Advisory · Keynote
Three paths. The same thesis.
I work with board chairs, business families and event organizers who need something deeper than best practices. My formal client is always the board or the family body — never a faction.
Boards
For chairs and boards that already know something isn’t working.
- Support on board alignment and effectiveness
- Self-assessment processes
- Board design and redesign
- Information architecture for the board
- Committee design and redesign and their mandates
- CEO succession process
- CEO evaluation
- Support, advisory and coaching for the chair
Examples · not an exhaustive list
See details →
Family Businesses
For families that need to design conversations before they become irreversible.
- Design, formation and transformation of business-family governance
- Succession from founders to family or external CEOs
- Board professionalization
- Family shareholder agreements
- Next-gen education
- Family office governance
Examples · not an exhaustive list
See details →
Keynotes & Workshops
For conferences, strategy retreats, executive programs and director gatherings.
- Creating value from the board: the tasks that can’t be delegated
- Board and management: where is the line?
- Why boards full of capable people fail systematically
- Boards and the challenge of AI
- Boards as stewards of transformation
- Biases in the boardroom: Paleolithic hardware and corporate software
- Mission Critical: beyond the risk map
- Consensus in the boardroom: as desirable as it is potentially destructive
- The board as a high-performance team
Examples · not an exhaustive list
See details →
How I work
Four principles that apply to every engagement.
01
Absolute confidentiality
What is discussed with me never appears in any case study, column or keynote — not even anonymized, unless the client explicitly authorizes it years later.
02
Vendor independence
I don’t sell software, I don’t sell director search, I don’t sell courses I earn a commission on. I recommend what actually serves the client.
03
Reporting to the chair or the family body
My formal client is the board, the chair or the family. Structural loyalty points in the right direction.
04
A small cohort per year
Between 6 and 8 board engagements and 4 to 6 family engagements a year. This craft requires real presence, not delegation to a junior team working from a template.
Cases
Three anonymized engagements.
All authorized for general mention.
Chile · Industrial · 4th generation · US$ 500M
When the board became a rubber stamp
The controlling owner sensed the independent directors had become decorative. A six-week process: interviews with nine directors, observation of two meetings, review of board packs.
A full agenda redesign, separation of committees with different composition, a new pack format built by the chair counsel.
Board time reduced 40% in six months. The controlling owner began investing personal time in the meetings again.
Peru · Family business · 2nd generation
The succession that had stalled twice
A founder handing control to an external CEO. The process had stalled in two previous attempts. Six months of combined work with the board chair and the family council.
A redesigned search process, a CEO profile based on what was missing (not on what the founder imagined), and a first-100-days plan with an explicit boundary.
The new CEO is still in the chair three years later. The company doubled its value.
Colombia · Family office · 3rd generation
Four branches, one table
Wealth fragmented across four branches with growing tension over investment strategy and liquidity. A twenty-month engagement with the family, the committee and external advisors.
A full governance redesign: a professionalized investment committee with two external members, a predictable dividend policy, an orderly exit mechanism.
One branch chose an orderly exit. The other three report the best relationship in a decade.