Projects

Business succession

Arrange the succession.

Your business is to pass into other hands. Still open: what will still depend on you then.

I check which decisions land on your desk today, who will make them in future and what has to be settled before the handover. That becomes the plan for handing over your business: to family, to employees or to a buyer.

Book a fit callTwenty minutes, free of charge.

Situation

Sound familiar?

Successor in place“My son’s taking over. Exactly when, we’ll see.”

Then the person is decided. What they take over is still open.Place 01 · The decision that was never made

The buyer“He wants to know what still runs without me.”

That exact question sets the price.Place 01 · The decision that was never made

Later“We’ll talk about that when the time comes.”

Then the decision is made under time pressure, and rarely the way you wanted.Place 03 · What keeps running because nobody stops it

Only what runs without you can be handed over.

Anyone who recognises this has done nothing wrong. The business has reached the point where a decision brings more than yet another project.

What becomes possible

  • The business runs even on days you aren’t in.
  • Your successor leads from day one.
  • A buyer sees a business that holds up without you.

Who takes on what

I

  • read what depends on you today
  • prepare every decision
  • write the plan for the handover
  • lead the rebuild
  • check against the criteria and hand over

You

  • decide to whom and when
  • hand over what you want to hand over
  • sign off

Your advisers

  • handle tax, law and financing
  • value the business
  • notarise the handover

How I go about it

  1. ReadI read five zones: decisions, roles, customers, offer and processes. Each ends in a question that is answered before the handover.
  2. DecideWhatever depends on you today gets a route: it goes to a role, is written down or is dropped before the handover. I prepare, you decide.
  3. LeadFirst the architecture: which roles, responsibilities and processes are reset so the business runs without you. Then I lead the build.
  4. CloseI check against the criteria set at the start and hand over. For every system built, it is in writing how the business runs it without you.

How decisions reach everyone and what each format delivers

What may lie behind it

What an unplanned handover costs.

Customers who leave with the owner. Knowledge that isn’t written down anywhere. A successor busy with repairs. A purchase price that drops.

Often the handover is the question behind it. The question before it is: who decides what today?

Settle who is responsible

How you know it is done

  • Every decision that sits with you today has a new place.
  • What was only in your head is in writing.
  • The business has run without you, and that has been checked.
  • What the architecture says has been built. Signed off point by point.

The criteria are set before anything is built.

Decided

“I want to hand over. Right now nothing works without me.”

Everyone in management has a fixed role. What was missing is being filled.

Found: The business was run by job titles. Proposals on the same topic came from several sides, and he put approvals on hold.

The business is ready to be handed over, and its value has risen.

Limits

I don’t value companies or advise on tax, law or financing. Tax advisers, lawyers and notaries do that. I make sure there is a business that can be handed over when they do their work.

For comparison: What does an interim manager do? · What is an advisory board?

Conversation

Before the handover, it is settled what runs without you.

Twenty minutes, free of charge, nothing to prepare. You describe your situation, I tell you whether and where I would start. You know what a format costs before we begin.

Book a fit call

How the call works

Optional: seven questions in advance