For years I thought the tensions in our business were ours alone. Sitting across from other Baltic owners who'd faced the same arguments at the same kitchen tables changed that. I left with ideas I'd never have found in a boardroom — and a number to call when things got hard.

Founder, 2nd-generation manufacturing, Latvia

We knew we needed to plan the transition. We didn't know how. The Club gave us frameworks where we'd only had good intentions — a family constitution template, and the hard conversations we'd been avoiding for a decade. My daughter and I speak about the business differently now.

Owner, 1st-generation retail group, Estonia

The hardest conversations in our firm were about pay, roles, and who gets to decide what. The Club gave us both the language and the peer examples to actually have them. It stopped feeling like a threat to the family and started feeling like an act of care for it.

Co-owner, 3rd-generation distribution, Lithuania