chris. “In addition, our full in-house design team is ready to work side by side with our clients to create solutions exclusive to their specific business requirements,” he adds. With 180,000 square foot of storage and a fleet of vehicles at their disposal, The UPAC Group is well placed to make sure products are always available when they are needed most. The size and scale of the business, means that the group have an infrastructure and buying power which allows them to offer the best options available in the market. This is a family business with a mission to become the pre-eminent packaging supplier in Scotland, rivalling the very largest companies across the UK. For Chris and the team, this aim is best served by remaining largely focused on the wholesaling side of the business, with a small number of specific, but important, manufacturing exceptions such as litho-printed carton manufacturing and litho-laminated carton manufacturing and labels manufacturing. As Chris continues, “Adopting this structure as both a wholesaler and manufacturer is quite unique, but it is enormously valuable as it means the company carry a huge volume of stock and achieve pricing that cannot be matched elsewhere. Ultimately, we are utterly determined to drive exceptional customer service and to consolidate our position in the marketplace through exceptional customer service.” The business continues to invest and innovative solutions are never far away. To meet the changing market demand, they have recently launched a new division, We-Pac. A Chris continues, “We saw an opportunity and We-Pac was launched as a result. With the profound effect Covid-19 has had on many businesses, from lockdown to mass furloughing, more and more companies have sought to outsource their packaging needs as they seek to manage reduced workloads, premises or staffing levels.” “We have been increasingly asked by our customer base for assistance both in stockholding and fulfilment. This new division effectively just crystalises the work we are already doing into something more structured and should result in both new jobs and opportunities at a time where our customers need support.” “The new division will operate out of our substantial site in Cardonald and is another positive step in the evolution of The UPAC Group as we seek to adapt to the ever-changing economic market conditions.” The UPAC Group is collective of family-owned packaging manufacturers and suppliers throughout Scotland consisting of WM Watson Packaging, Scotia Surplus Boxes, U-label-It, Merlin Healthcare Packaging & UPAC Cartons. It is constantly striving to improve the customer experience and looking at new ways to add value and with the drive, determination and entrepreneurial spirit leading constant evolution and innovation, this is a business that certainly appears to have things all boxed up! Find out more at www.upac.co.uk

Tilney, Smith & Williamson and Family Business United were pleased to present this webinar where we explore the idea of legacy in lifetime. The panel discussion was hosted by Founder and CEO of Family Business United, Paul Andrews who is joined by: PwC Private Business Woman of the Year, Jacqueline O’Donovan Managing Director of O’Donovan Waste Disposal; Mairi Mickel, SME Family Business Expert, Founder of Business Families and former Board member of Mactaggart & Mickel. Mike Wardlaw, Adviser, Tilney, Smith & Williamson In addition to sharing their individual stories of family business, we examine themes of legacy and creating a sustainable model for the future and how legacy can be influenced and created during a lifetime. Create the legacy you want to be remembered for.

The latest survey from Family Business United has identified the key challenges that are being addressed by family business leaders in board rooms up and down the country. The past year has continued to present plenty of challenges to family business owners throughout the UK and despite their response it is still a difficult environment for many, with prevailing uncertainty adding to the burden. We wanted to get a picture of the issues that are facing family businesses to highlight the complex agenda that is being addressed. The results are in and whilst some of the key challenges are not surprising, there are some challenges that are seen as more important than may have been expected. The 2021 Family Business Survey not only sought to look at the key issues that are keeping family business owners awake at night but also looked at some specific areas in more detail: sustainability, recruitment, hybrid working, investment and being a family business during the pandemic. The Top Challenges Facing UK Family Businesses Today: The economic climate (53%) Recruiting, retaining and motivating staff (51%) Rising costs of labour and raw materials (47%) Supply chain disruption (42%) Regulation, red tape and legislation (39%) Challenges associated with Brexit (36%) Environmental issues (30%) Sustainability and the road to net zero (30%) Cyber security (28%) Marketing, PR and social media (23%) Domestic competition (23%) Profitability and sustainability of the business (21%) As Paul Andrews, Founder and CEO of Family Business United explains, “These results give us a broad indication of the challenges being faced by family business owners as the pandemic continues to have an impact. It is well documented that the past year or so has been incredibly challenging, even for those family firms that have continued to operate throughout, and the boardroom agenda is packed with challenges that do need to be addressed.” “Along with the ongoing issues associated with the economic climate, Brexit and the pandemic there are specific issues coming to the fore around supply chains, rising costs of raw materials and labour and in some cases labour shortages.” “Family firms have shown their resilience and entrepreneurship over the last year or so and continue to be innovative in their business decisions but it is clear that there are concerns. Cash is, and always will be king, and with the need to repay loans, deferred rates and tax bills, and the return to work for more employees, it is clear that there are longer term concerns around profitability and sustainability.” “Much talk is going on around climate change and the environment and these issues are on the agenda, which is great to see, and we are also seeing more active consideration on business practices and changes that can be made to make a real difference too.” “Clearly people are important to the family business and in many ways the workforce are looked upon as the extension of the family but plenty of people issues are on the agenda around the UK. Businesses have spent a lot of time and effort engaging with staff, communicating with them and managing new ways of working but as restrictions ease and the numbers returning to the office rise, challenges around safety in the office, balancing working from home and in the office, hybrid solutions and continued engagement with the workforce are high on the list of things to address.” “Looking to the longer term, businesses are also investing for the future with many focusing on strengthening management and the board so that the business has the best people on board to drive the business as they build forward. Within the family, identifying and developing future leaders as part of the succession planning process still needs to be done. During the pandemic, many senior family members have got more involved in the business and not stepped back as previously planned, and these plans need to be revisited by some firms too and new plans/timetables put in place for a smooth transition to the next generation.” “However, speaking to many leaders from multi-generational family firms it is clear that history is helping as they have had to deal with significant challenges in the past, and as many see themselves as custodians of the business for future generations, it is great to hear them talk positively and optimistically about the future too with many believing that being a family business has helped over the past year or so and with aligned purpose and values, will undoubtedly help going forward. It is not going to be easy and there are inevitably challenges ahead, but the agenda is set and there is an incredibly positivity and resilience to survive and thrive as family businesses look to the future and address their own family business agenda, one step at a time,” concludes Paul. As Lyn Calder, Edinburgh Managing Partner & Head of Family Businesses at Anderson Anderson & Brown, sponsors of the 2021 Family Business Survey adds, “Family businesses are the engine room of the national economy supporting the nation through the provision of jobs, generation of income and wealth creation. They are also significantly involved in the place in which they do business and are a real force for good in communities the length and breadth of the UK” As Lyn concludes, “Many family firms across the UK have faced significant challenges before, especially those that have passed down for many generations and undoubtedly will continue to do so. The business environment is changing, and will continue to change as firms seek to embrace their responsibilities on their sustainability journey, but they will continue to react, adapt and embrace change to meet the challenges they face and to continue to be a force for good and make a significant contribution to the recovery of the nation. The survey clearly identifies the challenges faced by business owners around the UK and helps people appreciate that they are not alone in facing these challenges and it is great to be able to further understand the concerns of this rich, vibrant and diverse sector of the economy.” Download and read the full report below:

Mackie’s of Scotland is a fourth generation family business who have been farming at Westertown Farm in Aberdeenshire since 1912. Initially specialising in milk production for the majority of the 20th century; the family business evolved into making ice cream in 1986 and the farm now use the fresh milk from their own dairy herd to make real dairy ice cream. The company is currently run by three siblings; Managing Director, Mac Mackie with his sisters Marketing Director, Karin Hayhow, and Development Director, Kirstin Mcnutt. Mackie’s employ around 90 members of staff – including many other family groups working together within the business. Mackie’s of Scotland has become one of Scotland’s most iconic brands – listed in the top 10 Scottish food and drink brands. Proudly known as Scotland’s number one ice cream, it is also firmly established as one of the top five take-home ice creams in the UK. With the Traditional and Honeycomb flavours being all-time favourites in every Scottish family, Mackie’s ice cream is now available in all major supermarkets across the UK and is exported worldwide with sales of more than £2m in Asia alone. In 2009 Mackie’s diversified its business in a joint venture with the Taylor family, renowned potato farmers in Perthshire to make crisps and popcorn which are now available in over 25 countries with more than 20 different flavours. In 2014 the company expanded once more to create a chocolate factory on the farm – the range of chocolate bars include: Traditional, Honeycomb, Orange, Mint and Dark Chocolate are available in a number of UK supermarkets as well as Mackie’s new online store. The company also makes packaged ice, ingredients like honeycomb and sauces. Mackie’s also has its own parlour in Aberdeen, named 19.2, where it can offer a huge range of flavours and interact with its clients for immediate feedback on new products. The parlour was opened in 2017 and was named 19.2 to represent the number of miles it is from the family farm in Westertown. Mackie’s recently revealed its biggest rebrand in 30 years which includes new packaging and a new website, focussing on the company’s family farming heritage and its product’s ‘dairy difference’. The brand is an innovative thinker when thinking about its carbon footprint and eco-credentials. Its ‘sky to scoop’ ethos sees the brand create everything, from dairy products from its own herd to its packaging, as well as other ingredients on site. Renewable energy is a cornerstone of Mackie’s environmental policy and the climate positive company aims to become 100% self-sufficient in renewable energy. This year a £4.5m project is underway to install a low carbon refrigeration unit, adding to the on-site renewable energy production mix that includes four wind turbines, a bio-mass energy plant and 10 acre solar farm. It was great to be able to visit their Ice Cream Parlour in the centre of Aberdeen as part of the 2021 Scottish Family Business Road Trip and we have to say, the ice cream was unbelievably good!!

Succession planning is often cited as one of the key challenges facing family firms. In many cases it is the elephant in the room and simply not a topic that is discussed. In this session we will take a look at the issues around succession planning, consider some of the options available and explore ways to bring the topic of conversation to the table. Succession may be associated with difficult conversations but it doesn’t have to be like that. This session is being presented by Darryl Bates-Brownsword who is a UK Partner of Succession Plus, specialists in providing proactive, focused and strategic advice for SME owners to manage strategic Business Succession and Exit Planning. It provides a fresh perspective on succession and exit planning with a framework for engaging in the right conversations. Darryl is a dynamic, driven Business Mentor and Coach with over 20 years of experience and passion for creating successful outcomes for founder-led businesses. He is a great connector, team builder, problem solver, and inspirer — showing the way through complexity to simplicity. He has built 2 international multi-million turnover businesses; one now operating in 16 countries. His quick and analytical approach cuts through to the core issues quickly and identifying the context. He challenges the status quo and gets consistent, repeatable and reliable business results. Originating in Australia, Darryl’s first career was as an Engineer in the Power Industry. Building businesses bought him to the UK in 2005 where he quickly developed a reputation for combining systems thinking with great creativity to get results in challenging situations.

Managing a team of people comes with a new level of responsibilities. But have you ever considered the vast difference between being a manager and a leader? Harvard Business Review reports that 30 is the average age of a first-time manager while 40 is the age where people first embark on leadership training. This is a decade of lost years of building leadership skills – this can lead to ingraining bad habits and not practising to improve your style. Being a manager doesn’t automatically make you a leader. The main difference between a manager and a leader is that managers delegate tasks to those who work for them whereas leaders have people follow them and believe in what they’re setting out for the company. The best part of the last year has demonstrated that leaders need to be prepared and agile to respond to protect their business and employees. With this in mind, Impact has created an insight into the ways that managers can evolve and develop their skills to be leaders. It looks at aspects of leadership from the importance of communication skills, to earning respect from your employees to help emphasise that leaders have an opportunity to encourage and inspire their workers. Here, we will take a look at the four ways that managers can transform themselves into leaders. Respect Goes Two Ways Firstly, and most importantly, be respectable. Respect should be earned, not expected – no employee is going to consider a manager their leader if they don’t respect them. There are a number of things you should consider in order to gain your employees’ respect. After all, if they respect you, they’re likely to work harder for you, cooperate more with others, be more creative, resilient, and likely to take direction. These include: Leading by example. Be prepared to pick up tasks big and small, for example making your own cup of coffee or printing copies out to hand out to the workforce. Listen to your team. Open the floor for others to speak and allow them to voice their opinions on how to improve things. Holding steady team meetings opens up a dialogue of feedback and ideas. Follow through on deadlines and agreements. If you can’t meet your own deadlines, why should your team? If you offer to help someone on a particular project, honour that promise. Accept responsibility if things don’t work out. Communication is key Never underestimate the power of communication. Managers with poor communication skills often alienate their workers, leaving the team confused and with little faith that things are being run properly. Take time to communicate your ideas, expectations, strategies, and everything in between, making everyone else feel involved in what’s going on. You can do this by thinking of any strategy the same as telling a story to someone who knows nothing about it. You can focus on things you don’t know or what you need to understand yourself in order to relay it others. By involving your team and keeping them engaged, this will also allow successful executions and a happy, motivated team – you can’t expect a strategy to work if it isn’t understood and nobody is committed. Shape Company Culture Leaders should contribute to an active company culture. If workers’ characteristics don’t fit into the culture, this could influence their decision to leave. By defining a culture early on and recruiting those who fit into the talent pool, employees will feel comfortable which will have a positive effect on their performance. Harvard Business carried out research to find out which qualities are most important in leaders. 700 workers were asked which qualities they value the most – 70 per cent agreed that creating a culture of engagement is a very important attribute and results in lower turnover rates, more productivity, and more profitability. This reiterates what was mentioned in the first section – leaders must lead by example. They can determine how valued traits are within the business, for example, communication, integrity, and commitment. Employees who work in an engaging culture with their leader will have positive opinions about the company and will be strong advocates. Leadership Training Programmes Go over and beyond for your team and consider enrolling on leadership training programs. which are designed to guide leaders through key issues and how to effectively adopt forward-thinking strategies. Organisations are constantly evolving in the modern world, therefore so does the nature of leading. Building on agile and reactive skills can help you become a capable and inspiring leader. Leaders certainly have a big responsibility to inspire and encourage their workers – so it is important to do it properly.

Isle of Skye Sea Salt is a multi award-winning, natural sea salt made entirely from the mineral-rich sea waters of Loch Snizort on the Isle of Skye where they use just the sun and wind to transform it into pure sea salt crystals that have a distinct texture and flavour. The business was founded in 2011 and Paul Andrews spoke to Co-Founder, Meena Watts, to find out more. Tell me a little about the history of the business? The idea of sea salt came up when glancing at the loch in front of our house and Chris had a Eureka moment ‘Sea Salt. All the natural raw materials in front of us.’ We had worked in ‘sustainable’ led projects for numerous years. This was in line with our beliefs to care for and leave a better world for future generations. We wanted to create a business which from the outset was eco friendly from loch to larder. This was central to our ethos. We did not want to pay lip service to our values. Two years of research was conducted by Chris using his extensive experience in sustainable design to develop a solar evaporation process that would have minimal impact on the environment. Until recently, The Isle of Skye Sea Salt Company was the only UK Company to use a natural process using only the sun and wind to evaporate the water to produce the sea salt crystals. We began winning awards within 2 years of production and have been adding to the collection ever since. What generation are you and what are your first memories of the family business? We are the first generation. It was exciting to use our professional skills to create a product which intertwined with our beliefs. There was no text book to follow. This was a bonus as we developed a sustainable process throughout the whole production. How important is the business to you? We were already grown up when we started the business so were committed when we set it up. It has been a passion from day one. What was your journey into the family business? We are still running the business. We had a vision. We made it happen. The journey has been exciting, scary at times, but our joint skills have always helped us to move forward in the right direction. What values are important to the family and the business? Everything about this business is sustainable from Loch to larder. We have created a pure, raw unrefined sea salt with a distinct robust flavour and a ‘sweet’ finish which is loved by consumers, chefs and retailers. Do you build the family ownership into the marketing and brand narrative and if so, how? Yes. We ‘talk’ about our values underlying the production of our sea salt. It is important to us and a key reason why we went ahead with this idea. What do you think makes working in a family business special? We compliment and respect each others skills. We share the joys and worrying moments. Are there any disadvantages associated with working in a family business? It can be challenging to achieve a sensible work/life balance partly because of passion for our product. Have you taken any particular steps in terms of governance to help protect the business for the future? Yes, we are preparing plans for future ownership. Is there a next generation in the wings? No. However, we will be leaving a legacy behind for others to follow. What advice would you give to anyone in the next generation considering joining their family firm? Create something you believe in and work hard, at every level, to make it happen. If you could talk to your younger self before you joined the business, what would you say? Every success moment is a ‘yeeha’ moment. Every step back is a learning moment. If you could sum up the family business in three words, what would they be? Sustainable, durable, legacy. Find out more by visiting their website here

Every family business starts out with a plan and it is always great to find new family firms with an entrepreneurial story that has grown into something special. Paul Andrews spoke to Deepesh Vishaldeep, the second generation now working in this retail family business to find out more. When was the business founded? The business began in the 1970’s in the garment manufacturing trade. My parents used to make clothes for larger retailers such as BHS and C&A. What does it do? We started off in women’s fashion clothes and to this day we still have a retail shop in East London which we opened in the early 90’s. This was started by both of my parents and my brother and I joined in and around 2004. since joining the business has expanded into different sectors although the business remains family owned. Today we operate from 4 different retail shops (all on the same road and few doors apart). Each shop has a different purpose – a Womens Fashion Store, a Gift Shop, a Cookware Shop and a shop specialising in Indian spices. We also operate an ecommerce business selling cookware items and a newly established digital marketing business too. What generation are you and what are your first memories of the family business? I am one of the second generation, and the first memories of the family business would be helping my parents at our garment factory in Whitechapel when I was around 10 years old – I remember watching my parents work hard, seven days a week. Are there any other family members working in the business? Yes, there are four of us – my Mum, Dad, brother and myself. How important was the business in your life as you grew up? Growing up the family business was our life, and it still is, although we as a family have been able to take time away from the business as we’ve grown. However, the importance of working around the business has always been there, it’s like our forever little baby and because it is family owned, we are in charge of the day to day operations. We do have staff too but the business isn’t ever left only to our staff as we have been serving the community for many years and our customers have been a major part of our history and it is the personalised service from us as a family that has made, and continues to make a difference. What was your journey into the family business and what do you do now? I graduated in 2004 with a 1st class BA Honours degree and whilst I was studying at university I also worked at Currys (Dixons group). I worked there for almost 7 years, started working in the warehouse, taking deliveries in etc, then worked my way up to a salesman on the shop floor. I did really well selling and was quickly promoted to senior sales, then department manager and then became a trainee store manager. When I graduated from university I wanted to join the family business with plans to help it to expand. There was a shop vacant a few doors away from my parents, and with the help of mum and dad we acquired a 40-year-old running gift shop. I started my own business from there. 7 years into the business we needed more space, so we bought retail space down the road totalling approx. 4000spft whilst the other two shops continued trading. As a second generation business, what has helped your firm stand the test of time? I think it is definitely down to financial and moral support from our parents, their experience and guidance that has been the backbone of our business. We are all in it together, be it in our own departments but we are able to support each other when needed. What values are important to the family and the business? Honesty in dealing with suppliers and customers, hard work and no ‘get rich quick’ tactics! My parents still add value, be it old school values but these are important and probably will be passed on to the next generation. Do you build the family ownership into the marketing and brand narrative and if so, how? Not intentionally but being around for decades and dealing with the same customers and their next generations, the family ownership is definitely why people come to us, they’ve known us and come back for that reason. What do you think makes working in a family business special? It can be special but it doesn’t work for everyone. Luckily it has been special for us, we have grown and continue to grow the family business and are fortunate to have parents that are on the same wavelength. Thankfully disagreements are very rare, and it gives us time together as a family during the day. Are there any disadvantages associated with working in a family business? As mentioned above, disagreements can be a disadvantage and work pressure can be taken home but luckily our disagreements are minimal, and we try not to discuss work at home. Have you taken any particular steps in terms of governance to help protect the business for the future? We have been moving with the times and have had a web presence for the last 12 years. We were one of the first businesses to supply Ebay and Amazon with daily deals. We have our own brand of cookware products under Ignite Cookware so we have taken steps to make sure the business will still be standing for the next generation – if they choose to continue it. Our focus remains on the online side and during the lockdown’s growth was 12 fold on the online side and it was exciting to see the potential – I even completed my professional diploma in digital marketing to help me understand the marketing side of the online business. I continue to implement this and have seen some great results. I have also set up my own digital marketing business to help others grow online. I am also a part of Digital Boost (a charity) where I help people with a 1hr free consultation on the areas they need help in within digital marketing. Is there a next generation in the wings? There is but my son is only 4 so who knows what the future will bring! What advice would you give to anyone in the next generation considering joining their family firm? Be in it for the long run, keep work life and family life separate and most importantly listen to the more senior members – it doesn’t mean they are always right but there is always an in-between! If you could talk to your younger self before you joined the business, what would you say? Should have gone on a world tour before or taken a year out after graduating! I am happy with every aspect of my life within the family business, we can say it was destiny and it was always going to be different to working for someone. My younger self saw the family business as routine, saw my parents work long hours and long days without a break, that was the norm then but luckily today we are able to spend time away from the business. If you could sum up the family business in three words, what would they be? Vibrant, Futureproof, Hard work. Find out more by visiting www.ignitecookware.com

Assured Same Day Couriers was Founded in November 2019, started trading January 2020. It is a nationwide same day delivery company with access to 3000 vehicles from motorbikes to artic trucks which transport anything from urgent legal documents to camera equipment, stage props to medication and building materials. Paul Andrews spoke to founder Peter Lloyd to find out more. Tell me a little about the history of the business? After a career of 20 years at Thomas Cook Airlines which went bust in Sept 2019, I found myself out of work, my wife worked part time in charity retail but she quickly went full time! In the October I got a job for a same day delivery company as a Transport Co-ordinator. 5 weeks later I was out of work again as the owner decided to close the business. With 2 young children at home 2 and 4, my wife and I decided to start our own same day delivery business. I would be working at home, looking after the kids whilst setting up and building the business. What generation are you and what are your first memories of the family business? Although this is a new family business, I am not new to a family in business together. My Great Grandad started a Funeral Directors mid 1930’s which lasted 3 generations. Our house also had a chapel of rest and Dad would get called out 24/7 which always seemed to coincide with when we sat down for dinner together or when we were all together as a family. We were always around the business. Funeral cars at home, families of deceased coming round to arrange the funerals… One thing I learnt very quickly is the hard work that is required to go in to make your own business a success. Are there any other family members working in the business? Yes, my wife Emma. What do you do now? My main role now is booking in all of the deliveries, on the phone speaking to customers. Once the working day is complete I then catch up on all the paperwork involved. There is a lot of work going on with advertising online/social media. We have also just signed a sponsorship deal with Newport County FC where we sponsor one of their strikers. What values are important to the family and the business? Honesty and to be the best you can be. We teach our children to be honest with us and be the best they can be. An example is with my sons homework – if its difficult and he’s struggling to understand, its ok. All we ask is that you try the best you can. I also use these values in work. I am also honest with customers. Things can change quickly out on the roads and not always in our favour. I tell the customers straight, and don’t try and cover anything up. Customers know when something isn’t right so I always like to have a Plan B! What do you think makes working in a family business special? It brings the family close. My wife and I like the fact that we are self-sufficient. We rely on ourselves. Are there any disadvantages associated with working in a family business? I can honestly say that there is no disadvantage that I have come across. What advice would you give to anyone considering joining their family firm? Be prepared for it to be on your mind 24/7. There are no days off! If you could sum up the family business in three words, what would they be? Transparent, Flexible, Fun. Find out more by visiting their website here

2019 marked 100 years since Harry Percy Gibson formed H. P. Gibson & Sons Limited. Now into their fourth generation with Harry’s great-granddaughter at the helm, Gibsons are proud of their British heritage and that they are still providing fun family pastimes for all ages, 102 years on. The team and product offering have grown a lot over the last ten decades, however their values remain the same. ‘Bringing people together’ underpins everything they do: from encouraging people to play games, and creating a thriving working culture, to supporting a local children’s charity and valuing the relationships with their suppliers and customers. Paul Andrews got to meet fourth generation leader, Kate Gibson, to find out more. Kate grew up in the family business and remembers well the achievements and hard work put in by the previous generations. One of her first memories of the business was the visits during the school holidays with her cousins, earning pocket money assembling and packing games. Kate remembers fondly being given games to play with and test, all part of life in a business that is all about games and puzzles! Joining the family business was never originally part of the plan for Kate. As she explains, “It wasn’t something I had given proper consideration to, possibly because when I was younger, I didn’t fully appreciate enough what it was like to own and run your own family business. My Dad, Michael, was busy working hard to make a success of the business and there was never any pressure for me to get involved. I initially pursued my own career and headed off to university. After graduating I worked in the charity sector and other marketing roles.” Things changed in 2005 when Kate joined her Dad on a trip to the Autumn Fair at the Birmingham NEC. An Operations role had arisen in the business and with Kate considering her next career step, they decided she should give it a go. After a year and with a great foundation in the business, Kate transitioned into a different role playing to her strengths in marketing, product development and strategic insights. It was evident that Kate added value, bringing structure and people together and creating the culture that has become the very essence of what Gibsons is about today. In 2016, with Michael close to retiring, Kate and her Dad spent much time considering the future of the business. Kate continues, “There was a bit of soul searching and contemplating the responsibility that lay ahead. I have two young girls and I remember the long hours my Dad had worked. Work-life balance is, and always has been, important to me so we formulated a plan to take us forward making changes to ensure there is the right balance and that I am there for my daughters too. In October 2016, I stepped up to the role of Managing Director and have never looked back.’ For Kate, the role offered many challenges, but presented huge opportunities too. “It is a fantastic place to work. I love so many things about the business, why we do what we do, our purpose, and the people that we interact with each and every day. The business has energised me and the fact that we produce such fantastic products is great – there is always a buzz when I see one of our boxes on the shelf too.” Although her Dad has now stepped down and left Kate to run the business, he remains a sounding board and the company Chairman, so still retains a limited involvement today. As Kate continues, “We put a plan in place and agreed the way forward. Dad stepped back, reducing his day-to-day involvement in the business and let go. This was not easy for him as he had worked so hard for so long in the business but he did, helped enormously by the fact that he trusted us and even today, he remains an important asset because his knowledge and experience is so valuable. He was also very supportive and helpful to me in transitioning to the leadership role too.” As Kate stepped up to lead the business, she set out on a journey to transform and further build on the legacy of her father, empowering and trusting the team whilst building a broader understanding of the market and developing her skills. As Kate adds, “I sought a coach and joined a leadership group that added so much to my development and I also regularly attend conferences to help me continue to learn. I have prioritised our sustainability and championed our CSR programme ensuring we are truly part of, as well as helping the community. It has not been easy, and the pandemic has posed some challenges for Gibsons, as it has for many other family firms. “Managing change and growth can be daunting, but for me it has all been about remembering why we do what we do” continues Kate. “The pandemic and the need to review the way that we operate afforded us opportunities to look at everything we do. We thoroughly reviewed all of our systems, processes and contingency plans ensuring we embrace technology to really help us future proof the business, whilst appreciating the implications on morale and team dynamics with hybrid working practices. It also reinforced our values and the culture of the business which is important and will remain so going forward.” Like many family firms, values are integral to defining the business and Kate oversaw a review of the core values at Gibsons. Staff were consulted and the core values reaffirmed as Trust, Collaboration and Community. As Kate explains, “These values are so important to us as a family business and it is important that they are integrated into what we do and the way that we do it. It creates our culture and the very vibe of the organisation and helps us move forward with purpose and clarity.” “Obviously these values need to be demonstrated too and it is important to me that it all starts at the top with the way that we manage and lead the business too.” The audience for Gibsons products is continually evolving but it is all about bringing people together. As Kate explains, “Traditionally our customer demographic for jigsaw puzzles has been predominantly retired females who puzzle as a hobby, but over the last few years this has changed with the growth in mindfulness and many younger people stepping away from their screens to relax. We have had to change and adapt to the new audience and to ensure that we remain relevant to as many people as possible. Puzzles are tactile and offer the chance to sit, reflect and just ‘be’ for a moment in amongst our busy lives. Add to the mix our range of games and it is all about family and fun too. We’ve seen huge growth of the brand Internationally too and new audiences discovering what we do.” “I love the business and what it has become. I have a real sense of pride driving something that has lasted over a hundred years and our centenary was truly special. At times, I have had to dig deep and believe in myself, learning as I go and developing the more extrovert side of my personality, but this has really paid off." "I have found my place and been able to create a work-life balance that works for me, the business and the family.” As Kate concludes, “It is an honour and a privilege to continue what my great grandfather started back in 1919. Every day is different and there are times when running the family business brings challenges to overcome, but primarily there is pride and excitement at being part of something very special. Working at Gibsons means being open to adapting and learning new things wherever we can, ensuring that we move forward and get better at what we do. Games, puzzles, people and play just about sums up what we do here, but the most important of these is people.” “The Gibsons Gang are at the heart of our company, their passion driving us forward. I can’t wait to see what the next 100 years bring!” Find out more at www.gibsonsgames.co.uk

Ross Testa launched his social media advertising agency whilst at university in what turned out to be the start of what is becoming an incredible family business journey. Dad, Roy and sister Jodie are now heavily involved too. Paul Andrews spoke to Roy to find out more. As Roy explained, “I have a marketing background and over the years have run newspapers, magazines and websites so have always been involved in the sector. My son, Ross was at university and started his business venture and won a few clients such that toward his final year he asked me whether he should finish the course or continue to build the business.” “As any father in the same situation will tell you, this was not an easy decision but education is important and he had come so far that I told him to complete the course and then focus on the business. It was at that point, December 2017 that we set up the business together and began in a small basement office with no windows around 6 m sq, just Ross and a freelance friend and the business started to grow.” As Roy adds, “I was always involved but due to an existing position that I was tied to for a period of time, I was not publicly involved at the start. I was the sounding board and offered guidance and together our roles and responsibilities were being determined, something that has helped on the journey to date and is important when working closely with friends and family. I officially join the business during the first pandemic lockdown.” This is clearly an entrepreneurial family and one that works well together with plenty of communication and conversation. As Roy continues, “I have always been in business and the family has always been involved in one way or another and so the dinner table was often filled with business talk. Now that we are a working family business, we have not changed anything but far from the business taking over at home, we all actually appreciate the need for a work-life balance and we know when not to talk about the business too. There is an unwritten rule that if we are with people that are not involved in the business then it is not the topic of conversation either.” It is often a fine line but many families in business cross the line and the conversations take over but Roy and the family have found a balance that works for them, and is something that others would do well to follow. Clear roles and responsibilities also help maintain the balance too. As Roy adds, “Over the years in my own career I have really enjoyed employing people and with coaching and mentoring seeing them grow into competent individuals. Now, working with my own flesh and blood it is even more rewarding to see them develop and in the short time that we have been working together they have already come on leaps and bounds and to see them holding their own and delivering to really experienced brands is fantastic. My role is to oversee and steer the ship, supporting Ross, Jodie and the wider team as the business grows, drawing from my experiences and pulling things together.” Since starting out the business has grown, they have moved into a new, bigger office space and now employ 12 people. “We are a creative agency and need space and despite the pandemic found the office helped people to work together and bounce ideas,” he continues. “As a business our people are really important and they need to feel valued and we have worked hard to create a good environment in which to work, and to recognise and reward success too. Roles are clearly defined and it helps that as a family we all have different, and complimentary skills too. Ross is the networker, actively pursuing leads and business development whilst being the champion of social media and driver of growth. Jodie is responsible for the logistics and operations is organised and works well with clients and staff and Roy is all about the commerciality of the business and driving resources and structures as the business grows.” As a business they have an excellent client bank, many driven through referrals and recommendations, something that has come as a result of hard work, determination and a stroke of luck. The agency’s work was spotted early on by Lord Sugar and resulted in Ross being hired to create some video content for one of his businesses. Other clients followed included Chelsea Football Club, Volvo, Silverstone and others. Not bad for a business that was created in the final year of a university course and now continues to grow. This is clearly a close-kinit family who get along, something that proved vital as Jodie and Ross still live at home and as a family they were together a lot during lockdown! “We all have a lot of respect for each other and get along so whilst others may have found it a challenge, we were driven. We are driven to create something together and put in the hours we need to – as I am sure anyone else working in a family business will tell you, it is never simply nine to five!” Driven, determined and with a real sense of purpose, this is a business to watch in the years to come. As Roy confirms, “First and foremost we are a business but we love coming up with solutions for our clients and to enjoy what we do. We truly value all of our staff and despite sounding ‘corny’ treat them as an extension of our family." "We value them and part of our strength as a business is our people and we are proud to tell everyone that we are a family business. It’s who we are and defines what we do. However, we are forward thinking and want to grow and recognise the need to develop our people and offer them opportunities.” “We might be a small team but our team comes from all over the world and if their ambitions are to follow their own dreams in the future, we will encourage them and who knows we could be creating the family business leaders of tomorrow too,” adds Roy. For now, this family business is set to flourish, building on the individual strengths and capabilities of the management team, bringing in new skills as required, focusing on the values that matter and introducing frameworks and responsibilities as the business evolves. There is a palpable buzz and energy when you speak to the team which will stand them in good stead as they move forward too. But, as Roy concludes, “We work hard as a business and as a family and there is no letting up. Being a family business is no different to any other, as long as you treat family members the same as everyone else and there is certainly no ‘golden ticket’ just because you are family. But the fact that we work hard is not an issue. Working together as a family in a growing business is a dream come true for me and to help shape, mentor and see my kids flourish is a real joy. And above all, it makes a difference, something that our clients see, not just in terms of who we are and the culture we have created, but the quality of our work too.” The journey may only be a few years old but it is clear that there is a long road ahead as this entrepreneurial family business continues to move forward. Visit their website here to find out more.

For a family-owned business nothing is more important to an organisation than the nurturing and protection of its reputation. Having a family enterprise is not only a privilege – it’s also a huge responsibility. Unlike many boards of publicly owned entities, due to their personal connection, families have additional emotional investment in their business. They are in it for the long haul to create a legacy for their family. Custodians of valuable assets that provide for their family, and like all assets, its value needs protection. Carl Courtney shares his thoughts. According to the Institute for Family Business there are 4.8m family-owned enterprises in the UK which comprise 85% of all private enterprises. In the most recent figures from 2017, they collectively generated 28% of the UK GDP, amounting to a staggering £18.8 trillion a year. The message is clear – collectively, family-owned entities are big business. Family Firms Protect Their Corporate Reputation Generally speaking, family-owned firms tend to be more careful with their corporate reputation. After all, it’s more than just a business for them. It’s a reflection of their family and represents their place in the world. Successful family firms have the capacity to deliver an ongoing stream of revenue, and in some instances, significant wealth. Family owners see the value in the reputational insurance good Crisis Management brings to the table. Marsh Consulting hits the nail on the head, stating, “A dollar invested in Crisis Management returns $7 in averted costs." Investing In Privacy In my early twenties, when I had just launched my own PR firm, I was introduced to an enormously wealthy entrepreneur of a highly respected, but little-known family business. I pitched to him in his ‘office’ – an entire floor of an office block with only him and his office furniture occupying the space (a surreal sight indeed). I presented all the great ideas I had for getting him and his enterprises a high media profile, and how this would translate into further growth for him. He listened intently, and once I finished, he said he would be very happy to work with me, but my goal was to ensure he was never, ever featured in the media. His resolve was to invest in my services to keep his and his companies’ profiles as low as possible. Unbeknownst to me at the time, this was my first ‘Crisis’ client. Whilst nothing had gone wrong in his business, this hugely successful businessman placed a high value on investing in professional help to protect his reputation, and the reputations of his companies too. By reverse engineering everything I knew about publicity and learning the long-held sound principles of Risk and Crisis Management, I started on the journey of becoming a crisis management expert. Over the years I have worked for dozens of family-owned businesses (some for decades), putting in place systems and a knowledge set that protects the ‘family silver’ and allows them to sleep better at night. Five lessons From Family Business Crisis Management 1. Family businesses have a different, often more patient, perspective. They are more inclined to invest for the long term. This explains their tendencies towards having a crisis advisor – it’s a way of protecting their reputation in the long term. 2. “Experience is the name everyone gives to their mistakes.” – Oscar Wilde When young family members join the business, they usually learn the ropes from the bottom up. This learning period can result in teething problems that make for a good story. The better known the business, the more interested the media is. Contingency planning and the risk register need to reflect this, accordingly. 3. “You need people who can tell you what you don’t want to hear.” – Robert De Niro The term ‘family’ can be synonymous with fear. Non-family employees may have a predisposition to protect the family from bad news. However, this can be catastrophic if a crisis is emerging and available ‘time’ is everything. Training needs to be put in place to circumvent this avoidant, nervous behaviour. Making it clear that the messenger won’t be shot. 4. Trust and loyalty are often the drivers in a family business. Everyone in, or advising, a family business can be seen as an outsider if they’re not family. Trust has to be earned fast to be effective and loyalty is reciprocated. Families value longevity in a relationship and tend to hold onto their advisors once trust has been established. 5. Legacy is hugely important in family businesses. When the time comes to retire, accuracy of media profiles is important. This work needs to be done behind the scenes, and in advance too. Equally, when death occurs, accurate obituaries are non-negotiable. As with dealing with retirement, this sensitive work needs to be written and approved by the family. It bears to remember that age is not a factor here, either. However young the protagonists are, accidents and sudden ill health are, unfortunately, facts of life. Having this aspect of a family’s reputation managed by external specialist counsel is the most expedient method of successfully achieving this. Trusted Advisers Look After Secrets It’s true, family-owned businesses tend to be secretive. Unless their business is listed on the stock market, there’s no need to divulge too much. But being a trusted advisor and crisis counsel means we have to get under the skin of the business to be truly effective. In my experience, once you have proved yourself and deliver what you promise, you will likely forge a long-term relationship and become the sounding board for all sorts of situations. After a long-spanning career in crisis, I’m a bearer of many, many secrets!