Family-owned firm Brunata, an engineering business and major player in Denmark’s heat consumption market, faces a leadership crisis after the retirement of its charismatic founder. Although his four children have worked in the company, none ultimately have the right stuff to lead, notably the eldest son who is removed by his father three years after taking over the top job. The professional manager who is subsequently appointed lasts only two years. The case includes interview material and highlights the emerging role of the board, whose external directors tried to turn the situation around.