Graham Bell
My knowledge and experience of family enterprises began in 1995 when I attended the Centre for Family Enterprise (CFE), the first executive education programme for family enterprises in the UK.
My background is in corporate insolvency and restructuring. It may seem a long way from this world to FBS but, in fact, the gap is far smaller than first appears. After studying at the CFE I began noticing that family enterprises in financial trouble usually had failed to implement the structures and practices of good family enterprise governance. I am not saying that these family businesses would definitely have survived if they had implemented such practices, but I am convinced that the absence of good governance was a contributory factor in their demise.
Hence I now work with families who aspire to create successful, multi-generational enterprises through implementing good family enterprise governance. My past experience can still be relevant in identifying risks and I am aware of the mechanisms that are needed where restructuring is part of the plan.
Another key interest is the role that trading difficulties can have in sharpening the focus on the reasons for enterprising families being in business together. Clarifying Why families want to remain in business together will help them work through difficult times more successfully.
