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Global Family Business Think Tank Report BCR is proud to share that Jean Santos and Kyler Gilbert were featured in the Global Family Business Think Tank report by Family Business United – a worldwide collaboration of leading advisors and experts in family enterprises. This recognition highlights BCR’s continued role in shaping the global conversation about how family businesses evolve, communicate, and thrive across generations. Understanding the Influence of Upbringing “Absolutely they do bring this baggage into their leadership style. There are countless books, articles and research efforts that explore this reality in detail. This is the challenge of an effective leader – to what extent can we understand the baggage that is impacting our leadership style and work to mitigate the potential negative impacts and use the positive learning from these past experiences to make a difference as a leader in a family business.” – Jean Santos, Co-Founder & President, BCR In family businesses, personal history and leadership often intertwine. Jean highlights a powerful truth: effective leaders are those who recognize how their upbringing shapes their decisions and relationships; and who consciously choose to grow from it. Empowering the Next Generation “There are next gen leaders who are very well supported and have great teams behind them, but there are also a lot who are just following in their parents’ footsteps and aren’t being coached or guided to be a leader in their own right. The next gen community is a powerful one and requires nurturing to ensure next gens are successful.” – Kyler Gilbert, Vice President & Consultant, BCR Kyler’s perspective reminds us that leadership is developed, not inherited. The next generation needs both space and support to lead authentically, not just to continue what came before, but to build on it with confidence and purpose. Navigating Conflict with Care “Even if you have a family constitution, shareholder agreements, and family council, it’s hard to put together a formal process to manage conflict. Conflict is so raw and emotional and it can be difficult to set rules when emotions get tense. That being said, if done well, it can also be incredibly valuable.” – Kyler Gilbert, Vice President & Consultant, BCR Conflict in family businesses is inevitable, but it doesn’t have to be destructive. Kyler emphasizes that structure alone isn’t enough; empathy, communication, and courage are essential to turn tension into opportunity. Succession and the Future of Leadership “Without formal succession planning, the ownership of the family company may change and shift from family owned and operated to non-family owned and operated. Frankly, any business is at risk without formal succession planning.” — Jean Santos, Co-Founder & President, BCR Succession planning isn’t just about preparing for transition — it’s about safeguarding legacy. Jean underscores that proactive planning ensures the family’s vision and values continue to guide the business well into the future. Leading with Values “Without formal succession planning, the ownership of the family company may change and shift from family owned and operated to non-family owned and operated. Frankly, any business is at risk without formal succession planning.” — Jean Santos, Co-Founder & President, BCR In challenging times, values serve as the compass that keeps families united. As Jean notes, they provide strength, focus, and resilience; the foundation of every enduring family enterprise. Doing Good, Always “I think as a family business there is a general desire to do good. Whether that’s for your customers or the environment, I think it tends to be a running theme.” – Kyler Gilbert, Vice President & Consultant, BCR Kyler’s reflection captures what makes family businesses unique; their deep connection to purpose. Whether it’s caring for their people, their communities, or the planet, doing good isn’t just a strategy; it’s part of their DNA. BCR is Proud to Contribute to the Global Conversation The inclusion of Kyler and Jean in this international report reflect BCR’s decades-long commitment to helping family enterprises balance the complexities of legacy, leadership, and life. As the global landscape continues to evolve, we remain dedicated to guiding families through the next generation of business with clarity, compassion, and purpose. Learn more about how BCR helps family businesses thrive through succession, communication, and leadership development.

Let’s be honest: conflict happens. In any business, on any team, with any group of passionate humans trying to make things work, disagreement is not just inevitable, it’s necessary. Over the years (and through plenty of lessons in my own family business), I’ve learned that conflict isn’t something to fear or avoid. It’s something to prepare for, engage with, and ultimately use to create clarity. Because here’s the truth: avoiding conflict doesn’t make it go away. It just sends it to the basement where it lifts weights, gets stronger, and comes back later, usually wearing full body armor. Conflict as an Opportunity Conflict shows up when expectations, goals, or assumptions aren’t aligned. Instead of seeing it as a personal attack, try viewing it as an opportunity to: Handled well, conflict builds trust, not tension. It’s a chance to replace misunderstanding with mutual understanding. Prepare for the Conversation Good outcomes come from good preparation. Before stepping into a tough conversation: The goal isn’t to come out on top, it’s to come out aligned. Conflict shouldn’t be a zero-sum game. When handled well, both sides walk away with something valuable: understanding, respect, and a clearer path forward. Conflict in a Family Business Now, when family is part of the equation, the stakes go up significantly. When the person you’re disagreeing with is also the one who used to drive you to school, or still calls you by your childhood nickname in meetings, the emotional terrain gets trickier. In a family business, conflict touches two bottom lines: I’ve lived this dynamic myself. It’s not easy, and families need to understand that the same rules apply, though with a little extra care in how you communicate. Communicating Through Conflict (Especially With Family) When emotions are involved, how you say something often matters more than what you say. Body language and facial expressions also play a big role and can communicate far more than words. A few lessons learned, some the hard way: The Win-Win Mindset Conflict resolution doesn’t have to produce winners and losers. The real win is when both sides feel heard, respected, and more aligned than before. Conflict, at its best, is a tool for clarity. It helps people articulate what they truly want, what they believe, and how they can work together more effectively. When you approach it with preparation, respect, and a little humor, it becomes not a burden but a competitive advantage. Because in business, as in family, avoiding conflict doesn’t preserve harmony; addressing it does. Your turn: What’s one lesson you’ve learned about handling conflict, especially when business and personal relationships overlap?

By Kyler Gilbert, Vice President & Consultant, Business Consulting Resources When I think about what makes family businesses truly special, it isn’t just their longevity, their close-knit teams, or even their ability to adapt through generations. It’s something deeper; something that can’t be written into a business plan or captured in a quarterly report. It’s purpose. And when that purpose is lived over time, it becomes legacy. Discovering Purpose Beyond Growth I’ve seen this up close in my own family business. For years, I thought success was about growth – more revenue, more employees, more market share. But as I got older and started working alongside my family, I realized that the heartbeat of our business wasn’t found in spreadsheets. It was in the stories, values, and unspoken lessons that got passed down over dinner conversations, early morning meetings, and those inevitable family disagreements that come with working together. One moment that stands out to me was when we were making a big decision about expanding a part of the business. The numbers made sense, and the opportunity was exciting. But my mom paused and asked, “Is that where we should be spending our time?” At the time, I thought it was just a practical question about priorities and bandwidth. But what she was really asking was much deeper: Does this align with our purpose? Purpose as the Compass for Family Business That question has stuck with me. Because purpose is what guides a family business when strategy alone isn’t enough. It’s the compass you turn to when times are uncertain, when markets shift, or when generations change. And for many family businesses, rediscovering that purpose, sometimes decades after it was first defined, is the key to reigniting both growth and connection. When I work with family businesses now, I see that tension play out all the time. The founding generation often starts with a crystal-clear sense of why: to build a better life for their family, to serve their community, to create something of meaning. But as the business grows, the “why” can get buried beneath the “what.” The day-to-day grind, the expansion plans, and the challenges of succession can make it easy to lose sight of what brought everyone together in the first place. Redefining Legacy: Beyond Wealth and Name That’s where legacy comes in. Legacy isn’t about the buildings, the brand name, or even the wealth that’s been created. Legacy is about continuity of values. It’s about ensuring that the next generation not only understands what the business does but why it exists. I’ve found that legacy conversations often open up in unexpected ways. Sometimes it’s a founder reflecting on the sacrifices they made, realizing they don’t want their kids to carry the same burdens. Other times it’s a next-generation leader feeling torn between honoring tradition and creating their own path. Both are valid. Legacy doesn’t mean doing things exactly the same, it means carrying forward the essence of what matters most while allowing the form to evolve. Bridging Generations Through Purpose and Legacy In my own journey, there was a turning point when I stopped trying to prove myself by doing things differently and instead started asking, “What am I meant to carry forward?” That shift from rebellion to stewardship changed how I saw my role in the family business. I began to see myself not as the “next version” of what came before, but as a bridge between the past and the future. For many families, that’s the real work: bridging. Bridging generations, bridging perspectives, bridging purpose and performance. It’s not easy, but it’s where the richness lies. Because when a family business can align around a shared sense of purpose, everything else (strategy, governance, even succession) starts to fall into place more naturally. Building a Lasting Legacy So, if you’re part of a family business, I’d encourage you to pause and ask the same question my mom once asked me: Is that where we should be spending our time? It’s a simple question, but it carries the weight of generations. And if you can answer it honestly, you’re not just building a business; you’re building a legacy.

By Jean Santos, President, Business Consulting Resources Succession Installment 3… or maybe 4?) It’s been a while since my last update on our succession journey, and so much has happened that I’ve lost track of which chapter we’re on. In any case, here’s where I am right now. This process is nothing short of an emotional rollercoaster. I find myself experiencing it all: Frustration. I catch myself asking why things are—or aren’t—happening. Sometimes it feels petty, like figuring out Kyler’s working hours when he’s balancing Honolulu clients, Los Angeles time zones, and travel schedules. Other times it’s bigger—like when I notice “reverse delegating” back to me, or when he doesn’t immediately step in on a project we’re both on. My natural instinct is to just do it (get it done, move on). I know I contribute to this dynamic too. Fear. This is always humming in the background. The biggest fear? Whether we’re transferring and building the right skills—especially in business development and sales. Kyler isn’t the only one who needs this, and it’s a skill that is mission critical for the future. Ken, who has always been our strongest rainmaker, is doing an incredible job mentoring the rising generation. And I still ask myself: did Kyler make the right decision leaving his corporate job? Would he be happier there? Or is this exactly where he’s meant to be? Expectations. Not exactly an emotion, and at the same time definitely tangled up in all the others. So much of my frustration stems from mismatched expectations. Are the rising gens ready to make the sacrifices needed to grow the company, push the team, monitor financials closely, and make tough decisions? By nature, I’m a high-dominance, results-driven person—and I’ve always been willing to sacrifice myself to get results. The rising gens… not so much. And that’s a real tension. Delight and Pride. It’s not all challenges. Far from it. I’m proud when the rising gens deliver strong work that I know will move the needle for clients. When they walk into tough meetings prepared and confident. When they present at conferences and shine. In those moments, you can’t wipe the smile off my face. More of this, please! Confusion. This shows up when fear takes over and I spiral into worst-case scenarios about the future. On a good day, I counter with solutions and options. On a bad day… I wonder why we’re even doing this. What helps me stay grounded is the support system we’ve built. We work with a family business consultant (individually and as a group), and yes, therapy too. Having the courage to have hard conversations—even if not as often as we should—has been invaluable. The good news: we’re on track with our plan for Ken and me to shift our focus in the company. We still have plenty to work through, and all of us are committed to doing the work. I truly believe—in both my head and my heart— that this succession journey for all its ups and downs is a success.

By Kyler Gilbert, Vice President & Consultant, Business Consulting Resources Stepping into leadership in a family business is both a privilege and a challenge. As a member of the next generation, I often feel the weight of responsibility: not just to help guide the business forward, but also to honor the legacy and values that built the foundation I now stand on. It’s a balance between respecting the past and boldly shaping the future, a balance that can feel daunting, even overwhelming at times. Facing Imposter Syndrome One of the biggest challenges I’ve faced personally is imposter syndrome. I’ve found myself asking: Do I really deserve to be here? Am I truly ready to take on this role? What if I don’t measure up to the generations that came before me? Those thoughts, if left unchecked, can become paralyzing. But I’ve learned that imposter syndrome is not a barrier, it’s an invitation. It invites us to grow, to step into discomfort, and to build real confidence in who we are as leaders. For me, that growth began with developing confidence through action. Confidence doesn’t just appear one day; it’s built in the small wins and the meaningful contributions we make over time. Each time I pushed myself to take on a new responsibility, lead a project, or voice my perspective in a meeting, I started to feel less like an “imposter” and more like someone who truly belonged at the table. I also learned that confidence is not arrogance; it’s grounded in preparation and integrity. When I took the time to deeply understand the work, to prepare for discussions, and to educate myself on industry trends, I knew I had something valuable to contribute. And that knowledge, paired with the humility to admit what I don’t know, helped me build trust with others and confidence within myself. Honoring the Past While Embracing Change Another important lesson is the power of honoring the past while still embracing change. The generations before us sacrificed, innovated, and persevered to create what we have today. Their legacy is more than just financial, it’s cultural, relational, and personal. By recognizing and appreciating their contributions, we create a bridge of trust that allows us to introduce new ideas and strategies without dismissing what’s been built. In practice, this has meant asking questions like: Why did we do things this way? What was the reasoning behind this decision? Often, those conversations revealed valuable lessons and timeless principles I could carry forward. At the same time, I’ve had to find the courage to say, “Here’s where we can evolve, improve, or adapt to the future.” Balancing respect with innovation has been key. Finally, I’ve realized that leadership in family business is not about having all the answers and is about creating the space for others to thrive. Whether it’s employees, family members, or advisors, leadership is about building trust, fostering collaboration, and creating a vision that others want to be part of. 3 Takeaways for Next-Gen Leadership For any next-gen stepping into leadership, here are three takeaways I’ve learned: The journey of stepping into leadership is ongoing. There are days I still feel like I’m not “enough.” But I remind myself: leadership isn’t about being perfect, it’s about being present, prepared, and willing to grow. And that’s exactly what I intend to do as we move forward. Are you a next-gen stepping into a leadership position in your family business? Let’s talk about how you can build confidence, honor legacy, and shape the future with purpose!

By Johann Berlin, Co-Founder & CEO, TruWorth If you own a family business, chances are you’ve thought about succession, and just as likely, you’ve pushed the thought aside. You’re not alone. A 2021 PwC Global Family Business Survey found that only 34% of family businesses worldwide have a robust, documented succession plan. Most delays are not because it doesn’t matter, but because it matters so deeply. Universal Patterns For many founders, the business isn’t just a company; it’s their life’s work. Letting go feels like losing identity and purpose. Studies show that owners often underestimate how soon succession will be needed, or assume the next generation will be ready when the time comes (Journal of Family Business Strategy, 2017). Add in family dynamics, sibling rivalry, fairness concerns, or unresolved tensions, and it’s no surprise conversations stall. Local Nuances On the West Coast of the U.S., growth-focused founders often defer succession planning while chasing the next milestone. Research shows that rapid expansion can crowd out long-term planning (Harvard Business Review, 2018). In Hawaii, cultural values of ‘ohana (family) and respect for elders make harmony a priority. Younger generations may avoid raising succession directly, even when decisions are overdue (PwC Asia-Pacific Family Business Survey, 2022). In Japan, discussions of succession are closely tied to mortality, which can make them taboo. Yet Japan also has unique traditions like mukoyōshi (the adoption of heirs), reflecting a cultural determination to safeguard continuity (Gersick et al., 1997). So while the psychological resistance is nearly universal, the way it plays out is shaped by culture. What Finally Pushes Families to Act Families often take action only after a turning point: a health scare, the loss of a peer, or pressure from financial institutions. The COVID-19 pandemic, for example, accelerated leadership transitions in many firms worldwide (McKinsey & Company, 2020). Motivators include the desire to preserve family harmony and legacy, the recognition that employees and communities depend on continuity, and initiative from the next generation who bring fresh energy. The key shift comes when succession is reframed not as an ending, but as stewardship for the future. Stories of Families Who Face It In California, a technology founder delayed succession until a health scare forced him to act. By mentoring his daughter into leadership, he reframed succession as building her up rather than stepping down (Harvard Business Review, 2018). In Maui, a family-run hospitality company saw siblings clash when their grandmother fell ill. They eventually created roles that honored her values of harmony while still ensuring clear leadership (PwC Asia-Pacific Family Business Survey, 2022). In Osaka, a confectionery family assumed the eldest son would take over until he chose a different career. To preserve the business, they turned to the traditional practice of adopting an heir, bringing in a nephew who had apprenticed in the shop (Gersick et al., 1997). The Heart of Succession These families, like many others, discovered that planning succession strengthens the business instead of weakening it. It protects relationships, brings peace of mind, and allows the next generation to grow into leadership with support rather than being thrown in unprepared. Succession planning is never only about legal documents or financial transfers. It is about identity, legacy, and belonging. For those who face it early, succession is not an ending it is the bridge to the next chapter.

The health of every family business is like a tide in the ocean. It rises, it falls, and repeats itself over and over again. When our family and business is in a rut, how do we get ourselves out? What tools can we lean on to guide us through these challenges? Can we do it all on our own? These are questions that family business leaders often contemplate – and rightfully so! Every leader wants to solve problems efficiently and in a timely manner. Each family faces challenges that are unique to their history, culture, and dynamics. That is why BCR uses FEAT (Family Enterprise Assessment Tool) and Family 360 as frameworks to help families navigate through these complex tidal changes. Both are designed to surface insights and guide you through the inevitable challenges each each tool serves a distinct purpose. As trained facilitators of FEAT & Family 360, we help families assess their situation, uncover the root of their challenges, and guide them toward healthier relationships and stronger enterprises. FEAT (Family Enterprise Assessment Tool) Family 360 What is the Desired Outcome of FEAT / Family 360? FEAT and Family 360 are not standalone solutions, rather they are an entry point into deeper family conversations and long-term growth. At BCR, we use them in the early stages of working with families to provide a clear, research-backed diagnostic of the family and/or enterprise. Both tools are much more than your typical assessment – they: Moving Forward The tides of family business will always rise and fall, and you don’t have to navigate them alone. Tools like FEAT and Family 360 provide clarity and structure that help families move from being “stuck” to moving forward with confidence. If your family is ready to strengthen relationships, align around your enterprise, and prepare for the future, let’s start the conversation!