The growth of my family business has been shaped by the interplay of tradition, generational shifts, and evolving business needs. Founded and still led by my father, the company has benefited from long-term vision and stability. However, as the business expands across sectors like construction, concrete production, hospitality, and distribution, new demands—such as digitalisation, professional management, and strategic partnerships—create pressure for transformation.
Younger members of the family, including myself, are eager to contribute with fresh ideas and a more modern outlook. We see opportunities for innovation, improved systems, and international growth. But at the same time, there’s strong emotional attachment to the company’s established way of doing things, which can create hesitation around change and delegation.
Balancing these tensions requires more than just operational planning—it calls for open dialogue across generations, clarity on roles and responsibilities, and a shared vision that honours our past while embracing the future. For long-term growth, we’ll need to combine the trust and loyalty that built the company with the agility and structure needed to compete in a rapidly changing business environment.