For the business
Generational
transfer.
Passing on the business without fractures requires clear rules, before they are needed. I accompany the entrepreneurial family through the governance and the tools for an orderly continuity.
By generational transfer I mean the orderly handover of a family business: who will lead the company, who will own it, and how the two will live together. In many families the subject stays in a drawer until an event forces it open — and by then the options are few, and rarely the good ones. My work starts earlier: putting rules, timings and instruments in writing while the business is strong and the family can still choose calmly.
I start with an honest picture: corporate structure, articles and existing agreements, actual roles within the company, family wealth inside and outside the business. I then guide the family through the real questions — who leads, who remains a shareholder without operating, how those who stay outside are treated fairly — and translate the answers into a design of instruments: holding companies, family agreements, trusts, gifts, each judged by what it actually solves in your case. The deeds are drafted by the notaries, lawyers and tax advisers of my network, each within their own remit: I hold the design, the timeline and the priorities together.
Coordination of the process and responsibility for the relationship stay with me. But a handover does not stop at the company gates: it touches the entrepreneur's personal wealth, property, pensions, the liquidity that leaves the business over the years. When that happens I involve the professionals of my network and the reading widens to the direction of the Family Office, so that choices made for the company stay consistent with those made for the family. At the table I bring something a family cannot supply from within: an outside view, with no products to sell and no heir to favour.
What stays out — by choice
- Drafting the deeds. Family agreements, articles, trusts and gifts belong to notaries, lawyers and tax advisers: I prepare the design and coordinate the network, I do not replace those qualified to act.
- Placing insurance policies. I am not an insurance intermediary: if a policy serves the design — to balance an heir's position, say — I identify it with you, without collecting commissions.
- Choosing the successor. Who leads the business is the family's decision, not mine. My task is to bring method: written criteria, clear timings and a table where the decision can hold for years.
A handover written before it is needed : rules, timings and roles decided with a cool head, not under the pressure of events.
Fairness heirs can actually read : those who join, those who stay shareholders and those who exit know what they receive and why, in writing.
A single coordinating counterpart : notaries, lawyers and tax advisers work on one design, and I answer for its coherence.
What it includes
The transfer of the business treated as a project: six components holding ownership, leadership and family together.
Family governance
Rules written before they are needed: who decides what, how the next generation comes in, how disagreements are handled without stalling the business.
Transfer instruments
Holding companies, family agreements, trusts, gifts: each instrument judged by what it solves in your case, with deeds drafted by qualified professionals.
Continuity of control
Leadership does not hang in mid-air: delegations, majorities and clauses designed so the company keeps deciding throughout the transition.
Fairness among heirs
Heirs inside and outside the company have different needs: explicit criteria and measured compensation, so nobody is left feeling owed.
Tax efficiency
Timing and form of the transfer shape the tax burden: the options are compared beforehand, with the network's tax advisers, not after the fact.
Support over time
The handover does not end with a deed: I stay alongside both generations through the years of coexistence, when written rules must be brought to life.
How I
work alongside you
Diagnosis
Corporate structure, articles, existing agreements and family wealth: the honest starting picture, with nothing left in the drawer.
Strategy
Who leads, who owns, who is compensated: the family's answers translated into a written design of rules and instruments.
Execution
Notaries, lawyers and tax advisers of the network draft the deeds; I coordinate timing, consistency and priorities.
Continuity
Periodic reviews of rules and structures: the design is updated as the family, the business or the law changes.
Let’s talk about
your wealth.
A first confidential meeting, with no obligation, to understand where to start.
Request a meeting