Strawberry tarts and coffee cream towers are just some of the cakes which have become adorable characters in a partnership between a former art student and beloved Scottish bakery. Illustrator Lauren Morsley, a graduate of Duncan of Jordanstone Collage of Art & Design, part of the University of Dundee, and Dundee and Fife based Fisher & Donaldson have together launched a new range of mechanise. And to celebrate the occasion they are running a pop-up shop selling the new products alongside some of the famous cakes. It is open for one day only, Saturday 30 May, at DJCAD’s Art & Design Undergraduate Degree Show 2026. Lauren, who graduated from DJCAD in 2018, grew up in Kirkcaldy and now lives in Dundee. She said, “It was such a lovely project to be involved with. “I grew up with Fisher & Donalson and have so many memories of going to the Cupar store with my gran and when family came up from England to visit." “It was fun to give the cakes characters and think about what their faces, arms and legs might look like, and how they might interact with each other. It was different to the other projects I’ve worked on." “It’s great to be involved in something which brings together local artists and businesses, and coming back to DJCAD to show the work at Degree Show feels like a full-circle moment.” Established in Fife in 1919, Fisher & Donaldson has been baking for over a century, with a love of the craft being handed down through five generations of the same family. Chloe Milne, Retail Director and fifth generation of Fisher & Donaldson, said, “We're a family business that's always believed baking should bring people together, so collaborating with a local creative like Lauren felt like a natural fit." “We love that Lauren’s designs were all inspired by our customer’s favourite cakes. Her designs bring the bakery's cake counter to life in a wonderful new way." “Popping up at Degree Show will let us celebrate this new range of merchandise and our shared love of something handmade and joyful – we can't wait to meet everyone on the day." The annual Degree Show at DJCAD is an opportunity for final year undergraduate students to exhibit their work, celebrate their time at the University and launch their creative careers. The work of 427 art, design and architecture students is on display throughout the University’s Matthew and Crawford buildings for family, friends and the public to view. Kirsty Macari, Associate Vice Principal (Education) at the University’s Faculty of Arts and Social Sciences, said, “We’ve already had hundreds of people come and visit the huge range of artworks we have on display from our exceptionally talented students, and we’re looking forward to welcoming many more." “The Degree Show launches careers as our students graduate into the professional art world and the Fisher & Donaldson pop-up shop highlights the opportunities which are available to them in our communities." “This project exemplifies the value of strong local partnerships, supporting graduates to transition seamlessly into creative professional practice while contributing to vibrant and sustainable local communities.” Degree Show 2026 is open until Sunday 31 May, from 10:00-16:00, with late openings until 20:00 on Thursday 28 May and Saturday 30 May. The Fisher & Donaldson shop will be open on Saturday 30 May only, from 10:00-19:00, or until stocks sell out.

Hendy Group is the headline sponsors of the Steeleford Supercar Show being held at Stansted House in Hampshire on Sunday 31 May, joining a celebration of some of the world’s most iconic supercars. This year Hendy will showcase Alpine’s full ‘dream garage’ line-up, including the French brand’s first full EV, the A290, and its revived A110. The event will also mark the official launch of the Alpine A390, a sporty all-electric C-segment fastback, by the local Hendy Alpine dealership, which is located on Villeneuve Way, Eastleigh. The event has an open-access paddock, giving guests the opportunity to get up close to some of the world’s most recognisable supercars. Alongside the automotive displays, visitors will be able to enjoy live DJ entertainment, premium automotive exhibitors, street food vendors, drinks and picnic areas across the site. Paul Smith, Marketing Director at Hendy Group, said: “Supporting events like the Steeleford Supercar Show is an important part of how we connect with local communities and automotive enthusiasts across the region. It’s a fantastic opportunity to showcase our partnership with Alpine and introduce visitors to the exciting new A390 alongside the wider Alpine range.” George Ford and Drue Steele, co-organisers of the Steeleford Supercar Show, said: “The Steeleford Supercar Show continues to grow each year, attracting visitors from across the South to experience an incredible line-up of performance cars and premium automotive brands at Stansted House. We’re delighted to have Hendy supporting the event this year as we prepare for another memorable showcase.” To find out more information about Hendy Group, please visit here. About Hendy Group Established in 1859, Hendy Group has been operating across the South Coast for over 165 years. Led by its fifth-generation family member – Paul Hendy, CEO – the business now employs over 1,500 colleagues. The Group is ranked 18th in the AM Top 100, with a 2024 turnover of just over £1bn, and proudly represents 22 automotive brands. It is committed to providing world-class customer service. It is committed to supporting the communities where it operates through Hendy Foundation and has donated nearly £500k to local charities and voluntary groups since it was set up in 2018.

Family Business United is delighted to announce that Rebecca Robins CCMI will deliver the opening keynote at The Great British Family Business Conference 2027, taking place on Thursday, March 18, 2027. An internationally recognised expert in high-performance leadership, cultures of excellence and intergenerational talent, Rebecca Robins will open the conference with an inspiring keynote titled Five Generations at Work: How We Win Together, For Good. At a time when up to five generations are working together for the first time in history, family businesses are uniquely positioned to harness the opportunities that generational diversity presents. In the context of an increasingly complex and rapidly changing world, Rebecca’s keynote will explore how family firms can unlock the strengths of multigenerational teams to build more collaborative, resilient and competitive organisations. Rebecca Robins has more than 20 years’ experience working with organisations across Europe, the US and Asia, including senior leadership roles at global brand powerhouses Omnicom and Interbrand. Working across matrixed businesses, family enterprises and founder-led organisations, she partners with leaders and owners to maximise organisational and talent potential. Leadership development is central to Rebecca’s work, delivering bespoke programmes focused on collaborative leadership, high-performing cultures, intrapreneurship and innovation. She is particularly renowned for her high-energy and high-impact work with next generation talent and rising leaders, and teaches at globally respected institutions including Cambridge University, Oxford University and The Defence Academy of the UK. Rebecca also serves in advisory and non-executive roles, including with Quilt.Ai and the Chartered Management Institute, and as Trustee at the EY Foundation. A regular international conference speaker, she has appeared at venues and events including the Times Center in New York, The Kia Oval in London and The Economic Times in Delhi. She is the author of three bestselling books, including the award-nominated Five Generations at Work: How We Win Together, For Good (Wiley) and Meta-Luxury: Brands and the Culture of Excellence (Macmillan). Rebecca is also a sought-after commentator for leading media including the BBC, Financial Times and Business of Fashion. Commenting on the announcement, Paul Andrews, Founder and CEO of Family Business United, said: “Rebecca Robins is one of the leading voices globally on intergenerational leadership and organisational culture, making her the perfect choice to open The Great British Family Business Conference 2027." "Family businesses are uniquely placed to benefit from the strengths that come from having multiple generations involved across ownership, leadership and the workforce. Rebecca’s insight, energy and expertise will provide delegates with invaluable perspectives on how to turn generational diversity into a genuine competitive advantage." "We are thrilled to welcome Rebecca to the conference and know that her keynote will set the tone for what promises to be an inspiring and thought-provoking day.” Speaking ahead of the event, Rebecca Robins added: “Family businesses have an extraordinary opportunity to lead the way in unlocking the power of generational diversity. At a time of significant change and uncertainty, organisations that can bring generations together effectively will be better positioned to innovate, collaborate and thrive." "I am delighted to be joining The Great British Family Business Conference 2027 and look forward to sharing insights, research and practical approaches that can help organisations build cultures where every generation can contribute and succeed together.” The Great British Family Business Conference 2027 will bring together family business owners, leaders and advisers from across the UK for a day of insight, inspiration and networking focused on the issues shaping the future of family enterprise. Further details regarding the conference agenda, speakers and ticket information is available here

Growth is supposed to be the goal. More revenue, more customers, more markets, more people. For most businesses, expansion is straightforwardly good news — evidence that something is working, that the market has spoken, that the hard years are paying off. And for family businesses, growth can feel like the ultimate validation: proof that what was built from nothing, often at considerable personal sacrifice, has genuine and lasting worth. But family business leaders who have been through significant periods of growth will tell you something that the business books tend to underplay. Expansion is not just an operational challenge. It is a cultural one. And getting the operational side right while losing the cultural side is not success, it is a slow, expensive way to become a business you no longer recognise. What You Are Actually Trying To Protect Before any conversation about how to grow well, there is a prior question worth sitting with: what, specifically, makes this business different? Not in the abstract, not the mission statement version, but in the concrete, daily reality of how the business operates and how it feels to work in it and buy from it. For some family businesses, the difference is in the quality of the product or service, maintained through standards that only direct ownership and genuine pride of authorship can sustain. For others, it is the relationships with suppliers, customers, or the local community that have been built over years and are genuinely irreplaceable. For others still, it is the speed and decisiveness of family ownership: the ability to make a call on a Monday and act on it by Wednesday, unencumbered by the committee structures and shareholder pressures that slow larger organisations down. Whatever it is, naming it precisely is the first step. Because you cannot protect what you have not defined, and you cannot scale what you do not understand. The Scaling Trap There is a particular pattern that repeats itself in growing family businesses with uncomfortable regularity. In the early stages, the founder or family leadership is close to everything, the product, the customers, the staff. Quality is maintained because the people who care most about it are personally present. Culture is strong because it flows directly from the family's own values and behaviour. Customers feel the difference because they are dealing, directly or indirectly, with people who have a personal stake in the outcome. Then growth happens. New sites open. Headcount doubles. Management layers are added. The founder can no longer be everywhere at once, so systems and processes are introduced to replace the presence that previously held everything together. And gradually, almost imperceptibly, the thing that made the business special gets processed out of existence, replaced by standardisation, efficiency, and a kind of corporate smoothness that is operationally tidy but culturally hollow. This is not inevitable. But avoiding it requires recognising that the systems and processes introduced to support growth need to be designed to carry the culture, not just the workflow. The question to ask of every new process, every new hire, every new structure is not just whether it is efficient, but whether it is consistent with who you are. Hiring For Fit As Well As Function One of the most consequential decisions a growing family business makes, repeatedly, and often without fully appreciating the stakes, is who it brings in from outside. As the business expands beyond the point where the family can fill every role, external hires become the primary mechanism through which the culture either spreads or dilutes. This is why hiring for values fit is not a soft consideration to be weighed against the harder metrics of experience and technical skill. It is a strategic imperative. A highly capable manager who fundamentally does not share the values of the business will, over time, reshape the part of the organisation they lead in their own image. Sometimes that shift is obvious. More often it is subtle, a gradual drift in how decisions get made, how staff are treated, how customers are spoken to, until the culture has changed in ways that are difficult to trace back to any single moment or person. The families who grow well tend to be rigorous about this. They are clear, in the recruitment process, about what the business stands for and what it expects. They involve family members in hiring decisions for senior roles, not to gatekeep, but to ensure the values question is genuinely being asked. And they are willing, when necessary, to keep looking rather than settle for someone who ticks every professional box but feels like the wrong fit for who the business is. Governance That Grows With You Another area where growing family businesses frequently come unstuck is governance or more precisely, the absence of it. In the early stages, informal decision-making works well enough. The family talks, a view is formed, a decision is made. But as the business grows in scale and complexity, that informality becomes a liability. Decisions take longer because there is no clear process. Accountability blurs because roles have not kept pace with growth. Family dynamics start to influence business decisions in ways that would benefit from a more structured framework. Building governance that is appropriate to the scale and ambition of the business such as a properly constituted board, clear decision-making authorities, independent voices who can provide challenge and perspective is not about imposing corporate bureaucracy on a business that has always prided itself on being different. It is about creating the conditions in which the business can keep making good decisions as it gets bigger and more complex. Done well, good governance does not constrain a family business. It protects it. Growth As A Values Test Perhaps the most useful way to think about growth in a family business context is as a sustained test of values. Every decision made during a period of expansion be it about people, about processes, about which opportunities to pursue and which to decline, is either consistent with what the business stands for or it is not. The accumulation of those decisions, over months and years, is what determines whether the business that emerges from a period of growth is still recognisably itself. The family businesses that pass that test are not those that avoided growth or kept themselves deliberately small. They are those that grew with their eyes open — clear about what they were building towards, honest about what they were not willing to sacrifice to get there, and disciplined enough to make the harder choice when the easier one pointed in the wrong direction. Growth is not the enemy of what makes family businesses special. Thoughtless growth is. The difference, ultimately, comes down to intention and the willingness to keep asking, at every stage of the journey, not just how big, but how.

Solar shading specialist Caribbean has launched the Anguilla Lite, a new set-size patio awning offering a more accessible route to high-quality shading. Built on the established Anguilla system, the Anguilla Lite uses the same core materials and construction approach, delivered in four pre-determined sizes suited to common domestic door and window configurations. The range has been developed to reflect changing budgets while maintaining performance expectations. Each awning is constructed using a heavy gauge aluminium framework finished in a marine grade coating. A streamline cassette casing protects both the fabric and operating mechanism when retracted. The awning incorporates twin spring tensioned folding arms to maintain consistent fabric tension during operation. It works via remote control as standard, with optional LED lighting and heating available where additional comfort is required. Anguilla Lite is offered with six Sattler® solution dyed fabric designs, treated with TEXgard for easy cleaning. Two frame colours are available, Anthracite (RAL 7016ST) and White (RAL 9016). The set sizes have been selected to suit widely used residential openings and range from 3.5m width, with either a 2.5m or 3m projection, to 4.9m width – also available in a 2.5m or 3m projection. Caribbean has positioned the product to support trade and direct supply routes, with pre-manufacture enabling more competitive pricing across projects. The approach is intended to offer an alternative for homeowners seeking a premium awning within a fixed budget. Anguilla Lite forms part of Caribbean’s wider awning portfolio and is manufactured at the company’s HQ in Suffolk. For more information visit here.

In this year’s Equity Gilt Study, Barclays Research examines how physical AI will move beyond the digital realm and into the real economy, with humanoid robots set to reshape productivity, labour markets, geopolitics, and long-term asset returns. While equities delivered strong real returns in 2025, the report argues that the more important shift is structural, marked by higher capital investment, rising productivity, and a repricing of growth, inflation, and capital across regions and asset classes. At the centre of this shift is the emergence of humanoid robots. Ajay Rajadhyaksha, Global Chairman of Research commented: “Humanoid robots represent the next frontier of AI, combining intelligence with physical capability. Their effect could extend well beyond technology, reshaping the structure of the global economy.” Humanoid robots: the next frontier of automation Automation is entering its third phase, according to Barclays Research analysts. Humanoid robots, enabled by advances in artificial intelligence, mobility, and battery systems, are designed to operate in human environments; use existing tools; and perform full jobs, rather than isolated tasks. As the costs of producing the robots decline and deployment accelerates, Barclays Research estimates the market for humanoids could reach $200 billion by 2035, reshaping labour supply, productivity, and investment opportunities across the global economy. China leads in robotics Barclays Research analysts find that China is already the centre of gravity for the global robotics economy. Supported by unmatched scale in manufacturing, deep supply chains, and state-backed industrial policy, China accounted for 85 percent of humanoid deployments in 2025 and controls many of the critical inputs needed to scale the technology. If current trends persist, Barclays Research estimates that robots could fill up to 60 percent of the workforce gap created by China’s aging population by 2035, helping sustain economic growth and reinforcing robotics as a key pillar of its economic and geopolitical strength. How robotics will rewire economies Automation has long supported productivity growth, but its effect has largely been limited to specific tasks. Barclays Research analysts argue that humanoid robots extend automation not just to entire roles, but to those that until now could not be automated. Historically, strong productivity gains in sectors such as manufacturing coincided with a declining share of GDP, while more labour-intensive sectors expanded, a pattern known as the Baumol effect. By increasing the substitutability between labour and capital in tasks that have resisted automation, humanoids could ease these constraints and help shift that dynamic. Barclays Research also notes that more than 60 percent of employment in 2018 was in roles that did not exist in 1940, suggesting humanoids are likely to reshape, rather than reduce, the future of work. Will physical AI’s displacement effects hurt asset prices? Barclays Research analysts argue that physical AI is not a zero-sum shock and that markets may be underestimating its positive effect. By expanding the production frontier, rather than simply redistributing income, humanoid robots strengthen the case for higher productivity, higher equilibrium real rates, stronger earnings growth, and improved long-term asset returns. While adoption will reshape labour income and shift sectoral winners and losers, the overall effect is likely to be positive for growth and markets. Barclays Equity Gilt Study is a flagship annual publication that combines market-leading macro analysis with a unique multi-asset dataset spanning over 100 years. It provides uniquely rich data and commentary on long-term asset returns in the UK and US. Data for the UK goes back to 1899, while the US data, provided by the Center for Research in Security Prices at the University of Chicago, runs from 1925.

Leading UK food distributor, RH Amar has celebrated the opening of its new headquarters in High Wycombe, with Dame Mary Berry joining colleagues and guests at a special lunch to mark the occasion. Dame Mary Berry unveiled a commemorative plaque to officially open the new premises and celebrate the major milestone in the family-run business’s 80-year history. Rob Amar, Managing Director of RH Amar, said: “We were honoured to welcome Dame Mary Berry to officially open our new office and distribution warehouse. We’ve known Dame Mary for more than 20 years since we started distributing her dressings brand so it made the occasion even more special to celebrate this milestone with her. It was a wonderful occasion to bring colleagues together to celebrate everything that has gone into creating our new home.” RH Amar’s new purpose-built headquarters provide increased warehouse capacity, new office space and enhanced facilities designed to support the company’s future growth ambitions. The new site includes collaborative workspaces, extensive kitchen facilities, and a social hub called Henry’s Place, named in honour of Chairman Henry Amar. The move follows a sustained period of business growth for RH Amar, with the company achieving double-digit revenue growth in each of the past five years. Photo Credit: Ben Cottman Pictured left to right: Rob Amar, Managing Director of RH Amar; Dame Mary Berry; James Amar, RH Amar Strategy & CSR Director; and Henry Amar, Chairman of RH Amar. About RH Amar RH Amar is one of the UK’s leading full-service distributors and growth partners for ambient foods - providing sales, marketing and technical support to successfully grow brands across the UK market. The company is a family-run business, founded in 1945, and now in its third generation. It retains family values at its core and treats every brand as its own. RH Amar’s brand portfolio includes some of the UK’s best-loved food brands such as Branston, Del Monte, Dunkin’, Ella’s Kitchen, Kikkoman, Mutti and Weetabix alongside smaller specialist brands. The company also owns the Camp Coffee, Cooks&Co and Mary Berry’s Dressings brands. The company donates 10% of its profits each year to charity, with more than £3m donated to charitable causes since 2013. View the RH Amar brand portfolio here.

There is a conversation happening in boardrooms, kitchen tables, and management away-days across the family business world, and it tends to follow a familiar pattern. Someone raises artificial intelligence. A few people lean forward with enthusiasm. A few others shift uncomfortably in their seats. Someone mentions a competitor who has already started using it. Someone else wonders aloud whether it will replace half the workforce. The meeting moves on without a conclusion, and the question gets deferred for another quarter. Meanwhile, the technology continues to develop at a pace that makes deferral increasingly costly. AI is not a future consideration for family businesses. It is a present one. And the families who will benefit most from it are not necessarily the largest or the most technologically sophisticated — they are the ones who are willing to engage with it honestly, on their own terms, and with a clear sense of what they are trying to protect as well as what they are trying to build. The Anxiety Is Understandable — But Worth Examining The discomfort that many family business leaders feel around AI is not irrational. These are businesses built on relationships, on craft, on the kind of human judgement that has been refined over decades and sometimes generations. The idea that a technology could replicate or replace any part of that feels, at best, unsettling and, at worst, like an existential challenge to everything the business stands for. But it is worth separating two distinct fears that often get conflated. The first is the fear that AI will erode what makes the business distinctive — its values, its relationships, its human touch. The second is the fear of being left behind by competitors who adopt it faster. Both fears are legitimate. But they point in opposite directions, and treating them as a single problem leads to paralysis rather than progress. The family businesses navigating AI most effectively are those who have been clear about which parts of their operation benefit from human presence and which parts are simply administrative friction and who have been honest enough to distinguish between the two. Where AI Is Already Delivering For Family Firms It is easy to get lost in the abstract debate about AI and miss what is already happening at a very practical level in businesses like yours. Across every sector in which family firms operate, manufacturing, retail, food and drink, professional services, logistics, hospitality, AI tools are being used today to reduce costs, improve decision-making, and free up time for the work that genuinely requires human skill and judgement. In operations, AI is helping businesses forecast demand more accurately, reduce waste, and optimise supply chains in ways that previously required significant analytical resource. In customer-facing roles, it is handling routine enquiries and administrative tasks, allowing people to focus on the relationships that actually drive loyalty and repeat business. In finance, it is spotting anomalies, supporting cash flow management, and providing the kind of real-time visibility that smaller businesses have historically lacked. In marketing, it is enabling a level of personalisation and targeting that levels the playing field with much larger competitors. None of this requires a dedicated technology team or a significant capital investment to get started. Many of the tools available today are accessible, affordable, and designed to be used by people without a technical background. The barrier to entry is lower than most family business leaders assume. The Family Business Advantage In An AI World Here is what is easy to overlook in the AI conversation: the characteristics that define great family businesses are not threatened by artificial intelligence. In many cases, they become more valuable because of it. As AI automates the transactional and the routine, the things that cannot be automated move to the foreground. Long-term thinking. Deep customer relationships. Trust built over years. A reputation that carries the weight of a family name. The willingness to make decisions based on values as well as numbers. These are the qualities that family businesses have always had in abundance, and they are precisely the qualities that will differentiate businesses in a world where the operational baseline is increasingly automated. The risk is not that AI will make family businesses less human. The risk is that family businesses fail to adopt it, cede operational efficiency to competitors who do, and find themselves outpaced not because they lost their values but because they confused protecting their culture with avoiding change. Starting The Conversation Properly For family businesses that are yet to engage seriously with AI, the most useful starting point is not a technology audit or a strategy document. It is a conversation, honest, unhurried, and inclusive of the people across the business who understand where time is being lost, where decisions are being made on incomplete information, and where the business is working harder than it needs to. The next generation has a particularly important role to play here. Younger family members who have grown up with these tools often have an intuitive understanding of their potential that their predecessors lack. Creating space for that perspective, not as a token gesture, but as a genuine input into strategic thinking, is both good succession practice and good business sense. It is also worth being clear about what AI is not. It is not a substitute for leadership, for values, or for the human relationships that family businesses are built on. It is a tool, a powerful one, and one that is developing faster than most of us can comfortably track, but a tool nonetheless. The family that decides what it stands for first, and then asks how AI can help it stand for that more effectively, is in a far stronger position than one that adopts technology reactively, without a clear sense of purpose. The Window Is Open — For Now Family businesses have always had the capacity to move with more agility than their corporate counterparts when they choose to. Decisions get made faster. There are fewer layers between insight and action. The people at the top are genuinely invested in the outcome. These are real advantages in a moment of technological change, but only if they are used. The conversation that keeps getting deferred is worth having now. Not because AI is a threat to what makes family businesses special, but because engaging with it thoughtfully and on your own terms is one of the clearest ways to protect that specialness for the long term. The opportunity is significant. The question is simply whether you are ready to take it.

By the time most family business founders get around to talking about succession, something has already gone wrong. Maybe it's a health scare. A sibling falling-out that spills into the office. A key employee leaving because they couldn't see a future. Or the founder simply turns seventy and realises, with a jolt, that there is no plan. Succession planning is the subject family businesses most need to address and most reliably avoid. It sits at the uncomfortable crossroads of mortality, money, sibling rivalry, and identity — which means almost every instinct pushes families to postpone the conversation until circumstances force their hand. By then, the options have narrowed considerably. A Problem Hiding in Plain Sight The scale of what's coming is hard to overstate. Across the UK and Europe, an enormous wave of founder-owned businesses built during the postwar decades is approaching a generational transition. Many of these businesses are quietly thriving — solid, profitable, often the backbone of their local communities. And a striking number of them will not survive the handover. Not because there's no capable next generation. Not because the business itself is weak. But because the family never had the conversation. Research consistently shows that the majority of family business failures at transition point come down to a breakdown in family communication and trust, rather than any commercial factor. The business was fine. The family wasn't prepared. The Fairness Trap At the heart of most failed successions is a well-intentioned mistake: the assumption that equal means fair. It's an understandable instinct. Parents who have built something want to treat their children equally, and splitting ownership fifty-fifty feels like the obvious way to do that. But equal ownership among unequal contributors is, more often than not, a recipe for resentment and paralysis. Consider the common scenario: one sibling has spent fifteen years working in the business, forgoing higher-paying opportunities elsewhere, learning the trade, building relationships with staff and customers. Another sibling pursued a different path entirely — a career in medicine, perhaps, or a life abroad. Both are loved equally. Both inherit equal shares. What happens next is predictable. The sibling who gave their professional life to the business feels their contribution has been ignored. The sibling who stepped away feels awkward exercising ownership over something they don't understand. Decisions get stuck. Resentment festers. The business that took a lifetime to build starts to fracture. The alternative — acknowledging that equal love doesn't require equal ownership — is emotionally harder but practically far sounder. Some families achieve this through differential share structures, buyout provisions, or compensating non-business children through other assets. The mechanism matters less than the willingness to have the honest conversation about it. The Questions Families Don't Ask Most succession planning advice focuses on the legal and financial architecture: shareholder agreements, tax-efficient transfer structures, trusts, governance frameworks. All of this matters. But it tends to get tackled before the more fundamental questions have been answered. Before you can design a structure, you need to know: Who actually wants this business? Not who feels obligated to take it on, or who would feel guilty saying no — but who genuinely wants to run it and has the capability to do so. These are separate questions. A founder who assumes their eldest child wants to take over, without ever directly asking, is building a plan on an untested assumption. What does the business mean to the family? For many founders, the business is not just a source of income — it's an identity, a legacy, a way of being remembered. That emotional weight shapes every conversation about its future, often without being acknowledged. A founder who says "I just want what's best for the business" may actually mean "I cannot bear the thought of this being sold." Getting honest about that changes everything. What happens to the family if it goes wrong? Succession disputes are among the most destructive forces in family life. The Richards family, the Murdochs, the Pritzkers — the names of dynasties torn apart by succession battles fill the business press. But for every high-profile case, there are thousands of quieter ruptures: brothers who stop speaking, parents estranged from children, cousins who pass each other in silence at funerals. Families that plan well tend to ask, early on, what guardrails they want in place if relationships deteriorate. What Good Succession Actually Looks Like The families who navigate succession well share a few common traits — and perhaps surprisingly, none of them involve having unusually harmonious family dynamics. They start early. The best time to begin succession planning is at least a decade before the intended transition. This isn't just about having time to sort the paperwork. It's about giving the next generation time to grow into leadership, earn credibility with staff and customers, and make some mistakes while there's still a safety net. A rushed handover compresses all of that. They separate the family from the business. Good governance means having clear rules about how business decisions get made that don't rely on family hierarchy or birth order. This often means bringing in independent non-executive directors, establishing a proper board, and agreeing on processes for resolving disagreements before they arise. The goal is a structure that would hold together even if family relationships became strained. They use outside advisors — properly. Most family businesses have accountants and solicitors. Fewer have advisors who specialise in the family dynamics side of succession: the conversations about roles, expectations, fairness, and future vision. Family business consultants and mediators exist precisely because these conversations are hard to have without a neutral third party in the room. They document the non-financial agreements. Who has authority over what. How disputes will be resolved. What the expectations are for family members employed in the business. What values the family wants to preserve. These things often go unwritten because they feel too vague or too obvious — and they become flashpoints the moment there's any tension. The Conversation Worth Having None of this is easy. Talking openly about death, about which children are more capable, about what happens when the founder is no longer around — these are uncomfortable subjects. Families find endless ways to defer them. But the conversation, uncomfortable as it is, is an act of care. It is a founder saying to their family: I love you enough to face this honestly rather than leaving it for you to sort out in grief. It is the next generation saying: We respect what you built enough to take its future seriously. The businesses that last across generations are rarely the ones with the most elegant legal structures. They're the ones where the family found a way to talk — really talk — about what they were building together, and what they wanted it to become. That conversation is worth having. The sooner, the better. This article is intended for general informational purposes. Families considering succession planning should seek professional legal, financial, and family business advisory guidance tailored to their specific circumstances.

A Shetland-based pizza business is marking its first year in operation with the opening of a new permanent premises, following support from Business Gateway that has helped it grow from a mobile venture into a thriving community-focused enterprise. The Nomadic Pizzeria, founded by Nicholas Lundy, began in April 2025 as a mobile Neapolitan-style pizza business, travelling across the islands to host pop-up events in rural community halls. Nicholas, who is originally from Northern Ireland, launched the venture to meet new people after moving to Shetland, quickly building a loyal following as he brought freshly prepared pizza to communities across the islands. A family-run business, The Nomadic Pizzeria is supported by Nicholas’ partner, Beth Hawkings, and his son, Ieuan Hawkings. Creating an opportunity for his son to gain experience of a first job was a key motivation behind starting the business, which has since grown into a wider commitment to supporting youth employment across Shetland. The team now includes six employees aged between 14 and 18, many of whom are in their first roles, with the business providing flexible opportunities for young people to develop valuable skills and confidence in the workplace. Operating on a weekly rota, Nicholas prepares dough and toppings in advance before setting up in local halls, where customers can enjoy pizzas to eat in or take away. In areas where opportunities to gather can be limited, the pop-up model has helped breathe new life into underused community spaces, bringing people together and strengthening local connections. Over the past year, the business has hosted more than 80 pop-up events, travelled nearly 9,000 miles and served over 6,000 pizzas. The Nomadic Pizzeria has also expanded into corporate catering and weddings, which have proved increasingly popular and have become an important part of its growth. This success has now led to the opening of a permanent takeaway location in Lerwick, marking a significant milestone and the next phase of growth for the business. With plans to expand the team further, the business is also working towards extending its opening hours to operate Monday to Saturday. Business Gateway adviser Jeff Gaskell has provided expert one-to-one support throughout Nicholas’ business journey, helping Nicholas establish and grow The Nomadic Pizzeria while preparing for expansion. This has included market research to inform planning, specialist support in digital commerce and copywriting to strengthen the business’s online presence, and advice on recruitment, training and premises, which helped Nicholas establish the new Lerwick location. Nicholas Lundy, owner of The Nomadic Pizzeria, said: “What started as a way to meet people and become part of the community has grown into something far bigger than I ever expected. Travelling across Shetland and hosting pop-ups in community halls has been an incredible experience, and seeing people come together over good food has been the most rewarding part." “Opening our first permanent premises in Lerwick is a huge milestone and something we’ve been working towards over the past year. Business Gateway has been there from the beginning, offering guidance, practical support and helping me plan for the next stage. From building our online presence to finding the right premises, that support has made a real difference.” Jeff Gaskell, Business Gateway adviser, said: “Nicholas had a strong idea rooted in community from the outset, and it has been fantastic to see how that has developed over the past year. By combining a flexible business model with a clear understanding of his audience, he has built something that resonates across Shetland." “Our role has been to support that growth with tailored advice, from planning and digital development to premises and recruitment. The opening of the Lerwick location is a significant step, and I look forward to seeing the business continue to grow while maintaining its strong community focus.” To find out more about how Business Gateway can help your business, visit here.

A Uttoxeter charity is urging local men to sign up for its annual free prostate cancer testing campaign which this week received funding support from digger giant JCB. The Rocester-based company, which also has three factories in Uttoxeter, donated £750 towards the charity’s annual testing event on Thursday June 4th at Oldfields Sports and Social Club. This is the 13th time Uttoxeter Lions has put on the free testing event which over the years has seen thousands of local men take up the potentially life-saving opportunity. This year there are 600 free testing slots available. The event kickstarts a weekend of fundraising celebrations on June 5th and 6th at the Party on the Pitch and Uttoxeter Beer and Cider Festival, with all proceeds going towards the £15,000 costs of the prostate-specific antigen (PSA) testing campaign. Uttoxeter Lions’ Vice President, Terry Adams, said: “The test is just a simple blood test that is sent off for analysis by our partner the Graham Fulford Trust. Results are presented in a traffic light format. If it comes back green that’s fine, amber is ‘be careful and consult your GP if you have any unexplained symptoms’, and red is ‘go and see your doctor for further testing’. “When I got a red result, my GP gave me a second test for confirmation, before referring me to hospital for further testing. Fortunately, my cancer is not very aggressive, so I am currently under active surveillance with my Urology consultant." "I would urge everyone over 50 to take the test, because in the early stages you may have no symptoms of prostate cancer. Each year five per cent of the men we test need further tests or treatment. Some men with aggressive cancers run risk of dying if they are not treated." “There is no government screening programme for prostate cancer and we believe that men, irrespective of their financial standing, should have access to this service. We are proud that over the years we have helped many men, who would otherwise have needed extensive treatment, major surgery, or could have died, had they not attended our event.” Any men who are over the age of 50 from Uttoxeter and the surrounding area can book an appointment by visiting here. Tests are available, between 6pm and 9-30pm on Thursday June 4th, at Oldfields Sports and Social Club, Springfield Road. Attendance is by appointment only.

The Brewers Group has been recognised as one of The Sunday Times Best Places to Work for the second year running! Published in partnership with WorkL, The Sunday Times Best Places to Work celebrates the UK’s leading employers — organisations that are creating exceptional workplaces where people feel valued, supported and inspired to succeed. This recognition is based on colleague feedback, measured through WorkL’s employee engagement survey. The survey evaluates organisations across six key areas that shape a positive workplace experience: Reward and recognition. Instilling pride Information sharing Empowerment Wellbeing Job satisfaction At The Brewers Group, our people are at the heart of everything we do. From career development opportunities and wellbeing support to a welcoming, team-focused culture, we’re committed to making Brewers a place where everyone can thrive. Our Group CEO, Simon Brewer says: ‘We’re grateful to The Sunday Times for naming us as a best place to work for a second year. Our vision for The Brewers Group is clear: to play our part in making the world a brighter place. This starts with empowering our people to develop a career where they feel valued and supported.’ Many colleagues build long-term careers at The Brewers Group, developing their skills across different roles and departments while being part of a supportive and collaborative team culture. If you’re looking to build a rewarding career with a company that values its people, we’d love for you to join The Brewers Group. The Brewers Group operates through several well-known brands: Brewers Decorator Centres, Wallpaperdirect, The Paint Shed, PaintWell, Promain, Albany and The Brewers Academy.