We professionalise family firms before succession becomes a crisis.
We help owners build a company that doesn't depend on one person: clear decision-making rules, professional management, prepared successors and well-ordered ownership. Strategy, governance, succession and family dynamics — in one place.
Real stories of successionA conversation with Nebojša Šaponjić (Nelt) on the succession process and developing the next generation.
We have worked with owners, successors and boards of companies across the region and Europe — from manufacturing and distribution to IT, retail and professional services.
More than 200 family businesses supported through professionalisation, governance and succession. See the case studies →
The company stalls the moment you're not present, and you have no time for what truly matters.
The next generation is in the company, but without a clear role, authority or development plan.
Revenue is rising, but processes, governance and accountability aren't keeping up with that growth.
If you recognised even one of these challenges, the FECS Quick Assessment is the first step.
Every engagement starts from a concrete challenge facing the family and the company, not from a methodology. Here's where we most often begin.
The company depends too much on the founder. We introduce processes, management and accountability so the business works even when the owner isn't in the room.
Learn more →Decisions are made chaotically and all pass through the owner. We establish a board of directors, an advisory board and clear decision-making rules.
Learn more →The transfer of ownership and control isn't defined. We build a succession plan that protects both the company and the family, and implement it step by step.
Learn more →Successors aren't ready or lack legitimacy. We develop their competencies, role and authority — by plan, not overnight.
Learn more →There are no written rules, so every conflict starts from scratch. We establish a family constitution, a family council and assembly, order ownership and align the owners.
Learn more →The strategy is unclear and accountability isn't measured. We set the strategy, organisational design and a system of KPIs and OKRs.
Learn more →Our framework isn't a list of consulting phases — it is the firm's intellectual property, bringing strategy, organisational design, Lean & Kaizen, KPIs/OKRs, governance and succession into a single process. Seven connected steps, as deep as your company needs.
We assess the state of the company and the family: dependence on the founder, the quality of governance, successor readiness and the key risks. The result is a clear map of priorities.
We define the direction of the company and the owner: where we grow, what we give up, and how ownership and business move in the same direction.
We set the organisational design, roles and responsibilities — so the company has a structure, not just people around the founder.
We introduce Lean & Kaizen and standardise the key processes, so that quality and efficiency don't depend on individuals.
We set up a system of measurement and goals — accountability becomes visible, and progress measurable at every level.
We establish both branches of governance: corporate (board, advisory board, decision-making rules) and family (council, assembly). The owner moves from operations to governing.
We carry out the transfer of control and ownership and confirm it with a family constitution. The company is ready for the next generation.
Hard numbers and the owners' own words — in one place. A selection of engagements with family businesses from the region.
Professionalisation of the company, organisational development and managing growth.
"We didn't believe we could step back from the operational side of the business and have the company keep working without us."
Corporate strategy, business strategies and organisational design.
"Excellent work with Đorđe helped us create our corporate and business strategy."
Professionalisation of the business, organisational design and a family constitution.
"An exceptional collaboration with Đorđe, who helped us establish a clear organisation within our company and our family."
A brief look behind the scenes of working with owners and successors of family businesses — from strategy workshops and board meetings to work on the factory floor and in the field.
One of the leading experts on family businesses in the Adria region. For twenty years he has worked with owners and successors on the questions that decide a company's fate: how to hand over control without losing it; how to professionalise without alienating the family.
As CEO of FBN Adria — the official regional chapter of Family Business Network International, the world's largest network of family businesses — he connects owners from the region with global knowledge and standards.
Author of two books on entrepreneurship and the modern family business.
The three-circle model · The five phases of succession · Family constitution and council
A confidential 15-minute conversation in which we map together where your company stands today and what the first three steps are. No obligation.