From left, Harry, David and Theo Cape are the next generation now involved in running Groupe Marcelle, founded by Victor Cape in 1949.Supplied
In the often-turbulent world of family business succession, Montreal-based Groupe Marcelle Inc. stands out as a rare example of leadership across three generations with minimal friction and a clear strategic vision.
The company began as a small cosmetics distributor founded in 1949 by Montreal pharmacist Victor Cape. Today, it’s a leading beauty and skin care manufacturer with more than 350 employees and a strong presence in Canada’s retail market. Behind the brand’s growth is a decades-long collaboration between Victor’s son Michael Cape and grandson David Cape.
“My grandfather started it, and my father really grew it,” says David, 60, Groupe Marcelle’s current president and chief executive officer. (His grandfather Victor passed away in 1977). “When I joined in 1994, there was no grand plan. It was evolutionary, not revolutionary.”
David, who entered the business at 29, describes those early days as formative.
“I worked at my father’s side for years,” he says. “We had lunch together every day for about 10 to 15 years, talking business. It was really sort of a magical time. He educated me, and I brought my own skills – especially around technology – to the business.”
Michael, 86, Groupe Marcelle’s chairman, still regularly appears at the office when he’s not travelling. He recalls the leadership transition not as a dramatic shift but a natural evolution.
“I just woke up one day and said, ‘Let’s make the title consistent with the facts. David’s running the place; he should be president,’” Michael says.
But unlike many other family business legends, this handover wasn’t marked by conflict or ceremony.
“My father never second-guessed me,” David says. “He let me lead and that trust made all the difference.”
That philosophy continues as the company prepares for the next generation.
David’s sons Harry Cape and Theo Cape work in functional roles at Groupe Marcelle but the emphasis, David insists, remains on merit, not inheritance.
“They’re employees first,” David says. “They report to managers; they work hard and they’re earning their stripes.”
Harry, 32, a Princeton University chemistry graduate, started in research and development and now works in Groupe Marcelle’s marketing division.
“The idea is to see as much of the business as possible,” Harry says. “Get a real sense of how it works.”
Theo, 26, has a literature degree from Tufts University and works in the sales department.
“It’s pretty informal,” says Theo, speaking about the family’s succession planning. “We’re learning what we like, where we fit, and where we need to grow.”
While family ties remain central to Groupe Marcelle’s culture, professional governance has become a cornerstone of its strategy.
A key turning point came nine years ago when the Caisse de dépôt et placement du Québec (CDPQ) invested $18 million during Groupe Marcelle’s acquisition of Lise Watier Cosmétiques. The deal led to the creation of a formal board of directors, replacing what David calls the “coffee shop meetings” he used to have with his father.
“The board brought a level of professionalism that was crucial for our growth,” David says. “They provide strategic insight, hold us accountable and help guide succession planning.”
Michael agrees. “The decision to bring in outside counsel was brilliant,” he says.
As David looks ahead to the company’s future, he stresses that any leadership transition must be thoughtful and earned.
“It’s not about titles,” he says. “Leadership requires talent and desire. No one should feel forced into it.”
That approach aligns with expert advice. David Simpson, director of the Ivey Business Families Centre at Western University, warns that unclear expectations can be a liability.
“If your business was created with the thought of having a place of employment for every child you have, that might be demotivating to outside talent if they see themselves being passed over for roles because they don’t have the right last name,” Mr. Simpson says. “It also may be a burden to your own children as they feel they must join the business.”
His advice is to set expectations early so everyone involved knows the plan (if there is one) and where they fit in.
Fortunately, pressure wasn’t part of the equation for Harry or Theo.
“We were never told we had to join the business,” Harry says. “We’re here because we want to be.”
The pair admit they’re still working on balancing work and family life, acknowledging that it’s hard to keep shop talk from creeping into dinner conversations.
“But we’re passionate about both, so it feels okay,” Theo says.
Now celebrating more than 75 years in business, Groupe Marcelle continues to invest in product innovation, marketing and long-term strategy with a focus on resilience and talent development.
“We’re proud to be a Canadian manufacturer and a family business,” David says. “But first and foremost, we’re a business. That’s the message I share with our team and my children.”
At Groupe Marcelle, succession is not a moment in time but an ongoing process shaped by trust, shared values and a deep-rooted passion for the business that, as Michael puts it, “runs in the blood.”