Roles that outlast the people in them.
Family Business Transformation writes the company down by position rather than by person: job profiles for every role, grading that puts family and non-family jobs on one scale, and a review cycle that runs on evidence instead of seniority.
Sounds familiar?
The job is whoever is doing it.
Responsibilities were shaped around individuals, so no one can hand a role over without handing over the person.
Succession is the meeting nobody books.
The next generation is expected to step in, and nobody has written down what stepping in requires.
Two pay conversations, one company.
Family and non-family roles get judged on different scales. Everyone can feel it, and nobody can point at it.
What you get
One scale for every role.
Positions get written, graded and reviewed the same way, whoever happens to fill them.
How the engagement runs.
01Diagnose
We map the company as it runs today.
The real reporting lines, the roles that exist only in one person’s head, and every place family and non-family jobs diverge — scored against the HR audit.
First call
02Build
Positions, profiles and grades, written down.
A job profile for every position, competencies that say what good looks like at each level, and a grade per role so pay can be discussed on evidence.
2–4 weeks
03Transfer
The next generation inherits a system.
Roles are handed to the people who run the company day to day. Reviews and development plans carry forward from one cycle into the next.
Then it’s yours
Your quote separates the two: modules are priced per employee, per month, and the transformation engagement is scoped to your headcount, the entities you run and how much is already written down.
See pricingIt asks you to describe the position, not the person. A job profile and a grade apply to whoever holds the role. What you decide from there stays your decision.
Get your HR right, once.
Bring the org chart you have today. In one call we’ll show you where it breaks, and what it looks like when it’s alive.