They’re people problems — unspoken expectations, blurred roles, unresolved conflict, and decisions loaded with emotion, power, and history.
I help enterprising families and family office leaders address what gets in the way.
Avoidance is expensive.
Changing how people work together changes what’s possible.
When the way people work together begins to affect decisions, roles, or what comes next, it’s worth paying attention.
You may not be in crisis — but you can sense when something isn’t working as well as it could. Decisions take longer. Conversations feel harder. Roles and expectations blur. You know that how people work together will shape what comes next.
Sometimes this awareness comes when progress has slowed or tension is present. Often, it’s proactive — a recognition of the value of building capacity before the next transition or decision.
The focus is practical. The approach helps people:
engage differences directly and constructively
clarify roles, authority, and responsibility
make shared decisions they can stand behind
work through transitions with trust and accountability
strengthen leadership capacity across generations
This support is applied in ownership discussions, leadership transitions, governance conversations, and everyday meetings -- where how people work together matters as much as what is decided.
This work helps families where business is personal — ownership, leadership, and relationships in family businesses.
Families often seek this work to help them:
develop leadership capacity across generations and prepare for transition
address conflict that affects trust or decision-making
strengthen how decisions are made together
clarify roles across ownership, management, and family life
build capacity for what comes next
The focus is on helping family members engage more directly and responsibly — so progress doesn’t come at the expense of relationships.
This work helps enterprising families and family office leaders make complex decisions that affect relationships, wealth, and the long-term future of the enterprise.
Families and family office teams often seek this work to help them:
strengthen how families and teams work together over time
address tension related to power, control, or accountability
build leadership capacity and rising generation readiness
clarify roles, authority, and responsibility among family members, leaders, and teams
establish governance and shared decision-making practices
The focus is practical and relational — helping people engage more directly and responsibly so decisions can be made thoughtfully, carried out effectively, and sustained over time.
Family Business & Family Office Consultant
Author of In the Company of Family: How to Thrive When Business Is Personal
I bring an uncommon combination of experience in finance and psychology to this work. That perspective shapes how I work where business, wealth, and relationships intersect.
Much of my work centers on decisions, transitions, and conflict that are difficult to talk about — situations where emotional and relational dynamics matter, trust is essential, and progress can feel hard to achieve.
My approach is practical and direct, grounded in real-world dynamics, and focused on helping people engage and work together more effectively.
Every situation is different. A brief, confidential conversation can help clarify what’s happening, where support may be useful, and whether working together is a good fit.
I’m based in Charleston, SC and work with families and family office teams across North America and internationally.
You’re welcome to reach out directly by phone or email.
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