In many business families, there is little real discussion about whether a young family member should work in the company and if doing so is good for them, the family, and the business. The answer often just happens on its own, based on how close a person is to the family business or whether there happens to be an open
The Rehearsal Before the Show: The Value of Internships for Business Families Read More »
A family shareholders’ meeting. A cousin in her forties, who has held shares for almost twenty years and has never worked in the business, waits for the leadership team to finish going through the financials. She then says quietly: “I’ve thought about this a great deal. I would like to sell my stake.” The room falls silent. The senior uncle
The Choice to Stay Begins with the Option to Leave Read More »
As your leadership teams regroup for the final stretch of the year, and the complexities of governance and family dynamics are coming into sharper focus, we will explore what marital research reveals about boardroom partnerships, why a Single Family Office demands more than a spreadsheet, and how conceptual models help navigate multi-generational complexity. We begin with the latest article by
LGA Insights – October 2026 Read More »
Building a family office is not simply a decision about where to place assets. It is a decision about how a family intends to organize, govern, and steward its wealth over time. Before deciding whether to build an SFO, join a Multi-Family Office (MFO), or use a hybrid model, owners must answer two foundational questions:
What do we actually need the structure to achieve? What structure best fits our needs?
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.
Family + Philanthropy: Unpacking Great Governance for Generous Families Read More »
Sharilyn Hale was the Caribbean region editor for the The 2025 Global Philanthropy Environment Index: Caribbean Regional Report.
2025 Global Philanthropy Environment Index: Caribbean Read More »
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.
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.
Mind the gap: Philanthropy and Canada’s high-net-worth data deficit Read More »
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.
LGA Insights – July 2026 Read More »
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.
Succession Shadows: Why letting go of the CEO Seat is the Hardest Act of Leadership Read More »
