Framing the future
The fifth-generation family owners of Pella Corporation are focused on stewardship and service as the company embarks on its second century.
2026 May/June Issue
The fifth-generation family owners of Pella Corporation are focused on stewardship and service as the company embarks on its second century.
Family enterprises should reframe their thinking on pre- and post-nuptial agreements.
The history of Mayodan, N.C.-based Charlie’s Soap has been punctuated by lucky breaks. But, after realizing their reliance on happenstance wasn’t sustainable, the family behind the business is embracing a newfound structure.
For family businesses, compensation isn’t just about pay, it’s also about reinforcing the behaviors and priorities that sustain the enterprise over generations.
The most successful family business owners and leaders are deeply aware of both the value they create for their organization and the threat they pose to it.
People on the Move
For family businesses, keeping a board “fresh” requires more than filling seats with trusted friends of the family.
For family enterprises, getting Congress’ attention requires getting in front of lawmakers.
Unlike private-equity backed or publicly traded companies locked into maximizing shareholder return based strictly on profitability metrics, family businesses define shareholder value through a personal lens by recognizing that you can have your proverbial cake and eat it, too.
Advisors often say, “If you’ve seen one family office, you’ve seen one family office.” But we can highlight some commonalities and insights to help a prosperous family understand how a family office might be useful.
A culture of succession must be built from the top.
Peter Latta, chairman and CEO of A. Duie Pyle, talks maintaining a strong focus on both the business of the business and the business of the family.
A case study exploring how one family business professionalized its executive compensation program, improved pay transparency and strengthened board governance.
Clear communication and structure are essential for high-net-worth families to protect their assets.
Third-generation leader Brian Birdy is building is bringing the same values that shaped his family's real estate firm to the booming world of indoor pickleball.
Puritan Medical Products boasts a 100-plus-year legacy thanks in large part to a pivotal decision by its current generation of leadership.
Shoebox began as a private trust company created by the Bush family to protect ownership of Bush Brothers & Company, then evolved organically into a true family office by earning buy-in, one shareholder at a time. Today, Shoebox operates as a purpose-built family enterprise designed to preserve stewardship, alignment and continuity across generations.
Family offices have traditionally kept investing and philanthropy in separate lanes. Zoma Lab, the family office of Ben and Lucy Ana Walton, takes a more integrated approach, deliberately connecting the two so they complement one another.
After serving as COO of Goya Foods, Andy Unanue founded AUA Capital Management in 2004 to professionalize his family’s wealth and ensure long-term security for future generations.