Consulting and guiding the family business - from generation to generation

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.

  • How do we, as shareholders and family, make sure that we don’t lose the business now that an external executive board is running it?
  • 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 to work with a non-executive board. What is needed to make it work?
  • How do we, as the board, organize the family’s support of our plans 
  • The management and the family are not working well together. How can we improve that?
  • 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. 
  • In our role of supervisory board members, we are struggling with the question how to keep the family committed to the ambitions of the management of the company.

Questions from the next generation

We don't want to lead the business like our fathers. Can you help us develop a new governance model?

Can we remain an independent family business?

We want to remain a strong sibling team as we are not only family but also working togehter now. What is needed?

Within 5 years I want to have a strong position as a non-executive board member. Can you help me prepare for that?

My father considers us to be the custodians of our family buisness culture. But he used to work in the company and we don't. How can we do that being family owners?

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


family members and non-executive directors