Recently, Catania Oils President Joseph Basile had the opportunity to speak with Fairfield University’s Family Business Club at the Dolan School of Business, alongside his father, Anthony Basile, CEO of Catania Oils. Conversations like these are always energizing, but what stood out most was the depth of engagement from the students. Their questions went far beyond defining what a family business is. Instead, they focused on the realities of how family businesses truly function, grow, and endure.
That curiosity matters. Because the truth is, there is no universal blueprint for running a successful family business.
Every family is different. Every ownership structure is different. Every operating reality brings its own complexities. What works for one family business may not work for another, even within the same industry. The challenge, and the opportunity, lies in being intentional about how the business is structured and led.
Throughout the discussion, one theme kept resurfacing.Strong family businesses do not rely on assumptions or traditions alone. They create clarity. That clarity starts by stepping away from the day-to-day operations and making time to define the fundamentals, the things that too often get overlooked until they become problems.
Those fundamentals include clear ownership expectations,defined decision-making rights, and a shared understanding of who has authority over what. They also include thoughtful processes for resolving conflict in away that protects both the business and the relationships behind it. Conflict is inevitable in any organization, especially one built on family ties, but how it is addressed makes all the difference.
At Catania Oils, now in its fourth generation of family ownership, the leadership team has learned that longevity does not come from avoiding difficult conversations. It comes from addressing them early, intentionally, and with respect for both the business and the people involved.Governance, succession planning, and leadership alignment are not theoretical exercises. They are practical tools that help a family business stay focused, resilient, and aligned as it grows.
One of the most inspiring parts of the conversation at Fairfield was seeing future leaders grappling with these realities now. Their questions reflected an understanding that family businesses are not “simpler” because they are family-owned. In many ways, they are more complex. But when structured well, they can also be more values-driven, more accountable, and more durable over time.
Joseph and Anthony Basile are grateful to the Family Business Club leaders for hosting such a thoughtful discussion, and to Jennifer C. Kane and Dean Zhan Li for taking the time to connect while they were on campus. Engaging with the next generation of business leaders, especially those interested in stewardship, leadership, and long-term impact, reinforces why these conversations matter.
There may be no blueprint for a family business, but with intention, clarity, and the right structure, it is possible to build something that lasts, generation after generation.