Star Products, a family managed engineering business setup in 1950 is facing serious challenges in 2013 on governance and professionalization fronts. The business had grown over the years but continued operating in traditional manner. Kamal, the eldest next generation member, drove a major change process in 2006. Since then, the company had revamped the supply chain, productivity improvements, restructuring product mix, new product development and market expansion. These changes had positive effects on business, which saw tremendous growth. However, the family members involved in the business failed to redefine their roles as they could not anticipate the challenges of this transition. The unhealthy state of business and family governance has led to differences in the family. One of the next generation sibling, Ajit threatens to walk out with his share of business and the family is looking at options to deal with the situation.