Succession in an owner-managed business

The plan that exists only in the founder’s head is not a plan. Writing it down is most of the work.

When to raise and when to wait

Raising against a flat quarter is the hardest conversation in the room. Timing is mostly about what the next four months look like.

Twelve pages of charts and no argument. Here is the four-page structure we recommend instead.

Sometimes correct, usually expensive. The question is whether the role generates capacity or consumes it.

Scenario planning is not prediction. It is deciding now what you will do at each of three or four plausible outcomes.