Corporate Finance & Planning Insights for Multi-Generational Family Businesses
Capital budgeting decisions are among the most important choices a family business board will make. Capital Budgeting in 30 Minutes helps directors understand how to evaluate proposed investments using tools like net present value and internal rate of return—while also considering strategic fit and non-financial constraints. This guide equips family business leaders to make disciplined, informed capital allocation decisions that enhance long-term value.
When families articulate a shared mission, they define what truly matters. But in family enterprises, that mission must align with what the business means economically to the family. Whether the business is built for growth, preservation, liquidity, or lifestyle, clarity about its financial role ensures that purpose and prosperity move forward together.
We recently read a fantastic post on the Altair Advisers’ blog, “Words on Wealth,” by Jason M. Laurie, Managing Director and Chief Investment Officer. The post addresses five things that founders wish someone had told them before selling their businesses to private equity firms. We thank Jason for allowing us to share the post with our readers.
Selling a family business is both emotional and strategic—much like auctioning a rare treasure. Inspired by Phyllis Kao’s insights at a recent event with Diversified Trust and Sotheby’s, this piece applies four auction principles—provenance, presentation, timing, and the auctioneer—to the sale process. By telling your business’s story, presenting it effectively, and acting at the right market moment with trusted advisors, families can maximize value while honoring their legacy.
If the income statement is a movie that records how your family business performed during a particular period, the balance sheet is a snapshot that records what your family business looked like at a particular date. The balance sheet answers two core questions: “What are the assets our family business owns?” and “How has our family business paid for those assets?”
We’ll flesh out the first question in this week’s post, and turn our attention to the second question in a subsequent post.
It can be all too easy for family business directors to focus on maximizing performance in the current year for the company. However, it is equally important for directors to not ignore less urgent matters that can undergird the long-term health of the company and the family. In this post, we put together a to-do list that includes important tasks for family business directors to complete whether planning for a one-time share redemption or establishing a family shareholder liquidity program.
Clear communication is essential in family business governance, yet shared definitions are often overlooked. That’s why the UHNW Institute’s new Wealthesaurus caught our attention. This online glossary brings clarity to the complex vocabulary of family wealth and enterprise conversations. This resource also provides standardized definitions of common and specialized family wealth advising industry terms. For directors, it’s a valuable reference that supports informed decision-making and effective dialogue across generations.
In Part II of our buy-sell agreement series, we dive into three real-world scenarios where independent appraisers play a critical role in resolving disputes, facilitating fair buyouts, and mitigating litigation risks for family-owned businesses. From valuation deadlocks to triggering events and shareholder conflicts, see how independent valuations can protect both your company’s legacy and shareholder relationships.
Third-party business valuations provide an unbiased, data-driven assessment of a company’s worth, helping owners and directors make informed financial and strategic decisions. By combining structured methodologies with expert judgment, independent appraisals deliver the objectivity needed for transactions, tax planning, disputes, and other critical business events. In this post, we explore why third-party valuations matter and what to expect from the appraisal process.
As directors of private family businesses, you’re no strangers to the delicate balance of maintaining harmony among shareholders while safeguarding the company’s long-term stability. In this week’s post, we dive into a related but often overlooked tool: buy-sell agreements. These agreements act as a safety net, ensuring smooth transitions when life throws curveballs, such as a shareholder’s departure, death, or divorce.
