Family firms remain the backbone of the UK economy, and women in family business UK are increasingly taking the helm. According to the Institute for Family Business (IFB) Research Foundation’s 2023/24 sector report, there are around 4.8 million family businesses across the UK, employing more than 13.9 million people and generating approximately £1.4 trillion in annual turnover. That is roughly 86% of all private sector firms. As more daughters move into leadership, by succession, choice or inspiration, the traditional father-to-son handover is no longer the default. Women in Business: Key UK Facts shows the broader picture, but family businesses are a distinct arena where daughters are now stepping up.
Here are four UK businesswomen who have been influenced by, or joined forces with, their fathers to run successful enterprises, plus practical guidance if you are considering the same path.
Four daughters who stepped into family business leadership
Alison Lyons, Sesame Access
Alison Lyons is Managing Director of Sesame Access, a bespoke lift company founded by her father, Steven Lyons. The firm designs, builds and installs hidden wheelchair lifts that preserve the architecture of historic and listed buildings while giving disabled people independent access through the front door. Its projects include Kensington Palace, Tate Britain and the Qatar National Library, and it exports its British-engineered systems worldwide.
Alison joined the family business after a successful career in the NHS, where she reached board level. She says:
“Sesame Access was founded by my father and the products are his idea and invention. It is an amazing idea and I am very proud that my dad invented it. It was my choice to join Sesame. I had a long and successful career in the NHS and reached Board level but I chose to join my father’s company as a new and exciting challenge, which running an SME provides on a daily basis. I particularly like how creative I can be in the company.
“I am really lucky that my father has invented such an amazing product, and then handed it to his children and said, ‘Go out there and sell it.’ Seeing the lifts installed in iconic buildings such as Kensington Palace is such a great legacy for my father and I could not be prouder to be part of his company to see how far it can go.”
Smruti Sriram, Supreme Creations
Smruti Sriram is CEO of Supreme Creations, the world’s largest ethical manufacturer of reusable bags and sustainable packaging. The company was founded by her father, Dr Sri Ram, and Smruti joined during a period of rapid expansion, helping to turn it into an international business.
Although she had not originally planned to enter the family firm, having gained experience at PwC and Deutsche Bank, she has now led Supreme Creations for more than a decade. The business supplies major global brands and retailers, and continues to combine commercial growth with high ethical and environmental standards, including fair wages and sustainable materials.
Smruti says:
“My father has mentored me with unadulterated advice about the complex mechanics of the business world. We maintain a strong relationship built on respect, professionalism and trust, and this has been vital for my growth as a businesswoman.”
Audrey Baxter, Baxters Food Group
Audrey Baxter is Executive Chair of Baxters Food Group, the family-owned food company founded in Fochabers, Moray, in 1868, according to the company. She took on a leadership role at the age of 24, following the sudden death of her father, Gordon Baxter, and has since guided the company through decades of growth and acquisition.
Under Audrey’s leadership, Baxters has expanded from its Scottish roots into a global brand, producing soups, sauces, chutneys and preserves while retaining its family-owned status. The company has a substantial workforce across its Scottish operations and exports to dozens of countries. Audrey has also championed sustainability and product innovation, ensuring the firm’s heritage recipes remain relevant to modern consumers.
Her story is a powerful example of how daughters can step into senior leadership at pivotal moments and steer a family business into its next chapter.
Cassandra Stavrou, PROPER Snacks
Cassandra Stavrou co-founded PROPER Snacks, best known for its PROPERCORN popcorn, after her father bought her a vintage popcorn maker when she was 15. He died shortly afterwards, and the gift became a lasting source of inspiration.
While working in advertising, Cassandra noticed a gap in the market for snacks that did not force a choice between taste and health. Aged 25, she left her job to launch the business. PROPERCORN quickly gained listings in major supermarkets and the brand later expanded into PROPER Chips and other better-for-you snacks. The brand became part of Valeo Snackfoods, and Cassandra has continued to champion simple, natural ingredients and support the next generation of food entrepreneurs.
Why women in family business UK are taking the helm
These women show that family business succession is changing. Daughters are no longer side-lined in favour of sons; they are joining boards, leading strategy and taking companies global. Research by organisations such as the Family Business Network and the IFB consistently suggests that firms with diverse leadership, including gender diversity at the top, are better placed to manage succession risk and long-term growth.
For any woman considering a similar path, the key lessons are clear: gain experience outside the business, respect the legacy, and bring your own vision.
Practical steps for joining or taking over a family firm
- Get experience outside first. Working elsewhere builds credibility, commercial judgement and a network that the family business can use. Alison Lyons’ NHS board career and Smruti Sriram’s time at PwC and Deutsche Bank are textbook examples.
- Clarify roles and governance. Family dynamics and business decisions can blur. Set clear job descriptions, reporting lines and, where appropriate, a family constitution or shareholders’ agreement.
- Seek independent advice. A business mentor or non-executive director can give impartial perspective. Family business networks such as the IFB and Family Business Network UK run events and peer groups specifically for next-generation leaders.
- Understand the finances. Review the company’s accounts, tax position and funding options. If you plan to buy out siblings or other relatives, explore specialist finance and succession lending.
- Build your own network. Women in business networks UK offer support that family members sometimes cannot provide, from funding introductions to honest feedback on leadership challenges.
Planning your family business succession
Succession is one of the biggest risks any family firm faces. Without a written plan, family tensions, tax complications and leadership gaps can derail even a healthy business. Having a written succession plan, developed with professional advisers, helps to clarify roles, protect relationships and prepare the next generation.
If you are thinking about joining or taking over a family firm, start with open conversations with the current generation and a clear view of the business’s finances, market position and growth options. The transition from father to daughter is not just about continuity; it is an opportunity to renew strategy, modernise operations and prepare the business for the next generation.
Women in family business UK are proving that the next generation of leadership can honour the past while building something new. Whether you are stepping into an established firm or starting one inspired by a parent’s legacy, your outside experience, fresh perspective and professional network are assets, not obstacles.
