Acquiring abroad without importing risk into the family enterprise.
Family-owned conglomerates bring distinctive strengths to cross-border acquisition — patient capital, long horizons, decisiveness — and distinctive risks: governance built for trust rather than scale, and a tendency to under-resource integration.
This programme prepares the board and senior leadership of family holdings to pursue acquisitions abroad with institutional discipline while preserving what makes the family enterprise effective. It covers deal structuring across jurisdictions, governance through transition, regulatory clearance, and the post-deal integration risk that destroys most of the value deals promise.
It is delivered by M&A lawyers, family-business academics, and former private-equity partners who have sat on both sides of these transactions.
Moving from opportunistic to thesis-driven acquisition; defining what you are buying and why.
Holding structures, tax considerations, and risk allocation across jurisdictions.
Commercial, legal, financial, and cultural due diligence; valuation discipline and walk-away thresholds.
Merger control and foreign-investment screening in target markets.
Adapting family governance for a larger, more complex enterprise.
The integration decisions that determine whether synergies are real.
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