Family Business Diagnostic
Usually four to six weeks
- Confidential interviews across generations and key managers
- Map of ownership, governance and succession risks
- Board-ready report with a prioritised roadmap
A life’s work.
A family’s legacy.
Independent advice on governance, succession and family offices for founders and the next generation across Europe, the CIS and the Middle East, from practitioners who sit on boards.
Book a confidential conversation
First conversation is free and strictly confidential.
The business has outgrown the way the family makes decisions.
Succession has no date.
The founder is still the system. Everyone knows a transition is coming; nobody has put it on the agenda.
Family and management are not separated.
Shareholders, directors and family members with different expectations and no governance system.
The next generation is unsure.
Talented heirs don't know whether to join, how to earn their place, or what “owner” means for them.
Wealth outgrows the structure.
Liquidity, new assets and new jurisdictions call for a family office, or a clear reason not to have one.
Diagnose first. Then build a system that works.
Governance & Succession Design
Three to six months
- Family charter, family council and decision rights
- Board design, independent directors, nomination & remuneration
- Succession plan, plus leadership and people systems that support the founder
Board & Family Advisory
Ongoing
- Independent seat or adviser to the board
- Facilitation of family council and assemblies
- Family office set-up and oversight
Every generation is heard before anything is designed.
Listen
Confidential one-to-one conversations with founders, heirs, in-laws and key managers.
Diagnose
Map the three systems (ownership, family, business) and where they collide.
Design
Charter, councils, board and succession rules the family actually agrees to.
Embed
Stay alongside the family through the first decisions made under the new rules.
Built by practice
Three Generations · One legacy
We are a team of practitioners who have built people systems, sat on boards and chaired board committees. We work with founders, families and boards where people strategy meets business continuity, so that what one generation built, the next can lead.
- Board members
- Committee chairs
- Executives
8years as a firm
9countries
Gen I · The founder. One owner, one decision maker. The business runs on trust and memory.
Gen II · The children. Ownership is shared among the heirs. Agreements replace instinct.
Gen III · The grandchildren. Many owners, few in management. Governance becomes a necessity.
Our partners have led at
- INTER RAO
- General Electric
- PepsiCo
- Mastercard
Start with a confidential conversation.
Forty-five minutes, no obligation. Tell us where the family and the business are today, and we will tell you honestly whether and how we can help.
- LinkedInSergey Puchka
- Telegram@BestHRD
- GeographyEurope · CIS · MENA