A defined first engagement
Family Continuity Diagnostic
One reliable view before the family chooses structures.
Establish what is sound, what remains exposed and what must happen first—before selecting documents, structures or financial solutions.
For business families when connected continuity questions can no longer be assessed separately. No sensitive family, financial or legal documents are required for the first conversation.
The diagnostic establishes
One reliable view of the family’s present position
What is already sound
Clear, aligned and workable arrangements.
What remains exposed
Dependencies, uncertainty or incomplete implementation.
What requires a decision
Outstanding family decisions or professional confirmation.
What should happen first
Practical sequence before wider architecture.
Clear professional boundaries
A diagnosis, not a predetermined prescription
Establishes the present position; specialist advice remains separate.
- No predetermined document, structure or financial product.
- No presumed adviser change.
- No obligation for wider work.
Choice remains with the family
After reviewing the findings, the family may
Act, clarify, proceed, defer or conclude.
Appointed professionals retain responsibility within their disciplines.
Establishing relevance
When diagnosis should precede solutions
Founder dependency
Authority or access remains founder-dependent.
Ownership and control are misaligned
Ownership and decision rights diverge.
Substantial but illiquid wealth
Value is illiquid under transition pressure.
Disconnected documents and advice
Records and recommendations do not align.
A transition is approaching
Transition decisions need clarity before action.
Scope of review
Six connected dimensions, examined as one continuity picture
Ownership
How businesses, assets and entities are held.
Control and decision rights
Who can vote, sign, access and approve.
Continuity liquidity
Whether usable capital is available and controlled.
Succession and family roles
What is decided—or assumed—about ownership and roles.
Governance and documentation
Whether decisions, intentions and records align.
Implementation dependencies
What is complete, pending and who acts.
Founder dependence is tested across every dimension.
The engagement
From private relevance to written findings
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01 — Relevance
Private starting conversation
Establish circumstances and whether scope can be defined.
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02 — Scope
Engagement confirmation
Agree participants, information, fee, timeline and recipients.
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03 — Review
Analysis and clarification
Separate facts, intentions, assumptions, questions and incomplete actions.
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04 — Findings
Written review and presentation
Present the position, unresolved decisions and priorities.
Material participants only; secure sharing precedes sensitive records.
Written findings
What the family receives
A usable record of present position and next priorities.
Continuity Exposure Map
Sound, dependent, unclear, misaligned or incomplete matters.
Decision and Dependency Register
Required family decisions, confirmation or action.
Priority Action Sequence
Priority, responsibility and decision dependencies.
Judgement made visible
What a diagnostic finding may sound like
Illustrative finding
Documents, intention and action do not yet point the same way
The Will, company records, nominations and family intention diverge. Legal and corporate-secretarial confirmation is required before funding, transfer or restructuring.
Structured observation—not recommendation or legal conclusion.
Selected matter pattern
A successor had been identified, but timing was not the only question
Ownership, board authority, founder role, participation and liquidity remained connected. The task was to separate decisions and brief appointed professionals coherently.
Review selected matter patterns →Anonymised or composite—not testimonials or advice.
A private starting point
Does the family have one reliable view before it chooses documents, structures or funding?
Establish whether a defined Diagnostic—or a narrower first step—is appropriate.