Capability

Legacy Planning

Succession architecture that the next generation actually understands and endorses.

What this covers

The work, in substance

Most legacy plans fail not in design, but in handover. We treat the next generation as participants from day one — briefed, included, and prepared to take responsibility long before they have to.

The result is a transition that strengthens the family rather than tests it.

Deliverables

What you receive

01Succession architecture aligned with counsel
02Family governance framework and decision rights
03Next-generation briefing and education programme
04Documented letters of wishes and intent
Approach

How we deliver

  1. Step 01
    Design

    Architect the succession structure with counsel and trustees from first principles.

  2. Step 02
    Include

    Brief and educate successors on the structure and the intent behind it.

  3. Step 03
    Document

    Capture intent, decision rights, and operating procedures in plain language.

Considerations

Risks we address

The non-obvious factors we explicitly plan for so they don't surface as surprises later.

Family dynamics

Plans that ignore family reality fail; dynamics are addressed explicitly.

Trustee selection

Trustees are chosen for fit and continuity, not only credentials.

Tax across generations

Succession tax is modelled across the timeline, not point-in-time.

Letters of wishes

Refreshed periodically so intent stays current with reality.

In Practice

An anonymised example

Scenario

A family had a legal succession structure but no shared understanding of it. We facilitated a working programme with all three principals and the rising generation, producing a plain-language framework formally adopted by everyone involved.

Results
  • Succession framework formally adopted by all family principals
  • Next-generation briefed and engaged in governance
  • Letters of wishes refreshed and aligned with structure

Details altered to protect client identity

FAQ

Common questions

Sooner than most families do. The work is hardest under time pressure; structures and conversations begun a decade before transition almost always survive it better than those rushed into place.
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