In this episode of Beyond Succession, host Leah Tolton is joined by Partner and Head of the Agribusiness Industry Team at Bennett Jones, Lorelei Graham, as they delve into the rich legacy and promising future of Canadian agricultural family enterprises. From household names like McCain and Weston to the community-driven farms that anchor our local economies, these businesses are living legacies with deep roots in the land and the hearts of their communities.
This episode explores the resilience and adaptability that have allowed these enterprises to flourish across generations. Leah and Lorelei discuss the role of innovation, from sustainable farming practices to the integration of artificial intelligence, in shaping their future. Additionally, they tackle the challenges of succession planning within multi-generational businesses and the importance of maintaining trust, transparency and strong community ties.
Tune in to discover how these family-owned agricultural businesses continue to thrive in a rapidly changing world.
Transcript
Lorelei Graham: [00:00:00] You know we put a lot of faith and trust in the agricultural and food industry in Canada so there has to be that trust and transparency. So I think when AI is being adopted it has to have sort of that lens over it to make sure that the stakeholders the family farms the people who've been in business for hundreds of years are feeling confident.
Leah Tolton: [00:00:27] Welcome to Beyond
Succession. A podcast series within the Bennett Jones Business Law
Talks podcast that discusses topics around navigating the
complexities of the family enterprise. I'm Leah Tolton partner
at Bennett Jones LLP and I'm a family enterprise and corporate
lawyer. Passionate about helping family enterprise businesses
navigate the complexities of governance succession and
growth.
Before we begin this podcast please note that anything said or
discussed on this podcast does not constitute legal advice. Always
seek proper advice from your legal advisor as every situation is
different and outcomes can vary. In this new season of Beyond
Succession I'll be exploring the unique history and development
of family enterprises within the agricultural industry in
Canada.
We'll dive deep into the stories behind some of the
nation's largest and most influential agricultural brands like
McCain Westin Saputo and Burnbrae. Many of which you've
probably purchased from the grocery store. I want to uncover how
family enterprises in agriculture including these large brands have
successfully managed generational continuity succession planning
business growth strategies and philanthropy efforts.
In addition I'd like to explore how these family enterprises
are adapting to today's challenges in agriculture and making
innovative contributions to help evolve the industry. Joining me
today is my colleague Lorelei Graham partner and head of the
agribusiness industry team here at Bennett Jones. I'm excited
to have Lorelei join me as she has significant experience in
agribusiness especially in intellectual property law.
She has assisted countless clients in the food and agribusiness
sector and her practice manages IP portfolios on an international
level for a wide variety of clients in a variety of disciplines
including mechanical biomechanical and agricultural food industry
and environmental areas. Welcome to the podcast Lorelei.
Lorelei Graham: [00:02:44] Thanks so much Leah. I'm so excited to be here and to talk about my great passion for ag. So thanks again for having me.
Leah Tolton: [00:02:47] Well great. Let's
get started then. When I think about a family enterprise you know I
think of an organization that may include an operating company. It
may include a company that may own some real estate it may have
some investments other than the operating company might have some
assets some people are going to inherit might have some
philanthropic interests and obviously it has people that operate
all of those components.
What is significant about family enterprises in the Canadian
agriculture industry?
Lorelei Graham: [00:03:24] Well I think
you've you've sort of got a great broad brushstroke of all
the amazing things that sort of touch on a family enterprise
business in the agricultural sector. And I think sort of the most
impressive thing is sort of the impact that these family
enterprises in the ag space actually play on our Canadian
economy.
I think it's amazing to see how they range from the very small
local farm to these very very large corporations some of which
you've mentioned earlier and that they often span sort of
multiple generations. And typically we're seeing huge sort of
family involvement. It's not just one family member.
We have lots of different generations working within that
enterprise. And that creates both you know incredible
opportunities. But it also creates some challenges right? So I do
think it's a little bit different maybe from some of the other
industry sectors that you've spoken about and are involved
in.
And it has lots of interesting ties to our land and to Canada as a
whole. And I think that's important to remember. We're such
a large country with very diverse interests and ag interests right?
So it is very interesting that way. I also think it's
interesting because these family enterprises you know like how did
how did they you know what were some of those challenges that sort
of led them forward and and to have this big presence in Canada
because they're resilient.
And you hear right they're they're often resilient that
that despite all these sort of ups and downs of the economy or ups
and downs from challenges like in the typical sort of you know
environmental world that we're living in now they continue sort
of to to move forward. So I think it's their adaptability also
and their resilience that sort of makes them unique and why I'm
glad we're here talking about it today to be honest with
you.
Leah Tolton: [00:05:20] So then do you think it's the adaptability and the resilience that's been important? You know throughout their history like is that key to the evolution of these enterprises over time? I think so.
Lorelei Graham: [00:05:32] I mean and I'm
sure we'll delve into a little bit more but there's all
kinds of challenges when you're sort of transitioning
businesses from one generation to the next.
And so that's I'm saying it's not just about you know
how do we whether a bad year on the farm it's a lot more about
economy you know that's affecting people buying our groceries
or what have you it can be a lot more. So I do think these family
enterprises well they have to sort of address those challenges and
be adaptable and be resilient.
They also allow us to create a buffer right? If you think about
that like when you have that ability to sort of pivot whenever you
need to that creates a buffer for our economy. And that's where
the Canadian economy is I think benefited greatly from these
Canadian family enterprises.
Leah Tolton: [00:06:19] You know you referred
to some of the challenges that exist in these enterprises when you
have multiple generations working in some of these businesses and
you you've talked about how in these types of enterprises
it's not uncommon actually to see multiple members of multiple
generations to be operating there.
What kind of common challenges and successes do family owned
agricultural businesses face when they transition from one
generation to the next?
Lorelei Graham: [00:06:48] Well I think
I'll look at this sort of both from the challenge and also how
they've had some successes because I'm I'm very much
like you know we want to talk about the negative but also the
positive and there's so many positives.
So I think on the challenges side obviously succession planning and
a little bit out of my bailiwick but succession planning is
obviously uh has been a challenge for the family enterprise in the
ag space. It can be complex right? You think about the challenges
of the world and this is where also I think our geography plays
into it.
You know when people are in isolated communities farming versus you
know if they're in sort of a more populated area can you keep
your kids safe? your kids on the farm or can you you know are you
are you struck to be doing it alone in the future? So I do think
there is finding this is sort of the suitable successor shall we
say can be complex and so those family dynamics I think the ones
that can navigate that can be very successful.
I think uh it also requires having people engaged in the space that
you're in whatever that ag business is right? Whether it's
crop management or livestock care or maybe it's in food
production and sort of developing products for the next generation
all those things sort of play into keeping people engaged in the
family business and having successors to the business as the family
grows.
I think also ag is different from sort of some of these other sort
of family enterprises in that there's often like an emotional
attachment to the farm or to the business. It doesn't and I use
the term I keep saying farm but it could really be anything you
know we get attached to things uh whether it be the land or maybe
the animals or the legacy right?
If you have a legacy that's you know you'll often see the
designation for century farms or businesses that have been around
for over a hundred years that have been attached to the family name
and we might talk about that a bit later how the name means a lot
to people and what does that legacy mean?
So the attachment the emotional attachment is sort of unique. I
think a bit in in the ag space and you know it's not to say
that in other industry areas you know with family businesses that
have been gone on a long time that that isn't important to
them. But I do think sometimes you know when you have the emotional
connection to a piece of land that or a farm that's been in
your family for generations that that can play a part.
I think also the financial aspect is always something we have to
consider um you know transferring assets and all that good stuff is
sometimes complicated with families as we all know. I think we have
all experienced that when you have a complex family. Business
especially some of the big large family um enterprise operations we
have operating like the Westin's and the McCain's
Saputo's all of those you know when you get to that level and
stage there's obviously transferring assets can be complicated
to say.
I come back to being the personality to be able to weather adoption
and whether the adaption that you might have to have to be able to
do that adoption of new ideas and new things that can be
challenging for families as they're transitioning uh you know
the older generation versus the younger generation is is always a
consideration.
And you know unfortunately there's always maybe some conflict
there and how are you going to resolve that conflict? And I think
that's that's something to consider in any sort of family
enterprise. You know how are you going to manage that transition
peacefully and positively? Um and sure there's always legal and
and you know the the proverbial tax implications of transitioning
but that that's beyond my my sweet spot.
But I do think you know to sort of discuss briefly about sort of
the successes or the positives of transition. I think you know
going back to legacy and building that brand that means a lot to
people and in the in the agricultural space when you pass something
down especially land to your you know it could be your children
your grandchildren your great grandchildren some places I think
that is incredible.
Maintaining that identity that business identity intertwined with
your brand. Personal successes is a wonderful thing. And I think we
have lots of great examples in Canada about that. I think um it
also is that continuity in the Canadian landscape and the ag is is
really profound in some ways. Um you know it it's what sort of
also makes us Canadian given the size of our country and and how
these families have sort of I'm going to say gone from east to
west or west to east whichever way you want to talk about it how
they've managed to actually navigate that large geography and
do it successfully.
And on a global scale in a lot of cases is pretty impressive.
Obviously you know we've also you know I I can't be talking
here without being an IP lawyer and say something about innovation.
Obviously I think innovation is critical. You know when you're
transitioning those new generations bring a lot of interesting
things.
Uh we're seeing that in the AI space and how you know AI is
coming to the farm or or to your business or your grocery store
near you. And I I also think uh community impact. And you mentioned
that a bit with philanthropic ideas. And you know I have my
thoughts on that. But um that really also impacts a lot on just in
general whether it's philanthropic or not how a family or uh
enterprise engages in the community.
As I mentioned there's all kinds of farming communities you
know rural really rural and you know close to home in a city. But
the reality is is that they also bring a sense of community whether
it's farmers markets or people engaging uh and learning about
where their eggs come from on the side of a truck transport truck
coming along the road or whatever.
Like those are those things where you know our food where we break
bread every day with our family or if you're gluten free a rice
cake or whatever. The reality is it's a big part of our day to
day. Um for some maybe more than others but the reality is it's
a big part of our day to day.
So I do think that those sort of the successes and the challenges
of transitioning in the ag space sort of come to mind.
Leah Tolton: [00:13:03] So so there's a lot
to unpack there. You know you've you've brought up a lot of
no no no no no no I want to hear all about this. And um you know so
I think you know there are a number of things that you've
raised there that I think would be interesting to explore a bit
further.
And I know you know as you've mentioned that your particular
passion is in innovation and in intellectual property and you know
those related concepts. In the family enterprise space you know
from my window I often see that one of the struggles or challenges
or perhaps rites of passage that needs to or often needs to occur
in these family enterprises is that in connection with generational
succession is that often the new generation the rising generation
is the one that comes at the business and the the operation of the
business in a new and different way. That's not always easy for
the first generation or the existing generation to accept but you
often see these new ideas coming from the new folks who are coming
behind the people who've been running the show for a
while.
And so you know that's that's a theme that you know I see
in the corporate world that can cause some issues to work through.
Let's put it that way. And so obviously this is something
really important to you and really important to your practice. You
know maybe you could speak to how family owned businesses
contribute to innovation in the agriculture space.
You know what do you see happening here? Is it a generational
thing? Is it a thing that you see across the enterprise? How does
that usually play out?
Lorelei Graham: [00:14:37] So I think I'd
want to talk about it in sort of sort of three buckets because from
innovation comes things like you know how does the farm navigate AI
which is on everybody's mind lately.
So I think it's important to address that. I think it's
important to sort of talk about what do we mean when we talk about
innovation. And then I also think it's important to understand
how innovation whether you adopt it or not adopted and how you
adopt it impacts sort of the family. And the enterprise and their
reputation.
And that all comes I hate to say it from my IP background but you
know whether it's trademarks and branding and how we manage
that to whether or not we're protecting something by a patent
or what have you or or adopting an innovation. Those are all sort
of the three things that sort of intertwine and interweave and sort
of to the fabric of how family enterprises in the ag space sort of
adopt this.
And I would say like from an inner from a pure innovation if you go
back to that basic question what does innovation mean? I think I
think it can mean a lot of things in the ag practice. Like
certainly from a legal perspective we think about you know
protecting you know confidential information data innovative ideas
things like that.
And those all are on in a in the agricultural sector for sure in
Canada. But certainly sort of for the I'd say for the last 50
years and I've been practicing 30 of those 50 years which
I'm embarrassed to say was true the adoption of ag innovation
is still slow. And unfortunately in Canada we're probably you
know people who know me know I go on about this but we're
slower to adopt.
I certainly think there's more of a spotlight on it right now
which I think is great for innovation but purely on how how it sort
of impacts a family enterprise and in particular a farm is I think
we have to think about innovation as being things like sustainable
farming practices. In other words it doesn't have to be.
As I said you know adopting an AI specific innovation or your
business is going to all of a sudden be sort of an AI focus. It
just more means how we can sort of change our farming practices or
our business practices within the family enterprise. So I think you
know sustainable farming practice is one specifically for the farm
community.
Um a lot of you know Canadian Ag farms are doing that. Burnbrae is
a really good example of that. I think it has a whole bunch of uh
sustainability initiatives. For instance they have energy efficient
egg grading operations and waste reduction programs. Those kinds of
innovations whether they're you know proprietary or not is
another question.
But you're seeing that you know like everybody's looking to
do be more efficient have better you know returns all that good
stuff. So sustainable farming practices are certainly one aspect of
innovation. Obviously as I said technology advancements are a huge
one right now and that are AI enabled.
Everything from figuring out on sort of what I call crop management
and how your your inputs and whether or not you're using sort
of I'm going to say uh technology assisted programming or or
you know smart data collection all that good stuff falls into that
bucket. And you know it could be drone technology that you've
all of a sudden decided to adopt to sort of review your crops
especially in some of the more rural areas is another one that
we're seeing a lot more drones.
I actually do have positive influence. Things are not always a
negative. They're not always an attack somewhere but you know
everything also from innovative products. Like you look at the
large companies like a McCain's for instance that have
they've been at the forefront of innovative products managed to
scale that take it out of Canada take it globally they've been
incredibly.
Effective that way. And then also like a lot of these farms and
this is what I love about Canada. We give back and we are involved
in trials involved in testing and we should do more of that always
but because we have such a diverse geography we're actually
really I think primed to do a good job of that.
And especially with climate change and things you're going to
see more of that and getting so there's they're involved in
research and development. So even though it may not result in
something you're going to see on every farm there's aspects
to that where I think family business and ag have really made a big
difference.
And finally I think too innovation sort of gets down to community
engagement right? Uh they're a big part of the community and
that innovation spreading big believer in education and spreading
that sort of education and knowledge on innovation out into the
community they're a great conduit for that.
So I think that's important as well. So that's sort of uh I
think on the innovation side now do you know when we talk about
sort of the hardcore if I was to drill down on some of those
buckets that really are impacting uh I would say the Canadian uh
family ag business area I would say obviously AI has had a huge
impact.
And there's some challenges right? Like I think we all know
that I think everyone is having challenges with AI but the reality
is there's some barriers to adoption and then there's some
ways to overcome that. And once again looking at it sort of from a
glass half full perspective I would say that um one of the biggest
ones is making sure people are ready and understand right? Once
again education. Uh so many I would say farmers and and agri food
businesses are not really fully aware yet of the potential that AI
can have and how it can be integrated I would say successfully. All
this comes down to is education. As I've said it's all
about taking the time and that's hard right?
When you're you know anybody it's hard because you're
busy and and what have you but getting down to sort of how we can
make a difference in how the younger generation impacts the older
generation. And it's all about sharing that knowledge and
education. So you have to you have to find somebody who can bridge
that gap.
Leah Tolton: [00:20:34] And sort of have it available to like you using your kids as tech support.
Lorelei Graham: [00:20:37] I've been known to do that. So uh guilty as charged is guilty as charged. I think the other thing that's really a struggle right now in this area just an Ag in general but it impacts obviously family businesses. It's sort of the available data uh in this space and sort of the quality of the data. I would say on the whole and hopefully I don't offend anyone by saying that especially in the farming community there and rightly so they want to have transparency about where their data is going and how it's being used.
Leah Tolton: [00:21:05] Yeah.
Lorelei Graham: [00:21:05] And um they've
been slower to maybe share and that's okay.
I think it comes down to encouraging uh sharing and education
incentives. He sure people understand sort of the privacy around it
and and making sure we're preserving that privacy and. Having
the people who are developing these tools really understand the
farmers or the the the stakeholders concerns which I think
they're getting there but we still have we have a way to
go.
I think so much of the ag community and and the food area is based
on trust whether we're talking food and and food security
people want to be able to trust where their food comes from. You
know we put a lot of faith and trust in the agricultural and food
industry in Canada. So there has to be that trust and
transparency.
So I think when AI is being adopted it has to have sort of that
lens over it where this is a little bit different. Maybe it should
always be this way but I can certainly speak for ag. It does
require that sort of level of transparency and trust to make sure
that the stakeholders the family farms the people who've been
in business for hundreds of years are feeling confident.
And I think that once again comes down to education and sort of.
Understanding the science. So getting back to to who's you know
who in the business is doing what. And sometimes we encourage
people to have designated tech uh you know tech ambassadors right.
To try and get farm adaptation of AI to happen or just technology
and in the ag space being adopted at a at a faster rate uh really
requires somebody in the business to take on that mantle and take
on that cross to bear which is sometimes hard to convince.
Not everybody wants to do that.
Leah Tolton: [00:22:47] So you know you made a
comment earlier about legacy and you you you commented about how
important legacy is you know are some of the things that you're
talking about here related to legacy? Are they related to public
image and brand reputation and that kind of thing?
And so is this something that family enterprises in the
agricultural space are particularly concerned about managing?
Lorelei Graham: [00:23:11] Yes and I think they
you know in one word they have to do it very carefully right?
There's a lot at stake. And I come back to the subject matter.
What is ag about? They're managing food which we all consume
and rely on right?
So their legacy in some ways. It's not you know we all have to
you know we all go to the grocery store. We all you know ingest the
food that's grown around us hopefully. And so legacy to these
family operations and their brand reputation is everything in my
mind. And there's some unique sort of advantages I think and
challenges.
Uh when managing sort of that public image and brand reputation
these enterprises these family enterprises have such a rich
history. They have a strong connection to the land. Uh or the food
industry depending and so that authenticity I think really
resonates uh with consumers And I think also you know consumers
appreciate hearing where you know that that continuity and
commitment They want to hear that their food and and and sort of
supply chain of essential nutrients is being looked after.
And there's this that when you have generations of the sort of
that family stewardship I think that builds on that legacy and
reputation. I think people also you know another advantage is is
that personal connection when people get on the television or their
commercials where they're talking about you know their their
egg farm or their cattle you know their beef production or whatever
it happens to be grain.
That I think resonates with people and it fosters trust. And I
think we as a whole in Canada like to back that. I think it's a
Canadian thing. And I also think that it ties a little bit back
into community engagement. So when there's any sort of I'm
going to say risk to that brand reputation then you know that's
serious right?
So so obviously you want to I think family enterprises sort of have
a higher risk when it comes to this I think they have to you know
whether it's a conflict that a family is having that becomes
public or any kind of I hate to say scandal that can tarnish the
brand. I think it it is much more damaging than if it's just
you know ABC.co it's it's it's a lot more
personal.
That's why I think you know if you can mitigate that sort of
with always clear communications having conflict resolutions
depending on the size of the family enterprise. Some of the more
sophisticated ones obviously have that but even within smaller
businesses family enterprise businesses you can sort of have sort
of that mediator the the person who's who everyone goes to to
sort of sort this out I think that's good.
Obviously succession planning if there's any issues around
selection planning and not in my area but that is key right? If it
can really affect. I would say brand reputation the family name and
I think also coming back to my discussion on innovation sort of
balancing sort of tradition and innovation.
How do you how do you manage that? How do you show that a brand or
a legacy brand that's always going supplied x to the consumer
and the consumer knows that is maybe pivoting or diversifying into
something else you know do we want a company that we trust to
provide us with x start you know making running shoes I don't
know maybe I don't know but the point is that we want to think
about that and where their labor where are they hiring their labor
all those things if different things.
So I think they have to be very thoughtful in their decision making
and you know having that sort of good governance model as you grow
a family enterprise I think is also critical. But I do think it
also is sort of one of those situations where when you think about
your family legacy and how you want the public to perceive how do
you want to pass that on to the next generation.
If you keep that in your mind you're going to make some good
decisions.
Leah Tolton: [00:27:09] You mentioned in your
earlier remarks how it can be important to some of these family
enterprises to give back to those people who who gave them that
trust and who trusted their brand and who've helped them build
that legacy and who've been loyal to them throughout their time
as they built their family enterprise.
And you indicated that one thing that you sometimes see in these
family enterprises is that they demonstrate trust. Appreciation for
that ongoing trust by making investments in philanthropy you know
can you speak maybe to role philanthropy can play in these
enterprises and how some of these families have chosen to give back
to that community and the impact that has on their brand and their
business and their legacy?
Lorelei Graham: [00:27:55] That approach to
your business is wide ranging whether it's community at a
smaller level the local community and giving back you know whether
to a local food bank or going all the way up into companies like
the McCain's or the Weston's and how you want to give back
and starting you know significant foundations that and and the
Weston's is a good one in the sense they currently have one the
Weston Family Farm Foundation and with how it relates.
To ag that part of the foundation that relates to ag is a homegrown
innovation and it's like 33 million dollars towards trying to
find a sustainable production of fruits and vegetables in Canada.
So like that's a significant obviously not everybody is doing
that significant commitment but the reality is they're doing
that to give back.
And so I think there's a commitment by these families whether
it's small or large uh to the well being of Canadians and what
they're doing and what they're providing for Canada. So I
do think there's that part of it and I think it comes from the
subject matter we're dealing with. We're dealing with the
land we're dealing with food we're dealing with things that
everybody everyday needs.
I think sometimes too it can be rooted in sort of uh I'm going
to say the cultural background potentially like you can have that.
There are certain farms that have been around for a long time.
It's just part of who they are. I think too there's an
economic side to it whether we like to talk about it or not.
But I think the long-term aspect of it is that it really helps the
business to to grow. solidify and I think it gives it a vehicle to
communicate their values their beliefs of you know what they can do
for the community. I think it also can engage it can help within
the family itself because most families want to give back I think
and it also encourages and teaches the younger generation that
that's part of sort of the mantle that they're going to
have to wear.
And I think too you know it's important always if they're
doing this that there's an alignment between what are their
values and what is the foundation. It can get off kilter. And this
is sort of where I come back to the governance comment too. I think
that comes out during governance discussions of sounds such a legal
word.
Leah Tolton: [00:30:18] It can be a discussion around the table in the kitchen. Even exactly you know I just I define governance as communication of information so you can make decisions.
Lorelei Graham: [00:30:25] And so that's
why I think it definitely goes beyond financial contributions.
It's really about it shapes sort of the the legacy the brand
identity.
I think it shapes community relationships and sort of what I would
call sort of the long term and generational impact of a of a
business. And that's where once again this particular industry
of agriculture really is a bit different from a lot of other ones.
It has a lot more staying power than a lot of other industries that
have family operations or family enterprises and operations.
I'm not saying that they can't last a hundred years but you
know it's it's a different world.
Leah Tolton: [00:31:03] But also people will
always need to consume the products they produce right? There's
no change to that. People will always need to eat. We will always
need to have producers of food and a reliable food supply.
And you know so in that sense you know you will this is really
timeless in terms of the need for it.
Lorelei Graham: [00:31:22] And that's why
when you think about where family enterprise and the ag space has
has grown over the history of Canada it started on these farms
right? And it's and it's kept growing. I mean that's
where where it's come from.
McCain's is a great example of that. So like you just have to
you know there there's lots of and I say that because like when
I drive home and and I live on a farm all the century farms around
me. They've been going now they're getting to more like 150
years but my point is is that there there is a lot of continuity
because it they're producing something that everybody
needs.
Leah Tolton: [00:31:58] Right.
Lorelei Graham: [00:31:58] So wherever you plug
in on what I call the agribusiness value change whether it's
from the very beginning to the very end in your supermarket from
planting or you know farm to fork whatever you want to call it. The
reality is there are family enterprises integrating all along that
value chain.
And they can last the or go the distance uh and be passed down if
there's interest I think planning all that good stuff.
Leah Tolton: [00:32:26] Well and we would
obviously be happy to assist with that. Obviously. Lorelei you just
offered so much here for us to think about. I so appreciate you
taking the time and offering your thoughts on this.
It is obviously a lot to think about and consider and a lot of real
relevance to real people's lives on a daily basis to everything
you've said today and really do appreciate you taking the time
to appear on the podcast and to share your thoughts with us
today.
Thanks for joining me on this episode of Beyond Succession a series
within the Bennett Jones Business Law Talks podcast. Make sure to
hit the follow button on whatever platform you are listening from
so you get notified whenever we release new episodes. Also
don't hesitate to reach out if you have any questions about
challenges or issues that you're facing in your family
enterprise.
Take care. I'll catch you in our next episode.
The content of this article is intended to provide a general guide to the subject matter. Specialist advice should be sought about your specific circumstances.