Strategic Planning - Chemical Manufacturing Company

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The year 2001 brought with it the shadow of terrorism in the world and the aggressive entry of 21st century Socialism in Latin America. A family that owns a chemical materials factory with the active founders and three descendants in the 2nd generation understood that these signs of change were not positive for the private sector in their country and the protection of their assets would depend on how strategists and They were quick to diversify into 1st world countries.

 

With this, a project was born called "One foot here, and one outside" that served as the basis for the diversification and internationalization of what today is a diversified Business Family between its country of origin and the US, with commercial presence in another 3 countries of Latinamerica. At Competitive Legacy we help them understand the remnants of the environment they had at the time and to finalize the Strategic Plan that would serve as the compass towards achieving the goals outlined in that Family Council.

 

Corporate Government - Food Company

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Among Italian noodles (pasta), soluble broths and fruit drinks, a business family of 5 (2 in the 1st generation and 3 in the 2nd), with more than 40 years history in food manufacturing in South Am e rica and with a hacienda as part of their value chain, they are presented with style and work differences by confusing the role of active shareholders in managerial and operational positions.

 

To do this, at Competitive Legacy LLC we help them form the bodies of Good Corporate Governance, starting with the formation of the Family Council and a professionalized Board of Directors with external members, along with formalizing the Executive Committee, led by the CEO of the company. This brought calm to the team and focus towards the next step; Strategic Planning for the long term.

 

Brothers Council - Agricultural Company (Honduras)

 

A family that owns a group of agricultural companies in Central America with a large workforce and presence on 4 continents, was in transition from the Founder to 6 descendants of the 2nd generation. The great challenge was to align these criteria while professionalizing the company.

 

To do this, at Competitive Legacy LLC we help them strengthen their already existing Family Council, as well as formalize the Council of Brothers of the next generation, along with the Management Committee made up of the General and Middle Management. The alignment of criteria was key to the sustainability of the family business model.

 

Family Employment - Food Company

 

A family with 156 members, spread over 2 generations and owner of a Food Factory in South America with a staff (payroll) of no more than 120 workers, had the challenge of facing a feeling of "acquired right" of their relatives to enter to work in the company with compensation above an unfamiliar worker. The situation was so tense that if he did not agree on professional premises, he would not be standing today.

 

With the support of Competitive Legacy, the family managed to develop a Family Council made up of members of the leading generation, their spouses and a representative of the relief generation by family branch. At the end of the 6 months of work, the Family Protocol was agreed upon and signed, in front of more than 100 people, including family and friends.

 

Entrepreneurship in the 3rd Generation - Retail Company

 

A family with more than 76 relatives, 3 generations alive and also the owner of a Chain of Tire Stores in a South American country needed to determine their future as a business family and the way in which they would motivate the 3rd generation to multiply the heritage. The family had grown so much, and so fast, that the need to find new ways of generating wealth was visualized.

 

The Formation of an Extended Family Council, where all the members of the 2nd generation participated are their partners, along with the 3rd with ages from 12 years, resulting in a full and complete Family Protocol, where they were considered from the Family Values validated by the grandfather (present in the conversations), but also the way and form by which the 3rd generation could carry out their ventures with the support of the leading generation.