The challenge
Six operating companies were run through informal family meetings. Ownership rules were unwritten, and the next generation wanted clarity before taking on roles.
Governance and succession for a third-generation group
Designed the family charter, an independent board and a five-year succession plan across six operating companies.
- Client
- A third-generation family group
- Industry
- Family Enterprises
- 6
- companies under one governance framework
- 2
- independent directors appointed
- 5-year
- succession plan agreed and signed
What we did
We held confidential conversations with every adult family member, drafted the family charter with them and designed a family council and a group board with two independent directors. A five-year succession plan followed.
The result
The family now meets as a council twice a year, and the board governs the companies. Two members of the next generation have started structured development roles.
More of our work
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