Helping Families Create, Realize
& Preserve Shareholder Value

Recently Published Articles by George Isaac

  • As part of his firm’s family enterprise consulting practice, Mr. Isaac regularly speaks at conferences and publishes articles associated with family dynamics, succession planning, family and business governance, business strategy and performance management, and family wealth protection and realization strategies. Follow him at Twitter.com/GeorgeIsaac888 or @GeorgeIsaac888.
  • CNBC 2 Logo CNBC Special: No. 1 Way to Destroy Your Private Company Wealth – CNBC Feb. 28, 2015
    Many privately held businesses unwittingly destroy shareholder wealth every year because of two easily reversed flaws. Isaac’s CNBC article outlines the common pitfalls and remedies to increase shareholder ROE’s and liquidity while reducing enterprise ownership risk. This results in meeting both business and shareholders objectives. (On-Line CNBC Link)
  • Family Business Logo copy  Seven Essential Initiatives Ensure Family Business Growth & Survival – Family Business Magazine May-June 2017    Growing your family business over the long term is your soundest option for navigating future economic challenges and creating (and preserving) family wealth. Follow these seven essential initiatives to ensure your company’s survival and your family’s future prosperity.
  •    Avoiding The Family Business Wealth Evaporation Trap – Trusts & Estates Feature Article Sept 2017    “Conservative” family business financial management often leads to irresponsible stewardship of a family’s overall wealth resulting in families unnecessarily taking on unrecognized risks and experiencing lower investment returns and diminished liquidity. The consequence is inevitably the silent and unseen evaporation of family wealth over a generation. Understand the road map to remedy this potential permanent loss of multi-generational family wealth.
  • Family Office Review Logo  “Losing The ‘Family’ in Your Family Office or Business” – Family Office Review April 2013   A report on how family dynamics can destroy the multi-generational family office or family business and what steps should be taken to maintain a successful family enterprise.
  • Directors&Boards Logo   Is your Board Really looking after Shareholders’ Interests? – Directors & Boards Q4 2014

    Many privately held businesses confuse business wealth creation with shareholder wealth ‘realization’. They are not the same, at times, not even close. This article presents board strategies to address shareholder wealth realization in a family enterprise. A prime benefit is increased shareholder ROI’s and liquidity and decreased exposure to tail risks.


    Pacific Coast Biz Times Logo copy   Avoiding the Wealth Evaporation Trap – Pacific Coast Business Times Feb. 27 2015
    When including the family business net worth into a family’s overall wealth portfolio, common investment management principles of diversification, risk management, ROI and liquidity are almost always out of whack. This article outlines how families should develop strategies to manage their business and private equity investments from three perspectives: (1) creating wealth, (2) realizing wealth, and (3) preserving wealth.


    Inc Logo   7 Tips for Successfully Running a Family Business Without Drama – Inc. Magazine April 2016

    Business is hard enough without adding family to the mix. Ninety percent of family businesses do not make it to the third generation for a variety of reasons. Master these tips reported in an exclusive interview with George Isaac by Inc. Magazine on how to keep peace with your family members while working with them in a multi-generational family business.

  • ACE-NYSE Logo Is your Privately Held Company Really Managing for Shareholder Value? – ACE NYSE Portal Oct. 2014   Many privately held family owned businesses develop business strategies and plans without considering the true drivers of long term shareholder value creation and realization. This article addresses how to drive shareholder returns as a focused business strategy by addressing operating performance, asset management/capital structures, and end game valuation drivers.

  • Business Families Foundation Logo Finding the Right Family Business Consultant – Business Families Foundation Oct 2013   Family businesses have unique cultures and nuances specific to their family passive and active stakeholders. Engaging a family business consultant must consider many factors typically not considered in engaging other professional service providers. Understand the key issues and utilize the suggested evaluation checklist to properly select the best adviser to meet your family enterprise needs.
  • Family Office Review Logo   Governance for Family & Family Enterprise Success – Family Office Review May 2014   Governance policies and practices are critical for long term multi-generational family enterprise success. This article discusses the key structures for family enterprise governance: the Family Council and the Board of Directors/Advisers. Understand best practices to assure your governance structures will support both family and family enterprise requirements.

  • Family Business Logo copy  “All Stakeholders Interests Must Be Considered” – Family Business Magazine, Sep/Oct 2012.   This article addresses the differing needs of active versus passive stakeholders in a family business in order to maintain healthy family dynamics and a successful multi-generation family business. Specific recommendations to meet individual and group family stakeholder needs are outlined.
  • Family Business Logo copy  Creating a Plan for Realizing ‘Trapped’ Family Business Wealth – Family Business Magazine Nov/Dec 2014    Failure to view the family business as an “investment asset” (in addition to an “operating entity”) results in lower shareholder ROEs, lack of investment diversification, problematic family dynamics, and increased exposure to tail risks. This article presents strategies to both protect and partially realize trapped family business wealth to meet the needs of the family and family business.