The aim of this article was to explore succession dynamics in a family business. A role transition model as a generic perspective on succession has been explored and applied. The application to a family business case enabled a focus on psychological resources. Assuming succession pathology and a lack of in-depth case studies can leave a 'conflict-rivalry paradigm” on succession unchallenged. A role transition approach allowed for; - analysis of systemic issues, - analysis of resources applied securing a successful transition. Resources were; a) active strategic space, b) symbolising and new meaning creation on authority, c) building human capital, and d) repair in inter-generational transmission. The case study had in-depth interviews with family members/employees and a coaching process.