Advisory Engagements
Three Ways We Work with Family Businesses
Each engagement is shaped around the family, the business, and the work that is needed — not a standard programme applied to everyone in the same way.
Advisory Work Shaped to the Family, Not the Other Way Around
Every family business carries its own history of decisions, its own configuration of ownership and management, and its own sense of what the future should hold. We begin each engagement by listening carefully to that particular picture before we do anything else.
Our engagements are not consulting programmes with fixed deliverables imposed from outside. They are structured conversations, written readings of what we observe, and workshops where the family considers what has been put in front of them — then decides what to do with it.
Listening First
We begin with interviews and quiet observation before forming a view. A reading that comes too early is rarely useful.
Written Readings
We produce careful written documents — not slide decks — because a considered document is something a family can return to and continue the conversation from.
The Family Decides
We do not hand families a course of action. We hold the picture for them to consider. What follows is their decision, made from a position of greater clarity.
Confidence in Confidence
Our work is held in confidence. We do not share names, situations, or outcomes across engagements.
Engagement
Governance Architecture
Engagement Fee
฿34,800
Scope
Interviews + written architecture + workshop
Output
Written governance architecture document
Governance Architecture Engagement
A senior advisory engagement that produces a written reading of the governance architecture of a family business — the family council, the shareholder forum, the board, and the operating leadership of the company. It covers the rhythm of meetings, the conversation each forum is shaped to hold, and the documents that support each forum.
The engagement includes interviews across the family and senior management, a written architecture document, and a workshop in which the family and senior leadership consider the picture together and discuss what they see.
What this engagement covers
- Interviews with family members and senior management to form a clear picture of how governance actually works — not how it is described on paper
- A reading of each governance forum: its purpose, its membership, its meeting rhythm, and the conversations it is and is not holding
- A review of the documents that support each forum — terms of reference, shareholder agreements, board charters, and similar records
- A written architecture document — a careful, complete reading of what we found, suitable for the family to keep as a record and return to
- A full-day workshop in which the family and senior managers consider the architecture together, ask questions, and begin to discuss what they would like to work on
The process
Scoping conversation
We meet with the family principal or principals to understand the context and agree on the scope of the interviews.
Interviews and document review
We conduct structured interviews across the family and senior management, and review existing governance documents.
Written architecture
We produce the written governance architecture document and share it with the family before the workshop.
Workshop
The family and senior management review the architecture together. We facilitate the conversation and hold the room.
Continuity Conversation Series
A six-session facilitated conversation series for a family that wants to talk carefully about the continuity of the business across generations. The conversations are designed and facilitated by the advisor, who holds the topics the family has chosen in scoping and ensures that each session moves the conversation forward without losing the thread of what came before.
The output includes a written record of each conversation — produced with the family's agreement — and a short written reading of the themes that surfaced across the series. The record is the family's, not ours.
What the series covers
- A scoping session with the family principal or principals to agree on the topics the series will hold
- Six facilitated conversations, each held at an interval that gives the family time to reflect between sessions
- A written record of each conversation, reviewed and agreed by the family before it is finalised
- A short written reading at the close of the series — a thematic reading of what surfaced across all six conversations
- Topics typically include ownership transition, next-generation readiness, the family's relationship with the business, and the values the family wants to carry forward
The process
Scoping
We meet with the family to understand the questions they are holding and agree on the shape of the six sessions.
Six facilitated conversations
We design each session in light of what the previous session produced, and facilitate the conversation with care.
Written records
After each session, we produce a written record for the family's agreement. The record belongs to the family.
Thematic reading
At the close, we produce a short written reading of the themes across the series and present it to the family.
Engagement
Continuity Conversation Series
Engagement Fee
฿18,400
Scope
6 facilitated sessions + written records + thematic reading
Output
Written session records + thematic reading document
"The conversations a family has about its future are among the most important it will ever hold. The quality of the facilitation shapes the quality of what it is possible to say."
— Heritor Advisory, Bangkok
Engagement
Family-Manager Coaching
Engagement Fee
฿4,150
Scope
6 one-to-one sessions
Suitable for
Generation-two family members in senior operating roles
Family-Manager Conversation Coaching
A focused six-session series of one-to-one conversations for a family member who is also a senior manager in the business — typically a second-generation leader holding both a family identity and an operating role. The two seats are rarely easy to hold at the same time, and they require different languages, different considerations, and different ways of being present in the room.
This engagement covers the rhythm of the dual role, the language choices that work in different rooms, and the quiet practice of holding two kinds of accountability — to the family and to the business — without losing a clear sense of one's own position.
What the coaching covers
- The particular experience of the dual role — what it makes possible, and what it makes difficult
- The language that works in different rooms: in the board meeting, in the family council, in a conversation with a non-family colleague
- The practice of holding both seats — not confusing them, not surrendering one to the other, and understanding which is active in each conversation
- Specific situations the individual is navigating — conversations they are anticipating, decisions they are uncertain about, relationships that feel complicated
- A developing confidence in one's own way of working — not a prescribed style, but a clearer understanding of how one naturally functions and how to build on that
Who this is for
This engagement is suited to a family member who is:
- Moving into or already in a senior operating role in the business
- Navigating the different expectations that come with being both a family member and a manager
- Wanting a private space to think through difficult conversations before they happen
- Preparing for a future leadership transition and wanting to build the right foundations now
Which Engagement Fits Your Situation
The three engagements are suited to different situations and different starting points. The following comparison may help you consider which is most relevant to the work you are holding now.
Governance Architecture
A family that wants to understand how its governance actually works — or should work — before making any significant changes. Useful at moments of transition: a generation stepping back, new shareholders, a change in the nature of the business.
Continuity Conversations
A family that knows it needs to talk — about ownership, about who leads next, about what the family wants the business to be — but finds it difficult to hold those conversations well on its own. The series provides the structure and the facilitation.
฿18,400Family-Manager Coaching
A family member who is also a senior manager and who finds the dual role demanding in ways that are difficult to discuss with colleagues or family members. The one-to-one format provides a private and useful space to work through the particular pressures of that position.
| Feature | Governance Architecture | Continuity Series | Family-Manager Coaching |
|---|---|---|---|
| Fee (THB) | ฿34,800 | ฿18,400 | ฿4,150 |
| Number of sessions | Interviews + 1 workshop | 6 sessions | 6 sessions |
| Format | Group + individual interviews | Family group | One-to-one |
| Written output | Session notes (optional) | ||
| Workshop / review session | |||
| Document review | |||
| Thematic reading at close | |||
| Suitable for | Family + senior management | The family | Individual family member |
The Standards We Hold Across All Engagements
Strict Confidence
Nothing shared within an engagement is carried beyond it. We do not share client names, situations, or outcomes. This standard is not qualified.
Written Over Verbal
Where we produce output, we produce it in writing. A written reading is something a family can return to. A verbal summary is not.
Advisory, Not Directive
We do not tell families what to do. We read what we observe, hold it clearly, and give families the space to consider what they see and what they want to do next.
Engaged at the Senior Level
All engagements are led by a senior advisor. We do not hand work to junior colleagues once the engagement begins.
Grounded in Family Business Practice
Our work draws on the established body of family business governance and continuity practice, adapted carefully to the family and the business in front of us.
Bangkok-Based, Thailand-Rooted
We work from Bangkok and understand the particular context of Thai family businesses — the family relationships, the cultural registers, and the ownership structures that are characteristic of the region.
Clear Fees for Each Engagement
Each engagement is priced as a whole, not by the hour. The fee covers the full scope described above. There are no additions for reasonable travel within Bangkok.
Engagement One
Governance Architecture
Senior advisory engagement with interviews, written architecture, and workshop
- Interviews across family and senior management
- Review of existing governance documents
- Written governance architecture document
- Full-day workshop with family and senior management
Engagement Two
Continuity Conversation Series
Six facilitated sessions with written records and a thematic reading
- Scoping conversation with the family
- Six facilitated family conversations
- Written record of each session (family's agreement)
- Short thematic reading across the series
Engagement Three
Family-Manager Coaching
Six one-to-one sessions for the dual-role family member
- Intake conversation to understand the context
- Six one-to-one sessions with the advisor
- Practical focus on real situations the individual is holding
- Optional written session notes
Begin a Conversation
Not Sure Which Engagement Fits Your Situation?
A brief initial conversation — thirty minutes, without obligation — is often the most useful starting point. We can listen to the situation, describe how we work, and together consider whether one of our engagements is a sensible next step.