Preparing and supporting business succession
Succession involves ownership, leadership and personal expectations. Aesvorn helps owners and management teams organise these questions and prepare the handover in understandable steps.
From Nottwil, we support SMEs in Lucerne, Zug and Schwyz. A gradual leadership handover or an interim transition can also form part of the mandate.
When support can help
You may wish to transfer responsibility, assess a family solution or prepare for a future sale. A successor may already be identified while decision rights and the outgoing owner’s role remain unresolved. We make these expectations explicit and record the prerequisites still to be addressed.
Three questions to clarify early
What will be transferred, and when?
We consider ownership and operational leadership separately. Together we define the intended outcome, responsibilities and the roles of those involved after the handover.
What needs preparation in the business?
Which decisions, relationships and information depend on one person? We identify the work required for a reliable handover.
Which specialist questions remain open?
Valuation, finance, tax and legal transfer require the appropriate specialists. We structure open questions and coordination; responsibility for specialist assessment and implementation is assigned explicitly.
From assessment to a roadmap
1. Clarify objectives and participants: what should change, who contributes and who decides?
2. Assess options and prerequisites: consider a family succession, employee buyout or external sale in the context of your situation.
3. Agree the handover steps: record tasks, dependencies, owners and dates.
4. Support the transition: within the agreed scope, facilitate discussions, coordination and reviews of the working relationship.
What the preparation can provide
A shared target picture, an organised list of open issues and a roadmap for the next decisions. We do not promise a particular sale price or a guaranteed succession outcome. The value lies in sound preparation and clear responsibility.
Before we begin
Is it too early if the handover is still some way off?
The period before negotiations is useful for clarifying personal objectives, business dependencies and specialist questions. The appropriate starting point depends on your situation.
Can you coordinate with our fiduciary or legal advisers?
Coordination with the specialists involved can form part of the agreement. Responsibilities and contacts are set at the outset.
Your next step
Discuss your situation confidentially
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