After the founder

The hardest transition in private capital is not the tax bill. It is the handover.

We design the family constitution, the board and the succession framework that keep a family and its capital aligned once the founder steps back.

Most disputes that break a family fortune are not really about money. They are about authority that was never written down. We set the governance: who decides, on what, by what process, and what happens when they disagree. A family constitution, a board with real terms of reference, a succession plan that names people and triggers rather than good intentions. The aim is plain. The structure should settle the next hard decision before it becomes the loudest argument in the room.

What the work involves

Family constitution and charter
Family board and committee design
Succession frameworks and transfer triggers
Decision rights and dispute procedure
Next-generation preparation and mandate
Alignment of governance with the holding structure

The line we hold

We design the governance. We do not sit on the family's board or vote its shares. The authority we build belongs to the family, not to its adviser.

Who retains us

Founders planning a handover, and families one generation in who have learned that goodwill is not a governance model.

Goodwill is not a governance model.

Plan the handover →