Family Businesses

A significant percentage of businesses in our country are founded and operated by family members (over 70%), whether it is the founding generation in charge or members of the second (less than 35%) or third generation (less than 15%) who already lead or are part of the middle and senior management of the company.

In this context, it is equally common to find that these organizations are often undergoing complex processes to define and establish their growth strategies, institutionalization processes, and succession plans, as well as their rules for family member involvement in leadership positions. It is also not uncommon for family members—siblings, children, grandchildren, etc.—to have differing visions of the direction the company should take and how it should be approached. Furthermore, it is natural to find that, in many cases, even the interests in maintaining or not maintaining the company within the family are at odds among members. Some family members often wish to be actively involved, while others have no interest in being part of the company, preferring instead to liquidate their share of ownership.

Our firm is prepared to understand and guide families in creating vehicles, policies, and mechanisms that help them understand and successfully navigate these situations.

• Succession planning

• Policy development

• Corporate governance

• Corporate secretaryship

• Identification and protection of intellectual property

• Key man insurance

• Diagnostics of the family business situation

• Problem identification

• Institutionalization processes

• Exit vehicles

• Trusts