Our approach
Understanding the bigger picture
Using structure, communication, insight and empathy to develop practical solutions that bring tangible results.
The situations our clients find themselves in are complex
There are layers of business and family history involved, as well as family dynamics, decisions taken and opportunities missed. For families, business is personal.
Uncovering the relationship between business and family challenges
We take the time to really understand the multi-dimensional nature of these challenges. We get to know each key family member as a person – what their values are, what experiences have shaped their outlook on life, and what they see as the strengths and weaknesses of the family system.
We dig under the surface of the family wealth portfolio, uncovering which businesses (or business lines/business units/investment allocations) are performing and which are facing challenges.
We connect the dots between the family system and its asset portfolio. There is typically a feedback loop – business challenges become family challenges, and vice versa.
The expertise that makes it possible
This deep understanding is possible because of our experienced senior team. We are patient, knowing it takes time to peel back the layers, get to the heart of an issue, and unlock a path forward. We understand that families move at different paces compared to high-stakes commercial situations, and we adjust accordingly.
The hallmarks of our approach
A structured process
Owner alignment is a journey. We tailor every client mandate to a cadence that works for each unique owner group We are engaged by our clients to make concrete progress, so we seek to create meaningful and realistic milestones then break down the journey into manageable chunks. Where we hold workshops, we ensure there are always clear objectives and, while we strongly believe in fostering positive dialogues, we avoid talk for talk’s sake.
Insight and added Value
We use our extensive operating and advisory experience to identify and help resolve commercial opportunities and challenges.
As a strategic and trusted advisor, we work to analyse and prioritise the key issues facing our clients, always rooted in the “value at stake”. This is usually financial value, but its definition is guided by an owner group’s purpose, mission and values.
Clear communication
Our client’s time is valuable, and misunderstandings create frustration (or even worse) in processes that are designed to build trust. For these reasons, we take the time to tailor all of the communication in our mandates to best meet the needs of each client group.
We know from our work with families that all stakeholders must be able to engage with and understand all the relevant issues. Whether it is an investment, or issues with business or governance, we make the complicated sound simple.
Stakeholder empathy
We are proud of our track record of aligning diverse stakeholder groups on common goals, helping to address conflict and achieve family unity.
How we work with clients
Each client requires a bespoke approach. In some cases, our work is behind the scenes. In others, we actively facilitate the dialogue between family members, preparing for and helping to run an Owners’ Board or Holding Company Board.
Advisory model
When we take an advisory role, we often work behind the scenes by:
Steering the discussion, helping set agendas, or serving as advisor to the Chair of the family board or Holding Company.
Help to guide meeting preparation.
Supporting with briefing family stakeholders.
Acting in shuttle diplomacy-model.
Consultancy model
In our consultancy role, we take a more hands-on approach to analysis and solution design by:
Analysing internal and/or external documentation to identify owner-level issues.
Conducting interviews and discussions with executives or board members of subsidiary companies.
Working with Holding Company and business teams on financials, strategy and governance matters.
Presenting findings and options in Board-ready format, including policies and standardised documentation.
Perspectives
View all our perspectives
CLIENT STORY
Crafting a fresh vision for the next generation of owners
A fourth-generation family business was entering a critical phase: the transition of ownership to the next generation, which would consist of 25 beneficial owners. The current generation recognised the need to articulate a renewed vision; one that would engage the incoming owners while preserving the unique culture that had defined the family enterprise for generations. The challenge was to craft a shared sense of purpose that could reflect the evolving ownership structure and support the family’s long-term unity.
To meet this challenge, our partner worked with the senior generation to identify a group of five Next Gens. This group was tasked with leading a structured process to explore the family's future as owners – in terms of financial objectives, strategic intent, purpose and vision. They consulted with the existing Owners’ Council to ensure alignment.