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Service · Family Business Advisory

Family Business Advisory in Canada. Professionalize. Without losing what built it.

Family business advisory in Canada — professionalize operations, plan succession, and scale for the next generation without losing what built the business.

Speak with a principal directly:
(647) 631-1205
Heritage workshop interior with aged wood surfaces under warm side light
[ family enterprise ]

Neutral between family and businessThree generations advisedProfessionalization without flattening cultureLong-arc stewardship

30%
G1→G2 succession success rate
12%
That reach G3 — without help
18–36mo.
Active professionalization arc
3gen.
Generations advised, G1 through G3+
What survives the transition

Governance built on trust. Outcomes held by structure.

Family-Adjacent Experience

Time spent inside family businesses, not a generic PE playbook retrofitted. Founders, siblings, next-gen, in-laws, silent partners. Every version of the dynamic.

Structure Without Rupture

Governance frameworks, shareholder agreements, and family councils designed for the specific family, not pulled from a template. Relationships survive the mechanism.

Transition Discipline

Succession plans that execute, not sit in a binder. We stay through the eighteen to thirty-six month transition where most successions actually fail, not the quarterly board check-in.

Method

Five moves. No shortcuts.

  1. 01

    Intake & scope

    Confidential first call — off the record. We meet every shareholder before proposing work. Written scope within two weeks, including the two tracks we will run in parallel: the operating business and the family system.

  2. 02

    Dual diagnostic

    Two parallel discoveries. Operating business — books, team, customers, risk. Family system — shareholders, roles, employment policy, governance. We sit neutral between the two and surface the gaps that matter.

  3. 03

    Operating professionalization

    Leadership-team build-out, financial discipline, board cadence, owner-vs-operator separation. We install the operating system without dimming the instinct that built the company.

  4. 04

    Succession architecture

    Successor identification — internal or external. Development plan, governance decisions, family-employment policy. Clear timeline, written, agreed by every shareholder before it moves.

  5. 05

    Long-arc steward

    We stay on a light-touch retainer through the transition years — available when the next decision lands: a new hire, a governance question, a liquidity conversation. We leave when the family decides, not on a slide-deck date.

They sat between my father and me for two years. Without them, the transition would have broken the business — or the family. Probably both.
Founder, second-generation owner$60M family-owned manufacturer
Next step

A confidential first conversation. Off the record.

Family-business engagements live or die on trust. The first 30 minutes are off the record — and free. We'll tell you whether the work is urgent, and whether we're the right fit.

Or call direct:
(647) 631-1205