The three frameworks, the assessment instrument and the platform were written here rather than licensed in.
That is also why they address the parts nobody documents: the commitment agreed on a call that was never minuted, the authority that lived in one person's habit, the charter signed once and not opened again for four years.
We hold a small number of families at once, because the partner who assesses your governance is the partner who designs it and the partner who attends your sittings.
We serve family offices, founder-led enterprises and multi-generational families. Only those. We do not manage money, we do not advise on investments, and we take custody of nothing.
One of us over its financials, the other over its operations.
Finance and strategy
Author of the Governance Pyramid, the Blueprint and the Maturity Curve. He oversaw the financials of a single family office. Before that, more than twenty years in finance, including Vice President of Finance at an investment management firm overseeing portfolios of more than sixteen billion dollars, and earlier at global investment banks and a Big Four firm. Certified Public Accountant.
Operations and technology
Built the Governance Operating System. He ran operations inside the same family office, spanning asset management, property operations, internal systems and reporting. Earlier he built and led global operations across the United States, Europe and Asia.
A manufacturer in Germany facing succession. A holding company in Brazil entering its third generation. A founder-led group in Singapore with no authority matrix. A family office in Connecticut that has outgrown its own habits. Four languages, and the same problem.
Every family is somewhere on the same curve, and most do not know where.
The work is a year, and then it happens again.