The fireside: A family business case study collection 2026

As the third-generation CEO and president of W.S. Darley & Co., a century-old family-owned business based in Illinois serving first responders and defence teams, Paul Darley reflects on the company’s growth, its approach to governance, and how he’s setting the stage for future leaders.

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We spoke with Timothy Wates, fourth-generation chairman of the Wates Group, one of the largest family-owned construction, development, and property services companies in the United Kingdom, with gross revenue exceeding US$3 billion. He shared key lessons from the company’s 125-year journey—from navigating hardship to strengthening governance and preparing for the next generation. 

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As general director of Mexico-based welding products manufacturer Electrodos INFRA, Beatriz Cardoso provides perspective on the company’s over 100-year legacy. She describes how the business is navigating today’s geopolitical headwinds while investing in innovation, digital transformation, and a global growth strategy designed to balance risk with opportunity.

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We sat down with Salman Shaban, a third-generation family member and business unit leader at Dubai-based metals recycler Lucky Group, to discuss his company’s purpose, approach to governance, and plans for succession. He shared important generational insights and practical lessons that have helped his business endure—and continue to evolve.

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As the second-generation managing director of Richard Crookes Constructions, a leading family-owned Australian construction management firm with US$1.5 billion in revenue, Jamie Crookes offers a candid look at sustaining growth and managing the generational transitions important to future success.

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Steve Rigby, a second-generation family member and co-chief executive officer of Rigby Group, a leading US$5 billion global technology and investment firm based in Europe, shares his thoughts on the rise of AI—and how organisations can leverage AI and other transformative technologies to drive innovation and position their business for long-term success.

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Opting for an external appointment to lead a family business is not an easy decision. Whatever the reason—evolving family dynamics, a strategic shift, or a need for new ideas—it often marks a turning point in the company’s journey. Gerald Slemko, CEO of Canada-based Trudell Medical International, a global medical device provider, shares his experience of stepping into the top role at a legacy business.

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We spoke with Al Kennickell, a third-generation family member and president of The Kennickell Group, a legacy US-based family-owned printing business, who shares how bold technology investments and a hands-on approach to learning AI have shaped both his outlook and the company’s competitive edge. His insights reveal how prioritising innovation and adaptability has helped the company thrive amid constant change.

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A leading US-based consumer products manufacturer shares how the family-owned business is strengthening its cyber defences and adopting new digital tools to help them stay nimble and secure in today’s evolving risk landscape.

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In this candid interview, a leader from a virtual medical care provider based in North America recounts the organisation’s experience navigating a significant cybersecurity breach. Through reflections on internal vulnerabilities, crisis response, and the impact on client trust, the interviewee shares practical insights on the real-world consequences of cyberthreats and the critical importance of robust security strategies and insurance support in health care technology.

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