Stories from our clients
Real-world challenges. Practical solutions. lasting outcomes.
These stories illustrate how we have helped families, operating businesses, family offices, investment offices and trusts to establish owner alignment, manage critical decisions, adapt their strategies and create lasting value.
Improving information flows within a complex holding group
A family holdings board overseeing a diversified conglomerate was struggling with the quality and consistency of the information informing its decisions.
Upgrading corporate & investment governance in an SFO
The Principals of a substantial single family investment office sought to raise their governance standards to coincide with the appointment of a new set of directors.
Transforming the governance framework for capital allocation
A fourth-generation family board member of a $10bn+ diversified conglomerate needed help tackling a long-standing governance challenge.
How better governance can drive alignment around financial performance
A diversified conglomerate with publicly traded shares was under the control of a third-generation family. Over time, a bottom-up operating model had taken hold, where individual business units were managed independently by different family members.
Creating a ‘captive’ private equity manager
A substantial family office was evaluating a strategic opportunity: to provide seed funding and an anchor investment to a start-up private equity manager.
Designing a pathway into direct private equity investing
A well-established investment office was successfully running a fund-of-funds mandate. Both the Principals and key Executives expressed interest in allocating a portion of the portfolio for direct investing.
Redefining the Owners’ expectations of financial outcomes
A second- and third-generation owner of a consumer goods company was struggling with designing and agreeing on a succession plan.
Revamping strategy for a heavy industry portfolio
The family-controlled holdings board of an industrial processing and resources portfolio found itself repeatedly investing at the wrong points in the economic cycle.
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.
Buy, sell or hold: Defining an Owner Group’s triggers for M&A
The Owners’ Council of a third-generation business was operating without a clear set of medium-term objectives to drive their oversight role.
Creating purpose & direction for a new Investment Office
A family in transition from fourth to fifth generation were seeking support in unlocking the potential of their own people.
Modernising a family employment policy
The Chair of the Family Council of a fourth-generation consumer goods multinational sought support in updating a family employment policy that had not been reviewed for 20 years..
Actively developing the next generation
A Trustee of a substantial family holding structure sought support with a challenge familiar to many families in business: how to involve the next generation in governance without compromising board quality.
Helping a family owner make the most of their own talent
A family in transition from fourth to fifth generation were seeking support in unlocking the potential of their own people.