We do no business together as we believe we should not have inter-company relations.
The biggest advantage of family wealth is the ability to think in generations, not quarters.
My grandfather started this business with a handshake and a belief in Qatar's future. We are still building on that handshake.
Build something your children will be proud to inherit. Not just the money — the name.
My father built something that will outlast all of us. My job is to protect it.
My father taught us that quality cannot be compromised. Build it right the first time. People will remember.
Our father taught us that reputation is everything. In property, your name is your bond. People live in the buildings you put your name on.
Being a third-generation entrepreneur is not about protecting the legacy. It is about transforming it.
My father always said: take care of your customers, take care of your employees, and the business will take care of itself.
My father built something extraordinary. My job is to make sure it continues to flourish, to adapt to a changing world, and to stand for the same values he stood for.
The best companies are run for the long term. Not for the quarter, not for the year, but for generations.
My father built this franchise. My job is to make sure it outlasts all of us.
My dad started with one gas station. The entire growth of Pilot was built on one very simple idea — take care of the customer.
My grandfather invented the machine. My father made the science. My job is to make the science matter to the world.
We had many opportunities to be acquired. Each time, we said no. The brand cannot be separated from the values that created it.
A family that stays together builds together. Without trust among the members, no empire can survive.
We are proud to be a family company. That is a strength, not a limitation.
My father started with nothing. He built something real. All I did was make sure it kept growing.
My grandfather built this from nothing. My father grew it into something remarkable. The responsibility now is to not diminish what they built.
I do not know if the fourth generation of the Wee Kheng Chiang family will take over the reins in the future. I can only hope they do.
I have no passion in my work except to create and develop the Bolloré Group, of which I am the sixth generation. It's a fantastic story to have six generations before you, it's like a saga.
For me, it is very important that Hermès remain independent, not for the family, but to be the custodian of the values of Hermès.
So many family-owned oil companies no longer exist because they failed what I call the intergenerational management succession challenge.