What was changed
Comer Industries began as a small family workshop in Reggio Emilia that built transmissions for agricultural machinery. Rather than wait for the founding generation to hand over at retirement age, the family's children decided to buy the business from their parents and uncles.
In April 2017 a shareholder meeting approved the ownership change: the second generation — Matteo Storchi, his brother Marco and cousins Cristian and Annalisa — moved to 75%, while the first generation reduced its perimeter. Matteo became president and CEO with full powers, taking charge of a company that had just posted €304M in consolidated revenue and €6.6M in profit.
The reasoning was explicit: waiting to inherit would mean leading a firm only when it was time to retire. Buying control at the right moment let the next generation drive a decisive scale-up. Comer Industries went on to a Milan Stock Exchange listing, with €396.2M turnover in 2020 and over 1,300 employees.
What it achieved
In 2017 the second generation took 75% and Matteo Storchi became CEO with full powers; 2016 revenue €304M and profit €6.6M; by 2020 turnover €396.2M with 1,300 employees.
Why it worked
Ownership transfer, not a birthday, decided who would lead and when.
Buying out the founders committed the next generation to the strategy from day one.
A 75% stake gave the second generation the control needed to take decisive scale-up bets.
The timing let them act while young rather than inherit at retirement.
What can be applied
Buying the firm from the founders — rather than waiting to inherit — commits the next generation and keeps momentum.
Aftermath
Comer Industries became a Milan-listed global player in agricultural machinery drivelines and carriers, growing to €396.2M revenue and 1,300 employees by 2020 under second-generation leadership. It was a case of a family buying control from the founders instead of waiting to inherit it.
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