Family-owned businesses remain the backbone of Australia’s economy, accounting for over 70% of all businesses across the country. From boutique law firms and generational vineyards to regional manufacturers and beloved bakeries, these enterprises often thrive on shared values and legacy-driven leadership.
But when it comes to ownership transition, succession planning can quickly become a challenge—particularly without a strategy in place. Whether the next generation is eager to step in or the founder is looking to slowly exit, the decisions made today can secure (or jeopardize) tomorrow’s prosperity.
We will break down how some of Australia’s most recognizable family-owned small businesses are handling ownership and succession—with a closer look at their methods, structures, and real-world outcomes.
Hebblewhite Lawyers: Founding A Family Practice With A Long-Term Vision
Launched in 2022 by family lawyer Newcastle expert Angela Hebblewhite, Hebblewhite Lawyers exemplifies the early-stage development of a family-run legal firm in Newcastle. Although succession planning may still be in its infancy, Angela’s approach reflects a foundation built with long-term leadership in mind.
The firm maintains a boutique feel—tight-knit, community-focused, and designed to offer highly personalized service. That structure makes it ideal for grooming future leadership internally. Junior staff are trained closely under Angela’s mentorship, and the firm’s brand identity is heavily associated with her name and values, positioning it for a clear continuity of vision.
Unlike older family businesses with layers of succession history, Hebblewhite Lawyers presents a modern case study: ownership from inception, hands-on founder oversight, and gradual staff development that paves the way for either family member involvement or senior staff buy-in down the line.
De Bortoli Wines: Multi-Generational Stewardship With A Growth Mindset
Established in 1928 by Italian immigrant Vittorio De Bortoli, this Yarra Valley-based winery has grown into one of Australia’s most iconic family-owned wine businesses. The transition from one generation to the next has been methodical. Today, third-generation members—including Darren, Leanne, and Victor De Bortoli—play key roles in the company’s leadership.
The success of De Bortoli’s succession planning lies in formalized governance and active mentorship. Shareholdings and executive roles have been clearly allocated, and family council meetings help maintain alignment across all strategic decisions. What makes their approach especially effective is the balance between innovation and legacy—introducing sustainable practices and expanding internationally while preserving the family’s values.
Unlike informal or reactive transfers of power, the De Bortoli story is a textbook case of structured succession. Each generation has been equipped with both operational experience and decision-making authority long before transition points, making each handover smooth and intentional.
Robbins Island Wagyu: Generational Hand-Off Driven By Education And Innovation
In Tasmania, Robbins Island Wagyu has made headlines not only for its high-end beef exports but for its proactive approach to succession. Founded by brothers John and Keith Hammond, the business now thrives under the leadership of Alex and Sarah Hammond—the next generation.
What distinguishes the Hammond family’s succession is the clear emphasis on readiness. The children were encouraged to gain outside education and business experience before formally entering the enterprise. Alex, for instance, studied agricultural science and worked in agribusiness before stepping into a management role.
Rather than transitioning ownership overnight, the founders implemented a phased handoff. This included shifting daily responsibilities first, followed by structured ownership changes and advisory involvement from the older generation. The outcome is a smooth leadership evolution that has retained operational consistency while unlocking innovation—new breeding programs, export strategies, and market partnerships are now spearheaded by the successors.
White Industries: A Manufacturing Legacy Guided By Family Constitution
White Industries, a Queensland-based foundry business, is now run by the sons of founder Robert White. Over several decades, Bruce, Neil, and Craig White moved from the factory floor to executive roles, managing one of Australia’s most resilient engineering firms.
Their story highlights the importance of formal planning, particularly in businesses with physical assets and large workforces. The family adopted a constitution—an internal governance document outlining roles, dispute resolution mechanisms, and leadership criteria. This step prevented succession disputes and provided a roadmap for future generational inclusion.
In a sector where capital investments are high and talent pipelines are narrow, the White family leaned on early exposure and training. Their example proves that even in heavy industries, where succession often falters due to specialization, structured mentorship and legal clarity can preserve and grow family control.
Coopers Brewery: Balancing Family Governance With Professional Leadership
With over 160 years of history, Coopers Brewery in South Australia is one of the country’s most well-known family-owned businesses. Still fully owned by the Coopers family, it has successfully transitioned across six generations—most recently in March 2025, when Managing Director Tim Cooper stepped down and handed over to non-family executive Michael Shearer.
Coopers’ approach is hybrid: family ownership is retained through complex share structures (including A and B classes), while non-family executives are brought in to strengthen operations and innovation. Melanie Cooper, a key family member, now serves as chair of the board—ensuring that strategic oversight remains within the family even as day-to-day management becomes more professionalized.
This model has enabled Coopers to compete nationally without losing its identity. Family involvement focuses on vision and culture, while skilled managers ensure execution. It’s a powerful blueprint for other Australian businesses looking to maintain both legacy and competitive edge.
Ferguson Plarre Bakehouses: Sibling Ownership In A Franchising Empire
Ferguson Plarre’s Bakehouse, a beloved Melbourne bakery brand, has its roots in a merger of two family businesses dating back to 1901. Today, it is wholly owned and operated by the Plarre family, with Steve Plarre acting as CEO.
The business stands out for how it handles succession in a franchising context. Even as the brand has expanded across Victoria through franchisees, ownership and decision-making have remained within the family. Strategic decisions around branding, recipes, and sustainability initiatives—like waste reduction and solar-powered baking—are all made with generational longevity in mind.
Family members are onboarded through business education, operational stints in various departments, and leadership shadowing. Rather than passively inheriting roles, they’re required to earn their stripes. This fosters accountability and prepares them for the complexity of running a large-scale operation that still retains a “family” feel.
Wrapping Up
Succession in family-owned small businesses isn’t just about naming a successor—it’s about preserving purpose, ensuring continuity, and allowing evolution. Whether through tightly controlled leadership like Hebblewhite Lawyers, or hybrid models like Coopers Brewery, the most successful transitions are those rooted in structure, mentorship, and vision. These Australian examples offer practical, time-tested pathways that other family-run enterprises can adapt to secure their own enduring legacy.
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