Consulting and guiding the family business - from generation to generation

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.

  • The last generation wasn’t able to work well together, so how can our generation do better?
  • How do we make sure that we remain successful as a business without straining our family relations?
  • Can we remain a family business?
  • Help us get a clear picture of strategic choices we are facing.
  • Our family charter was drafted by the last generation: we want to update it.
  • How do we divide responsibilities between owners and managers? 
  • How do we structure ownership and its voting rights between owners who work in the business and owners who don't?

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