The Highs and Lows of Running a Family Business

The 6th June was a reminder of everything I value about running a business with my family. We were at the Downtown in Business Cheshire and North Wales Awards, celebrating my wife’s win, our three children there to witness the moment.

It wasn’t just a proud night for her; it was a proud moment for us all. That feeling, sharing in each other’s achievements, is something truly unique to family-run businesses.

Downtown itself reflects that ethos. Frank McKenna’s daughters work alongside him, and it’s always encouraging to see other families making it work. It made me reflect on our own journey, which makes family businesses so rewarding, and why they continue to be such a vital part of the economy.

Family-run businesses aren’t a niche. They dominate the landscape.

In the UK, they account for nearly 86% of all private sector businesses. They employ over 14 million people and contribute more than half a trillion pounds to the economy.

Globally, the figures are just as impressive. In the U.S., 87% of business tax returns are for family-owned companies, representing over 32 million businesses.

What sets them apart isn’t just the scale, it’s the staying power. A third of the world’s largest family firms have been in operation for over 100 years. That longevity comes from something deeper than profit: shared values, trust, and a long-term view.

Of course, it’s not always straightforward. Running a business with family means your work and home lives are tightly woven.

On the one hand, there’s a strong sense of shared purpose. You understand each other’s strengths, you work towards a common vision, and there’s often a level of intuition in how you operate day to day.

You can have meaningful conversations around the dinner table and solve problems without needing formal meetings. And when things go well, those moments of success are even more meaningful because you’ve built it together.

But the same closeness can create tension.

It’s easy to blur the line between professional and personal. A tough day at work can spill into the evening at home.

 Disagreements can become emotionally charged, especially when traditional family roles clash with business responsibilities. I’ve seen first hand how important it is to establish boundaries, both in terms of time and expectations.

Over the years, I’ve learned a few things that make the difference. Defining roles clearly helps avoid confusion. Being intentional about when and how we talk about work keeps things balanced. And celebrating wins together, like we did last Friday, keeps morale high and reminds us why we’re doing this in the first place.

It’s also about being honest with yourself and each other. Not every challenge can be avoided, but how you handle those moments matters.

Communication and mutual respect are essential, not just for the health of the business, but for the family behind it.

Statistics show that while only 30% of family businesses make it to the second generation and 12% to the third generation, those that do often become some of the most resilient and impactful enterprises.

The success of a family business depends on many factors, personality, structure, leadership, but at its core, it’s about trust, commitment, and a shared belief in what you’re building.

The 6th June was more than an awards night, it was a reminder that running a family business is about more than day-to-day operations. It’s about the bigger picture: creating something meaningful, building a legacy, and doing it together. And for all the challenges that come with it, I wouldn’t have it any other way.

If you’re navigating your own family business or thinking about starting one, my advice is simple: communicate often, celebrate the highs, and don’t let the tough days overshadow the bigger picture.

I’ll be continuing to share more of our journey, both the lessons and the milestones, so if that’s something you’re interested in, feel free to follow along on my socials.