Handing a construction firm to the next generation without losing it

Family construction firm, 3rd generation, 25 staff · Strategic Intervention

Where it started

The founder was ready to step back. His daughter, already running site operations, was ready to step up. Neither of them knew how to make that handover work without the business, or the relationship, taking the hit. It's a specific, high-stakes situation, and it doesn't fit a standard programme.

What we did

We worked with both of them, separately and together, to build an actual transition plan: what the founder would hold onto, what he'd let go of, and on what timeline. Decision-making authority moved in stages, with everyone, including the site teams, told clearly what was changing and when.

Where they landed

A year on, the founder's still involved, on his terms, a few days a week, on the jobs he enjoys. His daughter runs the business. No blow-up, no ambiguity, and a business that's still standing because the handover was actually planned instead of just hoped for.