This is the third case in a series that is appropriate for courses in entrepreneurship and small-business management. It presents common issues that often arise in situations such as the choice of a successor to run the family business, the founder's reluctance to "let go," sibling rivalry, gender discrimination, and the eldest son's feeling of entitlement. In this case, the particular issue is whether the family should take care in picking the CEO and chairman of the board. Follows ENT-0123, and ENT-0124, and precedes ENT-0134.