Three practices, one thesis: transitions are structural, not emotional.
Every matter we take on falls into one of three files below. Some engagements touch all three — a succession is rarely just a succession.
Succession Planning
Leadership transitions fail more often on relationships than on paperwork. We work with the outgoing and incoming leadership together, so the handoff is planned in the open rather than negotiated in private.
Typical matters run six to eighteen months and end with a written transition plan, not just a recommendation.
- Leadership transition mapping & timeline
- Family & founder alignment sessions
- Employee ownership (EOT/ESOP) structuring
- Interim leadership bridging
Recapitalization & Financing
When ownership changes hands, the capital structure underneath it usually needs to change too. We structure the debt, equity, and terms so growth doesn't quietly become a liability.
We work alongside a client's existing lenders and counsel rather than replacing them — our role is the structure, not the paper.
- Minority & majority recapitalizations
- Debt & equity structuring
- Investor & lender negotiation support
- Valuation framing for family transfers
Governance & Continuity
A transition that isn't backed by clear decision rights unwinds quietly, a year or two later, when the first real disagreement hits. We build the governance that holds under pressure.
This work is often the second engagement after a succession or recapitalization — closing the gap the first matter exposed.
- Board design & charters
- Decision-rights frameworks
- Succession contingency planning
- Family council & advisory structures