External CEO in a family business: a real-life case

Gil Dumarey has been recently appointed external CEO at Fermette Food Group.

We are curious about his experiences and advice.

In general, we keep in mind that his arrival as external CEO has brought more openness and willingness for change into the company. The employees are also flourishing and growing in their roles. This will undoubtedly pay off in the longer term.

• Take enough time to talk things through
• Get to know each other formally and informally
• Organize enough informal moments with the family
• Build an emotional connection with the family (Fermette grew out of a small butcher shop and Gil is the grandson of a butcher)
• Respect the past
• Set clear expectations

• The family's openness and eagerness to learn
• The willingness to change in terms of strategy and management approach
• The open mind with which the family looks towards the future

• Keeping the balance between respecting the family character and taking the lead as CEO
• Daring to name and speak out about things from the past, especially on a human level

• People are gaining more confidence, take more responsibility and grow in their roles
• People are genuinely more open to looking externally for advice and cooperation (setting up partnerships)

• Tapping into new markets and channels (new business models)
• Rethinking the logistics chain
• Strengthening the dynamic between the family and external people (through constant consultation)
• Coaching young executives
• Strengthening internal and external communication

• Take enough time to get to know the values and the vision of the family
• Know the history of the company and the family
• Organize regular 360° feedback moments with the family
• Dare to be inspired externally (build partnerships and networks)