This exclusive study by Family Business Magazine and Compensation Advisory Partners shows that most family businesses treat family executives and non-family executives similarly for compensation purposes.
Fifth-generation construction firm JP Cullen is proud to be building a legacy bigger than a single family.
As family enterprises add branches, generations and new perspectives, clarity around governance becomes more essential — and more complex.
Mixing too much of the personal with the professional can damage both. Avoiding this requires intentionality.
What we model may matter more than anything we proactively try to teach.
People on the move.
Right now, with mid-terms looming, passing another party-line bill will be challenging.
In family enterprises, purpose serves as the fuel that helps keep the business going and growing across generations. Tricia Wallwork, a third-generation family member and chair and CEO of Milo’s Tea, discusses how purpose helps drive entrepreneurship — and success — in her family enterprise.
Jamie Shah, G2 president of Chem-Impex and an adjunct faculty member at The University of Chicago Booth School of Business, kicks off her inaugural advice column, “FWIW (For What It’s Worth)."
Here are three key questions to help your organization turn the lightbulb back on.
Randy Carr, CEO of World Emblem, talks reinvention, resilience and relationships in his second-generation family business.
Effective family communication often begins with an explicit code of conduct.
With changes to charitable giving coming in 2026, the time to act is now.
Identifying and onboarding your next-generation executive.
Edible Brands CEO Somia Farid Silber talks succeeding her founder-father, branching out beyond fruit bouquets and “failing fast” in pursuit of future growth.
What began as a humble bagel bakery has blossomed into a big business with even bigger ambitions. But third-generation Western Bagel has no intention of losing the recipe that got them here.
At Vermeer, Senior Family Office Manager Aaron Smith is bridging generations through education, family camps and intentional relationship-building — ensuring more than 80 family members stay connected as both the family and business grow. A second-generation nonfamily employee, Smith is turning everyday questions and shared learning moments into a foundation for long-term unity and stewardship.
In her nearly 14-year tenure at Mt. Vernon Investments, Meredith Liner has helped steer the family office through two closely linked transitions: modernizing its technology and reconfiguring its investment operations.
