We spent time with family business Director Steve Gaskin on his journey from Scotland Yard Detective to Director of Team Building & Team Development Company Right Angle Corporate Ltd. Why did you get into CSI? What attracted you? Following a great career in the Met Police I re-trained as a teacher, I ended up as head of learning and skills in the prison service. The combination of policing and education brought me to this point but I found it was a world I didn’t particularly want to remain into I was thinking of what I could do to run my own business. Initially I was teaching maths, hence the company being called ‘Right Angle’, but very quickly I found people kept asking me what it was really like to undertake an investigation. That was the spark of the idea to give people the opportunity to have an experience but with decent outcomes. Was there a moment when you were a kid that you decided it’s what you want to do? Any good anecdotes? My father was a policeman and living in central London and hearing his stories, I was determined that I was going to join the police. But where he was a uniform officer, I always wanted to be in the CID. To be a detective was everything I hoped for. I even left behind a girlfriend in France to come back and join, she wanted me to stay in France but I was so determined. What did you get from it? It would be hard to find a job that was so varied, everything from big adrenaline hits with the excitement to mind numbing periods of surveillance. I turned from a boy into a man, I extended my knowledge both academically (became a graduate etc), but also of life generally both good and bad. My specialism for many years was in relation to drugs and money laundering. The mental agility required in thinking like ‘the baddies’ was brain stretching and thought provoking. What do people like about the events you put on now – what attracts people to this kind of thing? TV in the UK includes an endless diet of crime programmes, people are fascinated by investigation and the criminal mind, I think it is those aspects that attracts people to the type of events that we run. We have won awards for team building event of the year. The flexibility of the events from ‘intelligent jollies’ to formalised team building and team development makes them an attractive proposition to many of our clients as they have measurable outcomes. What are the misconceptions about the job? Do people think it’s like the TV? Many people think it’s like the TV that all CID DCI’s are grumpy, swear at everybody and are ‘plod’, the reality is very different in terms of education, intellect and finely homed interpersonal skills. What memorable moments did you have? There are so many it is difficult to mention just one. From undercover work to following drug money from the UK, to Jamaica and the States, probably feature quite highly. Being involved in the arrest of Johnny Rotten from the Sex Pistols, to searching Buckingham Palace looking for an intruder and the Queen asking us to hurry up, all are part of wonderful memories. What are the best things and worst? The best things must be the variety and excitement, and the worst being the distress of victims and ‘man’s inhumanity to man’. What memories do you have from running the company now? Since starting the company there have been so many interesting things. Going from the public services to the world of the entrepreneur certainly took me up a large learning curve. I have met some amazing people, worked with wonderful companies including Toyota, TUI, Iceland, Gumtree, Suzuki, Intu etc, won awards, had media coverage, learnt about the world of digital marketing and employed a great team of people. What advice would you have for anyone wanting to do the same career? Policing or business? In truth for both, I would give the same advice, go for it, be determined, hold on to your integrity, care about other people and enjoy yourself. For more information - Steve was in the Metropolitan Police for 25 Years and has been an Adviser to BBC's Silent Witness. Steve also runs motivational and after dinner talks from the family events business. Please contact the team via their website here

Family business near Ipswich is celebrating 125 years in business under the fourth generation accompanied by the fifth generation who are fulfilling their apprenticeship. When it comes to family business milestones, the evolution to date over the past 125 years of Phillips Brothers is fascinating. Today, Phillips Brothers is a major bedding supplier of sawdust, straw and wood shavings to the poultry market and a brand leader for equestrian bedding throughout East Anglia and beyond. Who would have thought that back in 1894 when Harry Phillips who at the time was a fish carrier at Billingsgate Market was asked to supply oak sawdust for the smoking of fish that the business would have become the award winning family business that it is today. Phillips Brothers who operate from Raydon in Suffolk is a great story of a business that has grown from an entrepreneurial spark and one that continues today in 2019 where they are celebrating 125 years in business and under the management of the fourth generation accompanied by the fifth generation fulfilling their apprenticeship. Over the years the business has grown and continued to develop structures and governance to help it stand the test of time. Four successive generations have strengthened the business which is now run by the great-granddaughter of the founder, Jane Knapp with her brother Paul Phillips and their cousin Ian Phillips. The fifth generation is also now represented within the business as Rhys Knapp, Jane’s son is responsible for running the day-to-day operations. As a family business they continue to go from strength to strength, constantly investing in new machinery, new working methods and enhanced production methods to make sure that the business remains at the top of their game. With this investment and continued growth comes success, such as winning the East Anglia Family Business of the Year Award in 2015 in the national awards organised by Family Business United, the support organisation that champions the family business sector across the UK and beyond. Awards give recognition and for Jane it was a special moment for the family firm. As she explains, “With many of the statistics highlighting that many family firms fail to make it past the third generation, recognition of a long standing business like ours was particularly special , showing what can be achieved given hard work, dedication and the right approach to the business and the family over time.” For Phillips Brothers the focus has always been on a tireless and unrelenting commitment to embracing change, learning, continuous self-development and leadership. Putting the business first and taking proactive steps to make sure the business is well placed to meet the needs of the customers is key and one of the underlying reasons for the move of the business from London to Maldon in Essex in 1994 and then subsequently to relocate to their current home in Raydon. As Jane adds, “Being closer to our core customer base and having the space to expand and grow strategically has always been important and for a family firm that has been around for many years it is important to look at the needs of the business and to react accordingly. The move to Raydon near Ipswich has provided the ideal location for the next stages of growth for our business.” Jane and the team are focused firmly on the future, investing in the needs of the business at all levels. As Jane adds, “We try to provide opportunities for all our staff to grow and develop with us, as we have done with the development of our HGV 1 drivers, made all the more pressing due to the overall shortage of drivers in the UK.” Looking forward is always on the agenda which requires focus of the future leaders and managers of the business. As Jane adds, “Business is business first and foremost and for a family firm in particular it is important not to become complacent. We are always looking for future leaders and not just amongst family either. We need to have the right people in the right roles going forward and make sure that the time is invested to help people achieve their full potential, something that in the long run can only be good for the business too.” As a fifth generation family firm, Phillips Brothers have seen four transitions from generation to generation, something that many family firms struggle to discuss openly, let alone successfully manage. As Jane reiterates, “Succession planning can be a taboo subject for many but it needs to be addressed, discussed openly and in readiness for the next generation to have the time and responsibility to drive the business forward. For us, it has always been important for the next generation to have the skills they require in order to continue the legacy.” Jane is also a firm believer in networking and peer-to-peer learning to bring in vital ideas and frameworks too. As she adds, “It is important to see things from different perspectives and to seek input and ideas from outside too, helping to challenge what may have become the ‘norm’ over the years. It can be incredibly rewarding to hear from fellow family business owners and to hear their stories and how they have overcome some of their challenges, especially as they are often the same challenges faced by other family firms. Knowing that you are not alone is great but even better is the fact that you can learn from a peer group and get really practical insights into how to address things.” As a family firm, Phillips Brothers are celebrating a key milestone in 2019 – 125 years as a family business, and whilst the celebrations are ongoing, investment continues in a business that has continued to grow, develop its brand and generate increased loyalty and support from its customer base. As Jane concludes, “2019 is a year of tremendous pride for the entire family, an achievement that could not have been reached without the support of our loyal and dedicated team now and in years gone by. Previous generations built on the business that arose from the market all those years ago and we continue now as a fifth generation family firm with goals of our own. We continue to build on the work of previous generations as we aspire to being recognised as the number one supplier of animal bedding to the poultry and equestrian markets.” A great example of an innovative and entrepreneurial family business that continues to invest, focus on the future and develop frameworks to enable it to continue to flourish into the 21st century and beyond. History is important but focusing on the future is the key. We look forward to following their journey for generations to come. Find out more at www.phillipsbrothers.co.uk

There are several ways to provide liquidity to shareholders of privately held family businesses without giving up control of the family business and its legacy. Sean O’Down explains more. One of many challenges facing family businesses is how to address the various liquidity needs of shareholders. With publicly traded family businesses, this issue can be resolved simply by selling shares in the open market. But for privately-held family businesses, alternatives must be considered. Too many family business owners of privately held companies believe that the only way to generate real liquidity is to sell the business entirely. Thankfully, this is not the case. There are several ways to provide liquidity to shareholders of privately held family businesses without giving up control of the family business and its legacy. To identify the right liquidity alternative, we must consider two key factors: the amount of liquidity needed; and the importance of keeping the family business legacy for future generations. The list below highlights high- and low-level liquidity alternatives. In general, higher liquidity alternatives reduce control of the family business. However, only a complete sale of the company results in giving up the family business legacy entirely—a major financial and emotional consideration for multi-generational family businesses. High level liquidity alternatives : Sale of the company Partial sale of the company Initial Public Offering (IPO) Low level liquidity alternatives : Employee Stock Ownership Plan (ESOP) Redemption plan Special dividend Dividend distributions In exploring each of these alternatives, we must keep in mind that the time, involvement and cost of outside advisers and legal counsel can vary a great deal. Many family business owners find just the process of identifying, selecting and managing the appropriate adviser daunting. Sale Of The Company If the family business’s shareholders believe now is the time to sell, and future generations are either not interested in, or unable to run the company, then this is the preferred alternative. The sale of the company will not only generate the highest level of liquidity, it will likely generate the highest valuation for the business as the valuation will include a premium for control of the company. The process to sell a business can be time consuming for company managers and will require the hiring of an M&A adviser to run the process. Partial Sale Of The Company In some situations, a family may wish to sell only a portion of the business to generate liquidity and to access capital from a minority partner that can also provide strategic, operational or financial expertise. A partial sale will not generate the highest valuation for the family business but will provide meaningful liquidity. Also, a partial sale can be used as part of a two-step sales process to become better acquainted with the investor/partner before selling control of the business at a later point. A partial sale will require an outside M&A adviser and can take time to find the right partner/investor. Initial Public Offering (IPO) Another alternative that will generate significant liquidity is an IPO, which will allow a family business to sell equity through a public offering on a stock exchange. A family business can decide how much ownership to give up in an IPO and can therefore maintain control if the family desires. However, public markets will now determine the valuation of the company’s shares and a great deal of information related to the family business (SEC filings, etc.) will become available to the public. Investors and analysts on Wall Street will also scrutinise the company’s performance on a quarter by quarter basis. This process can be time consuming and will require the hiring of an investment bank to list the shares and handle regulatory issues. The sale of equity in a family business to an ESOP provides liquidity to the family and allows employees of a family business to participate in the ownership of the company. For some family businesses, a high level of cash on the balance sheet or an under-leveraged balance sheet can provide a one-time special dividend to shareholders to meet their near-term liquidity needs. Employee Stock Ownership Plan (ESOP) The sale of equity in a family business to an ESOP provides liquidity to the family and allows employees of a family business to participate in the ownership of the company. The formation and management of ESOPs is highly regulated, and the costs of compliance and management of an ESOP are considerable. Given the specialised nature of this alternative, ESOP advisers are usually hired to handle the transaction. Redemption Plan A redemption plan gives shareholders an opportunity to put their shares back to the company, on a periodic basis (usually annual), at a valuation determined by a third-party valuation expert. Typically, the number of shares allowed to be put to the company is modest (i.e., 2% to 5% of total shares). This alternative provides liquidity to individual shareholders seeking liquidity. Outside advisers’ involvement is narrowly defined and limited in this situation. Special Dividend For some family businesses, a high level of cash on the balance sheet or an under-leveraged balance sheet can provide a one-time special dividend to shareholders to meet their near-term liquidity needs. With this alternative, the family business must have the financial capacity to provide the special dividend and shareholders need to understand that this is a one-time occurrence and distinct from the regular dividend. Dividend Distributions Regular dividend distributions remain the traditional method of how privately held companies provide liquidity to shareholders, however, it is not uncommon for private companies to pay rather modest dividends relative to their publicly traded peers. If shareholders’ liquidity needs are relatively low, then a review of current level of distributions can be done to see if dividends could be increased to meet liquidity needs. These liquidity alternatives do not have to exist on a stand-alone basis and can be used in combination to satisfy the liquidity needs of shareholders of family owned businesses, which are often complex. It should be comforting for family business owners to know that there are liquidity options that do not result in the loss of the family business legacy. Each of these alternatives will require guidance. About the Author - Mr O'Dowd is the Managing Director of Silvercrest Asset Management Group LLC. Silvercrest now has the in-house corporate finance capabilities to address these liquidity concerns and any other related family business issue with the recent hire of Seán O’Dowd as managing director and family business adviser.

At Tewkesbury Park they live and breathe hospitality. Making every moment memorable is truly the raison d’être for the family behind this quintessentially British hotel set in the rolling Gloucestershire countryside. Set back from the road down a sweeping drive, just a stone’s throw from the scenes of some of the bloodiest battles during the Wars of the Roses, Tewkesbury Park is once more vibrant and full of life following the investment and dedication of the McIntosh family who have spent time and money restoring it. The hotel is beautiful and reflects the desire of the family who want to create the ‘top luxury hotel in the region.’ The journey started over three years ago now when Chris, Claire and their mother bought the hotel. As Claire explains, “Just over three years ago I had no direct involvement in the hotel sector but had worked in hospitality before with an operational HR role at Mitchells & Butlers and have always been fascinated by hotels. My Mum, Dad and brother are also keen golfers and lived locally so when we saw the hotel on the market there was an inevitability about the outcome!” This is a family with a vision and a belief in all that they do and it resonates the moment that you enter reception and are greeted by the staff. The family are on hand to oversee the developments and staff are attentive, willing and helpful at every stage, clearly sharing the pride and the warmth that the hotel exudes. As Claire continues, “This has been a real journey for us and we love it. We’re so pleased to have reached this stage with the central areas and all existing bedrooms refurbished, nine decadent historic suites and two new spa treatment rooms created, the health club given a facelift and the stunning new events and conferencing suite, the Cotswolds Suite, opened this summer.“ Tewkesbury Park was already a hotel when the family acquired it but it is fair to say that it needed significant investment and a dose of TLC to restore it to its former glory days. As a family, it took a little time to define roles and responsibilities, but having done so they’ve worked well together… the scale of the refurbishment projects has certainly helped maintain the focus. As Claire adds, “We just had to make decisions and work together to keep to the timetable and budgets. The fact that this was such a large project and we had so much invested in it, we spent hours discussing the plans and working together right from the start. We talked about the hotel a lot, and still do, and spend a lot of time together as a family in and out of work, so it is great that we all get on!” Like many families in business, getting time away from work is key to finding the right balance. For Claire, whose husband is a full time barrister and who has two young children, maintaining that balance is key: “Jack is six and Chloe is seven and they really do help me to switch off. They help to keep me grounded, and at their young ages they remain a priority for me.” This business is going from strength to strength and the family are continuing to find new ways to enhance the overall hotel and the experience for their guests. The long term plan is to build the hotel as a luxury destination hotel , a road that they are already a long way down, but what of the future? Claire is pragmatic in her response, adding that “who knows what the future holds and with the next generation still so young it is difficult to know if the business will pass to the next generation. We will encourage them to follow their dreams, create their own journey, and, if it results in one day them being the right people to work in and lead the business going forward, that would be great. But, we are a young business with lots of plans and don’t want to put any pressure on them either.” Within the hotel sector, people are the key to success, and having a clear vision and set of values at the outset is essential. As Claire explains, “values and tone of voice are incredibly important to us and our team here. We have taken the time to work out who we are and how we want to be recognised. This is really important and as a family we are here to help, on hand to deal with the guests and we really do live out the values that we uphold so dearly.” The staff are key too and like many family firms, the team here do go the extra mile. Family firms invest in their staff the length and breadth of the UK and we come across many that value the contribution of older employees too. One such example is Joyce who is now in her 81st year, has been at the hotel for 27 years and still works in the restaurant on a regular basis. As Claire points out, “the guests love her, as do we, and she is part of the fabric of who we are. Returning guests are delighted to be greeted by her when they sit down to dinner, and they send her flowers to the hotel on her birthday too!” Claire and her brother Chris are at the hotel most days and have clear roles and responsibilities, yet discuss things relating to the hotel on a regular basis. They are also collectively responsible for delivering the broader brand values of Independence, Hospitality and Distinction, which are evident to anyone staying at the hotel. As Claire concludes, “The hotel is a great way for us to work together and has really played to our strengths and skills as a family. I have loved being closely involved with the refurbishment and the proudest moment for me has been how the new manor house suites have come together and represent a real step forward in pursuit of our luxury hotel vision. We are always looking for the next step and the Cotswolds Suite and Berkeley Bar have been a fantastic addition to the hotel. The level of weddings and conferences in the diary going forward continues to increase, so we must be doing something right.” This is a family that have clearly enjoyed their journey to date, a successful one that has created a real jewel in the Gloucestershire crown, and one that is not only steeped in history but luxury too. A quintessentially British hotel in beautiful surroundings, history on the doorstep and clearly with lots more exciting plans for the future, a business that will undoubtedly make its voice heard further and further afield.

The release of the ninth PwC Global Family Business Survey comes at a time of extraordinary transformation. Digital technology is disrupting whole industries; sustainability is becoming central to the conduct of business; in the corporate and financial worlds, winning trust is more important than it’s ever been; and millennials represent an enduring demographic change. We believe that family businesses – often built around strong values and with an aspirational purpose in mind – have a competitive advantage at a time like this. They are trusted more than non-family businesses by a 16-point margin globally, according to a special report in the 2017 Edelman Trust Barometer. And it’s long been recognised that a family firm – ranging from a global enterprise to a business in a small community – is more likely than other companies to treat each day’s activity as an investment in the long term, prioritising broad stakeholder interests over satisfying the quarterly earnings cycle. Yet one consistent finding since we started this biannual survey in 2002 is that many family businesses are not yet turning these inherent advantages into a winning strategy to help secure profitable, long-term legacies. This latest survey suggests there is a great opportunity here. Indeed, a healthy 75% of our survey respondents felt that having a clear set of values created a competitive advantage. There was also evidence that businesses with annual growth of 10% or more tended to be those with a clear sense of agreed values and purpose. This plays into legacy in an important way. Family businesses are being propelled towards a vastly different landscape. The strategies that worked well in the past might not be sufficient to sustain their businesses in the future. How can family businesses harness the legacies of the past and strive for strategic renewal, using their values as a key differentiator? And how should the next generation play a role in tackling digital disruption while preserving the values of the business? There is an enormous opportunity for family businesses to start generating real gains from their values and purpose by adopting an active approach that turns these into their most valuable asset. No global survey of the health of family business in 2018 would be complete without looking at the challenge of digitalisation. There was a marked jump since our last survey (2016) in the number of businesses feeling vulnerable to digital disruption – a trend highlighted in PwC’s latest annual flagship CEO Survey as well. Many family business leaders recognise the digital challenge, and many are preparing for it. But there’s a real opportunity to boost engagement in the digital realm by enlisting the help of the next generation. Overall, our respondents expressed enormous optimism about future growth but also increasing concern about changing business models, digitalisation, cybersecurity, regulation and protectionism. They are thinking carefully about innovation and attracting and keeping the right talent for their business. This suggests that there’s never been a more pressing time to get the fundamentals right. For this year’s report, we surveyed 2,953 companies in 53 territories, covering a wide range of sectors, from agriculture to technology. We would like to thank the respondents for taking the time to participate. We were also privileged to speak with leaders at 10 of the world’s most prestigious and successful global family businesses. We would like to express our sincere thanks to them for being so generous with their time and insights. We hope you’ll find the report valuable and that its insights will help you make better decisions for your family business. Download and read the full report below:

Families in business are unique. While similar to any public corporation competing in the market place, they are fundamentally different in one important and vital regard…their family. Dean Fowler looks at some of the challenges and how a family council might help. As owners and managers, family members – a passionate group – have the power to shape the future success of their family enterprise. The power and cohesive unity of a family provides a distinct strategic advantage to family enterprises – so much so that they outperform the Fortune 500 – with higher profitability, deeper personal passion in their products and services, and more “patient capital” provided by continued family investment in the business. A recent study of successful multi-generational businesses conducted by JPMorgan Private Bank, concluded that the cornerstone for preserving a family legacy across the generations was effective family governance – a process to balance the passions and ideals of the family with the goals and objectives of the corporation. I call this governance process The Family Council . The purpose of The Family Council is to nurture and sustain healthy family relationships while promoting responsible, committed and active stewardship of all the family’s assets including its legacy of values. For successful multi-generational family enterprises, The Family Council is the crucible in which the hard realities of business and the soft complexities of the family are blended into a coherent vision for the future. This ongoing process of creating cohesion and unity involves four major facets (ingredients) which are outlined below: Powerful vision — To maintain continuity across the generations, the family must develop and communicate the central values and purposes that empower the family legacy. The shared vision becomes the cornerstone for enhancing effective communication among family members to build strong relationships through trust and respect. For example, just prior to his recent death, Sam Johnson produced an extremely powerful movie that captured the core values of the business and the dynamics between himself and his father. One of my clients wrote a history of the family showing how the values of the founders have been embodied in the fabric of the family and the corporate culture of the business. Educational development — Future generations must be prepared for their roles and responsibilities as family members and responsible shareholders in the business. In addition, the competencies and strengths of family members must be nurtured through both formal and informal educational opportunities. For continuity, the spirit of stewardship of the family legacy and the family assets must be nurtured in the next generation. Beyond college or graduate school, successful families involve the next generation in the critical issues facing the business, or the family foundation, as a learning opportunity. Balancing family and business — The Family Council provides strategic level guidance to the Board of Directors and/or the management team on issues that impact the direction of the business or the family foundation. For example, how will the core values of the family determine the types of business ventures that should be pursued? During times of inter-generational transition, in particular, the family must lay the basic criteria for the succession process. Should a family member lead the company? The Family Council also establishes the basic rules and frameworks for managing the employment of family members in the business. Responsible ownership — As shareholders, family members must work together to create the necessary legal structures defining their mutual relationships as owners, as well as their appropriate roles in controlling the family business, foundation or other family assets. In addition to designing the primary frameworks for their legal shareholder agreements, including liquidity strategies, formal governance of the corporation, and commitments regarding future investment risk must be addressed for long-term success across the generations. The initial work of The Family Council involves the creation of a comprehensive Family Constitution in order to reinforce the family’s commitment to function as a family, to foster the growth of the business and to assure the ongoing investment in the future of their enterprise together. The family constitution addresses such topics as policies on employment, retirement, and compensation of family members; the purpose, vision and mission of the family; the core values of the family that are the ethical compass for the business; guidelines and procedures for decision making, and finally issues concerning stock ownership, liquidity, and family philanthropy. The ongoing work of The Family Council uses the framework of the family constitution to deal with the complex issues that emerge both within the family, and particularly, the dynamics between the family and its ongoing ownership in the family enterprise.

Haggis and Macsween are world renowned. We spoke to Managing Director James Macsween to find out more about the evolution of this family firm. The Macsween story begins with Charlie and Jean Macsween, the grandparents of James Macsween who is currently involved in the business who opened a retail butcher’s shop in Bruntsfield, South Edinburgh in 1953. Previously they had both worked at Orr’s, the well respected butcher and game dealer in central Edinburgh, which was where they met. Charlie was eventually promoted to store manager while Jean worked in the accounts department. Mr Orr’s business was very much ahead of his time, with segregation of raw and cooked meats, its own slaughter house and even a dedicated engineer to look after the fleet of vans. After the death of Mr Orr the company ceased to trade, so Charlie and Jean decided to set up their own business. Dedication and entrepreneurship was at the heart of the business with strong family values and Charlie’s customers at Orr’s remained loyal to the new business and happily travelled across town to the new shop. Word soon spread and within a few years adjoining space was purchased to accommodate the thriving business and growing workforce. ‘Charles Macsween’ vans were soon to be seen delivering quality meat to private and wholesale customers all over Edinburgh. Like all good butchers of the time, ‘Charles Macsween’ made a range of home-made products such as pies, sausages and the now famous haggis. The business quickly established a reputation for quality, a wide range of all meats and games and the friendly and knowledgeable service from Charlie at the butcher’s block and Jean in the office. The second generation – John and Kate Macsween John was Charlie’s eldest son and had always been passionate about the business. On the day he left school in 1957 he put his passion into practice and started working alongside his parents. Father and son enjoyed a great working relationship and jointly ran the business under the name ‘Charles Macsween and Son.’ John learned all the aspects of retail butchery while developing his natural abilities in the manufacturing potential of the haggis and other company products. When Charlie died in 1975 the business passed to John but dynamic and challenging times were to follow. The growth of the supermarkets started to threaten the independent high street retailers and less time was being spent cooking traditional family meals at home in the kitchen. Being the natural entrepreneur that he was, John and his wife Kate saw opportunity aplenty in the specialised manufacture of haggis. James explains, “Dad (John) met Mum (Kate) at 19 and were childhood sweethearts and they signed up for the same goals, a nice house, a family and a successful business and that is not only what they set out to do, they succeeded.” As James continues, “Dad worked tirelessly to build the business and his devotion to the family firm soon began to pay off.” A chance to present Macsween haggis at a Scottish food fair in Selfridges paved the way for sales across the UK. John’s innovation and acumen for product development saw the introduction of the first vegetarian haggis in 1984 and this was another decisive moment in the company’s continued expansion. Kate’s blue sky thinking and John’s practical ability proved to be a winning combination and soon the words ‘Macsween’ and ‘haggis’ became intertwined. John sadly died in 2006 after a life’s dedication to the business that he loved so passionately. As his numerous obituaries testified, he achieved a very special place in people’s hearts all over the world. As James continues, “He elevated the status of Scotland’s national dish and rightly takes his place as one of Scotland’s inspirational entrepreneurs.” The third generation – James and Jo Macsween John and Kate’s children, sister and brother, Jo and James joined the business in the mid-1990’s. When their father passed away in 2006 they both took on joint responsibility for running the business as it entered the next stage of its journey. Both grew up doing their homework in the offices of the butchers’ shop, inhaling the smells of matured meat and steaming haggis. During the holidays, they served the very particular requirements of Edinburgh’s Morningside ladies and thereby gained very early insights into the challenges and rewards of excellent customer service. On joining the business full time, working with John and Kate, Jo set about nurturing and building the brand, while James started to make operational and technical improvements, ensuring that their haggis was consistently brilliant every day. In 1996, this multi-generation team created the world’s first, custom-built dedicated haggis factory. Since taking on joint responsibility for running the business, Jo and James have driven an obsessive focus on making authentic haggis to the unique family recipe, concentrating on quality, product innovation, employee engagement and sustainability. Their successful microwaveable haggis and black pudding products are testament to this, launched to serve time-pressed customers who do not want to compromise on quality. The company embraced the digital age too and have taken a lead in sustainable management and reporting. The future James Macsween continues to champion and celebrate the haggis in all of its glory, and continued hard work and dedication to continually improve sees new products being brought to market too – Sausages and Gluten Free Haggis for example. As James explains, “Over the last twenty years or so Macsween has focused on excelling in the manufacture of haggis, and I think that the numerous awards and accolades that we have been awarded is testament to us continuing to achieve that goal.” James has the same passion for haggis and the business as the previous generations. “I genuinely love what I do,” he adds, “but am fully aware of where the business began and the fond memories that it provides from growing up in and around the business. I guess being involved in this family business has become instinctive, there is something about it being yours and having your name above the door adds to the pride, and helps keep the eye firmly focused on the business too. “ Working with your parents can be tricky but as James explains, “I never regretted joining the business at all, even in the early days when Dad and I ‘rubbed swords’ due to our similar personalities but at the end of the day it was business first and the business is essentially the common denominator for all of us anyway. The experiences have stood me in good stead and the entrepreneurial flair and dedication to the business and the underlying values have helped me become the person that I am today.” Macsween is undoubtedly a pioneering family firm being the first company in the UK to embrace microwaveable food technology and continuing to embrace opportunities both at home and abroad, where Macsween are hoping that the ban on exporting haggis to the US will be lifted. James, is however, aware of the heritage and history behind the Macsween brand, something that his own children have reminded him of from time to time, such as one visit to the factory when he was asked, “Dad, what are you doing here in Granny’s factory!” There are continued pressures on the business to grow and in order to do so there are plans in place to open a new, purpose built manufacturing operation in 2018 which will see all of the operation under one roof, with space to grow further too. As James adds, “These are exciting times for the business and the brand, but we remain true to our values and our roots, clearly identifying the family company origins dating back to 1953 on our packaging, and we’re proud of who we are a business. Not only is this a great point of difference but it also shows that we are a brand that is real and honest, and as our company strapline says, ‘trust us to be interesting.” A fine Scottish family firm that is continuing to push the boundaries and harness their reputation as manufacturers of fine foods and guardians of Scotland’s national dish.

Over time a Family Constitution can gain such moral weight that contradiction becomes unthinkable. Bryony Cove and Sonal Shah of Farrer & Co explain more. Family businesses are as old as civilisation itself. But family and business are not necessarily natural bedfellows. They operate under different cultural systems; family is safe and protective and business can be hostile and competitive which can create tensions between the two, particularly as a business expands. Wealthy families with businesses are beginning to recognise this tension and are fighting back, often through the use of a Family Constitution. Just as the constitution of a country tries to balance the different needs and visions of its people, so too does a Family Constitution in the family context. It can be named many things – family contracts, family charters, codes of conduct, mission statement, etc. Essentially they are all trying to achieve the same aims: To set out the family’s shared vision and ethos which underpins the conduct of the family business: To articulate the relationship between the family and the business including setting out how decisions affecting both will be made; To set out the mechanisms for the succession of the business and shared expectations of how family members should behave towards each other in the context of both the business and the family. Family Constitutions can be long or short, simple or complex and drafted either by family members themselves or professionals. They are personal documents and as such are not normally legally binding. However, over time a Family Constitution can gain such moral weight that contradiction becomes unthinkable. We find that families who run large businesses are often too busy to deal with what are often seen as “softer” issues such as communication and management of the family as part of the business. The idea of a Family Constitution is often dismissed as far less important than the everyday running of the business itself. However, the impact of having a Family Constitution can be significant. The process of creating one in itself addresses questions which may not have been considered before: Who should be involved in preparing the document? What issues should it cover? Should non-family members (such as key employees or managers) be involved? These questions can then lead to a dialogue which many families simply do not get around to having, often until it is simply too late. Without the pretext of a Family Constitution, important questions can go unanswered, for example: How important is the continuation of the business? Should it be sold in the future or retained for future generations? •How should the business be managed, both now and in the future? •Should there be regular family meetings? •Who is expected to do what, both within the business and within the family? Often, by the time families consider a Constitution, it can be too late. The catalyst can be the retirement or death of the founder of the business (usually the head of the family) or when serious disagreements occur such as over a child’s divorce or even prospective marriage. Passions can often run high and factions may have already appeared. The best time to embark on a Family Constitution is precisely when the need for one is not obvious – during a period of stability and harmony and when there is little or no conflict. That way decisions can be taken objectively and calmly and ensure that the procedures are in place and ready to be used before the unexpected event or disagreement occurs. Just as each family has its own individual dynamic, challenges and taboos, so each Family Constitution will be unique. Often the finished result is not the most important thing; it is the thought and effort that goes into creating it and the discussion this requires. However, Family Constitutions should be treated as living documents and families should be ready and willing to update and adapt it as circumstances change. Family Constitutions cannot prevent conflict; however the successful development of one often results in better communication and greater harmony within the family. Commercially, a Family Constitution can help ensure the success of the business and ensure its survival for future generations.

Here, we examine the ownership role in a family owned business in Asia – not the management or leadership role but the impact of ownership highlighting some of the ownership issues to consider, with the underlying assumption that there is a family objective of wanting to continue the business as a family business; and of keeping the business in the family across generations. When Does Ownership Start To Matter? If there is a full overlap between ownership and management, for example because you have a sibling partnership and all siblings work and own shares, then does it make sense in practice to think about a separate ownership role? It will probably make sense to think separately about the ownership role once you have future potential family member shareholders (e.g. the next gen) who are old enough to start participating in family meetings. The Patriarch Does Not Think About Ownership In overseas Chinese families there is a tendency for the first generation founder (“the patriarch”) not to think about the question of ownership. However at the same time there is a tendency to divide up ownership equally among the next generation. The first generation patriarch has never experienced a split between the ownership role and the management role, so the impact of such a split in roles may not be an issue that the patriarch is aware of. The patriarch may assume that the child who is going to succeed him in running the business (the future business leader) will enjoy the same degree of control that the patriarch has had. That the future business leader will have the support of the other family member shareholders is often something that is taken for granted. It may be assumed that if, for example, the eldest child is appointed as the next business leader, they can simply rule over their younger siblings because of family hierarchy. However in practice, after the death of the patriarch, younger siblings sometimes revolt! The next generation business leader will not enjoy the same degree of control and authority as his father had. Leadership Succession & Voting Control When you are thinking about who is going to succeed in the second generation as the business leader, one common question would be whether that future business leader needs to be given a bigger share in the company if not a majority vote. Another option to think through is whether to use voting and non-voting shares, apparently a common practice in the US. But You Can’t Ignore Relationship Issues However, these legal mechanisms do not rule out the need to think about the relationship issues. Even if you have a minority shareholder or a shareholder holding only non-voting shares, you can still have relationship problems that upset the ability of the business leader to lead the business. Just think of the example of Sally Bingham. In addition, research shows that (i) emotional commitment from shareholders matters in a Chinese family firm and (ii) shareholders who do not participate in management will have a different perspective than those that do. Maintaining the emotional commitment of the outside shareholders is an important concept here. If the goal is long term family business continuity it is clear you cannot afford to ignore the minority or the non voting shareholders. Stewards Or Inheritors In The Next Generation? Family governance expert James E. Hughes Jr., author of Family Wealth: Keeping it in the Family (Bloomberg Press), says that there is a threshold question in a Chinese family firm of whether the second generation shareholders see themselves as Stewards or as Inheritors. Stewards are happy to work together. Inheritors do not want to. Hughes says that you cannot convince an Inheritor to become a Steward. These two different archetypes just cannot work together. Can The Shareholders Work Together As Partners? The other way of expressing this is there is the important question that needs to be address of “Can the shareholders work together?” “Do they want to work together?” If they cannot – or if some of them cannot, is there an exit plan so that people can sell out without having a dispute? Redefining The Sibling Relationship After the transition from first generation to second generation, the siblings will need to learn a new way of working together as shareholders. There is a process of redefining the sibling relationship. To be able to work together successfully after the transition to the second generation, the siblings need to find a more participative, collaborative, decision making process. In an Asian family you will likely need the eldest sibling to lead this change in family culture. Relationships With Family Shareholders Matter Every family is different but at the very minimum, the family members who are running the business (in particular the successor business leader) need to make an effort to maintain good relationships and good communication with their family member shareholders. You might call this “family investor relations”. If you keep it at that level, with there being an objective of managing relationships well, this might lead you to think about doing work as a family shareholders group on communication and relationship skills. You could think of bringing in an outsider facilitator for training sessions. Family businesses after all are relationship businesses and relationships need to be maintained. You may think that the current relationships are on a good footing and need no maintenance work; but wait until there is a time of crisis and then see what happens to those relationships. Good Fences Make Good Neighbours If you want to have good relationships with the family member shareholders, how can you do this without having clarity around the rules of those relationships? How can you have a good relationship with a shareholder unless the role of the shareholder is clearly understood. There must be role clarity. Institutionalizing Roles To Meet The Long Term Goals If the goal is a longer term family business continuity, then this again points to the need to institutionalize the roles – which is what family governance is about in the context of a family owned business. If you have a long term goal, how are you going to address that goal just by thinking of it in terms of your current relationships? Accordingly a key question is: “Do you think it is just about managing the relationships – or should you be thinking about governance structures and processes so you can institutionalize family control?” If you have the goal of long term family business continuity, the conclusion is clear; you need proper family governance for your family business. Creating A Family Council The starting point for family governance would be to create a forum for owners to talk about ownership issues and to exercise their ultimate control. In practice this could be called the family council. One of the goals of the family council is to build family commitment for the business and to have the family members “speak with one voice.” In addition to the reasons given above concerning the need to have clarity around the role of the shareholder, the need to institutionalize that role, and the need to ensure that family shareholders remain emotionally committed, there is another good reason for establishing a family council. If the owners do not have a proper forum where their interests and concerns can be raised, the result is normally that the interests and concerns of the owners will be voiced in the wrong forum (e.g. the Board room) and can lead to family conflict. What Does The Family Council Do? One of the first tasks for the family council is to prepare a shareholders’ agreement, so that there is a clear exit plan. Alternatively the key details of the exit plan can be documented in the family constitution or a family policy. Another primary task for the family council will be to ensure that emotional commitment for the family business is maintained. How do you ensure emotionally committed shareholders? By involving them and educating and developing them – and by giving them a real voice. If they are essentially powerless, they will not participate. Family Policies To Address Predictable Problems In family business, here in Asia and elsewhere in the world, there are predictable problems. It is predictable that there will be differences of opinions between “inside” and “outside” family shareholders. (An inside shareholder is one who plays a management role. An outside shareholder is one who does not.) The simplest example of this is that inside shareholders may want to accumulate more profits for reinvestment while outside shareholders may want to maximize the dividend payout. Outside shareholders often complain they lack clear information about what is going on inside the business. Part of the ongoing role of the family council is talk about how you are going to deal with these predictable problems, and to find solutions (and document them in family policies or a family constitution) before they ever become actual problems. This is the planning and policy making process of a family council. How important is this planning and policy making? A study of some 50 South East Asian family firms concluded that the majority of Asian family businesses fail because of internal family feuds and conflicts (and not as a result of external factors). And most family business conflicts are role conflicts and are therefore predictable. What Is Involved In Forming A Family Council? When you form a family council you have to think about what roles it will carry out – what is its purpose – what processes it will engage in and what policies it needs. It involves a process of forming a group. Often the formation of a family council can mean the need to change the way the family shareholders make decisions and communicate among each other. It might also need to a need to change certain old practices. In short, often you are talking about making a change in the family dynamics. Accordingly the critical thing will be the implementation. About the Author - Christian Stewart helps enterprising families around Asia work together, by facilitating family meetings and as a process consultant, helping the family to develop their own family governance structures.

With more than five million family firms across the UK and a large majority of them taking a long term view, it is no surprise to see them looking to export markets to secure new opportunities to grow. Family firms that do export take the necessary steps to investigate opportunities fully prior to embarking on the decision to export, but with the current uncertainty prevailing around the brexit negotiations and potential US trade tariffs, it is likely that we will see more British family firms seeking to make the most of their opportunities overseas. Some family firms have been exporting for many years and we spoke to a number of them to gauge the importance of exporting to their businesses. Scotland’s largest producer of jam and marmalade, Mackays Ltd is best known for its household name brands – Mackays and Mrs. Bridges. Since humble beginnings in 1938, Mackays has remained true to making every jar of its marmalade, jam and curd in the authentic way. The taste is truly recognisable – a combination of delicious real fruit and the use of traditional techniques such as hand-stirring and the iconic copper bottom pans, which, like Mackay’s world-famous Marmalade, are Dundee-made. Fast forward to 1995 and the business was owned by United Biscuits. After a 27-year career with United Biscuits; Paul Grant – latterly the HR Director for McVities bought the business from his employer at a the time when they employed 19 people and had no branded products but was the last remaining producer of the iconic Dundee Orange Marmalade, in the Dundee area of Scotland, the home of marmalade. This key feature was used to build the business and its brand. In 2000 the “Mackays” brand was launch and Mrs Bridges was also acquired. Since then, Paul and his son Martin have grown the business and now employ a staff base of 180 local people and produces over 25 million jars a year; soaring from a humble 10,000 in 1995. Under the watchful eye of Managing Director, Martin Grant, the last seven years have seen the firm enjoy considerable success; both at home and abroad. With turnover increased from £6.8 million to £18.2 million since Martin took to the helm in 2012, the growth of the business shows little sign of slowing its marmalade and jam-fueled trajectory. With 30% of its sales coming from export, Mackays Ltd products are available in 80 territories worldwide, including far-flung reaches such as the Galapagos Islands and Japan. In the last year alone, business turnover grew by 7%, including an increase of 25% in export revenues. As Paul Grant confirms, “Exporting can be a fantastic opportunity and although it will complicate your business it can also create significant sales opportunities . One thing that is for sure, having unique brand and product features like those associated with our business, are key to profitable export success.” Another family firm with an eye on the export markets is Fracino which established in 1963 is a family owned and run business that is home to three generations of the Maxwell family. Founder Frank is the company’s chairman; his son Adrian is the MD, and his daughter Rebecca is the service support manager. Fracino is the UK’s sole manufacturer of cappuccino and espresso machines. Since launching an export arm in 2008 to take advantage of the weak pound, award-winning espresso coffee machine manufacturer, Fracino, now exports to over 70 countries via a 40-strong distributor network. Exporting is vital to the growth strategy and sustained success of the Birmingham –based family firm which produces almost 5,000 machines annually in a market traditionally dominated by Italian and Spanish manufacturers. International sales from distributors and global brands, including SUBWAY®, currently make up 25% of turnover and Fracino is on track for exports to constitute 50% of total sales by 2018. MD, Adrian Maxwell adds that “Our export vision has been underpinned by continued innovation and a multi-million pound investment programme which we’ve forged ahead with in spite of the uncertainties of Brexit. We’ve always looked further afield than Europe to maximise global opportunities and would urge fellow exporters to do the same. This strategy has brought 25% sales growth in the last 12 months from existing distributors in countries including Slovakia, Australia, UAE and Chile. We’re also making inroads in new countries such as South Africa and Taiwan which will help to drive our sustained success.” Environmental Street Furniture (ESF) is a Northern Ireland based, global designer and supplier of street furniture and site furnishing products. The company was established by husband and wife, Alan and Caroline Lowry in 2012 and after servicing the local market with street furniture products, the company set upon an aggressive export campaign to establish the ESF brand globally. Harnessing new innovation and technologies, ESF quickly gathered a reputation for offering unparalleled and never before seen expertise and with the launch of their ‘Style Collection’, a range of street furniture products for the themed experience attraction industry, the company had the opportunity to supply products to some of the world’s largest and most successful theme parks in the USA, Middle East and Europe. The themed attraction industry is now one of the company’s most successful markets. ESF Managing Director, Alan Lowry is aware that without the ability to export, the company would not be the success it is today. Alan said, “Having the opportunity to export makes us accessible to clients globally and as a result, we have seen significant growth in terms of the products we supply to an international market. We have been fortunate enough to work with clients as far away in Australia and United States of America, the Middle East and Europe as well as in the UK.” Alan continued, “We have received excellent support from Invest Northern Ireland and the UK Department for International Trade (DIT) to establish ourselves globally and this cements our position as a prestigious supplier to the international market. Our export sales have increased year on year and we want to continue this going forward, which is why we have a dedicated executive to lead and support our overseas export efforts.” In 2017, ESF had successfully secured business in 22 countries across five continents and this is something the company are intent on developing for many years to come. Some people assume that exporting is not an option for them whereas in reality, exporting is an opportunity that many family firms take up, and do very successfully, from all sorts of business sectors too. There are also some great UK family business exporters that really do help put the family business sector on the global map – take the likes of JCB, Walkers Shortbread, Macsween, Kinloch Anderson and The Morgan Motor Company to name a few. All family firms that succeed at exporting have clear strategies in place to minimise the risk and maximise the opportunities and it may sound obvious, but it is really important to do all the necessary due diligence and to seek appropriate advice before starting.

The story of Munchy Seeds dates back two generations in New Zealand to the days when a toasted two seed blend was the way for granny to get the kids nibbling on something nutritious. Now, settled in East Anglia with her husband, Paul Andrews spoke to Lucinda and Crispin about the evolution of their family business. As Lucinda explains, “Munchy Seeds began over 25 years ago in New Zealand actually, by my lovely mummy and sort of me! I had been demonstrating stainless steel Swiss potato peelers at exhibitions around the world for 8 years and came home when the family farm was sold. I had seen many different products being sold at various exhibitions and I knew we could come up with a product of our own that we could put our own personal, friendly, happy stamp on and bring it successfully to the market. Of all the lovely recipes we have in our family, Granny’s roasted two seed mix was to prove to be the most perfect of all.” “To begin with we roasted Granny’s seed mix in the kitchen at home and took them to the local Saturday Flea Market in Nelson NZ, encouraging folk to try the seeds sprinkled on bread & butter (because honestly who can resist white bread & butter!) And it just kind of took off! As the seeds became more and more popular, my parents started taking them off to shows and exhibitions around New Zealand. Never did it occur to us that they would become so popular and that 10 years later my husband, Crispin (boyfriend at the time) and I would have the same level of success here in England.” Munchy Seeds is a business built around the concept of healthy snacking together with a healthy way to revitalise meal times, with a range of products to suit a variety of tastes and uses. Lucinda has fond memories of her Granny’s concoctions and it is these mixes that fuel the essence of the business today. “Like all granny’s, my grandmother’s cooking was wholesome and honest; her fridge was laden with cold meats from the farm, salads and fresh veggies, homemade mayo, jams and sauces; the pantry was filled with cakes, slices, nuts, fruits and seeds. Granny had to learn to cook super-fast as a young wife on her husband’s family sheep farm. She cooked for the whole workforce including the Maori shearers (a ‘gang’ of 6 to 8 men and women who came in each year to shear the 2,000 odd sheep). The shearers delighted in setting nets in the lake on the farm, catching whopping great big eels for her to boil up for them (yikes)! Some of the eels they pulled from the lake were over 6ft long! In truth, they never ate the big old ‘grand-daddy’ eels (as we kids referred to them), because they were the breeding stock for the future and could live to be over 80 years old.” “Another odd ‘delight’ Granny used to boil up for the men, was the incredibly fatty, native Mutton Bird, that nested in holes in the muddy banks of the lake. (If you want to try this rather rich, fatty delicacy today, you would have to travel to the bottom of New Zealand – jump on a little boat and brave one of the roughest stretches of waters to get to Stewart Island where the local hotel still serves them up!)” “As small kids we spent the hot summers roaming across hills and flats (fields) in bare feet, catching insects, lizards, rabbits and little cocker-bullies (small fish) from the streams. We went everywhere with our glass jars with screw-top lids, turning and lifting stones and logs seeking out creepy-crawlies to bring home to show Mum, Dad & Granny, and any unsuspecting poor visitor who happened to pop in! Granny’s roasted seeds were just a part of our normal everyday diet, nothing very special at the time – but then again neither was smocked eel, mutton bird, homemade mayonnaise made with mint and condensed milk – it was just a part of a very happy, healthy lifestyle that my siblings and I were lucky enough to share,” continues Lucinda. Munchy Seeds were eaten like fresh cherries, grapes or sweets – “we would just have them as a treat or ‘when Granny had remembered to roast up some more, so they were quite special I guess,” continues Lucinda. “When we were sent off to boarding school we kept them in big biscuit tins for our tuck. They were brilliant because they lasted for ages and massively filled us up, except all our friends used to nick handfuls of them!” Both Lucinda and Crispin have embraced their business and encouraged others to try and taste their mixes. “Both our children grew up munching seeds,” adds Crispin. “In fact Claudia used to practically live in the factory when she was a baby, at 6 months old we would plonk her (position her carefully) on the work bench in her little bouncy seat beside us, as we hand-filled the tubs. She would help herself to fistfuls of seeds and loved them. I might add – she’s 16 now and won’t touch them for love nor money! Let’s wait until she’s a student with little cash!! She and her friends will be very grateful to receive her parents’ free Munchy Seeds!” “Oscar, being a 12 year old boy, will eat almost anything (within reason – as long as it’s not broccoli!) He is forever ‘fuelling up’ – especially now he’s started playing rugby. Refreshing orange segments served at half time with Honey Seeds aren’t a bad combination for a lad burning up energy in the mud and rain!” explains Lucinda. After the sale of the family farm in New Zealand, the business was born. “My parents have been roasting their Munchy Seeds in NZ for over 30 years now,” adds Lucinda, “and Crispin and I have been flat out roasting seeds in the UK for the last 19 years – it’s been a fun, full-on ride. One of the most exciting things for me is when young mothers come up to me at a show, with a child on their hip, and exclaim how their own mothers had given them Munchy Seeds when they were growing up. They’ll usually be grinning from ear-to-ear watching their own little ones stuffing seeds into their mouths flat-out – just as they used to! It is great to see the full circle with the next generation being introduced to seeds at a young age.” As a business, Munchy Seeds is all about the product which as Lucinda explains is essentially “something that between us, we produce as a fun, quirky little product that was given to us when we were carefree children by our special Granny and now we have the good fortune to be able to share that little bit of fun and wholesomeness with others! Munchy Seeds are for all ages and stages and shouldn’t be taken too seriously, but just enjoyed anyway, anyhow and with whomever you like!” Both Lucinda and Crispin have a positive work ethic and continue to invest in the business, building the brand, seeking new outlets for their products and creating new flavours too. It is also a business that is balanced as much as a ‘new’ business can be. As Crispin confirms, “a lot of our friends undertake the long commute daily into London whereas we have a short commute into the office, where we are in control of our own destiny though our business.” This business sets its sights high, having already made it on to the main in-flight service on Emirates Airlines and recently selling 1.6 million snack packs in a year but has a set of core values, many aligned to the family themselves that have evolved over time too. Values that are important to the business are Excellence, Efficiency, Team Work, Earnt not Owed, Communication and above all ensuring that Munchy Seeds is a ‘great place to work.’ With a growing team, now 18, the business continues to push the boundaries but as a family firm, personality is important, not just in the way they operate but in the brand too. “The brand really does represent our values, who we are and how we want to be seen,” continues Lucinda. “We are serious about what we do but want to make sure that we enjoy it too. Customer service is key and we are all about producing a great tasting product and making healthy eating fun!” The toasted seed sector is growing and every seed is crammed with natural goodness such as protein, fibre, iron and zinc and they are versatile not just as snacks but in the kitchen too – sprinkled over breakfast cereal, stirred in to soups, added to home made breads to name a few. Munchy Seeds, a family business that continues to create tasty little toasted treats!! For more information please visit www.munchyseeds.co.uk

A family business journey that has had its fair share of challenges but where determination has paved the way for success. Richard Healey Removals is a family business going places. In the last 6 years the company has significantly increased its contract business; quadrupled the size of their premises; diversified into new markets and amassed an impressive array of awards along the way. However, circumstance very nearly spelled disaster for this second-generation Ayrshire family business. Georgina Berry explains why. My parents instilled values in all of us that you should never give up no matter how bad a situation may be and that there is nothing in life that you can’t do if you work hard and stay determined. It was that determination to succeed that inspired my father, Richard Healey, to set up a removal business in 1965. Within a short period of time the company was fulfilling contracts with local authorities, prisons, and schools, eventually providing enough capital for him to apply for an operator’s licence, rent premises and employ staff. My brother Richard joined the business in 1994, the same day he left school. It was never in the plan for me to be part of the family business. A few years later, I completed my financial services exams and agreed to help out in the office for a few weeks to free Richard up so he could focus on growing sales. That was 20 years ago and I’m still here! For many years the business thrived but in reflection we were probably under resourced. We became too focused on servicing our largest customer and a little complacent in neglecting other important parts of the business. At the height of the recession, we lost our biggest customer. Finding ourselves in such a circumstance, to have unwittingly put all our eggs all in one basket, was gut wrenching. We thought we were finished. We had to work hard and re-invent ourselves to ensure the survival of the business. We developed a new marketing strategy, and started paying closer attention to the monthly figures and forecasts. We also started networking again and entering awards. That was six years ago and the hard work has paid off I’m glad to say. We have expanded into new markets including document storage, shredding and the destruction of confidential waste. In 2015 we moved into 120,000 sq ft premises, which has given us capacity to grow. Last year we became an approved training centre for the British Association of Removers, which means we can offer Driver CPC training as well as a variety of accredited courses including manual handling for care home staff, hospitals, colleges, and so on which we do here in Beith at our dedicated onsite training rooms and conference facilities. We have also sought external advice from Family Business Solutions Ltd (FBS) who have been incredible. Decisions like succession planning, delegation, and decision-making are more emotionally driven when it’s a family business and in my experience it helps to get an external perspective especially at times of change, uncertainty or when one generation is moving on or taking over the reigns of the business. Thanks to FBS we have also established better structures and processes that make people accountable for their own jobs, allowing Richard, Barry and I to focus on business development. We employ 34 staff and we have 4 apprentices working for us. We like to promote from within the business where possible, so that when someone comes to work with us they have a defined career development path within the company. Everyone puts in 100% effort and we all share the same ethos and constantly strive to improve our quality of service and reputation. It’s because of the family connection and our heritage that our team make an extra effort with every task they carry out. There are still challenges. Ayrshire is an area of high unemployment but removal work is hard work. It’s physically demanding and it’s difficult to attract the calibre of staff we need. The increase in minimal wages has also had an effect and contract work doesn’t have the same margins it used too. However, we have received wonderful support from North Ayrshire Council in areas such as marketing, tendering, and training, which in turn has played a pivotal role in us winning contracts with South Ayrshire, South Lanarkshire, and East Renfrewshire. It has been an eventful journey and there is still so much ahead of us, but we work well together as a family and at the end of the day I am enormously proud to say I that work for our family business.