Family ownership
Map family and non-family ownership, voting rights and the existing governance documents.
Growth, funding, workforce changes and new markets often bring several disciplines into one decision.
Industry perspective
Family-Owned Businesses
A family business needs a shared view of commercial continuity and family expectations.
Discuss your prioritiesThe wider perspective
Understand the business. Connect the expertise.
Sector knowledge makes professional advice more useful. The revenue model, workforce, assets and route to market shape the legal, financial and international questions a business faces. We connect those questions to the way the business actually operates.
In focus
A joined-up family business agenda across corporate and private client matters.
See the connections
One decision. A wider impact.
The commercial model is considered alongside contracts, reporting and the responsibilities of each entity.
We identify the dependencies early, so the relevant professionals can work from a shared understanding of the objective and the information available.
Talk through the connections- 01Family ownership
- 02Business governance
- 03Next-generation transition
Working together
A clear path through the work.
- 01
Business model
A family business needs a shared view of commercial continuity and family expectations.
- 02
Professional priorities
Growth, funding, workforce changes and new markets often bring several disciplines into one decision.
- 03
Execution and review
A joined-up family business agenda across corporate and private client matters.
Where we can help
The questions that matter.
Family-Owned Businesses
Business governance
Connect business decisions, financial reporting and family-level tax or estate questions.
The commercial model is considered alongside contracts, reporting and the responsibilities of each entity.
Next-generation transition
Prepare a transition agenda for ownership and management that reflects the intended next generation.
The scope is tailored to the company’s stage, geographic exposure and immediate priorities.
From perspective to action
A joined-up family business agenda across corporate and private client matters.
The scope is tailored to the company’s stage, geographic exposure and immediate priorities.
The engagement begins with a shared view of the questions to resolve, the work to be delivered and who is responsible. As the matter develops, the plan can be reviewed against new information and changing priorities.
Explore your next stepDesigned for the next decision
Clarity you can work with.
The exact scope and deliverables are agreed for your circumstances. The aim is to make the relevant information, choices and responsibilities clear.
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A sector-specific priority agenda
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Connected legal, tax and finance work
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A plan aligned with the operating cycle
Before we speak
Start with your priorities.
A complete file is not needed for an initial enquiry. Tell us what you want to achieve, the countries involved and any relevant dates.
Ownership, governance, succession objectives.
Start a conversationWhat information is useful at the outset?+
Ownership, governance, succession objectives. We will identify what needs to be clarified before agreeing the engagement.
How does this connect with other advice?+
The commercial model is considered alongside contracts, reporting and the responsibilities of each entity.
How are fees and timing agreed?+
The relevant professionals review the circumstances, available information and dependencies. Scope, responsibilities, fees and the timetable are then agreed for the specific engagement.
Explore further
Connected perspectives.
Technology & Software
Software businesses connect intellectual property, people, recurring revenue and international customers.
Explore ↗Startups & Venture-Backed Companies
A venture-backed company’s next round depends on the groundwork laid between rounds.
Explore ↗E-commerce & Retail
Selling across channels connects stock, contracts, payments and customer-facing obligations.
Explore ↗Your next move