Family businesses and succession
Family businesses: succession, sale or a new partner
Every family business reaches a point where the family has to decide what comes next.
There is not always a successor ready, and not all heirs want the same path. We help the family see the alternatives in numbers and execute the one it chooses.
Alternatives we assess with the family
- Full sale, to a strategic buyer or a fund, with a planned transition.
- Partial sale, keeping the family as a shareholder while creating liquidity.
- Equity partner, who brings capital and governance without taking the family out of the business.
- Professionalization and preparation, to sell later at a higher value.
- Buyout of a stake from a partner or heir who wants to leave.
Neutrality when emotions run high
Selling the family company is a financial, wealth and personal decision all at once. Our role is to lead the negotiation with technical rigor, separating the value of the business from the relationships among the partners, and to protect what the family has built.
How to start
Ideally, preparation starts 12 to 24 months before a sale: organizing figures and governance, reducing dependence on the founder and resolving issues that drive buyers away.
Frequently asked questions
What if the heirs disagree?
It is common. An independent valuation and alternatives compared side by side are usually the first step to align the family.
Does the founder have to leave the company?
Not necessarily. Many transactions provide for the founder to stay for a transition period, as chairman of the board of directors or as a minority shareholder.
Is your family discussing the future of the company?
The first conversation is confidential and without commitment.