In SR TMX, I realised that business health isn’t just about profits — it’s also about emotional and cultural well-being. The founder’s strong attachment to control has created a culture where open communication is limited, and decision-making is one-sided.
This paradox made me think: a business can look fine on paper but still struggle internally. The culture at SR TMX values loyalty, but it lacks psychological safety — family members avoid tough conversations to “keep peace,” which only builds tension.
A healthy culture should balance respect for legacy with room for new voices. Without that, growth becomes difficult. This topic helped me see why leadership change and cultural health must go hand-in-hand in family firms.