Every family has its challenges and tensions. Every family must navigate the transition from one generation to the next, from the old to the young.

But in entrepreneurial families, these challenges may take on a different complexion – and pose different questions.

How can younger members balance familial expectations with personal goals? What strategies can families employ to make sure their values live on? And how can they avoid damaging and debilitating tensions?

To explore these questions, we spoke to Leon Bader: an individual who has learned how to navigate the unique challenges of growing up in an entrepreneurial family.

As a venture capital investor, Leon pursues his own entrepreneurial ambitions. As a member of Vita Sanatio, sole supplier to one of Germany’s most popular health supplement brands, he is preparing the family business for the next stage of its growth.

We spoke to Leon to learn more about his upbringing, and how it has contributed to his own entrepreneurial drive.

 

1. How did your entrepreneurial journey begin?

When I was in high school, I played golf like a madman. It shaped my upbringing, and led me to study in the US as a college athlete at the University of Tennessee at Chattanooga.

I pursued my dream of becoming a professional golfer for four years, alongside my studies. After my fourth year, I decided to stop pursuing my professional ambitions – and move into business instead.

After finishing my studies, I returned to Europe and joined our family business. For over 20 years, my family has managed the production side of LaVita, one of the DACH region’s most popular health supplement brands. I was able to contribute to areas that were most aligned with my own interests, like sustainability, investments, and strategy.

But I have always had the dream of building my own venture. So, after a little while, I started to explore what an independent professional career might look like. I spent time with EWOR (a European accelerator, similar to Y Combinator in the US).

Through their program I got introduced and ultimately joined 4P Capital – a venture capital fund focused on early-stage businesses that will impact sustainability, education, and health.

 

2. You divide your time between independent ventures and your family business. What do those two spheres give you as an entrepreneur?

They’re very different. With venture capital, I’m involved in the early stage of a company. I can get involved in moulding things, or even starting them from scratch.

My family business is much more established, of course. That doesn’t mean there aren’t areas to innovate in – but there’s more of a set structure (and one that has been very successful, I should add). My role in this structure is about optimisation, or exploring different ways of doing things, rather than starting from zero.

 

3. What’s it like growing up in an entrepreneurial family?

There are benefits and challenges.

On the one hand, you get the freedom to spend your time however you want (so long as you fulfil your family responsibilities, of course). It’s also a platform from which you can do great things.

As for challenges, I think there’s a risk that relationships can be strained, if you’re not careful (or you don’t know how to operate in different areas). Over time, you might learn to manoeuvre around these tensions.

Another challenge might be that it takes time to do things differently. It’s important to understand the need for patience. If you bring a new concept or initiative, it’s unlikely to be activated tomorrow. But, over time, you can prove the value of your thinking.

Like any family, an entrepreneurial family is built on relationships. If you have good relationships, then communication will be much clearer. Everybody has to feel like they’re part of the team, know their position, and understand their contribution.

 

4. How did you first become involved in your family business?

I was asked the question: do I want to be part of the family business for the long-term, or do we need to find a different solution? Ultimately, the big question was: did I want to help move the family business forward?

That was the invitation. I knew it was a great responsibility, but also the chance to prove myself. I’m fortunate that I’ve had the chance to do and explore my own things – with the aim of eventually bringing these experiences back into our family business.

 

5. What can a family do to embed entrepreneurial values in its younger members?

We’re a pretty small family, and don’t have some of the multi-generational challenges that other families have.

From my experience, I think it’s about having common sense. It’s like being a sports team: you might have a hierarchy of different members, but it’s important that everyone feels heard, seen, and like they add value.

In my case, sport ingrained an attitude of competitiveness and wanting to win. Of course, winning in sport is different to winning in business. In sport, the individual tends to win. In business, lots of people can win at the same time.

I think it’s important for younger members of an entrepreneurial family to start their journey outside the family business. To learn the ropes elsewhere, and stand on their own two feet.

In my case, I don’t feel like I am “dependent” on my family. My own venture capital activities have made me more self-reliant, and less dependent. With my family members, I feel like we meet one another on the same level. I’m seen just like anyone else who might come into the company and add value.

I think that’s really healthy for a family. Without this, you risk creating an unequal balance.

 

6. How can an entrepreneurial family avoid tension among its members?

This isn’t something I have direct experience with. But I think there is a formula to managing these tensions, comprised of three variables.

The first variable is power. This is often a source of strain, especially when individuals want power for egotistical, or even destructive, reasons. I find that absurd, frankly. As a member of an entrepreneurial family, you’re in a fortunate position compared to many others. As I said earlier, it’s important for families to share this power, and for every member to feel valued.

The second variable of the formula is independence. It’s crucial for younger members to demonstrate their value in a separate arena. That way, you won’t be taken for granted.

And finally, there are relationships. Every family faces challenges – but good relationships can prevent these from turning into issues later on. A good relationship means open communication, and feeling able to share even uncomfortable things.

Of course, this kind of relationship doesn’t happen by itself.

In my experience, the most enduring entrepreneurial families are the ones who have proactively invested in their relationships.

 

7. How does your family support you in your independent ventures?

We’re a close family, and we’re always looking for ways to connect things. Nothing we do operates in a vacuum.

We’re always asking ourselves: how can we incorporate this idea into this area? What is the common ground between all our activities?

One area of particular synergy is on impact. Our family business is all about impact, and bringing health and wellness to thousands of people. With my background in sustainability, I’m helping to broaden our impact to go beyond individual consumers – and into the wider environment.

 

8. You recently attended the Post-Exit Entrepreneurs Retreat (PEER). What was your experience like?

Really cool. I attended with my mother, which I think was unique for our group. Together, we discussed and identified a whole series of initiatives we could bring back into our family business.

Perhaps most importantly, the retreat gave us space to find more common ground. I think my mother better understands my ambitions, as well as getting more exposure to how other families operate.

It was also incredibly valuable to spend time with so many other individuals who have similar experiences.

Growing up in an entrepreneurial family can bring its own challenges. But, as I listened to others talk, I realised that some of these experiences aren’t unique – but instead shared by families and entrepreneurs from around the world.

For more insights on the art of wealth planning, subscribe to Notes on Wealth Planning.

If you’re interested in attending the next Post-Exit Entrepreneurs Retreat on 4-10 May 2025, email stefan.liniger@conduct.swiss for more information.