Corporate reorganization to bring in new partners
- Practice
- Corporate
- Industry
- Medical and aesthetic equipment retail
- new partners admitted under written rules
- 6
The diagnosis
A fast-growing group with 2 founding partner groups, 6 operating companies and 6 incoming partners. All shares were held personally by the founders, exposing their personal assets and leaving the group fragile. With no written rules, bringing in new partners invited management conflict.
The strategy
We ran an asset diagnosis and mapped the founders' interests. A Controlling Holding now concentrates command, supported by a Participation Holding for each family group. Shareholder Agreements, at the holding and with the significant new partners, set the rules for joining, staying and leaving, whether by choice or death.
The result
Fragility became structure: personal assets protected, unified command and governance ready to grow with the new partners.
What it secured
- Tailored corporate engineering
- Corporate planning and security
- Governance and Shareholder Agreements
- Consolidated asset protection