Private and Family-Owned Companies
The business is rarely just the business
Ownership, leadership, family, history, and economics are rarely separate from one another.
Informal arrangements work until they don’t.
As the company grows, the understanding between owners and management doesn’t always keep up.
A founder still makes decisions others are supposed to own. A family member holds authority that doesn’t quite match the role. Senior executives learn which decisions are really theirs and which they still need to run past an owner. None of that is unusual. But when responsibility and authority don’t line up, even routine decisions become harder than they should be.
When you’d use us
The founder or owner is still making decisions others should now be making
Owners, family members, and executives aren't clear on who decides what
A next-generation family member is preparing for greater responsibility
A senior hire, promotion, or departure is complicated by family or ownership relationships
The company needs more structure without losing what made it successful
Questions of succession, ownership, or control need to be settled
How we work with CEOs
Strategic Sounding Board
Work through ownership, succession, difficult senior people decisions, and the personal considerations tied to them.
Executive Development
Help family members and senior executives become better managers and prepare for greater responsibility.
Organizational Performance
Clarify who's responsible for what, strengthen the management team, and reduce dependence on the founder or owner.
