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Shape the Future. Preserve Your Options.
Define what you want the business and an eventual transition to make possible. Evaluate realistic exit and ownership-transition paths, identify what could prevent them from working, and establish what needs to happen now, next, and later.
By the end of the Sprint, you will have:
- Defined your objectives for yourself and the business
- Evaluated viable exit and ownership-transition paths
- Identified the decisions, stakeholder considerations, and ownership, governance, and legal issues that must be resolved or changed
- Established clear priorities and sequencing for what happens now, next, and later
You will leave with a prioritized written strategy that brings those conclusions together and guides the work ahead. If the next phase includes legal work that Roots & Wings Legal can perform, that work may be scoped and priced separately.
You know important decisions about the future of the business are coming.
But you don't yet have
a clear path forward.
Maybe you know what you want.
Maybe you're still figuring it out.
Either way, turning that into a workable strategy gets complicated quickly.
Growth. Ownership. Leadership. Control. Liquidity. Family. Taxes. Legal structure.
Different people may have different expectations, and decisions you make now can preserve, or eliminate, options later.
You may already have advisors and legal documents in place. You may have spent years thinking about where you want the business to go. Yet the decisions still don't fit neatly into one advisor's lane.
That's because no single decision can be made in isolation. Ownership affects control. Growth affects exit options. Leadership affects value. Family expectations affect what is workable. Tax and legal structures can preserve options, or constrain them.
You need a strategy for how those decisions fit together before you start implementing them one at a time.
Most business owners come to this Sprint stuck on one or more of these:
- I have ideas about what I want, but I don't know whether they're actually workable.
- The people involved may want different things, and we haven't worked through what that means.
- My advisors each see a piece of the picture, but no one is helping me put the whole strategy together.
- Important decisions about growth, ownership, leadership, or family are coming before we're ready to make them.
- I've been thinking about succession or exit for years, but I still don't have a concrete path forward.
If any of these sound familiar, this Sprint was built for exactly that.
You need a transition strategy that holds the business, ownership, people, and legal realities together.
That starts with understanding what you actually want the business and an eventual transition to make possible—not simply choosing an exit path or drafting documents.
From there, we can examine whose interests and expectations matter, which paths are realistically available, what could prevent those paths from working, and what needs to change to preserve the options you care about.
The goal is not to force a decision before you're ready. It's to give you a way to make the decisions ahead in the right order.
You do not need to have chosen
a final exit path before you begin.
The Sprint is designed to help you evaluate a third-party sale, a family or internal transition, retaining ownership while changing leadership, growing the business further before deciding, or another path—and to determine which options should be pursued, preserved, or
made more workable over time.
Already decided what you're doing?
If you have a signed LOI, agreed buyout terms, or a restructuring decision ready to implement, you likely don't need the Exit Planning Sprint. Talk to us about a direct legal engagement to implement your plan.
Discuss a direct legal engagement
Your Enterprise Counsel
When I started the firm, I wanted to help business-owning families design their legacy.
A pattern emerged quickly.
Many came in trying to fit their situation into the limited tools that are well known.
The conversations centered on distribution and end-of-life decisions, while they were still actively running their businesses and facing unresolved ownership, leadership, and governance questions.
Planning often stalled.
They cared deeply about their families. They faced real tax exposure. The tools were well tested. Still, something did not feel aligned. Traditional legacy planning asked them to lock in outcomes before the enterprise issues underneath had been worked through — questions like who should lead, how ownership should be structured, how active and inactive family members would be treated, and how decisions would be made over time.
Clients began asking for help beyond documents.
Clients asked for help to think through ownership, align advisors, and design structures that could carry their intentions forward while they were still living.
Meeting that ask took more than a documents-based practice could offer. I have spent over a decade advising global companies as corporate, Mergers and Acquisitions (M&A), and business counsel, and later served as Head of Legal for a TIME 100 Most Influential Company. That work required enterprise thinking — understanding how ownership, governance, risk, and growth fit together over time.
So I created the Enterprise Counsel role.
In this role, I bring that same enterprise thinking to what my clients were asking for. Like in-house counsel for a business, we serve as counsel for you and your family — translating the business and relational realities of your family into legal architecture and governance.
How the Sprint works
The Sprint is a focused, defined strategic engagement organized around five questions:
What do you want the business and an eventual exit or ownership transition to make possible?
Whose interests, expectations, and assumptions materially affect the transition?
Which paths are viable now, which should remain open, and what must change before others could work?
Do the ownership, governance, and legal structures you have today support the future you want?
What decisions and work need to happen now, next, and later?
Where co-owners, spouses, family members, next-generation participants, or other essential stakeholders are materially affected, the engagement may include their perspectives as part of the strategic analysis.
The sequence and format of the work will reflect the business, ownership structure, and people involved.
By the end of the Sprint, you will have:
1. Defined your objectives
2. Evaluated viable transition paths
3. Identified decisions and structural issues
4. Established priorities and sequencing
5. Prioritized written strategy
6. Separately scoped Roots & Wings Legal work, where applicable