Second-generation owners who have already inherited or are actively taking over a family business with $2M–$50M+ in revenue. They are navigating the messy realities of running a going concern while managing founder interference, sibling tension, and governance gaps that can destroy the business if left unaddressed.
McKinsey projects 6 million small and midsize businesses will face ownership transitions by 2035 as Baby Boomers retire, representing up to $5 trillion in enterprise value — flooding the market with second-gen heirs who now own real operating companies and need advisory support fast (McKinsey Institute for Economic Mobility, February 2026).
A Deloitte survey of 300 family business executives found 78% expect a CEO transition within the next decade and 42% foresee it within just 3–5 years — compressing the succession timeline and creating urgent demand for governance, coaching, and legal services right now (Deloitte Private, February 2026).
The family business advisory services market hit $9.6 billion in 2025 and is forecast to grow at 5.8% CAGR to $17.7 billion by 2036, driven by SMEs moving from informal family decisions to structured boards — the exact gap second-gen owners are trying to close (Fact.MR, June 2026).
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