Becoming Who You Are: Reclaiming Choice in Enterprising Families

Welcome to Legacy Builders, strategies for building successful family enterprises. Brought to you by Beacon Family Office at CI Assante Wealth Management Limited. I’m your host, Cory Gagnon, Senior Wealth Advisor. And on this show, we explore global ideas, concepts, and models that help family enterprises better navigate the complexities of family wealth.

Today, we welcome Jennifer East, Founder of ONIDA Family Advisors. For nearly 20 years, Jennifer has helped global enterprising families navigate the complexities of wealth, business, and values in transition. Drawing from her experience living and working across North America, Europe, and the Middle East, she brings a cross-cultural perspective to enhancing family governance, collaboration, and leadership development. Jennifer is a Fellow of the Family Firm Institute, an educator in global family wealth programs, and an advocate for empowering women, rising gen leaders, and sibling teams to thrive. Her work is shaped by the evolving Wealth 3.0 approach, centering strengths, relationships, and long-term impact.

My goal is to be the most curious person in today’s conversation with Jennifer. Where we explore what happens when individual identity and family legacy quietly collide and why it’s so common for next-gen leaders to inherit expectations before they’ve defined their own path. Jennifer shares how intentional mentorship, emotionally aware leadership, and thoughtful facilitation can shift that dynamic. Together, we consider how families can move from unspoken assumptions to shared clarity and why making space for reflection may be one of the most powerful choices they make.

Now, let’s dive in!

Cory: Welcome, Jennifer. We’re excited to have you here today to share your wealth of knowledge and experiences with us. Let’s dive in, shall we?

Jennifer: Great. Thank you for the invitation. I’m delighted to be here with you today.

Cory: Jennifer, imagine you’re delivering the commencement speech to the graduating class of 2026, and you have the chance to inspire them with your story. How would you begin your speech to convey the incredible lessons and expertise that you’ve gained along your career?

Jennifer: That’s a really powerful question. And in reflecting on this, I came up with a vignette, actually a series of vignettes starting from childhood, which, in fact, upon reflection, I’m pausing here because I want us to start again, sorry.

Cory: You’re good.

Jennifer: That’s a really powerful question. What I’d like to do is share a few vignettes, starting from childhood. Actually, as I was reflecting on it, I saw some interesting threads throughout them that I hadn’t noticed before. So thanks to you for inspiring that observation in me.

Picture me as a child, visiting a family member on the west coast of Canada. I was sort of a preteen, and I was at a large public swimming pool, standing at the lineup where children would line up to go on a lovely slide and have a lot of fun. And as each child came along, I would let them step in front of me. And so I did this for a while, and all of a sudden it occurred to me, why am I letting every child in front of me, and why is it that I don’t feel that I can have my proper turns in line? Upon reflection, what I’ve realized is this story spoke to me, and speaks to me throughout my life about my family’s culture and the business that we were in.

We were in the hospitality business, and so putting others first became a part of what we call in our family, family hold back. This vignette was a starting point to the next one, which relates to frequent conversations that I had with the guests in our hospitality business, where I would be told, and this is as a young child as well, obviously, you’ll take over this business someday. And so that thought was planted into my head.

Then, as I became a young adult and was working actively in my family business, I was struggling as so often is the case between generations. And I decided that my father and I needed some help. So I went to speak to his lawyer. I went to speak to his accountant, to his banker, and asked if they could assist us in our process of trying to work together, trying to talk about the future, strategic planning, roles and responsibilities, and how those might change over time. And I was essentially not rebuffed precisely, but clearly, this was a challenging request for these advisors, and I wasn’t successful in receiving any assistance. So, again, my needs, what was important to me, didn’t appear, at the time at least, to be valued.

So I tell you these stories because when you’re thinking about the path of one’s life and the choices that you make, and in my case, the choices I’ve made even as a professional, they are really rooted in these early life experiences of service to others, of denying or being denied one’s own self actualization, and how that can be a powerful pull and a powerful pattern that you see in family enterprises.

Cory: And, Jennifer, as you think of that principle that your family lives by, that family holdback, how did that serve the family as a whole, and what did that drive for an individual and a collective beyond the business?

Jennifer: Interesting question, and I think it had a powerful impact. In fact, it’s still a family joke today, many years after the enterprise was sold. And I think it had a positive intention, of course, to be in service. However, how it impacted the family was for individuals, and the family collectively to sort of put aside or push off, not only our individual goals and desires, but even our collective family vision. You know, what is important for us? Where are we headed? So that was something that I would say ultimately had a negative impact, but I know for me professionally has been a real through line in terms of how I help families achieve, communicate, and discover, individually and collectively, what’s important to them. So it served me well. It just took me quite a while to figure out how and what to do with it.

Cory: And so that principle was something that was very much the family had made a conscious decision to say this is how we operate. And then there were some unconscious behaviors that came about. Where do you see some of those behaviors or scripts that are inherited that they maybe fuel and and maybe both sides of the coin, on the positive behavior and where it fuels the individual, and maybe some of those things that are holding the individual back because of those scripts?

Jennifer: Well, families often, like mine, make a conscious decision, and it’s interesting in families that are family enterprises, the decisions and the philosophies often come and emanate from what’s good for the business, what’s a good business decision. And so that script then becomes unconsciously a part of the family ethos. And I would say that especially when you look at it from a generational perspective, my father was of a generation, that lived through WWII. In fact, he was a WWII bomber pilot, so there was certainly an ethos, and there is of others of his generation, of sacrifice, of looking to the other, of not having needs and wants of the self, or not even appropriate to be discussing.

And I would say that this is when you look at the generational divides, some of the divides that exist in society now, even though in some families those generations have passed, that this ethos really can impact the way individuals, even feel they have permission to make the kinds of decisions about their future that are necessary in order to live productive individual lives, let alone to be a productive member of a family enterprise.

Cory: And so through the work that you do and the families you work with, where do you see some of these actions that people aren’t giving themselves permission to put their needs up and maybe not in front of others or the collective or the business, but really voice and value what those needs are?

Jennifer: Interesting observation. And I would say the example I’ve shared about my own circumstance. I mean, no one in my family ever said to me, this is something that you must do. Our legacy depends upon you. It’s a very common reality for people who grow up in a family enterprise, especially one that has a long-standing legacy, is this unspoken expectation, unspoken pressure that encourages them to look at, well, how can I develop skills that will make me a good candidate to leading this business? How can I ensure that I stay close to my family? And perhaps even interrupt my own natural progression of my own life on the personal side, which was certainly a phenomenon that I experienced as well.

So, again, it’s not overt. It’s an undercurrent within a family, and there’s pride, and there are a lot of very positive emotions that underpin this. Success, legacy, these are things that family members want to continue and to be a part of.

Cory: Right. And going back to your comment about the guests, and coming to the family business, and that undertone, those comments, I’m just thinking about that being another external factor and influence. How do you feel that awareness today if speaking to maybe family council, or these leading individuals who are looking at what are those things that we’re saying, and what are those things that other people are saying that are influencing the future and vision of the enterprise?

Jennifer: Absolutely. I think, for sure in my case, it wasn’t something that my parents were aware of, or if they were, they probably didn’t sort of add them up and tally them up to see the impact that it would have on me. And I think that if in the position of a family council or a board of directors, I think it’s about being intentional.

So recognizing, depending on the type of business, there may be a public nature and public interaction between younger family members and stakeholders, be they suppliers, customers, the industry at large, and being quite intentional about how this is communicated to those stakeholders, also talking to them about conversations they might be having with the younger generation.

And I think it raises the value of mentoring and providing, again, a really structured opportunity for young family members to have mentors. People who are not just the family member whom they may be learning from in the enterprise, but also external people who can provide a different perspective on, exactly as you’re saying, the things that they’re hearing externally, even the relationship and the learning they’re doing with their family members.

Cory: Right. And, Jennifer, Cory, we talked about some of the generational differences. I think about parents today, and learning from your story, some people gravitate to “I want to protect my kids from this.” There are these threats, unknowns, perfectly good-intentioned, hopefully, stakeholders that might be having an unintended negative consequence. And so what is it that we can do as parents? And I love mentoring. I think that’s such a valuable tool for all individuals, whether in a family enterprise or not. And so what is it that you think we can do that we don’t just put our kids in a bubble at first day?

Jennifer: And it’s a natural thing for parents, especially for the generation who are parents now. They may have experienced a particular style of parenting, sort of thrown into things, and a desire to go in the opposite direction. And so first of all, it’s about being self-aware and having conversations with your partner about, you know, how are we parenting? Are there opportunities that we can expose our kids to use the word “risk” loosely? It’s probably not extreme risks, but creating opportunities for our children to try things out, to stumble, to pick themselves up.

But building on the mentoring theme, even in a not even related to business, but making sure that your children have other adults in their life, aunts and uncles, friends of yours who they develop strong rapport with, where they can get a different perspective on a circumstance, get a different understanding of how they might look at a situation. Because especially if you are bringing your children into your enterprise, they’re going to need multiple ways of looking at risk, multiple ways of making decisions, and the earlier you can start that, the better.

Cory: And some of those inherited, or those things that are assumed. I’m thinking about, we’re going through life, and you made the comment of it was kind of just assumed that you would take over the business. What are some of those assumptions that, and I actually think that actually benefit us as a family because we just say this is how it’s been, this is how it’s going to be?

Jennifer: Well, I think there are certainly some positive assumptions that relate to the values that built the success of the family in the first place. And I think it’s sad when you see a family that has some really powerful foundations, but it hasn’t taken the time to articulate them, to agree upon these values, and what has been the purpose, and what’s the purpose going forward? So it always feels like there’s so much opportunity for finding out what these assumptions are and bringing them to light. So I think that’s one of the ways that the unspoken assumption can build strength in a family.

In terms of other types of assumptions. I think there can also be a damaging impact. There’s the son that’s been the chosen one from the beginning. There’s the daughter who’s an artist and is not taken as seriously around the boardroom table. Those types of assumptions can be deeply damaging again from a very young age. And you see patterns in families where people live up to these perceptions in ways that if it had been discussed and a sort of a program of development had been put in place, those assumptions wouldn’t have had to drive and determine the outcomes.

Cory: Right. Well, you read my mind because that’s kind of where I was hoping we would go. And so thinking about some of those conversations, putting them out on the table, in your family story, you spoke of working with your father and reaching out to those trusted advisers that he’d established. What is it today that you know, and in the work that you’ve done, and the discovery since that point, where you’ve realized that there’s so much benefit that maybe those professionals didn’t even realize when you were coming to them.

Jennifer: For sure. I mean, I think what I saw looking back, what I saw in their eyes was fear. Fear that they were being asked to enter an arena that they didn’t feel qualified to enter, which is fair enough. But what I think is key for any professional who’s supporting a family enterprise, is to develop their emotional intelligence skills, yes, but also to recognize if someone came to you with a sore tooth, you would send them to a dentist. Similarly, if someone, I was in my twenties, comes looking for help, then perhaps you know someone who’s a facilitator or a therapist, someone who could help facilitate conversations. So having a sort of an open door, rather than a closed door in that circumstance.

And just to share a bit of a contrast between the advice I got from one of these advisors and then the advice I received from a therapist, because it really illustrates the power of different types of conversations within family enterprise. So the banker suggested that when I speak to my father, I eliminate all the emotion and be very businesslike, never cry, because you have to try to keep emotion at bay, because if you’re trying to have a conversation about business, then that’s the important approach. So I did try that, and you can imagine the results. It was not very effective. And then a number of years later, when working with a therapist, her advice was very much the opposite, which is the most significant relationship. You’re a dad. The most formative relationship you will always have with your children is that they’re your children. And to think that emotion can be pushed aside is inaccurate, and that coming across in a sort of aggressive or businesslike manner, especially with the dynamic of the type of personality of my father, is just going to be the absolute opposite of what you’re trying to achieve.

So understanding how to approach different types of conversations, understanding the dynamics, obviously, these are all this is the breadth and wealth of knowledge in our field, and anyone who’s even touching a family in any way, needs to brush up their knowledge and, again, be able to make a referral or handle a conversation like that effectively.

Cory: Right. And speaking to that younger person who is at that place, where you were before you approached those professionals. What is it that you, maybe in a mentorship, would’ve benefited hearing from somebody?

Jennifer: Really good question. I would say a number of things.

Firstly, a mentor could have helped me look more seriously at my own interests and my own goals and vision, because I, like many next gen in a family enterprise, got swept up in somebody else’s legacy, somebody else’s dream, trying to solve a problem for which I deep down most likely knew that that wasn’t where I wanted to put my energies. So I think holding me to account, holding a young person to account. And this isn’t about indulging. This is about making them accountable to deciding and determining their own future. So that would be one.

Secondly, enabling me to have some perspective to sort of offer my father some grace. So if you’re dealing with a powerful personality, which I was, it’s hard. It’s almost like you can’t see clearly. So, perhaps some perspective. Well, this is likely what has caused your father to have these strong views and to have this perspective.

So I think those are two things in that challenging situation that could be helpful to the next gen.

Cory: Amazing. I love that. And so thinking about areas where maybe these internal conflicts come about. I really like that comment about living out somebody else’s legacy. And so when we see people who’ve just stepped up, and I love that there’s so many different ways that family members can step up in the family business, except they haven’t taken that time to reflect on their own needs, their own vision, versus the collective vision. How can we develop that within our systems to say, we pay attention to the collective vision, and we give space for the individual?

Jennifer: Good question. I mean, first of all, you have to be intentional and take the time and energy to develop a collective vision, have a conversation. Because, of course, around the kitchen table when a business was started, although it might not have been called that at the time, that’s where the vision was set. And what we tend to do is apply that same governance model to, even when a family has young adult children, and they’re involved in the business. So being intentional about developing a collective vision is part of it.

And in terms of the individual, I think this is one of the great opportunities that family enterprises can offer the next generation regardless of whether they will work in the business, even become owners or not, is to help them develop a process, and with some external support to do some self-discovery. So this involves understanding, what are my strengths? What are my gaps? What are my passions and interests? And what do I feel strongly about? And what kind of development plan can I put in place to try to close some of those gaps between my strengths in the areas where I really need to improve my skills? Maybe it’s my knowledge. And have some accountability structure again that can come from an external person like a coach or mentor, to to take the younger generation through a process while reflecting back, though also to the collective vision.

It’s not about all the individuals going off and doing their own thing. It’s about how you blend those two. And also that helps define, what are the roles within the ecosystem of the enterprise where I might play a role? So it’s all about, frankly, rolling up your sleeves and doing some intentional work as a family. These things don’t happen on their own.

Cory: Right. And, Jennifer, thinking about ready, willing, and able, how do you know that the collective’s ready to take those steps?

Jennifer: I’m not sure that I, as an outside adviser, no. I would say my role is to help the family answer that question for themselves. So that’s my first response. So obviously, I have lots of experience over a couple of decades, examples, and best practices, but each family is going to navigate that differently.

So it’s about helping the family create a framework within which they can have conversations and come to the realization that, yes, we’re ready to take this on, or no, we’re still quite occupied in other projects, and we’re going to put that off to a later time. So I think it’s this concept of facilitating, not answering, not advising, but facilitating the family’s process to come to their best answer wherever they are.

Cory: Awesome. And in that, what where have you seen, or what are the markers that tend to come up that families have identified, this is the time we’re ready for this? What can some of this be?

Jennifer: Well, I mean, on one side, unfortunate circumstances where some type of event has occurred, a health event or circumstance where there’s a necessity and in a sense of urgency, that’s not of course the best context. But that is human nature. Sometimes we need a bit of a push to get moving. So that is certainly a reality for many families. And young leaders in those circumstances find themselves having to rise to the occasion very quickly and under enormous pressure.

Other markers are when the younger generation is agitating or voicing their view that we really want to get involved, and it is a bit like a dance. So often, the younger generation says we want to get involved, but we don’t understand the process. We don’t understand the timing, and we can’t get any answers from you, the leading generation. So that can often be a really strong pull.

Another marker is that in wonderful situations, where the leader, whether it’s the business founder, the matriarch, or the patriarch, is self-aware enough to recognize that this is something that I need to lead. I’ve led the organization, and now I need to lead, and I would say those situations are less common than the other circumstances, individual.

Cory: Right. And so that that willingness of parties, if we’re sitting here listening, there’s somebody who’s saying, I really wish that somebody in my family who’s really resisting these conversations, what are some of the things that maybe they could do ahead of coming to an adviser who can can help, or coming to a facilitator, or having somebody who can take them through this process, what might they be able to do on their own when they’re meeting that resistance?

Jennifer: Well, for sure, we always have to remember that we can only have dominion over our own decisions. Certainly, a mistake I made was to put all my emphasis on trying to change my father, which is a very common dynamic in families. So we need to answer your question about the individual who perhaps wants to be an advocate for a process like this, that they need to do their own work. So understand, what’s most important to me? What can I bring to this? Where do I see obstacles? Who are some of the fellow advocates I can enlist to assist in moving this forward? So that’s work that can be done.

The other reality is that sometimes a process has to begin even without all of the parties present or even or enthusiastic. And this does happen, sometimes with the leading generation, where they go along with it, but they’re not really sold on the idea. But it’s the momentum that can really help demonstrate, yes, this younger generation really is committed and passionate, has some new ideas, and is competent. That momentum can help bring someone along who might be resistant, because there are many different reasons for resistance, and having some compassion for that, and thinking what might this be about, because there might be a number of factors. So all of those things are useful starting points.

Cory: Yes. I appreciate the comment that trying to change your father, and so often, that energy is focused on changing others. And, my goodness, it’s a difficult place to be. And so, Jennifer, thinking about those champions, maybe they’re external champions like those trusted advisers. What are some good examples where you’ve seen those trusted advisers really come to support and champion the need for some of this governance work to be done?

Jennifer: Well, for sure, people in that position are well-placed to support those who have potential. And by potential, I mean the potential to really participate in this type of process, lead this type of process. So they may not be the business leader. They may not even be a prospective leader, but they’re there to sort of help identify. These are some folks in your family that you might not have thought of in terms of succession, but they have an opportunity and the ability to really lead something. So that’s a valuable role that they can play.

And I would say probably the most effective is someone who has the ear and the trust of the leader, the ultimate decision maker, if it’s still an individual, is to really invest time and energy with that person in helping them define what’s important. Because a person in that position naturally is going to want to postpone a decision, or postpone any process, because that involves change, and perhaps it would disrupt their position within the family. So, it’s about really having an empathetic starting point with that person who may be the one resisting, and invest time, energy, and and genuine care, in not just asking questions, but gently holding them accountable, to not just sort of push it off or try to blame the other generation, to really get them to answer some key questions.

Cory: Right. And I’m curious about today, when you set that environment for families for success. Going back to the banker and the therapist, what do families do, or what can you suggest to ensure they bring themselves, are present, able to have those conversations, and connect with their loved ones in the appropriate manner?

Jennifer: What do I suggest that they do?

Cory: I’m thinking more of that mindset of leave the emotions at the door.

Jennifer: Yes. And I can understand where the intention is, because sometimes there is so much emotion in the room, and it is difficult to have a productive conversation about anything. So for sure, a first step in this process in terms of getting to the right mindset is that you don’t assume that you’re going to leap from we’ve signed up, to start a process to having productive family meetings. So there may be work that needs to be done by individuals or by smaller groups, like two siblings working together to sort of work through some of the big emotions. And that process, of course, doesn’t happen overnight. So having patience with the individual and collective, sort of emotional work that sometimes needs to be done, that’s an important part of it.

And I would also say that being open to the possibility, and I always like to think of it as there are multiple paths down which this family may walk. And yes, perhaps there’s one that we see as most ideal for a third generation enterprise and we want to pass it on to the fourth and fifth, but if everyone is absolutely tied to that as the outcome, that makes it very difficult to have the type of mindset that you need to embrace the possibilities that there could be two, three, or four other possibilities.

And so I think one piece of wonderful advice I received a long time ago from a coach instructor is hold it lightly. So even if it’s really important, if we’re gripping tightly to it, it’s going to be very difficult to make the kind of progress in this process that we could if we could do our own work to come to a place of being lighter in our approach.

Cory: I love that. I think of all of those assumptions, biases, things that people take as non-negotiables, that need to be readdressed and recommitted to, and really bringing that up to say, does this still serve us? And probably happened when that decision to sell your family business was made, is this still what we want to do, or is it serving our family in the way that we thought it would?

Jennifer: Yes. You have to revisit any of these important questions, not every year, but it’s like doing your will. You don’t do it once, and then five, ten, fifteen years later, expect that it’s going to be relevant to the circumstances that you’re now living in.

Cory: Absolutely. Now, Jennifer, as we’re nearing the end of our conversation today, there are a few questions I ask each guest before we wrap up. Are you ready for the tough ones?

Jennifer: I’m ready for the tough ones.

Cory: Alright. What is one key strategy that you believe is most essential for building a successful family enterprise?

Jennifer: Well, I guess I’d reinforce some of the things that that we’ve talked about already, and that is that if you get into the habit as a family of having, open, regular, to some degree structured family conversations, family meetings, and I mean from a very young age when your children are very young, if that becomes just part of the fabric of who you are as a family, then when you come to the more challenging moments of transition or dealing with crises or disagreements, you’ve already built that muscle of having that type of conversation, whereas learning it upon the death of a family member, learning how to have those conversations is not nearly as successful. So the habit of regular, structured conversations, and in some cases, with the assistance of an outside third party, to help you have those conversations.

Cory: Fantastic. And what is the most common challenge that you see family enterprises encountering when it comes to wealth transition and generational continuity?

Jennifer: I think, again, it relates to the first question, and those sorts of assumptions and long-standing relationship struggles that people hold on to. It’s inherent in family life that we’re going to have differences and history together, and it becomes more complex when we are tied together in economic terms, whether it be wealth or enterprise, and that finding a way to work through those is the lubricant to make all the wheels of the transition, the technical aspect of the transition. That’s what’s truly essential.

Cory: Fantastic. And in your experience, what are the top three key qualities that successful family enterprise leaders possess?

Jennifer: Qualities? I would say one is sort of the concept of servant leadership so that this is a position as a leader where I’m here to serve the family. So that orientation towards leadership, rather than a command and control, or “what’s in it for me” perspective. So that’s one important piece.

Kind of corollary to that is an empathetic open mind. So, again, I remember a family business leader who said to me, if all I had to do was run our business, I can do that. No problem. But it’s managing all of my siblings and my cousins, my aunts and uncles, and so the intensity of that is real, and so having an empathetic and open perspective is crucial.

And I guess the very simple final one is energetic. This is not for the faint of heart, this type of role, because you do really have these two roles, two hats you’re wearing, business leader, and to whatever degree, leader in the family, or managing the various family stakeholders who are involved in the enterprise in one way or another. And it is something that requires a level of energy and enthusiasm in order to sustain that role.

Cory: That’s such a good one. Energy isn’t something that I think we’ve heard somebody say, and I think it’s so key to think of just what it takes to continue through. This isn’t a, we do it today, and then it’s done sort of thing. And it takes a lot to sustain that, and passion, enthusiasm as you said.

Jennifer: And I think just reflecting further, it’s also about that they are energized by it. So it’s not just that they bring energy to it, but that they’re the kind of person that gets energy back, because obviously if you don’t, then it’s a draining position. So that’s sort of a two-way flow of energy.

Cory: Absolutely. Before we conclude our discussion today, I’d like to highlight where our listeners can engage in more of the conversations that you’re having, as well as any resources that might be helpful or relevant to the conversation that we had today.

Jennifer: Sure. Well, what comes to my mind first is a book that I read recently called Us, by Terry Real. So it’s intended as a marriage count book for couples. However, it’s based upon his founding of the Relational Life Institute. So it’s essentially looking at relationships as the center point of our interactions with people we love, and that if we hold the relationship at the center rather than our needs, and in the other person’s needs, that’s how we’re going to build sustainable, satisfying relationships. So I strongly recommend the audiobook version. The author himself reads it. So it’s a great resource. And in terms of where to continue these conversations, do you mean forms for advisors or families, or what types of resources are you wondering about?

Cory: Both. I think more for families.

Jennifer: Well, the Camden Education, you can find them at camdeneducation.com, has a virtual family wealth education program, and that’s a nice introduction. They’ve got six modules, so that’s a great way to get introduced. They also run through Camden Wealth, in-person forums. I think they have some new ones in Canada as well this year. So that’s a great way to develop a peer network, learn with others, perhaps bring family members with you so that you’re all learning together. So those are a couple of great opportunities for families to connect and learn.

Cory: Amazing. And where can our listeners find you, Jennifer?

Jennifer:  So I’m Canadian but live in Malta and work with families in different parts of the world. You can find me at onida.ca. And on LinkedIn, you can also find me. I like to post insights and updates about presentations and other sharing forums, and things I’m doing in different parts of the world. So happy to have a conversation along the lines we’ve had today.

Cory: Fantastic. And we’ll be sure to post links to all of those resources in the show notes. Jennifer, I wanted to make sure that we covered everything today. Is there anything else that you’d like to share with our audience that we didn’t get a chance to touch on?

Jennifer: I guess another thing that I’m very passionate about and involved in, and that is related to the development of the individual, and that is that my husband and I are co-chairs of Class Afloat, which is an experiential education. So, a high school year at sea for 16 to 19-year-olds. And it’s a really great example of how stepping out of your comfort zone, really challenging yourself, and being on a level playing field with everyone aboard ship where everyone has to go on night watch, everyone works in the galley, how those types of experiences we were talking about, raising children in a bubble versus providing them with opportunities to take risks and to be challenged.

So it’s something that I am passionate about, not only as a sailor, but also because it really feeds the need that young people have to find their own independence, find their voice, and overcome something that’s extraordinary and also challenging. So that’s something that I’m very passionate about and is relatively new. The school has been around for forty-two years, but my husband and I are newly involved. So something that’s quite exciting.

Cory: Fantastic. And we’ll be sure to also post the the links to to Class Afloat, because I think, such a great thing that’s, as you say, been going on for a long time, but also just a great example of developing the individual, whether or not it’s at sea, or other things that families may look at, what they can can do to develop that individual through experience, because what a great way to learn.

Jennifer: Absolutely.

Cory: Great. Thank you so much, Jennifer, for taking the time to share your expertise, your experiences, and such great stories with us today. I received some great benefits myself, learned from you, and I’m sure our listeners will be grateful for your contribution as well.

Jennifer: Well, thank you. I appreciate your thoughtful and really insightful questions. Thank you so much for the chance to chat.

As we wrap up this episode, we invite you to reflect on Jennifer’s insights into how quiet family expectations can shape decisions long before we define our own. Her story reminds us that clarity in a family enterprise often starts with understanding ourselves.

Whether you’re part of a family enterprise or work alongside enterprising families, her reflections highlight how mentoring, dialogue, and thoughtful leadership create space for growth. She reminds us that legacy takes shape in how we listen, relate, and navigate change together.

Throughout our conversation, Jennifer offered a thoughtful look at the dynamics that shape legacy from within how assumptions, identity, and family culture quietly guide decisions. She spoke to the value of self-awareness, the power of mentoring relationships, and the role of trusted advisors in helping families pause, reflect, and realign. Her perspective encourages us to think not just about where our family is headed, but how we bring ourselves along in the process.

If Jennifer’s perspective resonated with you, her firm, ONIDA Family Advisors, works with global families to navigate complexity, strengthen connection, and support intentional legacy. You’ll find more about her work and contact details in the show notes.

Disclaimer: 

This program was prepared by Cory Gagnon, who is a Senior Wealth Advisor with Beacon Family Office at CI Assante Wealth Management Ltd. This is not an official program of CI Assante Wealth Management Ltd, and the statements and opinions expressed during this podcast are not necessarily those of CI Assante Wealth Management Ltd. This show is intended for general information only and may not apply to all listeners or investors; please obtain professional financial advice or contact us at BeaconFamilyOffice@Assante.com or visit BeaconFamilyOffice.com to discuss your particular circumstances before acting on the information presented.