Separated roles
Decision-making, operation and ownership defined separately, even when one person holds all three today.
- Decision rights documented
- Operating roles defined
- Ownership plans recorded
Service 06 of 06
Planning succession
Succession and ownership transitions designed early, so what was built changes hands without losing its course.
HorizonMulti-generational
ApproachDesigned early, reviewed often
RolesDecide, operate, own
Overview
Succession is usually treated as an event: a retirement, a sale, an unexpected absence. We treat it as a design problem, solved while the people who built each company are still fully at the helm.
For our own companies, and for owners who choose to pass their business to us, a sound design separates who decides, who operates and who owns, so that a business can change hands without losing its course.
What it involves
What continuity requires.
Documented knowledge
Key relationships, credentials and know-how written down rather than held in one head.
- Relationship maps
- Access and credential plans
- Operating playbooks
Transitions for owners
A permanent home for owners who want continuity for their people, customers and name.
- Planned leadership handovers
- Teams and names retained where possible
- No plans to resell
Regular rehearsal
Plans reviewed and tested before they are needed.
- Periodic succession reviews
- Scenario planning
- Updates as circumstances change
Continuity is designed long before it is needed.
How we approach it
Map. Design. Rehearse.
- Phase 01
Map
Who decides, operates and owns today, and where single points of failure sit.
- Phase 02
Design
Roles, governance and plans that can outlast any one person, built with qualified advisors.
- Phase 03
Rehearse
Review and refresh on a cycle, not in a crisis.
Deep Current Holdings is not a law firm, accounting firm, tax adviser, broker or investment adviser. Legal, tax and financial matters are handled with qualified professionals.
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