Case study · Private Wealth
Aligning family governance, business ownership and long-term succession
We helped a business-owning family translate its values and long-term ambitions into an ownership and succession framework that could work across generations.
The founder remained central to the business, while the next generation had different levels of involvement and distinct personal circumstances.
The family wanted continuity without forcing identical roles or creating an overly rigid structure. Our work joined the tax, legal and human dimensions of succession in a single project.
The challenge
- Different expectations among active and non-active family members.
- Concentrated business value and limited personal liquidity.
- Cross-border residence among future owners.
- The need to preserve decision-making during a gradual transition.
Our approach
Technical precision, focused on the client.
Define the objectives
Separate family conversations established what should remain shared, what could be individual and which decisions required collective consent.
Model the ownership
We compared direct gifts, staged transfers and holding structures against control, liquidity, tax and governance criteria.
Connect governance and tax
Shareholder rules, board roles, distributions and succession documents were designed to support the same operating reality.
The outcome
The family adopted a phased roadmap that preserved operational continuity while giving the next generation meaningful responsibilities.
The resulting structure distinguished ownership, management and family governance, making future decisions clearer and reducing the risk that tax planning would distort the family’s commercial objectives.
Successful succession is not a transfer on a date. It is a governed transition of ownership, knowledge and responsibility.
The Lullius approach
