Transitions in all stages of Family owned business life cycle, plays an imperative role towards its sustainability and growth. Conflicts are acceptable in a family business, specially arising due to the result of transition. Conflicts, within the generation and transition can induce growth, if handled delicately and intelligently. In India, especially in Hindu Undivided Families or HUFs, the family patriarch is the connecting mind that integrates and bonds the family and therefore the business together. Siblings, within the family, therefore become flexible and adjusting in pursuit of unity under the family patriarch. Generations down the line, the same bond dilutes with the passage of time and increase in the size of the family. There comes a time when it becomes essential that a logical divide in the family & the business’ takes place in the interest of both. Reason could be the increase in size of the family and the degree of independence extended to each new generation inducted in the business. Few family businesses survive the third generation without professionalization or division among the owners. In order to avoid later conflicts emerging due to diversified career and business interests, life styles, education etc, it is advisable to distribute the large family business to its next order of siblings, within the living tenure of the patriarch, so as to lead to smooth transition, both in the interest of the family and business. Singhal Paints Pvt. Ltd. is a specialty paint manufacturing company based at Lucknow. Since its inception in 1937, by Late Shri Alauti Ram Singhal, the business has witnessed two divisions by the previous generations on mutual agreement. What makes this case unique is that the said divisions were planned by its patriarch, well ahead of its time and weren’t necessitated by family conflicts. The owners of the company have followed a system of mandatory division of the family business amongst siblings. The triggering event of the division has taken place, when ever the first member of the next generation is engaged in the business. This may define his accountability and responsibility. The groundwork laid down by the founder entitles all siblings (only brothers) equitable distribution in terms of value. So far the family business of the Singhal family has survived well, with the group having spun-off nearly ten companies operated by brothers and cousins. The entire family is on excellent terms and remains cordial and united. Therefore this necessitates a discussion, to have preemptive measures in place for resolving heir-ship issues and ownership control smoothly, in a closely held and managed family Business.