Family business succession planning
A structured advisory engagement that turns a vague “one day we’ll hand over” into a written plan covering ownership, leadership, timeline, and family agreements.
Read the scopeFamily business succession
LogicModule Consulting
We help owners, siblings, and incoming leaders agree how a family firm should pass on ownership, responsibility, and day-to-day authority without fracturing the business that sustains them.
Consultations shaped around real handovers
Every engagement starts with the people who currently hold the keys — and the people who will need to hold them next. We work through ownership maps, readiness gaps, and the practical sequence of a transfer.
Ownership transition facilitation
Facilitated sessions that help families agree how shares, voting rights, and capital extracts move between generations without derailing trading.
Read the scope
Next-generation leadership readiness
A practical assessment and coaching sequence for sons, daughters, or nephews already working in the firm who may take the helm.
Read the scopeWhat clients notice after the hard conversations
Succession work is rarely tidy. Owners tell us the value is in having a calm outsider keep the agenda on decisions that matter: who controls what, when money moves, and how disagreements get settled.
Read client storiesWe already had accountants and solicitors. What we lacked was a structure for talking about who would run the yard after Dad stepped back — without turning Sunday lunch into a board meeting.
Third-generation haulage director, Essex
Field notes from succession work
Short pieces on timing a transfer, preparing the next generation, and governing a family firm while it still has room to manoeuvre.
Timing a family handover when trading still feels strong
Waiting for a quiet year often means waiting forever. Here is how owners choose a succession window while the order book is still healthy.
When siblings share control after the founder steps back
Dual leadership can work in a family firm — if voting deadlocks, role edges, and exit routes are written down before the first argument.
Preparing a successor who grew up on site
Knowing the smell of the workshop is not the same as leading it. Readiness work separates inherited knowledge from authority.
Ready to map the next five years of ownership?
See how a typical engagement runs from the first call through a written succession plan the family can act on.
See how an engagement unfolds