Helping families manage, build, and perpetuate multigenerational
businesses

We Understand Family Businesses

George Isaac Consulting (“GIC”) approaches its consulting projects by working closely and confidentially with our family clients, typically meeting with both active and passive family business or family office stakeholders. Mr. Isaac is the principal consultant involved in all of our services.

Our guiding principle is to first “listen”, then “consult”. We believe that each family business has its own unique culture and customs that require respect and tailored solutions so that we are able to provide our family clients with recommendations that are accepted, implemented, and result in long lasting value.

Consulting

Consulting

Succession planning, family financial boot camps, business and family governance, wealth realization and managing complex family dynamics are just a few of the things we do to help family businesses thrive.

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Board Advisory

Board Advisory

Whether you need help creating an effective board of directors, training on best practices, or finding an independent board advisor, we can help get your family and business governance on track for growth and longevity.

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Family Training

Family Training

We offer specialized family training programs that address family dynamics, business and family governance, and skills in understanding financial statements so family members can more effectively contribute to your enterprise's success.

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Speaking

Speaking

If you’re looking for an expert in family businesses and family offices, you’ve come to the right place. George Isaac has an extensive speaking resume to groups both large and small and is a respected expert in the field.

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George Isaac

Founder and Managing Principal of GIC, George Isaac, has held roles as a family business CEO, shareholder, board member, director, advisor, executive coach, private equity investor, and Deloitte management consulting partner, giving him unique insight into what works and doesn’t work when it comes to family enterprises.

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George Isaac
Book Cover

88% of family businesses don’t survive to the third generation. Avoid becoming another statistic with George Isaac’s 2019 comprehensive guide to building a family business that lasts.

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Coverage   

YPOCNBCFamily BusinessFamily Office Summit UKPrivate Company DirectorFamily Office ReviewInc.Directors and BoardsFFIFamily OfficeTrusts and EstatesWealth Management

Case Studies   

Betco Corporation

Case Study #6

Betco Corporation

Gen 2 & 3 Family Business

Betco, a 60-year old chemical and equipment manufacturing company in Toledo, Ohio, needed an experienced impartial board advisor and consultant as they prepared to grow their business. Working closely with active and passive stakeholders, George was able to assist Betco recapitalize and grow profits six-fold, develop two successful real estate projects, increase production efficiency by 20-25%, implement new compensation programs, and successfully transition the business from family to professional management.

“For fifteen years, Betco has had the benefit of [George Isaac’s] excellent counsel …[His] strong strategic, financial/M&A, and operating skills contributed greatly to our successes.”

Paul Betz
Chairman & CEO

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John S. Frey Enterprises

Case Study #5

John S. Frey Enterprises

Gen 1-3 Family Businesses

John S. Frey Enterprises, a Los Angeles based family business, brought on GIC to assist in their transition from Generation 1 to Generation 2 and 3 (36 shareholders). The project resulted in revised gifting and estate plans creating significant tax savings, the design and execution of a shareholders agreement and CEO employment contract, the formation of a Gen 2 & 3 special purpose entity to provide liquidity to both the business and family, and the creation of a board of directors with outside advisers.

“[George’s] ability to communicate effectively and build trusting relationships with…our family, including in-laws, …and to bring in and work effectively with outside legal and tax professionals, including professionals representing various family members, and manage the overall project was most helpful.”

John. S. Frey
President

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Jas D. Easton, Inc.

Case Study #4

Jas D. Easton, Inc.

Gen 2 Family Business

Jas D. Easton, Inc., a sports equipment manufacturer located in Salt Lake City, wanted an expert opinion on how effectively they were managing their family business and their overall family wealth in an effort to meet their long-term business and family ownership goals. To give the ownership and board a better picture of their financial outlook, GIC worked with our executive team to develop complex financial models to evaluate their capital needs, cash flow, and stakeholder returns for several alternative business scenarios. George’s recommendations received unanimous support from the Board of Directors. The strategies implemented increased shareholder returns while allowing the business to keep their fiscally conservative culture.

“[George’s] sensitivity to family business dynamics… and ability to communicate and present complex financial and strategic issues in a straightforward, easy to understand manner was critical to the project’s success.”

Greg J. Easton
President & CEO

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Speedy Q Markets

Case Study #3

Speedy Q Markets

Gen 2 & 3 Family Businesses

Speedy Q Markets, a multi-faceted retail company located in Port Huron, MI, hired GIC to oversee a complex transition of ownership from Generation 2 to Generation 3. [GIC] addressed all aspects of family business transition including board governance, owner operating and employment agreements, individual and corporate financial planning, tax efficient ownership transfer and asset protection. With GIC’s established relationship with an advanced planning law firm, they were able to assist in creating an extremely tax efficient transition to Gen 3, while providing a lifetime of financial resources to Gen 2.

“George looked out for everyone involved in our family business while being impartial, and generally caring about each of us involved. The experience he brought in regard to complex business issues along with the tangible and intangible aspects of multi-generational family businesses got us to exactly what we wanted to achieve.”

Kyle Lawrence
President & CEO

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Romano Business Ventures

Case Study #2

Romano Business Ventures

Gen 2 Family Business

The Romano family hired GIC to help their Los Angeles based family real estate business transition from Gen 1 to Gen 2. Over the course of a year and a half, George worked closely with family members, shareholders, and board members to implement several important initiatives, including new governance and management structures, revised owner operating and employment agreements, family dynamics and transparency training, development of financial models to determine capital needs, and invaluable business development guidance.

“[George] fit well with our family and continue[s] to help us focus on the key issues that need to be addressed as we grow and expand our business… [His] ability to understand and communicate complex issues and work well with each member of our family and our outside advisors has been critical in helping us implement significant improvements.”

Ted Romano
Gen 2 Board Member & Director of Development

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Thoits Bros. Inc.

Case Study #1

Thoits Bros. Inc.

Gen 3 & 4 Family Business

TBI, a real estate business located in Palo Alto, CA needed long-term solutions to address shareholder alignment issues, Family Council effectiveness, next generation educational needs, and improved communication and transparency. GIC conducted twenty individual interviews of TBI’s shareholders, outside board members, and CEO and provided detailed recommendations and implementation assistance for both short-term and long-term improvements. Specifically, GIC improved our Board practices and communication policies, our Family Council effectiveness, and our board and shareholder operating policies. A follow-on project included a custom-developed Gen 3, 4, & 5 family training bootcamp.

“George’s quality of work was exceptional… he demonstrated both sensitivity and care for both our business and individual stakeholders’ needs and concerns. He was perceptive, analytical, detailed, and a consensus builder.”

Liz Coolidge
Family Council Officer

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