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Find out whether a family foundation really makes sense in your circumstances

We help business and asset owners make sound decisions about succession, asset protection and the principles governing the family’s involvement in the business. If a family foundation is the right solution, we design it to operate practically, predictably and in line with the owners’ objectives.

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A family foundation does not solve problems by itself. The first step is to establish what needs protection, who should make decisions, who should benefit from the assets and how to avoid paralysing the business after a generational transition.

“A well-designed family foundation does not start with its articles. It starts by establishing whether it is the right model for this family, these assets and this business at all.”

Many owners feel that succession planning can no longer wait, but do not want to make decisions under pressure, follow a trend or focus solely on tax. They need a solution that establishes clear rules, mitigates risk and provides predictability-instead of creating another layer of chaos.

Mateusz Sawaryn

Managing Partner Counsel

Common problems and challenges

The most common problems we solve

No clear rules for transferring control The business and assets are growing, but there is no agreed model setting out who makes decisions, who is responsible for continuity and who benefits from the capital generated.

We begin by assessing the owners' objectives and the family-business arrangements. We then design roles, responsibilities and operating rules so that control is not blurred between the family's expectations and the needs of the business.

Business benefit: more predictable decision-making and a lower risk of paralysis at ownership level.

Risk of inaction: succession will happen by itself-chaotically, under pressure and without defensible rules.

Assets are spread across companies, real estate and private holdings Without a single succession framework, each asset begins to take on a life of its own and decisions are made piecemeal.

We organise the asset structure and assess whether a family foundation should genuinely be at the centre of the overall model. If so, we design it to support ownership governance rather than complicate the group's operations.

Business benefit: a coherent model for the assets and the business instead of several uncoordinated solutions.

Risk of inaction: fragmented assets, more difficult management and greater exposure to disputes.

The family has different expectations of the assets and the business Some want influence over the business, others financial security, and others simply want clear rules. Without a sound structure, these interests quickly collide.

We design the rules governing benefits, access to information, the roles of the governing bodies and control mechanisms to separate ownership, management and beneficiary influence.

Business benefit: less tension between the family and the business, and more stable decision-making.

Risk of inaction: family emotions begin to affect the operational security of the business.

The founder wants to step back without relinquishing everything unconditionally The owner wants to reduce their operational role but does not intend to leave behind a vacuum, ambiguity or a struggle for influence.

We help design a model in which the founder's withdrawal does not mean losing control over the direction of the assets and the business.

Business benefit: continuity and an orderly transition to the next stage of ownership.

Risk of inaction: a decision made too late, improvisation and costly tensions after a generational transition.

A family foundation is being considered primarily from a tax perspective This is a common starting point, but a poor basis for a strategic decision.

We assess whether a family foundation genuinely makes sense for the particular asset structure, family relationships and owners' objectives. We do not sell a predetermined answer; we provide a recommendation grounded in how the structure works in practice.

Business benefit: a decision that is defensible from both a business and an ownership perspective.

Risk of inaction: implementing a structure that looks good on paper but does not work in practice.

No plan for disputes and crises As long as everything is running smoothly, unclear rules may go unnoticed. The problem begins when a difficult decision must be made, a benefit paid or a dispute resolved.

We build mechanisms for handling disputes, information rules and accountability frameworks into the foundation's structure.

Business benefit: a structure that is more resilient to conflict and changing circumstances.

Risk of inaction: every dispute will have to be resolved from scratch, under pressure and without agreed rules.

Our solution

We design a family foundation as an operating model, not a package of documents

Our work begins by determining whether a family foundation is the right tool. Only then do we translate the owners’ objectives into a structure, documents and operating rules that make sense from both an operational and an ownership perspective.

Assessing whether a family foundation is appropriate

  • analysis of the owners’ and family’s objectives
  • review of the asset structure and its links to the business
  • identification of the main risks and constraints
  • recommendation: whether to implement the foundation and, if so, in what form

 

  • a clear strategic decision

Map of succession objectives and rules

  • setting priorities: succession, asset protection and management continuity
  • defining the relationships between the family, beneficiaries and the business
  • identifying key decision points
  • aligning stakeholder expectations

 

  • the foundations of the succession model

Designing the foundation structure

  • the roles of the founder, beneficiaries and governing bodies
  • links between the foundation, the business and other assets
  • allocation of influence, responsibility and powers
  • ownership governance rules

 

  • a target foundation structure tailored to the family's and assets' circumstances

Operating and benefit rules

  • management and control rules
  • rules governing payments and the use of assets
  • information rights
  • mechanisms for disputes and crises

 

  • practical operating rules that organise relationships and reduce the scope for conflict

Foundation and implementation documents

  • the foundation’s articles
  • foundation documents
  • documents required to establish and launch the structure
  • translation of strategic decisions into formal arrangements

 

  • a complete set of documents ready for the foundation establishment process

Registration and launch

  • coordination of the formal process
  • support with registration
  • establishing the initial operating rules
  • completing the transition from decision to operation

 

  • a family foundation ready to operate, not merely formally established

Who this service is for

Who it is for

This service is for organisations and owners who want to make a sound succession decision and translate it into a predictable operating model.

Business owner / founder

when succession, control over assets and continuity for the years ahead are at stake.

  • Chief Financial Officer (CFO) – when assets, distribution rules and the effect of the structure on business security need to be organised.
  • General Counsel, in-house lawyer or management board member – when the organisation needs a recommendation it can defend internally and turn into a concrete process.
  • Business owner or founder – when succession, control over assets and continuity of operations for years to come are at stake.

General Counsel / in-house counsel / management board member

when a recommendation is needed that can be defended within the organisation and translated into a specific process.

Finance Director / CFO

when assets, payment rules and the structure's impact on business security need to be organised.

Stages of our work

A predictable process instead of improvisation

The client knows what is happening at every stage, which decisions need to be made and what outcome is to be achieved.

Assess and decide

We gather information about assets, family, business and owner expectations. We assess whether a family foundation is appropriate and what objectives it should serve.

Design the structure

We design the target model: roles, governance rules, business relationships, benefit arrangements and control mechanisms.

Documents and agreements

We translate decisions into the charter, founding documents and other materials needed to establish the foundation. We focus on practical solutions, not just formal compliance.

Registration and launch

We coordinate the foundation’s establishment and organize its initial operating rules.

Schedule an introductory call.

Contact us

Start with one decision: whether a family foundation makes sense for you

You do not need to start with documents. Start with a conversation that clarifies the objectives, risks and possible scenarios.

In the form, briefly describe your circumstances: the types of assets involved, the business structure and the principal succession objective. We will respond with a proposed next step and scope for the discussion.

Mateusz Sawaryn

They will follow up with any questions or recommend a next step.

Quick response

We usually respond within two hours on business days.

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