When her father died suddenly in 2008, Heleanna Georgalis found herself at the helm of Moplaco Trading Plc, a venerable coffee company founded in 1897 during Emperor Menelik’s reign.

Thrust into leadership amid profound grief, she had to steer the uncharted waters of a business world she had not anticipated entering as a fourth-generation proprietor. Over more than a decade of relentless effort, she stabilised the company. Today it exports 1,000tns of coffee a year to Europe, generating seven million dollars in revenue, and has since diversified into pharmaceuticals and real estate.

Heleanna’s story is part of an undercurrent that is often unspoken: the struggles of running a family business. Equitable dividend distribution among relatives presents persistent challenges; so does treating every family member with equity — though not necessarily parity — so all feel like contributors, even when they are not involved in day-to-day operations. Q: How do you maintain the old-school charm and family traditions that people move without falling behind modern expectations?

Helinna: A family business remains true to its family values and is at its core. We keep older traditions and we give focus on the people. For instance, we have people working with us until the age of 84 or more, just because they are part of the people who helped the company start. They were there from the beginning, and, surprisingly, these people are still strong and active.

We still do things the old way. For example, the way we sew the bags, using the old method rather than using machines. But, at the same time, we implement changes where we must, introducing modern machinery where we have to, and new ways where we should improve. We constantly upgrade and give training to our staff.

Q: What is your secret for surviving those heated boardroom debates with relatives who still call you by your childhood nickname?

To be honest, we have not held board meetings yet. But I am not looking forward to them. I'm not sure if my problem will be my nickname, but somewhat different visions. Will I be able to manage this? Well, I have to, but I must say I am used to being the driver. Sitting in the side seat is very difficult for me.

Q: How often do you consult your parents’ coffee-stained notebook to guide today’s decisions?

I did this 17 years ago at the very beginning. I would read every email, and go back to the files to see how they would react and what they would say or write. I would ask his team that is still with me what he would do and how. This was my stepping stone. However, after 17 years of making decisions on my own, I can say that the “old notebook” is not needed, although many times in bed, I pray that they guide me as they are no longer with me.

Q: If your business has an age-old family motto, what is it really (not just what is on the brochure)?

POWER Is in the UNITY. That is what my grandfather always used to say.

Q: Which piece of “family business wisdom” do you refuse to pass down to the next generation? Why?

The business must be run by the family. This is absolutely nonsense, and it is a recipe for disaster for a business that wants to grow past its time and remain relevant. Any business needs capable people and does not need a bloodline.

Q: If your company’s journey became a holiday movie, would it be a comedy, a drama, or a cautionary tale?