What we do
Strategic advice for owners
We act as independent advisors to help families manage the complexity of owning wealth collectively across generations.
Maintaining unity and purpose while making sound, long-term strategic decisions is where the challenge lies.
We help owners to align on their purpose, build robust strategies, and ensure governance structures that steward the legacy.
Helping families build alignment, strategy, & resilient legacies
Aligning on owners’ intent
Ownership thrives on shared understanding. We help families find alignment around the purpose, objectives and values that guide their decisions. This alignment is crucial for the long-term and enables effective governance.
Through carefully structured dialogue, we help turn high-level aspirations into a clear, actionable statement of intent, which brings purpose to life.
Portfolio & asset strategy
We help families ensure that portfolio decisions align with their purpose. This involves considering the entire portfolio against the family's objectives; not reviewing each asset class in isolation.
With that broader perspective, we help owners make purposeful decisions about capital allocation.
Governance design & implementation
Strong governance ensures resilience across generations. We work with families to establish governance structures that uphold the family’s purpose and values.
Our role extends to helping families manage transitions, clarify board roles, and ensure the right people, processes, and policies are in place to safeguard the family’s long-term interests.
Family talent development & deployment
The long-term success of family-owned groups depends on the readiness and cohesion of the next generation. We help families build strategies for developing and deploying family talent and clarifying the roles they want family members to play in leadership and governance.
We help families to help each other develop, and ensure new structures are embedded through practice.
Perspectives
View all our perspectives
CLIENT STORY
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. Following M&A activity in their sector, it became clear that the group lacked alignment on how to evaluate potential opportunities to sell their business – or whether they should proactively pursue a sale pathway and allocate the funds into their investment office portfolio.
Recognising the need for greater clarity and a structured decision-making framework, the owners engaged us to help navigate this critical juncture.
Our partner led a strategic assessment of the business from an owners’ perspective and a comparison against the return profile of strategies in-use within the investment office portfolio.