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The Rehearsal Before the Show: The Value of Internships for Business Families
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
Type of Content
Every LGA article represents the authentic insights, strategies, and first-hand experience of our global advisory team. Client scenarios are drawn from actual advisory engagements and anonymized to protect confidentiality. Furthermore, each article undergoes rigorous internal peer review to capture our collective wisdom and deliver actionable strategies for enterprising families committed to multigenerational success.
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The Choice to Stay Begins with the Option to Leave
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
Newsletter
LGA Insights – October 2026
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,
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A Platform, Not a Portfolio: Why a Family Office Needs Governance as Much as Any Operating Company
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?
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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.
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2025 Global Philanthropy Environment Index: Caribbean
Sharilyn Hale was the Caribbean region editor for the The 2025 Global Philanthropy Environment Index: Caribbean Regional Report.
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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.
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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.
Newsletter
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.
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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.