In a family company, family matters sometimes blend into business matters, and a disagreement at home turns into a decision at work. We help you separate ownership, management and family, with a system the family accepts and the company can work with.
Heirs are many, and nothing written says who works in the company and who stays an owner only.
Disputes over distributions or appointments hold the company back.
And there are no published criteria for hiring, evaluation or pay.
And you need to put the house in order first.
Family values, rules for joining the business, and policies on distributions and exit.
Who represents the family, how it decides, and how it relates to the company's board.
What the owner decides and what the manager decides.
Who follows whom, by what criteria, and how the transition is managed.
A written document agreed by the family members and reviewed regularly.
Composition, meetings and voting method.
Applied to relatives and non-relatives by the same criteria.
Clear stages for the handover of leadership.
One-to-one sessions before any group session, so everyone can speak frankly.
We summarise where people agree and disagree, without taking sides.
We run the family sessions and draft what is agreed.
We help the family adopt the documents and set up an annual review.