Family, Private & Mid-Market

Earlier than most families do. Operational succession — preparing the next generation or professional management to run the business — takes five to ten years to do well. Ownership succession — transferring shares, restructuring holdings, addressing tax — is its own multi-year process. Most families begin both simultaneously when the founding generation is in their sixties; the work would be substantially easier started a decade earlier. The cost of starting late is paid in family conflict, tax exposure, and operational disruption.

Through governance structures that acknowledge both exist and provide distinct forums for each. A family council addresses family-side questions (next generation involvement, dividend distributions, philanthropy); the company board addresses business-side questions (strategy, leadership, major commitments). A shareholders' agreement clarifies what requires family consensus vs board decision. Without these structures, every business decision risks becoming a family debate, and every family discussion risks becoming a business referendum.

A family office is a structure — sometimes a separate entity, sometimes a function within an existing entity — that consolidates the wealth management, investment, governance, and administrative functions of a family across multiple businesses or assets. It makes sense when family wealth has grown beyond what informal arrangements can handle: when there are significant non-business assets, when multiple family members hold separate interests, when international assets are involved. Many Nepali families are at the threshold where a family office structure becomes appropriate.

Through engagement structure and team discipline. The same partner handles family and business matters for continuity; information is shared on a need-to-know basis within the engagement team; meetings can be held outside our offices when discretion requires; correspondence is handled through agreed channels. Where matters within the family are sensitive — for example, succession discussions among siblings — we facilitate rather than take sides, and surface differences for resolution rather than carrying them forward as assumptions.