In a business world that seems to be dominated by flashy IPOs, headline-grabbing tech unicorns and the cult of personal branding, family businesses often occupy a quieter, less conspicuous space. They succeed without spectacle, achieve without acclaim, and grow without the fanfare that dominates modern corporate discourse. This humility is not a reflection of a lack of ambition, but a deeply ingrained cultural trait that shapes the way these businesses operate, govern themselves, and measure success. Family businesses frequently inherit values that predate the modern obsession with publicity. They understand wealth as a tool for stability, community, and continuity, rather than a scoreboard to impress peers or the broader market. This perspective often leads to an understated approach to success: profits are reinvested rather than flaunted, innovations are implemented rather than broadcast, and milestones are celebrated privately rather than through public relations campaigns. To outsiders, this discretion may seem unusual, even counterintuitive, in a business climate where visibility is often conflated with credibility. Yet for families, quiet achievement is a form of discipline, a reflection of long-term thinking and an appreciation that legacy is built over decades, not news cycles. There is also an element of prudence in this modesty. Family businesses are acutely aware that public visibility can attract unwanted scrutiny, from competitors, regulators, and sometimes even internal factions. Success that is loudly proclaimed may invite imitation or, worse, invite mismanagement from those seeking personal gain. By maintaining a low profile, families protect both their assets and the cohesion of the business, ensuring that growth is sustainable and aligned with long-term objectives rather than short-term recognition. Another dimension lies in the cultural ethos that pervades many family enterprises. Humility is often intertwined with the founding principles of the business. Founders who started with limited resources and scaled through perseverance imbue the organisation with a preference for substance over spectacle. Achievements are measured not by awards or media coverage, but by the durability of relationships with employees, customers, and suppliers, and by the quiet satisfaction of seeing the business endure across generations. In this sense, humility is not an absence of pride; it is a conscious choice to value meaningful metrics over performative success. This understated nature, however, can sometimes be a double-edged sword. While discretion fosters stability and loyalty, it can also obscure the contributions of the business in broader markets, making it harder to attract new talent, secure partnerships, or influence policy. Some family firms struggle to strike the right balance between protecting their privacy and sharing their achievements enough to inspire confidence and attract opportunity. Many are now exploring subtle ways to make their successes visible, through community engagement, thought leadership, or impact reporting, without compromising the quiet dignity that defines them. Ultimately, the humility of family businesses reflects a philosophy that prioritises endurance over applause. They understand that true success is measured in continuity, resilience, and the ability to thrive across generations, rather than in the transient glow of media attention.  In a corporate landscape increasingly defined by noise and instant gratification, these families offer a powerful reminder that quiet, steady achievement often leaves the most lasting mark.

Check out the short film that showcases the Family Business of the Year Awards 2024, the thoughts of Paul Andrews, Founder and CEO of Family Business United who organise these awards and some insights from people present on the evening. You can see a full list of all the winners of the 2024 Family Business of the Year Awards here

Aldi will open 16 new stores between Thursday 6th November and Friday 12th December 2025, bringing its award-winning value and unbeatable prices to even more communities across the UK in the run up to Christmas. From Kirkintilloch in Scotland, Cheadle in Staffordshire, to Billericay in Essex and Kentish Town in London, each new store will give shoppers access to Aldi’s renowned low prices, fresh British produce and exclusive Specialbuys. The UK’s fourth-largest supermarket is investing £650 million across Britain through its store opening and refurbishment programme in 2025, with each new site creating around 40 jobs. Aldi also recently announced it would be doubling down on its investment with a £1.6 billion commitment over the next two years, opening 40 stores each year. Jonathan Neale, Managing Director of National Real Estate at Aldi UK, said: “At Aldi, we’re focused on making affordable, high-quality food accessible to as many people as possible – and opening new stores is at the heart of how we do that. “Launching 16 new stores in just over five weeks is a significant milestone for our business and a clear demonstration of the pace and ambition behind our growth plans. It means more communities will benefit from Aldi’s value and choice in the weeks ahead and beyond.” To prepare for the Christmas rush, Aldi has launched an ambitious recruitment drive to hire more than 4,500 store colleagues across the UK. The new recruits will help restock shelves, assist customers and ensure stores run smoothly during one of the busiest periods of the retail calendar. New store colleagues will also benefit from Aldi’s position as Britain’s highest-paying supermarket, with Store Assistants earning from £13.02 an hour nationally and from £14.35 inside the M25 from September 2025. The Aldi stores opening before Christmas are: Philadelphia, Tyne and Wear Pendle Drive, Litherland/Sefton, Liverpool Gallamore Lane, Market Rasen McGavigans Road, Kirkintilloch, Scotland Queens Park Avenue, Billericay Kentish Town, London Dundee Road, Arbroath The Green, Cheadle Boghall Road, Baillieston Old Shoreham Road, Hove Pershore Market, King George’s Way, Pershore Riverside Retail Park, Yate, Gloucestershire Northallerton, North Yorkshire Harefield Road, Uxbridge Daventry, Northamptonshire Old Kent Road, London

Rathbones is urging the government to support  entrepreneurs  and  smaller companies with a Budget encouraging them to  invest.   Rathbones is calling for more generous capital allowances  and a reformed business rates system to encourage entrepreneurship and investment. The firm calculates that extending 100% capital allowances to all business investment could add between £15bn and £60bn to UK GDP, representing a long-term boost of 0.6% to 2% of GDP.  In  its Building prosperity:  Five ways to drive growth and investment in the UK report, Rathbones urges the Chancellor to build on the commitment to maintain  existing reliefs and to make incentives for all business investment - including buildings, software, and research & development - more generous. Reforming business rates, particularly by moving towards taxing only the value of commercial land, would remove the penalty for upgrading premises and further stimulate growth.  Oliver Jones, Head of Asset Allocation at Rathbones and author of the report, says: “As a firm representing business owners and entrepreneurs, we know how policy reform can shape business success. To make the UK the best place to start and grow a business, extending capital allowances and reforming business taxation are essential."  “More generous incentives for investment - covering buildings, software, and R&D - would encourage firms to invest and help the UK compete with international rivals, like the US which introduced similar measures earlier this year." “While these reforms may reduce tax revenue initially, they would drive growth and strengthen the UK’s global competitiveness.”  More than 1,000 founders, owners, and senior executives of small and medium-sized businesses  told Rathbones in a new poll that their confidence has dropped in the past  year, with 37% of founders and entrepreneurs saying they are less confident than a year ago.  Confidence has declined most among leaders of firms in hospitality/leisure and healthcare/life sciences (35% respectively).  Despite these sentiments, 32% of SMEs plan to invest in new products, services, or markets in the next 12 months, while 28% remain  unsure. The support most needed to scale and grow includes:  Government tax breaks (51%)  Financial support (39%)  Digital transformation (30%)  Bracing For A ‘Bad’ Budget  Nearly half (46%) of SMEs believe this year’s Budget will be bad for business, with 70% fearing tax rises and 62% feeling the government does not understand their needs.  In response to potential unfavourable changes, SMEs are preparing to reduce costs (37%), freeze hiring (28%), delay investment (26%), and cut jobs (20%).  Ade Babatunde, Senior Financial Planning Director at Rathbones, says: "These findings reflect what we hear from clients and highlight a real sense of uncertainty ahead of the Budget." "Business-friendly policies are essential to restore confidence and drive growth, ensuring the UK remains a dynamic place to start and grow a business.”

The world’s oldest working railway has received a careful touch-up, as specialist decorators Bagnalls completed a major restoration of Tanfield Railway’s famed locomotive shed — believed to be the oldest still in use anywhere in the world. Dating back to 1725, the shed once formed part of a pioneering network built to carry coal from the Tanfield collieries to the River Tyne. Its survival is not only a testament to early industrial engineering but also to the generations of volunteers and staff who have kept it operational. Today, it stands as a proud symbol of Britain’s transport heritage. To preserve that legacy, Bagnalls undertook a painstaking limewashing of 500 square metres of the structure, applying Earle’s Traditional Limewash by hand to maintain the building’s historical authenticity. The aim was not to modernise, but to revive — allowing the shed’s character and centuries-old craftsmanship to shine through. “This was a wonderful project to work on,” said Contracts Manager Roy Flowdy. “We needed to complete all the works before the museum’s busy festive period. With the support of the museum’s staff we were able to plan our works and ensure all the redecoration was completed on time." “Our team of painters took great pride in completing this project, knowing that their small contribution was adding to the upkeep of a local historic attraction. It’s projects like these that remind us how craftsmanship and heritage go hand in hand.” As Tanfield Railway prepares for its seasonal events, the rejuvenated shed stands ready to welcome visitors exploring its locomotives, vintage steam memorabilia, and steam-hauled journeys across six miles of wooded valleys and countryside. The restoration serves as a tribute to the many people who work tirelessly to safeguard this remarkable piece of living history.

As the government counts down to the 26 November Budget, leaders of the UK’s five-million-strong family business community are experiencing a familiar, but increasingly intolerable sensation: uncertainty. In recent weeks, the constant media coverage of floated tax proposals, quiet back-pedals and ministerial ambiguity has left even the most resilient family-owned firms on edge. For businesses built on long-term stewardship, generational planning and deep local roots, the stop-start nature of policymaking has become more than a frustration — it is now a drag on investment, confidence and growth. “Family firms are used to navigating volatility in markets,” says Paul Andrews, CEO of Family Business United. “What they cannot work with is uncertainty in policy. When the goalposts keep shifting, planning and decision making becomes almost impossible.” The past month has brought a blur of announcements: potential income tax and dividend tax increases, whispers around alterations to Business Property Relief, hints at further business rates reform, and just as often, quiet retractions or ‘clarifications’. For the average family firm, this isn’t just political chess. It’s the difference between hiring or freezing recruitment, investing or conserving cash, passing on the business or postponing succession. “As soon as speculation starts around dividend tax rises or tweaks to inheritance measures, family businesses feel it instantly,” he adds. “Many owners take remuneration through dividends which is how people pay their mortgages. When that becomes uncertain, everything does.” Long-promised reforms to business rates, particularly the cliff edges that punish expansion, remain maddeningly opaque. For high-street family firms, hospitality groups and local manufacturers, these details matter. “There’s a world of difference between a government saying ‘we’re reviewing it’ and actually putting a roadmap on the table,” continues Paul. “Family firms are agile, but they’re not clairvoyant.” Across the business landscape, confidence indicators have been sliding. Rising input costs, labour shortages and a fragile consumer environment were challenging enough, but uncertainty at a policy level has magnified the strain. Family firms, often reinvesting profits instead of relying on external finance, are particularly sensitive to unclear tax horizons. Many have already delayed capital expenditure, postponed leadership transitions, or shelved regional expansion plans until the Budget is delivered. “Every week of uncertainty is a week where decisions are deferred,” Andrews says. “And when decisions are deferred, growth is delayed. It’s as simple as that.” A defining feature of family enterprises is their time horizon: decades, not quarters. That is why unpredictable policymaking hits them harder than most. As Paul adds, “Family businesses are the bedrock of local economies. They plan in generations. Government often seems to plan in news cycles.” This misalignment matters because family businesses are uniquely placed to drive sustainable growth. They provide long-term employment, invest in training, and keep profits circulating within the local community. But they can only do this confidently when the policy environment is consistent. What the Sector Needs — and Needs Now As Budget Day approaches, the family business world is united in its call for three key ingredients: 1. Certainty Clear, predictable tax policy, not rumour-led or reactionary shifts. Clarity on the future of Business Property Relief and inheritance tax thresholds. A firm, actionable timeline for business rates reform. 2. Direction A cohesive business strategy that places family enterprises at the heart of the UK’s growth mission with support that is easy to access and aligned across departments. 3. Genuine Support for Growth Investment incentives that reward reinvestment, innovation and job creation and long-term thinking on regional development, supply chains and infrastructure. As Paul continues, “If government wants growth, it has to give businesses something to grow from. Right now, family firms need fertile soil, not shifting sands.” With the Budget only days away, optimism within the family business community is cautious but not extinguished. There is recognition that the Treasury must make tough choices, but also a belief that a respectful, collaborative approach could restore confidence and consultation on key areas of concern would be welcome, notably around Business Property Relief and the impact on generational transitions within family firms. The opportunity ahead is significant. Family businesses account for more than half of private-sector employment and contribute trillions in turnover. A budget that gives them clarity, stability, and a clear growth path would do more than support individual firms, it could unlock a major driver of national prosperity. “Family businesses want to invest. They want to hire. They want to pass their companies on in better shape than they inherited,” Andrews says. “Give them certainty with policies that support long-term generational investment for them and they’ll do the rest.”

Family businesses fuel economies across the world, locally, regionally and globally. From small community-based enterprises to multinational powerhouses, these firms play a pivotal role in shaping economic landscapes. Yet despite their importance, there remains widespread debate about what actually constitutes a “family business.” At its broadest, a family business can be described simply: an organisation actively owned and/or managed by more than one member of the same family. But over time, more nuanced definitions have emerged, each adding depth to our understanding of these unique enterprises. One widely accepted interpretation describes a family enterprise as an economic venture in which two or more family members share ownership and demonstrate a commitment to the continuation of the business. This emphasis on both shared stakes and long-term dedication highlights the intergenerational mindset embedded in many family firms. Another definition focuses on the involvement of multiple family members as major owners or managers, whether concurrently or across different generations. Here, continuity is key, family influence that extends over time rather than within a single moment. Alternatively, some describe family firms as businesses in which the family maintains control through ownership and active management. In these cases, the family’s role is central, shaping strategy, values and day-to-day operations. A further measure considers ownership thresholds: if family members hold the majority of shares and at least one plays a managerial or administrative role, the business may fall under the family-business umbrella. Even listed companies can qualify. When an individual or family controls more than 25% of voting shares, the business may be classed as a family firm, regardless of its public status. At Family Business United, the working definition brings these ideas together. A family business is one that is owned and/or managed by at least one family member, with a clear intention to continue as a family-run enterprise in the future. Crucially, it is a business where family influence, its values, governance, culture and long-term vision, remains central to how the organisation behaves and evolves. Family businesses are more than organisational structures. They are living, breathing legacies—shaped by generations, strengthened by shared purpose, and driven by values that go beyond profit alone.

JCB has launched its fourth annual Christmas Toy Appeal as employees unite to bring festive joy to local children. Since the appeal’s launch in 2022, employees have donated almost 4,000 gifts for distribution to children and young people in the Stoke-on-Trent and Wrexham areas – with last year seeing a record haul of 1,700 donations at 15 collection points at JCB’s UK plants. The 2025 appeal runs until Tuesday, December 2nd and the gifts will then be handed over to two charities - Stoke-on-Trent’s Hubb Foundation and the Wrexham branch of the Salvation Army - for distribution to local communities. Donations to the appeal are also welcome from members of the public at JCB’s World HQ at Rocester. JCB Group HR Director Laura Atkins said: “The generosity of JCB employees continues to amaze us. The appeal has flourished over the last three years and promises to, once again, bring festive cheer to local communities.” Helping to co-ordinate this year’s appeal are JCB apprentices: Kitty Hulme, 20, of Newcastle-under-Lyme, Lewis Durham, 20, of Derby, Lucy Pepper, 23, of Stoke-on-Trent, and Will Jenkins, 20, of Stone. Kitty said: “It’s fantastic to be part of something that brings so much joy to children at Christmas. Every donation counts and helps make the season magical for those who need it most.”

Martinstown Cricket Club were bowled over when they were announced as winners of the Jack Douch trophy for cricket in the community. Henry Lewis accepted the award and the cheque for £500 at the Dorset Cricket Board presentation evening held at Hamworthy Club near Wimborne. It is the 13th year since Jack Douch died and the annual award in his memory was presented by grandson Nick, who now runs the family business, Douch Family Funeral Directors. Jack loved the sport and was well-known across the county for his enthusiasm and encouragement he gave to all the clubs. Martinstown’s community efforts saw the judging panel select them ahead of Wimborne CC and Broadstone CC. On picking up the award the club’s Henry Lewis said: “We have a number of dedicated volunteers who give their time and expertise. For several years we have been progressing both on and off the pitch and we now offer a wide range of youth activities." “We share our ground with two local schools, one of which we also share fundraising activities with. We have started girls’ teams, hosted a girls’ festival and we’ve become a Disability Champion Club." “Our ground plays host to the Hardy half-marathon as well as hosting a range of school and community activities. And we will be reducing our carbon footprint by installing solar panels. We are extremely grateful to Douch Family Funeral Directors and the money will be spent on helping provide the best facilities we can.” Nick Douch said: “My grandfather would have been delighted with all the great things going on at Martinstown. They have worked extremely hard to provide opportunities for everyone to get involved – and to do so in a rural location makes it more impressive." “Wimborne and Broadstone were also highly commended by the expert panel and we are lucky to have so many clubs doing great things for their communities.” Douch Family Funeral Directors has branches in Wimborne, Corfe Mullen, Parkstone, Wareham, Swanage, Ferndown and Blandford.

Popular Derbyshire farm shop Croots has been named as the regional winner in the 2025 Great British Food Awards. At the same time, the farm shop near Duffield has been shortlisted in the Farm Retail Awards 2026. Owner Kay Croot said: “This is wonderful news for Croots Farm Shop. We’ve been lucky enough to win numerous awards over the years for our products and our farm shop, but to receive two national accolades at the same time is amazing and something to be very proud of." “This is testament to our amazing team here at Croots, who work hard and are so committed to providing an outstanding experience for our loyal customers. I’d like to thank them and also everyone who shops at Croots and supports us at the events we arrange throughout the year.” The farm shop based at Farnah House Farm, Wirksworth Road, has been named as Midlands Regional Winner in the 2025 Great British Food Awards, which are run by Great British Food magazine. The magazine said: “Croots has consistently demonstrated excellence in producing high-quality, locally sourced food products. The team’s in-house butchery and bakery utilise locally sourced ingredients, supporting regional agriculture and reducing food miles, and we believe the shop’s commitment to quality and community has solidified its reputation as a cornerstone of the Midlands’ food scene." “For these reasons, Croots Farm Shop exemplifies the values celebrated by the Great British Food Awards, making them a deserving recipient of the Midlands Regional Award.” Meanwhile, Croots Farm Shop has also been named as a finalist in the Farm Retail Awards 2026 in the Farm Shop Butchery category. Organiser The Farm Retail Association said: “This recognition is a testament to your hard work, dedication, and excellence in the farm retail industry, huge congratulations!” Emma Mosey, Chair of the Farm Retail Association said: “Each of our finalists represents the very best of British farm retail, from outstanding farm shops and skilled butchers to welcoming cafés and the dedicated businesses that support them. Together, they showcase the innovation, passion and community connection that define our sector." “As we continue to champion local food through our More Than Food campaign, these finalists remind us why farm retail matters: it’s about people, provenance and pride in doing things the right way.” Winners of the awards, sponsored by Fieldfare, will be announced at the Awards Gala Dinner as part of the Farm Retail Association Annual Conference in Harrogate in March 2026. Croots Farm Shop was opened in 2008 on the farm run by Kay’s parents and is one of Derbyshire’s most popular farm shops, with a stack of awards under its belt both for the shop and its homemade products. It specialises in selling food and drink made by local producers in Derbyshire, Staffordshire, Nottinghamshire, and other nearby counties. It features products from more than 40 suppliers within a 50-mile radius – supporting many other family run businesses - and also sells a wide and expanding range of home-produced items made by the Croots team in-house. The store offers an extensive selection of food, drink, meat, cheeses and deli items, along with gift ideas, wines and spirits. It also has a popular café, which looks out over the Ecclesbourne Valley. The farm shop is open Monday to Saturday from 9am to 5pm and on Sundays and Bank Holidays from 10am to 4pm. The café is open Monday to Saturday from 9am to 4pm (food served until 2.30pm), and on Sundays from 10am to 3pm (food served until 3pm).

Family enterprises are everywhere: small shops on high streets, manufacturing dynasties that have quietly scaled across borders, and tech founders who still ring in relatives on the board. Yet for all their variety, they share a crucial tension — how to marry the intimate, intergenerational values that sustain them with professional leadership practices that allow them to survive and thrive in a fast-changing world. Sustainable leadership in a family business is not a one-off project; it is an ongoing discipline that secures the business, honours the family legacy and prepares the organisation to adapt without losing its identity. Purpose as the Foundation of Sustainability Sustainability begins with clarity about purpose. In many family firms the founding story is the beating heart: it explains why the business exists and gives employees and customers a reason to stay loyal. Translating that story into a contemporary purpose that guides strategy, investment and behaviour is the first leadership task. Sustainable leaders do not merely invoke legacy at meetings; they codify it. They ensure the organisation’s core purpose shapes hiring, product decisions, community engagement and the way profits are reinvested. A clear, well-communicated purpose becomes both a north star and a filter for choices — especially valuable when the market offers seductive but distracting growth opportunities. The Power of Professional Governance Professional governance is the single biggest lever for longevity. Family businesses that consciously design governance structures — ownership agreements, family councils, advisory boards and formalised reporting lines — create space between family dynamics and business decisions. That separation is not about removing family influence; it is about making it deliberate. Sustainable leaders use governance to create accountability, to invite non-family perspectives and to set transparent rules for dividends, reinvestment and roles. Hybrid boards that mix family members with independent directors often outperform both tightly held family boards and distant, purely corporate boards because they combine passion with objectivity. Succession as a Strategic Discipline Succession is where many family firms stumble, but it is also where sustainable leadership is forged. Effective succession planning treats leadership transfer as an extended programme, not an annual tick-box. It includes staged responsibilities, external experience for potential successors, mentorship, and objective performance criteria. Importantly, succession plans should include contingency routes: what happens if the chosen successor leaves, or underperforms, or external market forces demand a radically different skill set? Treating succession as a development pipeline rather than an inheritance entitlement preserves meritocracy and maintains credibility with employees and stakeholders. Developing Talented and Capable Leaders Talent and capability development must be holistic. Family businesses that invest in professional development for family and non-family managers build resilience. That means structured learning — formal training, secondments, cross-functional projects and exposure to international markets — alongside softer elements such as coaching in conflict resolution and emotional intelligence. Sustainable leadership is not just about technical competence; it is about equipping people to hold the tension between family expectations and commercial realities. Alongside training, many successful family firms deliberately create roles for non-family executives, whose different perspectives can challenge groupthink and help institutionalise best practice. Financial Discipline and Long-Term Capital Strategy Financial discipline and a long-term capital strategy are part of the same sustainability story. Family firms often have the advantage of patient capital, but that can also breed complacency. Good leadership keeps a tight rein on balance-sheet risk, ensures realistic valuation of investments and maintains credible stress-testing of scenarios. Respect for cash flow and the discipline to say “no” to fashionable but fragile opportunities are hallmarks of stewardship. At the same time, sustainable leaders are realistic about external finance: bringing in non-family capital or strategic partners can accelerate growth while preserving control — if the governance and contractual safeguards are right. Culture and Communication as Strategic Assets Culture and communication are where the intangible becomes tangible. Family businesses often enjoy loyalty and low turnover because people feel part of something personal. Sustainable leaders nurture that cultural capital with deliberate rituals — transparent company meetings, accessible senior leadership, and forums where staff and family can air concerns without recrimination. Open communication about business performance, strategic choices and the rationale behind succession builds trust and reduces the risk of damaging rumours. When culture is managed intentionally rather than assumed, it scales as the business expands geographically or into new sectors. Embedding ESG into Family Business Practice Sustainability today also requires an outward-looking approach to environmental, social and governance issues. Family firms are often embedded in local communities and can be powerful agents of social value; sustainable leaders adopt ESG thinking not as marketing but as risk management and opportunity discovery. Practical steps include integrating sustainability metrics into performance reviews, setting pragmatic carbon or waste-reduction targets, and aligning procurement with social value. Where family legacy includes philanthropic commitments, aligning those with business strategy — for example by supporting skills development in the communities that supply or buy from the firm — multiplies impact and strengthens reputational capital. Resolving Conflict with Structure and Intent Conflict will arise; the measure of sustainable leadership is how it is resolved. Too often disputes are left to fester until they become existential. Effective practice is to normalise disagreement, provide impartial facilitation when needed, and embed dispute-resolution mechanisms into governance documents. External mediators, trusted family elders with agreed mandates, or independent board members can be appointed as breakers of deadlock. Importantly, conflict resolution must be coupled with clear consequences; without them, mediation becomes theatre and destructive behaviours persist. Leading Across Borders in a Globalised Economy Globalisation brings particular challenges and opportunities for family firms. Leading across jurisdictions means understanding diverse regulatory regimes, cultural nuances and talent markets. Sustainable leaders invest in local leadership teams with genuine autonomy, supported by central standards rather than centralised command. They also cultivate foreign experience for successors and place a premium on cultural intelligence — the ability to adapt leadership style to varying contexts while preserving consistent values. The Mindset of Sustainable Leadership Finally, sustainable leadership is a mindset — a combination of stewardship, humility and curiosity. Leaders who succeed over generations are comfortable with being temporary custodians. They ask hard questions, solicit dissent, and accept that their role includes preparing the organisation to make decisions they will not personally enjoy. They measure themselves not only on annual profit but on the health of systems they will leave behind: a bench of capable managers, robust governance, loyal customers and a community that benefits from their enterprise. A Blueprint for Long-Term Success Creating sustainable leadership in family businesses is not easy, and there is no single blueprint. But there are common practices that lift risk and build longevity: articulate purpose; formalise governance; plan and test succession; develop both family and non-family talent; apply financial discipline; manage culture proactively; adopt practical ESG; normalise dispute resolution; and cultivate global capability where relevant. The prize is significant. Firms that do the work do more than preserve a name or fortune — they create institutions that can deliver value across generations, adapt to new realities and remain relevant in a changing world.

British female-founded furniture brand, French Bedroom, has announced a record breaking year of performance, with revenues up 30% year-on-year and profits increasing fivefold. The latest trading update marks the second consecutive year of double-digit growth for the brand. French Bedroom has reported the following metrics, including: +15% revenue growth and doubled profits in 2023–2024 +30% revenue growth and a fivefold profit increase in 2024–2025 This performance compares strongly against an industry average of just +1.6% ecommerce growth in the home and furniture sector. The company has also reported standout growth across the following: Bed sales up 30% YOY Bedside Tables up 45% after broadening category choice French Bedroom own-brand mattresses up 58% Founded in 2006 by Georgia Metcalfe, French Bedroom is synonymous with feminine, authentic and timeless furniture that is designed to last a lifetime. The business attributes its 2025 success to a combination of own-brand product innovation, digital transformation, and a customer-first service model: Gross Profit Margins have reached 60%, driven by the rapid expansion of own-brand furniture collections and a broadened manufacturing network. The brand’s new e-commerce site and evolved marketing channels have strengthened acquisition and retention, while a focus on premium customer experience continues to differentiate French Bedroom in a competitive marketplace. French Bedroom’s commitment to exceptional service is reflected in its industry-leading 4.8 Trustpilot rating, and enhanced delivery speeds that meet the expectations of its discerning customer base. This, along with growing brand awareness, has propelled the business to new heights and French Bedroom is increasingly recognised and sought out by consumers who identify with its classic, feminine and aspirational aesthetic. Georgia Metcalfe, Founder & Creative Director of French Bedroom, said: “Our growth in 2025 has come from listening deeply to our customers and creating designs that genuinely resonate with how they want to live. We’ve never been interested in competing on price over quality. Instead, we’ve focused on timeless style, meaningful details, and delivering an experience that feels personal and considered." "This has resulted in sustained growth, stronger loyalty, and a brand built on trust rather than tactics. By focusing on making timeless, quality furniture that is more valuable - not just more efficient - we’ve built something worth talking about, and worth coming back for.” Investing in People and Partnerships To support its scale-up plans for the 2026-2027 financial year, French Bedroom has expanded its team with new roles across customer service and marketing, ensuring the brand continues to deliver the personalised, concierge-level experience appreciated by its core 55+ AB1 customer base. The company has also partnered with new third-party logistics and marketing agencies to accelerate its growth vision, while investing internally in a high-performance culture. This includes staff development workshops, talent coaching, and company-wide wellbeing initiatives such as weekly weights and cardio classes. Expanding French Bedroom’s offering 2025 has seen a year of new launches, both expanding on French Bedroom’s best-selling collections, as well as the launch of its own-brand bed linen. French Bedroom’s best-selling Love Story Collection, named for the passion and romance behind every product, remains the cornerstone of its success and the collection has been expanded with new furniture designs, showcasing the brand’s signature blend of French elegance and modern luxury. Since increasing the collection from 15 pieces to 26, sales are up 37% year-on-year. Building on this, the Clair de Lune Collection, launched in August 2025, quickly became one of the brand’s Top 10 Sellers by October, demonstrating robust demand for both newness and own-brand exclusivity. The brand also entered a new product category with the launch of its first own-brand bed linen range in October, which has received an immediate and enthusiastic response from both loyal and first-time customers. November 2025 will see the launch of The Gustavian White Collection, a reimagined take on French Bedroom’s very first furniture collection from 2006. Crafted from solid wood and finished in French white, this range pays homage to traditional French craftsmanship while reflecting modern living, balancing timeless design with today’s expectations for comfort, space, and versatility. French Bedroom continues to look to the future with plans for a Spring 2026 furniture collection, introducing warm tones and nostalgic hues such as berry red, muted blue, brown and oatmeal, designed to harmonise effortlessly with emerging interior trends. Looking ahead to the brand’s 20th anniversary in 2026, Metcalfe added, “As we approach our 20th anniversary in 2026, it feels natural to pause and reflect on how our customers’ needs have evolved, not only in the products she chooses, but in how she likes to shop. When French Bedroom launched in 2006, it was considered disruptive to build a pure-play e-commerce business for luxury furniture." "Today, our world looks very different. Our customer moves fluidly between the digital and the physical; she seeks both the warmth of nostalgia and the ease of technology. The next chapter of French Bedroom will honour both; preserving the personal, sensory touchpoints that make our brand unique, while embracing modern, scalable approaches that enhance experience and profitability." "It’s about blending heart with innovation: staying true to who we are, while evolving with how our customer lives.”