Supporting the continuity of your
Family
Business
Office
Foundation
Legacy
Enterprise
across generations
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We treat all family enterprises as systems
They have dynamic and overlapping subsystems: Business, Ownership and Family. Continuity requires planning and action across all three over time.
A commitment to continuity requires a clear and energizing vision for future ownership along with the structures, policies and processes, and leadership to achieve it. These activities are typically governed by a network of Boards and committees that ensure the shared vision of the owners is aligned with business strategy and family values. These values often include important messages to family owners about stewarding wealth responsibly, and opportunities to achieve important social change and leave a family legacy via Family Philanthropy.
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Continuity Audit
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The LGA Continuity Audit, our signature diagnostic tool, will provide you with a comprehensive analysis of your family enterprise system and a customized roadmap to achieve multi-generational success.
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What our experts are saying
Thought leadership and resources for you and your family enterprise
Family + Philanthropy: Unpacking Great Governance for Generous Families
For families involved in philanthropy, governance is how they organize themselves to make decisions about their giving and demonstrate accountability to themselves and their community. While governance is too often equated with compliance and boring board meetings, it is, in fact, a dynamic and creative process at the heart of family engagement and impact.
2025 Global Philanthropy Environment Index: Caribbean
Sharilyn Hale was the Caribbean region editor for the The 2025 Global Philanthropy Environment Index: Caribbean Regional Report.
What our experts are saying
Family + Philanthropy: Unpacking Great Governance for Generous Families
For families involved in philanthropy, governance is how they organize themselves to make decisions about their giving and demonstrate accountability to themselves and their community. While governance is too often equated with compliance and boring board meetings, it is, in fact, a dynamic and creative process at the heart of family engagement and impact.
2025 Global Philanthropy Environment Index: Caribbean
Sharilyn Hale was the Caribbean region editor for the The 2025 Global Philanthropy Environment Index: Caribbean Regional Report.
The Four Horsemen of the Apocalypse: What Divorce Research Teaches Us About the CEO-Chairman Partnership
A CEO-Chairman partnership, like any other meaningful human partnership, isn’t something that happens to you. It’s something you build, day after day, conversation after conversation, and there’s always room for improvement.
Mind the gap: Philanthropy and Canada’s high-net-worth data deficit
We are proud to share recent insights from Dr. Sharilyn Hale, a valued advisor at our firm, who recently co-authored a compelling article for Canadian Family Offices. In the piece, titled “Mind the gap: Philanthropy and Canada’s high-net-worth data deficit,” Sharilyn and co-author Keith Sjögren shed light on a critical blind spot within Canada’s charitable sector: the glaring lack of data surrounding high-net-worth (HNW) philanthropists.
LGA Insights – July 2026
Our Partner Mika Mazor made time to craft her latest article, “Succession Shadows: Why letting go of the CEO Seat is the Hardest Act of Leadership”. Mika highlights the unique challenges associated with recruiting your first external, non-family CEO—a decision which can be a vital strategic step toward long-term continuity, yet also trigger intense emotional resistance. She also shares practical advice for families contemplating this critical shift in leadership design.
We are also thrilled to share with you a recent episode from Season 2 of the LGA Lighthouse Podcast, “How Coaching Unlocks Family Enterprise Potential”, featuring LGA Partner Wendy Ulaszek. She discusses the difference between therapy and coaching, shares methods for how to cultivate ambidextrous leadership, and explores how individual growth and development can serve as a catalyst for healthier family systems.
Succession Shadows: Why letting go of the CEO Seat is the Hardest Act of Leadership
While passing the torch of the CEO seat to the next generation is often the ideal path for many family enterprises, it is not always the right answer. In fact, the most loving and responsible act a family can perform for the next generation is precisely the decision to recruit a professional CEO.