I come to this work from having dealt with succession pressure myself.

I’ve been involved in farming and business situations where succession was unclear, delayed, or quietly avoided, and I’ve seen what that does over time — to people, to relationships, and to the business itself.

What causes the most damage is rarely a bad decision. It’s drift. Assumptions that never get tested. Conversations that don’t happen because no one wants to be the one to start them.

My role is to help stop that drift and make the options in front of people clearer.

I bring some structure, challenge where it’s needed, and ideas where they’re useful, but the real progress usually comes from getting other people’s thinking out in the open and taken seriously.

I’m not there to tell families what they should do. I’m there to help them see their position clearly enough to decide what they are prepared to do next.