The family-owned business and the fence industry go hand in hand, combining tradition, craftsmanship, and customer trust. Operating as a family unit brings unique advantages but also comes with challenges that require careful management.

I am part of the second generation of our family business and now training the third generation to carry it on. My brother and I work in the company alongside my son, daughter, brother-in-law, and two of my brother’s nephews. Our father retired five years ago but still enjoys stopping in on occasion. My own journey began when I was just 12 years old, spending summer afternoons picking up pipe bands for a penny apiece. It’s hard to believe that I am already planning for transition and retirement myself—though not too soon.

One of the greatest strengths of a family-run fence company is the pride and reputation built over generations. Customers often appreciate the personal touch, continuity, and reliability that come with a name that has stood the test of time. Many of our clients are themselves family-owned businesses that have worked with us for decades. Family members are also deeply invested in the success of the company, which translates into stronger commitment, hard work, and long-term relationships with suppliers and clients. Decisions can often be made more quickly, too, because of the trust already established among us.

Still, combining family and business is not without complications. Differing opinions on growth, leadership, or modernization can lead to conflict. Succession planning—deciding who will eventually take over—is especially sensitive. Balancing family roles with business responsibilities can also strain relationships outside of work. As the industry continues to evolve with new materials, technologies, and regulations, family businesses must adapt quickly to remain competitive while holding on to their traditions.

I have also seen firsthand how difficult these challenges can be. I’ve heard stories of children squandering the assets of a business after taking over from their parents, or of companies drifting while untrained employees struggled under weak leadership. A close friend of mine was a third-generation owner alongside his cousin.  They had different opinions on how to run the business and it affected their personal lives.  The situation grew so toxic that my friend eventually sold the company just to escape it.

Statistics underscore how fragile family enterprises can be. The average lifespan of a family-owned business is only 24 years. About 40% transition into the second generation, just 13% make it to the third, and only 3% survive to the fourth generation or beyond. These numbers remind me daily of the importance of training future generations and engaging in careful strategic planning.

Running a family-owned fence company offers the rewards of legacy, trust, and dedication, but success depends on clear communication, adaptability, and long-term vision. By embracing the strengths of family ties while managing the challenges head-on, family fence businesses can continue to thrive for generations.