Consulting and guiding the family business - from generation to generation

Who do we work for

We work with the current and future leaders and shareholders of medium-sized and large family businesses, both in the Netherlands and abroad. With family businesses that find themselves in different stages in their development. Each stage has its unique challenges.

The owner-managed business

The founder has developed the business into a profitable enterprise. There is an intention to hand over the business to the next generation.

  • My children aren’t ready yet, but the business is ready for a successor. 
  • My father wants to step down, how can I take over?
  • How to distribute shares among the next generation in a fair manner? 

More questions about the owner-managed business

The family owned and managed business

The business is owned and managed by several members of the family. Usually a number of brothers and sisters, but sometimes also cousins.

  • How do we make sure that we remain successful as a business without straining our family relations?
  • Help us get a clear picture of strategic choices we are facing.
  • How do we structure ownership and its voting rights between owners who work in the business and owners who don't?  

More questions about the family owned and managed business

The family-controlled business

Several members of the family co-own the business. Day-to-day management consists of an executive board (partially) consisting of non-family members.

  • As a non- family CEO I need enough freedom to lead the family business. How do I  get support from the shareholders?  
  • We would like support for our executive board by working with a supervisory board.
  • We want to draft a family charter as our non-working shareholder group is expanding and we need guiding principles about ownership roles and interests.

More questions about the family-controlled business

The entrepreneurial family

There are several businesses and activities, usually led by professional management including both expert outsiders and members of the family.

  • How do we ensure that the strategy and culture of our family holding and the businesses we invest in are properly aligned?
  • Our father was a true entrepreneur. How do we guard his entrepreneurial spirit in the company? 
  • Our management structure is still based on the principles of a one business firm, but our business activities have since diversified. What kind of governance model does the current situation require?

More questions about the entrepreneurial family

The investor family

  • There is joint family wealth; the intention is to pass this on to the next generation.
  • We want to keep the family assets together. How do we go about this?
  • We find it hard to put our ambition into words and convey it to the external CEOs and consultants we work with.
  • How do we prepare the next generation to cope with wealth?

More questions about the investor family

 

Questions from the next generation

My father wants to step down, how can I take over?

The previous generation wasn’t able to work well together, so how can our generation do better?

Can we remain a family business?

Is co-leadership an option or should we stick to one leader? 

Consulting & Guiding

in the further development of business and family

Fulfilling non-executive functions

by having a role as a board member in the Family Holding Structure, Supervisory Board or Advisory Board

Executive Coaching

of incumbent and future CEOs and non-executive directors

Educating

family members and non-executive directors