Perspectives on governance, succession, transition and operating continuity in family-owned companies.
8 insights
View all insights →Sibling partnerships in family businesses either become the company's greatest asset or its fatal flaw. The difference is structure, not personality.
The founder who built the business is often the biggest obstacle to scaling it. Professionalization isn't about removing the founder — it's about building systems that make the business bigger than any one person.
Most family business boards are either rubber stamps or battlegrounds. A governance framework that actually works requires structure, independence, and the discipline to separate family dynamics from business decisions.
The proposed capital gains inclusion rate increase to 66.67% reshaped the math on family business transitions, estate freezes, and exit planning — and showed how exposed unprepared structures are. Here's what owners should confirm with their advisors now.
The 70% failure rate in family business succession isn't about bad planning — it's about the gap between strategy and execution. Here's what separates the 30% that survive from the rest.
How mid-market Ontario family businesses actually plan succession in 2026. Gen-1 to gen-2, governance, and the traps to avoid.
Every family business owner knows they need a succession plan. Few have one that's been stress-tested, communicated, and operationalized. The problem isn't planning — it's the gap between the plan and what actually happens.
The family business advisory industry has a dirty secret: most engagements produce reports, not results. The gap between advice and execution is where family businesses lose time, money, and sometimes the business itself.
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