Topic

Business succession — the most important transition your company will face.

Whether you're handing over or taking on — a generational transition is more than a legal transaction. The human side determines whether it truly succeeds.

Do any of these sound familiar?

Stepping into the role

You're running the business now. Officially. But much is still as it always was — the processes, the expectations, the unspoken habits. At some point you'll need to decide what is truly yours — and what you want to change.

In the shadow of your predecessor

They built this business — and they're still present. As an adviser, as a silent authority, as someone everyone still trusts. That's understandable. But at some point, you need to find your own way.

Learning to let go

You know it's time. But the thought of handing over the business feels like saying goodbye — to what you built, to your role, to your daily routine.

Settling the legacy — without tearing the family apart

Three children, one business. Who gets what? Who is favoured? And how do you talk about it without it turning into a fight? The numbers are the easy part. The feelings are not.

And what comes after?

For 30 years, you gave everything to this business. It was your life, your routine, your identity. And now? What gives you purpose when the business no longer does?

My Approach

How I work on succession

Succession isn't a legal project. It's a life transition — for everyone involved.

You already have the tax adviser. The lawyer too. But who guides the human process? Who helps the outgoing leader let go — not just on paper, but truly? Who coaches the successor through those first months when suddenly everything depends on them? Who facilitates the family conversation where it's not just about numbers, but about feelings, expectations, and unspoken disappointments?

That's exactly my role.

I guide entrepreneurial families through the succession process — as a sparring partner for both the outgoing and incoming leader, as a facilitator for the difficult conversations, and when needed, as an interim leader who bridges the gap.

Not with a standard process. But with what your situation requires.

Praxisbeispiel

What a process can look like

A corporate group in the packaging industry. Four companies, three countries, around 350 employees. Two siblings taking over from their father — and quickly realising: before they can leverage synergies, they need to answer more fundamental questions.

Phase 1 — Analysis & Assessment

The original brief: sales synergies between Germany and Italy. The diagnosis after a few weeks: the issue runs deeper. Conflicting goals between managing directors, no shared vision, a generational transition in full swing.

Phase 2 — Identity & Strategy

Who are we as a family? What do we want with this group? In facilitated workshops, the siblings — together with their father — developed their vision, mission, values, and leadership culture. The outcome: a 10-year strategy and the decision for a complete rebrand.

Phase 3 — Tandem Coaching

Alongside the strategy work: regular coaching for the two siblings — individually and as a tandem. Clarifying expectations, defining roles, making tensions productive rather than avoiding them.

Phase 4 — Implementation & Integration

Workshops with the leadership teams across all three countries. Integration of an acquired company. New organisational structure. Building a unified leadership culture — across borders.

Zeitrahmen

Two and a half years, ongoing.

My roles in this project:

01Sparring partner for the owner family
02Facilitator for strategy and family discussions
03Coach for both managing directors
04Companion from strategy through implementation

Succession starts with a conversation.

Wherever you stand right now — let's find out what the right next step is.

Get in touch