You didn't build this business just for today. You built it for your family.
Whether you want to pass it to the next generation, sell it when the time is right, or just know it's funding your family's future properly — the financial decisions you make now will echo for years.
Most accountants treat the business and the family as separate things. We don't.
Talk to us about your family business →
The family business owner we built this practice for
You're turning over between £1m and £20m. You've got staff — maybe 15, maybe 150. The business puts food on the table and you take that responsibility seriously.
You might be first generation, still running what you started. Second generation, taking further what your parents built. Or somewhere in between, with a child starting to get involved and no clear plan for what that looks like.
What you have in common: the business and the family are the same thing. And nobody is managing the connections between them.
The questions you carry
Over a million UK businesses will change hands in the next five years.
Most owners intend to keep it in the family. Far fewer have written down how.
of family business owners want the business to stay in the family.
have a written plan for how the handover actually happens.
family businesses survive the handover to the second generation — not because the businesses were weak, because the transfer was never planned.
the expected doubling of family businesses appointing a chief executive from outside the family.
Keeping it in the family and running it in the family are becoming different questions. Both need answering on paper, not in your head.
Nobody had ever sat us down and looked at the whole picture — the business, the property, the pensions, the kids. Dan was the first person who said: let's connect all of this into one plan.
The stages of a family business life
Every family business owner sits somewhere on this path. Knowing where you are tells you what to focus on next.
I'm growing fast but I don't know my real numbers.
I need to protect the base before I do anything else.
The business has got complicated and I need to strip it back.
I want to grow — sustainably, not chaotically.
My personal wealth is trapped inside the business.
I want to sell — or step back — and the business needs to be ready.
I want to know the family is protected, whatever happens.
Second-generation manufacturing business, £12m turnover
The founder was 62 and wanted to step back. His son had been in the business five years, but there was no succession plan, no shareholding transfer, and the founder's personal wealth was almost entirely locked inside the company.
We restructured the shareholding, set up a phased transfer with gift holdover relief, separated the property, put a pension funding strategy in place, and built monthly reporting so the son could run the numbers independently.
Two years later the son runs the business day-to-day, the founder works two days a week, and both know exactly where they stand.
Not every business is a fit.
If you're a VC-backed startup or a sole trader with no employees, we're not right for you. We work with established, revenue-generating family businesses where the owner's personal wealth is tied to the business — and both need managing together.
What managing both together looks like
Your payroll feeds your management accounts. Your management accounts feed your tax plan. Your tax plan feeds your family wealth strategy.
See what the RDA Finance Team handles →Not sure which stage you're at?
Eight questions. Two minutes. No email required. You'll see which stage you're in and what to deal with first.
Who's Watching The Money?
Real conversations about what happens when nobody connects the pieces.
Listen now →Tell us about your business and your family
Dan will listen to where you are, tell you which stage you're at, and show you what having the RDA Finance Team in your corner would look like. Twenty minutes. Honest. No obligation.
Book a 20-minute discovery call →