Ownership Transfer
If the first year in business is the most precarious and prone to failure, the last years of leadership before handing off control to new leaders have the most far-reaching consequences. In this transition much is at risk for the enterprise, and overlying this business risk is the personal exposure of the current leaders in ‘letting go.’
This is why transitioning leadership successfully depends on careful planning, clear thinking, good communication, a clear buy-sell agreement, and a sound organizational structure.
Clear Thinking
Our approach is to take the emotion out of the process, so owners can think clearly about their future and give room for new leaders.
We work with design firm leaders to clarify the responsibilities of a principal, to to define the qualities and skills needed by incoming principals.
Good Will
Still, in this transition the exiting Principals need to feel good about the process and the people assuming leadership. To foster positive attitudes, we often work one-on-one with individuals to coach them in new ways of working that will allow a smooth leadership transition.
"Andrea Jacoby provided us with invaluable service in developing an exit strategy and guiding us through the initial transition. She identified a range of feasible exit scenarios that coincided with each of our personal goals, and gave us realistic expectations. Her understanding of the 'personality' of an architectural firm was very helpful. Finally, she assembled the legal and accounting team necessary and kept us on point through our initial stock transfer."
Linda Gates
Owner
Gates + Associates
"Over the last several years Mark Cameron has worked closely with our firm in strategic planning, ownership transition and business development.
Mark's thorough knowledge of professional practice and business strategies, as well as his exceptional good judgment and interpersonal skills have helped us to successfully develop and implement an ownership transition plan for a closely held corporation, identify and fill key leadership roles, and tackle head-on strategic changes in the organization that are often threatening and difficult for many involved.
We trust Mark to handle sensitive and often difficult issues with a balanced point-of view."
H. Russell Drinker
Managing Director, San Francisco
Perkins+Will