Valencia, October 24, 2025. - The Chair of Family Business at the University of Valencia (CEFUV) has addressed the complexity of succession processes in family businesses when they deviate from more conventional models. Under the title "Beyond the usual succession: scenarios and lessons learned in family businesses," the CEFUV, sponsored by the Valencian Association of Entrepreneurs (AVE), EDEM School of Entrepreneurs, the Valencian Institute for the Study of Family Businesses (IVEFA), the Family Business Institute (IEF), and the University of Valencia (UV), and with the collaboration of CaixaBank and Broseta, held a breakfast discussion that brought together prominent representatives of the Valencian business community to reflect on the current challenges of succession within family businesses.

On this occasion, Marta Gil, director of Caxton College, and Javier Gandía, CEO of Bodegas Vicente Gandía, participated. They shared their experiences managing two family businesses with very different trajectories, but united by a common vision: the importance of managing generational succession through preparation, communication, and professionalization.

A gradual, values-based succession

Marta Gil explained how the handover at Caxton College, an educational center with 1,650 students and 400 employees, has developed gradually and naturally: “In our family business, we have implemented a very gradual, almost imperceptible succession, thanks to a long-standing philosophy of immersing the youngest family member in management activities, along with active and independent participation in the school's various areas.”

She also emphasized that “The values ​​have remained intact, although the leadership style has evolved toward a society that demands greater flexibility, agile changes, and attention to emotional needs.”

During the process, Gil promoted the creation of a new structure for the teaching management team and a clear strategy to ensure all staff understood the institution's goals and values: “It was essential to communicate the strategy very well. Managers need time to think, and middle management must be well-trained. An external mediator also helped us a lot during key stages of the handover,” she noted.

As a future challenge, the director advocates involving younger generations in the Family Council from an early age, to strengthen their sense of belonging and commitment to the project.

Diversification and consensus in a changing global environment

For his part, Javier Gandía, the fourth generation to lead Bodegas Vicente Gandía, explained how the winery has had to adapt to the sector's major challenges: "The world of wine is very beautiful, but extremely complex. The adversities of recent years, with disastrous harvests due to climate change and an anti-alcohol movement by European organizations, opened our eyes to diversify into other sectors," he explained.

The company decided to bring in an external consultant and clearly define the roles of family members as it embarked on a new era: "My brother was in charge of diversification, and I took the reins of the winery. Defining roles clearly and maintaining consensus are key when undertaking a change of direction," he stated.

Gandía recalled his father as a "great role model" in the succession process and emphasized that the crisis was also an opportunity to rethink the business strategy.

Generational change, a process that takes time

As a common conclusion, both speakers agreed that generational change requires time, support, and trust: establishing a team to assist in the process, maintaining consistency with the founding values, and nurturing family ties are essential aspects to ensure the continuity of the business project.

Finally, Alejandro Escribá, director of CEFUV, summarized the speakers' main contributions, highlighting the importance for new leaders of building trust among all stakeholders (shareholders, employees, customers, suppliers, etc.) and establishing a solid and professional support structure, both within the management team and within the organization's corporate governance. He also noted that clear, two-way communication of long-term goals and plans, in order to listen to the concerns and suggestions of different stakeholders, is a fundamental pillar in this trust-building process.

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