From left to right: John De Goey Sr., Jane De Goey, Paul De Goey, Julie Mills and John De Goey Jr. are family behind De Goey’s Nursery and Flowers in Leamington, Ont.Supplied
As De Goey’s Nursery and Flowers prepares for its next generation of leadership, the family-run business in Leamington, Ont. stands as a thriving legacy of hard work and adaptation.
“It really started from small beginnings,” says Julie Mills, who handles De Goey’s sales, purchasing and production, describing the early days of one of Ontario’s largest nursery operations, now supplying over 200 stores and exporting seasonal arrangements into the U.S, and producing more than 110,000 hanging baskets each spring.
Her father, John De Goey, immigrated from Holland in 1953 at age seven and was raised on the very farm where the nursery still stands. His father grew vegetables and raised pigs, which John did for many years. He was selling his produce at the Eastern Market in Detroit when he made an observation that would change De Goey’s trajectory.
“He was working so hard for this $2 basket of tomatoes,” Julie explains, but when he saw his counterparts selling hanging baskets for five times as much, something shifted and John began propagating cedars in their basement, moving the business from farming food to growing beauty.
“Eventually, the field that had tomatoes turned into all nursery stock,” she adds.
Julie says that De Goey’s evolved from livestock and vegetable farming into a floral empire through sheer observation and hustle. She remembers the early expansion as a true family effort, when greenhouses were only added when a profitable season allowed it.
“They didn’t have some company come in and build the greenhouse,” she says. “They did it all.”
The De Goey family’s work ethic has remained consistent, even as leadership has evolved. John and his wife Jane still own the business, but the next generation now manages daily operations. Julie and her brother, Johnny, who oversees growing and shipping, run the nursery, while their third sibling, Paul, who played a key role during its growth years, now runs a trucking company and still handles distribution for De Goey’s.
Loading hardy fall mums out of the field growing area. “It takes some teamwork to get the 40,000-plus mums loaded onto racks for the distribution to our customers,” Julie says.Supplied
“Our relationship is vital to the everyday success of the business,” Julie says about her and Johnny’s connection.
As De Goey’s has grown, so too has the next generation’s role in shaping its future. Julie and her brothers were raised in the business—none of them ever held outside jobs—and now they’re stepping into formal succession planning, which consists of thorough conversations about ownership passing down from the parents to Julie and Johnny.
“We’re not 18 years old anymore,” Julie says. “So this is definitely something that has been in the conversations.”
The family’s succession planning is underway and Julie and Johnny are working on a plan that acknowledges Paul’s past contributions, including a financial arrangement to reflect his earlier involvement. The process has been respectful and collaborative. Nothing is in writing just yet.
Experts say that proactive thinking at the onset of the planning process helps ensure long-term stability.
“It helps prevent resentment,” says Dominic Lim, associate professor of entrepreneurship at Western University’s Ivey Business School.
He advises maintaining clarity and honesty throughout the process, even in amicable families. While some may feel that formal agreements are unnecessary, Prof. Lim notes the opposite.
“Sometimes people think, ‘we’re family, we don’t need to put this on paper.’ But that’s where assumptions creep in. And assumptions are unhealthy.”
For the De Goeys, communication has always been a priority, and words were used to lift family members.
“[Our parents] gave us the authority to make our own decisions,” Julie says. “We were never held back. We were never told, ‘No, you can’t do that.’ They are the biggest cheerleaders we could have had.”
That empowerment helped the second generation develop confidence and resilience in their roles, which has also helped them grow the business. Julie says the company has seen consistent growth of 10 to 14 per cent yearly.
Jane and John De Goey, founders of De Goey’s Nursery and Flowers, own the business, but the next generation now manages daily operations. “We feel blessed to have our children involved in our business,” Jane says.Supplied
‘We grew into dealing with stress’
Because the children were involved in the nursery from a young age, conversations about the future of the business have always come naturally. Still, the family understands the importance of clarifying roles and responsibilities as the operation grows.
Julie describes the current structure as collaborative. She and her brother depend on each other, especially during the intense five-week spring window when most revenue is generated.
“We grew into dealing with stress. Nothing fazes us anymore,” she says.
“Sometimes you have to have the hard conversations. If someone isn’t doing the job properly, or you think they can do it better, you have to say something. It affects all of us.”
Open dialogue is one of the family’s greatest strengths. Gabriel Leclerc, a financial advisor with Edward Jones who works with family businesses, says early, structured discussions are essential.
“Just because family members are working in the business doesn’t mean they want to take it over, he explains. “Those conversations need to happen early, so everyone understands each other’s goals.”
Financial planning for the generations
Mr. Leclerc also highlights an often-overlooked part of the process: financial planning for the retiring generation.
“One key question is: how is the retirement of the business owners going to be funded?” he says. “They may not have pensions, so the transition itself often needs to generate retirement income.” He recommends that business owners have both a personal financial plan and a business transition plan, and that these be shared with the family.
“Assumptions are brutal,” he adds. “Maybe all the money went into the business, and they haven’t done much personal planning.”
At De Goey’s, the second generation began taking on leadership roles when John faced health issues in his 60s. The children had already grown up working in the business, from filling soil flats after school to helping with greenhouse operations. When it was time to step in, they did. Their parents offered support and guidance but never micromanaged.
View of Rieger Begonia baskets at De Goey’s Nursery and Flowers, growing for the spring season.Supplied
Today, Julie’s husband manages the operation’s maintenance and is the main office administrator, while her sister-in-law oversees production. Though still very much a family business, De Goey’s is preparing to professionalize, with plans to hire more administrative support as the older generation gradually steps back.
Despite its scale (40 employees during its busy spring and up to 70 during the winter holiday season), the business is still rooted in the values that built it. Whether adapting to weather, market demands, or internal changes, the family is used to making decisions quickly and with confidence. “You just sidestep, adjust, and move on,” says Julie.
Looking ahead, the business is more than a livelihood for the De Goeys. It’s a shared legacy shaped by deep family ties and mutual respect.
Jane De Goey says watching their children take over has been one of life’s greatest joys.
“We feel blessed to have our children involved in our business. Actually, we consider it their business today,” she says. “They have grabbed the reins and pushed forward, always knowing that family comes first.”