A founder wants options without losing operating control
Trigger: Growth capital, partial liquidity, or partner entry
Advisory work: Separate economic, voting, and management questions before choosing a structure.
Situations / when structure is needed
The moments when conversation alone is not enough.
For business-owning families in Indonesia and Southeast Asia, House 28 structures the decision before events, people, and advisors move in different directions.
Operating context / family enterprise
01 / Situations
The next generation is ready, but roles are still implicit
Trigger: Leadership handover or expanding family participation
Advisory work: Map mandate, readiness, review cadence, and the founder's continuing role.
Several advisors hold different parts of the answer
Trigger: Cross-border ownership, tax, legal, banking, or estate coordination
Advisory work: Create one decision record, assign dependencies, and preserve specialist boundaries.
A major event requires a sequence, not a single answer
Trigger: Sale preparation, dividend policy, relocation, or family settlement
Advisory work: Compare reversibility, timing, information needs, and decision authority.
Conversation / founder orientation
Control today / mandate next
Two generations. One record they can review together.
Decision axis
Roles / succession sequence
Start with the situation, not a product.
The initial brief identifies context, horizon, the people who need alignment, and the materials already available. No personal details or asset values are required.
Build an advisory brief