Case study · Private Wealth
Passing an international family business to the next generation
We created a staged succession plan for a family business with owners and future beneficiaries resident in different countries.
The founders wanted to transfer economic value and responsibility gradually while retaining stability during a period of international expansion.
The next generation’s different residences and roles meant that a single transfer mechanism would not produce a balanced result.
The challenge
- Different tax and succession rules for each family member.
- Maintaining control during the leadership transition.
- Balancing active and non-active beneficiaries.
- Providing liquidity without weakening the business.
Our approach
Technical precision, focused on the client.
Separate the questions
Ownership, voting rights, employment and family participation were analysed independently before being brought together.
Test the sequence
We compared staged gifts, reorganisations and future inheritance under several residence scenarios.
Document the governance
The tax plan was integrated with shareholder arrangements and a clear family decision-making process.
The outcome
The family adopted a phased structure that allowed responsibility and ownership to move at different speeds.
The plan created defined review events for changes in residence, management participation or business value.
A generational transfer should reflect how responsibility will change, not merely how shares can change hands.
The Lullius approach
