When evaluating Family Enterprise Advisors, you need to feel confident in the advisor’s competency, objectivity, and responsiveness to your needs. Giving someone access to the most significant parts of your life can be challenging, which is why following four key tips will help with your advisor selection and choose a trustworthy advisor you can rely on to get the results you need.
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Defining a family enterprise’s governance structures is a journey, not a destination. In this webcast Stephanie Traversy, Vice President of Personal Development and Governance at Bridgegreen Capital, will unpack four critical milestones along the path to purposeful governance. She’ll cover why families need to establish their higher purpose and long-range vision, what purposeful activities will drive that vision forward, and how to build the structures, agreements, policies and plans appropriate to the family’s needs.
This dynamic panel will bring together those making new or significant contributions to the enterprise family space and the family office industry, to discuss their visions for the future and the evolving landscape of our field. These professionals will discuss how they redefined traditional practices, integrated innovative strategies, and wrestled with the unique challenges faced while rising into leadership positions.
Build an Enterprise to Last
This breakout session will expand on the methods introduced earlier, sharing specific tools and techniques that can help families get ‘unstuck’ and move their enterprises forward. The authors of Build an Enterprise Family to Last: Proven Strategies to Thrive Across Generations will highlight milestones that have helped families explain complex topics and collaboratively build future plans. Insights from the Enterprise Family workshop will be discussed, and attendees will receive copies of the new guidebook containing 48 milestones with visual descriptions
The pay levels for board directors have been increasing as the board members’ responsibilities grow with the need to fully understand and navigate the challenges arising from a variety of areas including geopolitical risk, regulatory complexities, macroeconomic shock, climate/environmental challenges, and technology advancements.
The pay levels for board directors have been increasing as the board members’ responsibilities grow with the need to fully understand and navigate the challenges arising from a variety of areas including geopolitical risk, regulatory complexities, macroeconomic shock, climate/environmental challenges, and technology advancements.
The pay levels for board directors have been increasing as the board members’ responsibilities grow with the need to fully understand and navigate the challenges arising from a variety of areas including geopolitical risk, regulatory complexities, macroeconomic shock, climate/environmental challenges, and technology advancements.
The pay levels for board directors have been increasing as the board members’ responsibilities grow with the need to fully understand and navigate the challenges arising from a variety of areas including geopolitical risk, regulatory complexities, macroeconomic shock, climate/environmental challenges, and technology advancements.
The pay levels for board directors have been increasing as the board members’ responsibilities grow with the need to fully understand and navigate the challenges arising from a variety of areas including geopolitical risk, regulatory complexities, macroeconomic shock, climate/environmental challenges, and technology advancements.