The Three-Circle Model helped me understand how family businesses like SR TMX operate across three overlapping systems — family, ownership, and business. Before this, I only saw it as a company with family people running it. Now, I see how much deeper it goes.
In SR TMX, the family system influences decisions emotionally, while the ownership system holds power and control. The business side needs performance and structure. When these systems aren’t aligned, problems like succession conflicts or unclear roles can arise.
This framing showed me why many family firms struggle — they’re not just dealing with profits but also with values, relationships, and control. Viewing SR TMX through this model really highlighted the complexity and why professionalising governance is so important.