Research has deeply investigated factors that may hinder or favour the possibility of daughters being chosen as successors in family businesses. Little is known, however, about daughters who voluntarily decide to leave the family business, despite the possibility of serving in the leadership role, to engage their entrepreneurial aptitude and potential in creating new enterprises. This paper investigates the experiences of a successor daughter who decided to give up that role to start her own entrepreneurial venture. Placing in the research field of family entrepreneurship and drawing on the case study method, we identified the motivations behind her decision and how her entrepreneurial identity was formed in this context. Special attention was given to the role of the entrepreneurial family to understand how it may have influenced the daughter’s choices and her identity construction process. We show that the entrepreneurial family can play a decisive role in three different stages of a daughter’s identity formation process, i.e. when: 1) the idea of starting one’s own business emerges and takes shape; 2) the decision to pursue an independent entrepreneurial career is made; and 3) the new entrepreneurial activity is launched.