Roy He, founder and majority shareholder of his family construction material production company, was preparing to pass down the family business through its first generational handover to his children. His decision would establish his familial legacy and set a precedent for both future generational takeovers and the future of family unity and identity. To assist, He had brought in Hefeng Family Office to develop his succession plan by establishing a family ownership structure, governance system, family trust, and family agreement. However, he remained dubious: was now the time for him to step back and pass on his legacy to the next generation? He remained reluctant to give up control of the company, and the succession process would require passing on the majority of his shares to his successor. How should he establish a family governance structure that would protect the next generation's interest and benefits while also allowing flexibility for future generations' decisions? The structures were now in place, but was the family truly ready for him to pass the baton?