A generational transition.
The founder steps back, or has gone, and the next generation takes over an office built for someone else. We help the family decide what changes, and see the office through it.
When this happens.
- The founder is preparing to step back, and the office still runs around them.
- A succession has taken place, and the new principals have yet to find their place in the office they inherited.
- The next generation agrees on where it is going, but the systems, mandates and team were built for the previous one.
- The family wants to put its governance in writing before the handover, not after it.
What we do.
Most of the work happens around a table, long before anything goes into a legal document. We bring the unspoken assumptions into the open, across generations and branches and with the team in place. Then we turn what the family decides into an operating model for the office: who decides what, when, and with whom.
We facilitate
The family conversations: what the wealth is for, who decides, how the next generation takes its place. Family governance and the succession are part of this work.
We advise
On the structures, mandates and cost base inherited from the previous chapter: what to keep, what to adapt and what to close.
We step in
Where the office needs it, a partner holds a seat during the handover, or leads the changes in the team, with the respect long service deserves.
Led by Gilles Erulin, Paul Reynolds and Andy WadleyWhat the family keeps.
An office that works for the generation now in charge, with a team that knows who it answers to. The governance is one the family wrote itself, and it stays when we leave.