We support families in their strategy of achieving mutual connection and solidarity—social, intellectual, and financial. To this end, we establish sustainable family governance with the client and their family, based on the mission and a shared vision. If desired, we draft a family statute, develop a family council with a family board, and establish mutual authority, decision-making processes, and meetings. We monitor compliance and safeguard documentation. We can do this as family secretary, commissioner, or director.

Training, knowledge sharing, personal development, and coaching are essential conditions for successful succession. We create a customized training program for this. Based on your needs. Because no two families are the same. This training program focuses on financial stewardship, family (business) governance and leadership, as well as personal development and growth. Ultimately, the right people, with the right skills, must be in the right positions and they must be able to perform their duties with enthusiasm. Today and tomorrow.

Perception is reality. We create a platform that promotes communication within the family, facilitate it, and, as an involved outsider, facilitate discussions about things that aren't easily discussed within the family. We help address communication issues, again with a focus on mutual connection and solidarity, but also from a risk management perspective.

Online or offline, trending topics , whether self-directed or not, can have a significant business or social impact. We intervene in that process. We act as a spokesperson, pen, or spokesperson for the family when necessary or with good reason. For example, in times of crisis. We engage through dialogue. With earned, owned , or purchased media. We provide context. We maintain media relations. We establish direct interaction with strategic partners, private parties, and public figures such as prominent politicians. We provide media training. We write texts. We create presentations.

We monitor and proactively promote the physical safety of family members, the security of their property, and the security and privacy of information. We structure our services so that the client can remain out of the public eye.

The nightmare every patriarch or matriarch wants to avoid: " The first generation builds the wealth, the second looks after it, and the third squanders it." Scientific research has shown that 95% of family businesses don't make it to the third generation. The main causes are a lack of adequate training and communication. Approximately 40% of these families cite a lack of good communication as the cause. Only 18% have formulated a policy on how to handle family matters that could materially impact the continuity of business operations. What we see is that more and more families recognize the importance of good family governance and are taking appropriate measures.

In itself, it's not all that surprising, of course. As the size of the family and the complexity and dynamics of mutual relationships increase, so does the risk of imperfect communication, inefficient decision-making, and reduced frustration tolerance. This can lead to inefficiency, social dissolution, and conflicts that disrupt continuity and cohesion or lead to complete disintegration. Just think about it. People get married—the cold side comes along—children are born, or perhaps adopted, people divorce, remain single, form single-parent families, or blended families with new partners, stepparents, and stepchildren. People move. They may emigrate to a tax-friendly foreign country or return to the Netherlands. Family members become ill and grow old. They require care. They may have to be placed under guardianship. Or their assets must be placed under administration. Everyday reality is unruly and all too often defies our imagination. But not ours anymore.

Family governance can support the family in its strategy of striving for mutual – social, intellectual, and financial – solidarity and cohesion. This solidarity and cohesion are rooted in a shared history. It increases (self-)respect, mutual trust, and commitment. It promotes behavior based on shared values, fostering family relationships, continuity of family-related businesses, and protection of family capital for current and future generations. It enables family members to better recognize and effectively manage family dynamics, mutual relationships, and shared and conflicting interests. The goal of establishing family governance is to ultimately, after evaluating all issues, arrive at a plan based on which projects can be executed on time and within budget.

By clearly identifying the formal bodies with authority in a family charter, describing the policy, communication protocols, (decision-making) processes, and meetings—such as a retreat—family governance can constructively contribute to the shared mission, vision, and values of family members, thereby safeguarding the legacy. Inextricably linked to this is ensuring that the right people, with the right skills, are in the right place, today and tomorrow. This includes developing a leadership development program (financial stewardship, family business leadership, and personal development and growth), which serves as a training, education, and selection platform for the next generation. This ensures that they are well-prepared to assume their responsibilities upon succession.