Use this when a board, ownership group, family, partners, founding team, or leadership team has to decide together and the internal conversation keeps circling.
Request a quoteSeveral principals. One decision that has to be owned together.
When this engagement fits.
The decision may look like strategy, succession, capital, exit preparation, restructure, cross-border expansion, or a partner dispute. Underneath it is usually a simpler problem: the people who own the decision do not agree on what is really being decided.
Ownership group
Owners agree that something must change, but the terms, authority, or timing keep reopening.
Board
Control, veto rights, risk tolerance, or mandate is unclear enough that the decision cannot move cleanly.
Family or partners
The business question is carrying relationship pressure. Nobody wants the wrong person to name it first.
Leadership team
Everyone can explain the problem. Nobody owns the full decision alone.
What the wrong call costs.
Wrong control structure costs years of friction. Wrong partner terms cost the relationship and the deal. Wrong capital terms cost the next round before the current one closes. Wrong succession path costs a generation of trust. The point is not to make the decision comfortable. The point is to make it visible enough for the principals to own it.
How the engagement runs.
01
Stan reads the quote request and confirms whether the engagement is the right fit.
02
Each principal is interviewed separately so the pressure can be named without group performance.
03
Decision rights are mapped. Who owns what, who can block what, and who must live with the result.
04
The decision table meets. Stan names the real decision, the real disagreement, and the cost of waiting.
05
The transition memo closes the engagement: what was decided, what remains open, and what must happen next.
What the quote depends on.
Number of principals involved.
Decision urgency.
Conflict level between the principals.
Whether in-person work is required.
Whether legal, tax, or accounting counsel must be coordinated.
Whether the engagement is a single transition or a longer operating period.
The shape of the engagement decides the fee. No payment is taken before fit and scope are confirmed.
What sits behind the work.
"Stan helped me build a network of companies across three continents. Critical components source themselves. The assembly line runs. New markets opened because the structure made them reachable. Before this, I was the bottleneck. Now the structure is."
Industrial group principal
Where another route fits better.
Tier 1 fits when
One decision sits with you and does not need a board, ownership group, or leadership team to decide. Start the Outside Read.
Stan does not file paperwork, serve as legal, tax, investment, or fiduciary counsel, run the company, or make the final decision for the principals. The engagement creates the read, the decision map, the working session, and the memo. The decision remains with the people who own it.
Request a quote for the engagement.
Stan reads every Tier 3 request personally. Within forty-eight hours: a fit assessment and either a quote or a redirect.
