Succession and expansion counsel for family-held groups.
Fifteen advisors working with owner families across Southeast Asia on transitions of leadership, capital and control.
Request a confidential conversationCounted since 2015. Engagements are never announced; results are shared with client permission only.
Practice areas
01 Succession
Leadership transition planning across two and three generations. Shareholder agreements, family charters and council structures. Successor readiness built over 12 to 24 months.
02 Regional expansion
Market entry across Indonesia, Vietnam and Malaysia. Partner and acquisition screening with local counsel. Capital structuring for holdings between $50M and $1B.
03 Governance
Board composition for family-held holdings. Independent director recruitment and mandates. Reporting disciplines that survive the founder's exit.
04 Transactions
Divestments, minority sales and buy-side mandates. Valuation counsel independent of any bank. Negotiation support through to signing.
Selected engagements
Manufacturing groupJava, $400M in assets
Second-generation transition completed in 18 months. Leadership, shareholding and board authority transferred without a single senior departure.
Consumer distribution familyThree markets, est. 1974
Regional holding restructured ahead of a $120M minority sale. The founding family retained 78 percent and every board seat that mattered.
Property and hospitality groupSingapore and Bali, $750M portfolio
Governance rebuilt around an independent board within one year. The founder now chairs; his daughter runs the operating company.
Chairman, second-generation industrial groupThey told us what the bankers would not. The family kept control, and the business kept moving.