Professionalisation of the business, defining a system of governance and preparing the company for a successful transition to the next generation.
Farmont MP is a family company operating in the pharmaceutical sector, with a team of around 80 employees. Two generations of the family are involved in running it, with the second generation having taken on a significant executive role in the position of CEO.
The company had reached a size and complexity at which the entrepreneurial model — in which the founder holds the bulk of decisions — begins to limit further development. This is the point at which family firms typically enter professionalisation.
Farmont MP entered that process deliberately — with the aim of making growth sustainable and preparing the company for the handover to the next generation, without losing control or quality.
Growth exposed the limits of a model in which the company depends on the owner's daily presence. The symptoms were concrete:
The diagnostic wasn't a list of activities but a risk assessment. For each finding we determined the level of risk to further growth and the consequences of leaving it unresolved.
Most decisions passed through the founder, turning him into a bottleneck: the pace of the whole company was limited by his capacity. Left unresolved, any further growth would only increase the load at the top to the point of unsustainability.
There was no system of goals, performance measurement and reporting to give the leadership a discipline independent of individuals. Without it, the quality of decisions depends on the moment and the person, not on a system.
The same people made both family and business decisions at the same table, without agreed rules. That works while the company is small, but with growth and the handover to the next generation it becomes a source of serious risk.
The project covered the complete professionalisation of the company — from strategic direction and organisational design to the system of governance, the family governance structure and preparing the next generation.
Challenge. Before introducing a system, we had to define where the company was heading. Done. We set the company's direction and priorities, aligned with the goals of the family and ownership. Effect. Every later decision about organisation and people gained a clear criterion.
Challenge. The strategy had to be translated into a structure that could carry it. Done. We defined the organisational structure, roles and reporting lines, and separated the ownership role from the executive one. Effect. The overlapping responsibilities that had slowed decisions disappeared.
Challenge. For the company to work without the owner's constant presence, leadership had to become measurable. Done. We introduced key performance indicators, a reporting rhythm and the delegation of decisions to defined roles. Effect. The top of the company gained, for the first time, an objective, regular picture of the business.
Challenge. Growth raises questions that aren't solved in operations — ownership, family roles and decision-making. Done. We drafted a family constitution that separates family from business decisions and defines the rules of ownership. Effect. The risk that future misunderstandings would threaten both the company and the family was reduced.
Challenge. The goal wasn't just a result today, but continuity. Done. We defined the successor's role, strengthened the management layer and set a plan for the gradual transfer of control. Effect. The handover to the second generation became a managed process rather than a one-off event.
Revenue growth wasn't the aim of the transformation but its consequence. The most important change happened in the way the company works.
The numbers confirm that the system works:
All decisions with the founder
Professionalised management and a family constitution
The values shown are rounded to protect the client's confidential data.
"Working with Đorđe helped us establish a clear organisation within our company and our family."
Interventions only began once the state of the company and the family was clear. That prevented solving the wrong problems, and the sequence followed from the findings.
A clear line between what the owner decides and what management runs freed up both. The owner gained room for strategic questions, and the managers real accountability.
Professionalisation without family rules doesn't last, and a family constitution without a professional company stays on paper. That's why they were done together.
Most of the value was created in the execution. Indicators, reporting and new roles entered daily work and became the way the company operates.
The change was carried from within by the second-generation CEO. That gave it a legitimacy that an external advisor cannot provide.
The diagnostic isn't a sales meeting. It's a structured analysis from which you leave with a clear picture of where you stand, what the biggest risks are, and what's needed to move into the next stage of development.
A methodology proven in dozens of family businesses in manufacturing, trade and services across the region.