Mark Butler, MD of Butler Interiors explains why early, structured succession planning for a family-run business is not just about stepping away, but about building a stronger company overall.
Succession planning is one of those topics many business owners know they should think about, but often put off until later. In today’s market, however, business growth and succession are increasingly two sides of the same coin.
As a family-run business, we’re currently in a genuinely exciting phase of growth and development. Part of that journey has involved bringing my son, Liam, into the business.
He joined initially as a designer, building his own reputation within the industry, before more recently stepping into a design director role.
Inevitably, this has been done with a long-term view to succession and, eventually, my retirement – albeit still many years away. Planning early has allowed me to focus not simply on an exit strategy, but on building a stronger, more resilient business in the here and now.
That said, succession in a family business is very different from businesses owned and operated purely with employed staff. Emotions, relationships and expectations inevitably play a much bigger role. The key is recognising this early and addressing it openly.
Creating structure
For us, that has meant being clear about roles and responsibilities, ensuring Liam earns his position through capability and commitment, and treating the business with the same professionalism we would apply if it weren’t family-owned.
One of the biggest mistakes I see is the assumption that succession is simply about handing over the reins. In reality, it’s about creating the right structures to support growth beyond the founder. That means documenting processes, empowering others to make decisions, and gradually stepping back from being involved in every detail. If the business can’t function without you, it isn’t ready for succession.
My wife also works with us for a few hours each week, supporting the running of the business alongside her own career outside of the KBB industry. Interestingly, she’s often the first to remind me that the same core principles apply regardless of sector: clarity, accountability, communication and planning. That external perspective can be invaluable when you’re deeply embedded in the day-to-day operation.
Timing is another crucial consideration. Succession shouldn’t start when you’re ready to leave; it should start when the next generation is ready to learn. By involving Liam early, we’ve been able to invest in his development, include him in strategic decision-making, and allowed him to grow into the role naturally, rather than forcing a sudden transition later on.
Ultimately, good succession planning is simply good business planning. It encourages you to think strategically, future-proof your company, and build something that can thrive beyond your own involvement. Whether your successor is family, management, or an external buyer, the principles remain the same.
If you’re serious about business growth, the question isn’t “Am I ready to step away?”, – it’s “Is my business ready to continue without me?”.
The earlier you start answering that question, the better positioned you’ll be for the future.