What I’ve Learned From Working in Our Family Business

Growing up in a business family has given me opportunities to learn things that I probably wouldn’t have understood from textbooks alone. I’ve been able to see how decisions are made, how operations work, and how even small changes can affect an entire company.

Our family business, Tropica Industries, operates in Ivory Coast. Over the years, I’ve become involved in different areas, including operations, market research, supplier sourcing, and evaluating potential projects.

One of the most interesting things I’ve learned is that identifying a problem is often much easier than solving it.

For example, one project I worked on involved the way company expenses were paid. Many transactions were being handled in cash. This made expenses more difficult to track and created transparency issues.

I started thinking about how we could improve the process. I came across Wave, a mobile money payment system used in Ivory Coast, and believed it could be useful for the company.

I contacted Wave directly and led the process of introducing the system into the business.

What made the project interesting wasn’t simply the technology. It was the challenge of changing an existing process.

When people have been doing something the same way for years, introducing a new system requires more than presenting an idea. You have to understand how the existing process works, identify the people involved, and think about how the change will affect their daily responsibilities.

I also introduced fuel cards for company vehicles, reducing the need for cash payments at fuel stations.

These experiences taught me that operational improvements don’t always have to involve complicated technology or major investments. Sometimes, the opportunity is simply to improve something the company already does every day.

Another project involved researching a chemical product that I believed could be an opportunity for the company.

I began by studying the market and understanding the demand for the product. Then I contacted potential suppliers and started comparing the available options.

This was particularly memorable because it was my first experience negotiating directly with suppliers.

Before that, I had understood negotiation mostly as a concept. I had read about it and learned some of the principles, but speaking with a supplier is different from reading about negotiation.

You need to ask the right questions, understand what the other party is offering, compare alternatives, and think carefully before making a decision.

Eventually, I completed the sourcing process and placed an order for the product.

The experience gave me a better understanding of how research turns into an actual business decision.

I’ve also worked on evaluating a proposed cashew processing factory. This involved contacting equipment suppliers, obtaining quotations, and comparing machinery specifications, quality, and proposals.

What I found interesting about this project was how many factors had to be considered before choosing a supplier.

Price matters, but it isn’t the only consideration. Equipment quality, production capacity, reliability, and the suitability of the machinery for the project are also important.

A proposal that initially appears attractive may not necessarily be the best option once you compare everything carefully.

Across these projects, I’ve noticed that I enjoy breaking down complicated problems into smaller parts.

When I encounter something unfamiliar, I tend to spend time researching it, understanding the alternatives, and trying to identify the best possible solution.

This can be useful, but I’ve also learned that business decisions rarely come with perfect information. At some point, you have to make a judgment based on what you know.

Another lesson is that implementing an idea can be much harder than coming up with it.

An idea might seem straightforward when you’re discussing it, but putting it into practice involves people, systems, existing habits, and unexpected problems.

That’s one reason I value practical experience so much.

My goal is eventually to return to Ivory Coast and contribute to the growth of our family business.

I know that having grown up around the business doesn’t automatically make me qualified to lead it. I still have a lot to learn about management, leadership, finance, operations, and working with people.

But these early projects have given me a better understanding of the responsibilities involved.

They’ve also shown me that business isn’t only about large strategies or ambitious expansion plans. It’s also about paying attention to everyday problems, asking questions, making thoughtful decisions, and following through.

That’s the kind of experience I hope to keep building on.