This case describes Harsh Mariwala's search for a capable leadership successor for family-owned FMCG firm, Marico. Established in 1990, Marico had a wide range of products in personal care category, ready-to-eat healthy foods, and edible oils. Harsh, who hailed from a business family, had professionalised and grown the business for the last twenty-five years. By the start of 2014, Harsh had decided to step down from the CEO position of the company and appoint a successor to take the business forward. Harsh had a son and a daughter, who aspired to make independent careers. Harsh was searching for a capable successor who was culturally aligned and practiced values espoused at Marico. His search for the successor ranged both within the family and outside. Among non-family professionals Harsh was open to either hire an expert professional from outside or appoint a long-time proven employee from within Marico. Harsh was considering who might be the best successor choice from the perspective of both the business and family. It was a major decision which not only had lasting implications for the business but also for the family. He had to also address the insecurities and anxieties of his immediate family about the changes this succession decision was likely to make. Harsh had to ensure that together with his successor he had to transform Marico into a long-lasting family business.