Running a family business requires more than operational excellence—it demands emotional intelligence, structure, and clear boundaries. Ray Titus, Founder and CEO of United Franchise Group (UFG), has built a global organization while keeping family at the heart of its leadership. With more than 1,800 locations across 80 countries, Titus’s success stems from a clear philosophy: open communication, mutual respect, and a merit-based culture are non-negotiable.
Titus’s leadership journey began long before UFG’s formation. Growing up under the guidance of his father, Roy Titus, founder of Minuteman Press, Ray learned the fundamentals of entrepreneurship early. Those lessons—discipline, creativity, and the drive to build something lasting—guided him to launch Signarama in 1986. What started as a single sign business has evolved into a global network of 10 brands under the UFG umbrella. His experience has shaped a leadership style that balances business rigor with family values, offering a model for other multigenerational companies navigating growth and succession.
For Titus, success in a family enterprise depends on structure and communication. He meets individually with each of his three sons and three nephews every month and gathers the group several times a year to discuss strategy and strengthen relationships. These sessions foster transparency and engagement while keeping discussions productive—and often fun. “Family emergencies come first,” he says, “other than that, it’s the business which pays for everything.” This rule reinforces the balance between personal commitment and professional accountability that defines UFG’s culture.
Fairness is another cornerstone of Titus’s approach. Family members are paid for the roles they hold—not their relationships. Compensation and bonuses are performance-based, mirroring UFG’s broader merit-driven philosophy. The same principle applies to respect. “Respect is key,” Titus says. “Don’t be overly critical of another family member in front of others.” He acknowledges that achieving this balance wasn’t immediate, but through communication and training, his family learned to respect each other’s differences and lead collaboratively.
Looking ahead, Titus is focused on long-term succession planning and the continued development of UFG’s next generation. He believes that true succession takes years of preparation and mentorship—not last-minute decisions. “You must train your successors and really work with them while you’re still there,” he explains. This approach ensures that every leader understands not just what to do, but why it matters. For Titus, leadership in both business and family is about building trust, fostering growth, and creating a legacy that endures well beyond one generation.
This article was originally published by Authority Magazine.