FamilyOS — built for every family business
Every family business is
complicated in its own way.
The restaurant. The farm. The dealership. The record label. The influencer's management company. Each one carries the same weight — family, money, legacy, and the fear of getting it wrong. FamilyOS was built for all of it.
Traditional Family Businesses
Retail & Consumer
Clothing boutiques, gift shops, grocery stores, pharmacy, hardware, toy stores, online retail, wholesale distributors, import/export, food & beverage wholesale
Agriculture & Farming
Grain & livestock farms, orchards & vineyards, dairy, aquaculture, nurseries, agri-tourism, food processing, rural contracting
Construction & Real Estate
Home builders, trades (plumbing, electrical, HVAC), commercial construction, property developers, real estate agencies, property investment portfolios, strata management
Professional Services
Accounting & bookkeeping firms, law practices, medical & dental clinics, veterinary practices, architecture, engineering, consulting, financial planning
Manufacturing
Light & heavy manufacturing, food production & packaging, furniture & cabinetry, printing, textiles, industrial equipment, contract manufacturing
Hospitality & Tourism
Restaurants, cafés, bars & pubs, hotels & motels, bed & breakfasts, tour operators, travel agencies, catering companies, holiday parks
Financial Services
Family offices, mortgage broking, insurance broking, wealth management, private lending, accounting practices with investment arms, financial planning firms
Technology & Media
Software companies, SaaS businesses, digital agencies, app developers, IT services, web design, cybersecurity firms, podcasting networks, digital publishing
Automotive
Car dealerships (new & used), mechanics & service centres, auto parts & accessories, car detailing, fleet management, truck & heavy vehicle businesses
Entertainment & Creator Businesses
Film, TV & Music
Film & TV production companies, record labels, music publishing, recording studios, talent management agencies, post-production houses, screenwriting & production partnerships
Live Entertainment & Sports
Concert promoters, touring companies, live music venues, sports clubs & academies, esports organisations, theme parks & attractions, event production companies, ticketing businesses
Talent & Influence
Influencer management companies, athlete representation agencies, personal brand businesses (where a family member IS the brand), gaming & esports talent, content creator networks, social media agencies built around a family member's profile
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🛍️ Retail & Consumer
Three siblings.
Two visions.
One business.
A familiar situation
"Priya wants to open a fourth store. Meena wants to sell. I just want us to stop fighting at Sunday lunch. There's no rule book."
Their parents started a single clothing store in 1989. By the time they retired, there were three stores and three daughters involved. Priya is the operator — she lives and breathes the business. Meena manages one store but has been offered a job in Singapore. Anjali keeps the books remotely. They all own equal thirds, but they don't have equal stakes in the future. Every major decision has become a family conflict because there are no rules about how decisions get made.
FamilyOS helped them build a Family Council charter, a decision-making framework (expansion requires 2/3 majority), and a share buyout process if Meena moves to Singapore. They had their first proper family meeting in years. It was hard — and incredibly useful.
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Priya, Meena & Anjali Patel · Brisbane, QLD
The questions keeping them up at night
01
Two owners want to expand. One wants to sell. How do we make big decisions without destroying the family?
📋 Family Constitution / The Family Rulebook
02
One sibling does most of the work. Should they get paid more, or does equal ownership mean equal pay?
📋 Compensation Policy / The Fair Pay Policy
03
What happens to a sibling's shares if they move overseas and stop being involved?
📋 Shareholders Agreement / The Ownership Rules
04
Can a family member sell their share to their spouse — or someone completely outside the family?
📋 Shareholders Agreement / The Ownership Rules
Plain English questions.
Real documents. Immediate clarity.
FamilyOS turns each of these questions into a professionally drafted document — tailored to your family and your industry.
How do we make expansion or sale decisions when owners disagree?
📋 Family Constitution
The Family Rulebook sets voting thresholds for big decisions — simple majority, supermajority, or unanimous — before the argument starts.
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One sister runs three stores. Another manages one. Another does accounts remotely. Same pay?
📋 Compensation Policy
A market-rate framework separates what you earn for working from what you earn as an owner — so contribution is rewarded without resentment.
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If Meena moves to Singapore and wants out, who buys her share — and at what price?
📋 Shareholders Agreement
The Ownership Rules document the pre-emption process — existing owners get first right to buy at a fair market valuation.
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We've never had a proper family meeting. How do we even start?
📋 Family Council Charter
Sets up a formal meeting structure: who attends, how often, what decisions require a vote, and how to record what was agreed.
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How do we handle performance when the underperforming employee is your sister?
📋 Performance Review Framework
The Fair Feedback System applies the same review process to every person — family or not. Takes the personal out of it.
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What happens to supplier agreements if we wind down one location?
📋 Succession Plan
Plans for all scenarios — expansion, partial sale, and wind-down — so the business can evolve without the family fracturing.
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Does your retail & consumer business have these 7 things sorted?
Most family businesses have zero. Getting to 7 out of 7 is what FamilyOS helps you do.
We have a clear process for making major decisions (expand, sell, hire, borrow)
Family members are paid based on their role and market rate, not just ownership percentage
We hold regular family business meetings with an agenda and written notes
We've agreed on what happens to a share if a family member wants to sell or move away
There's a written rule about whether shares can be transferred outside the family
Family members are reviewed on the same basis as other staff
We have a shared, documented understanding of the long-term business direction
0/7
things sorted
Tick what you already have in place
🌾 Agriculture & Farming
The land has been in
your family for generations.
What about the next one?
A familiar situation
"Our eldest has worked this farm his whole life. His brother lives in Brisbane. The farm is worth $3 million but barely breaks even. What's fair?"
Ian and Ros Robertson are 67 and 64. Their son Ben has worked the property since he was 16, got through drought and flood alongside them, and expects to take it over. Their son James left for the city, built his own career, and hasn't worked the land in 20 years — but he's equally their son. The land is worth $3M. Splitting it would destroy it. Passing it only to Ben would devastate James. They've never spoken about it directly. The weight of it hangs over every Christmas.
They used FamilyOS to document Ben's contribution over 30 years, structure a staged inheritance that compensates James through life insurance and cash, and create a succession plan that keeps the land whole. They talked about it openly for the first time. It took two sessions and a lot of tea.
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Ian, Ben & James Robertson · Dubbo, NSW
The questions keeping them up at night
01
One child worked the land for decades. The other didn't. Should they inherit equally?
📋 Succession Plan / The Next Chapter Plan
02
If the farm passes only to the working child, how do we ensure the other feels treated fairly?
📋 Family Constitution / The Family Rulebook
03
The land can't be split. What happens if a family member needs their 'share' as cash?
📋 Shareholders Agreement / The Ownership Rules
04
What happens to the farm if the main operator is suddenly ill or has an accident?
📋 Business Continuity Plan / The What-If Plan
Plain English questions.
Real documents. Immediate clarity.
FamilyOS turns each of these questions into a professionally drafted document — tailored to your family and your industry.
The farm can't be divided. How do we pass it on without destroying the family?
📋 Succession Plan
Models a staged transfer to the working heir, with structured compensation for non-working heirs through other assets, insurance, or payments over time.
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Ben has worked this land for 30 years on below-market wages. How do we account for that?
📋 Family Constitution
The Family Rulebook formalises 'contribution credit' — recognising that decades of underpaid work is a form of equity that deserves acknowledgement.
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What if the main operator dies before Mum and Dad? Who runs the farm that week?
📋 Business Continuity Plan
The What-If Plan covers sudden absence: who manages livestock, pays suppliers, and makes decisions in the first 90 days. Written before it's needed.
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We have water rights, agistment agreements, and equipment leases. Who owns what?
📋 Shareholders Agreement
Documents all assets and their ownership clearly — the header, water allocation, agistment income — so there's no dispute later.
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How do we make decisions when family members who don't live on the property have equal say?
📋 Family Council Charter
Establishes decision rights: the person working the land has operational authority. Strategic decisions (sell, lease, develop) require family agreement.
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James wants his inheritance now — before Mum and Dad pass. How do we handle that?
📋 Family Loan Agreement
The Family Money Agreement documents any advance on inheritance — amount, terms, and how it affects the final estate distribution. No ambiguity.
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Does your agriculture & farming business have these 7 things sorted?
Most family businesses have zero. Getting to 7 out of 7 is what FamilyOS helps you do.
We have a documented plan for who inherits the farm and on what terms
The working heir's years of contribution have been formally acknowledged
Non-working heirs understand what they will receive and have agreed it's fair
There's a plan for farm operations if the main operator is suddenly unavailable
All assets (land, equipment, water rights, livestock) ownership is documented
We have a process for making major decisions when family members disagree
The succession plan has been reviewed by a solicitor and an accountant
0/7
things sorted
Tick what you already have in place
🏗️ Construction & Real Estate
You built the business
with your own hands.
Is the next generation ready?
A familiar situation
"Our son joined at 19. He's been incredible. But now he wants equity — and our daughter has never worked here. What's fair?"
Dinh and Marie built a $4M trade business over 18 years. Their son Tommy has worked there since he left school and now runs half the jobs. Their daughter Sarah is a nurse — she never wanted to be in the trade. Now Dinh wants to retire in five years and the question is impossible to ignore: does Tommy get the business because he built it with them, or does Sarah get half because she's equally their child? Nobody knows. It's starting to affect family dinners.
They used FamilyOS to document Tommy's sweat equity — his years of contribution — and create a buyout plan fair to Sarah without destroying business cashflow. Everyone signed. Family dinners are good again.
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Dinh, Tommy & Sarah Tran · Melbourne, VIC
The questions keeping them up at night
01
One child worked in the business for 20 years. Another didn't. Should they inherit equally?
📋 Succession Plan / The Next Chapter Plan
02
The business has vehicles, equipment, and trade licenses. Who owns what — and how do we split it?
📋 Shareholders Agreement / The Ownership Rules
03
A key person gets hurt on site. Who runs the business while they recover?
📋 Business Continuity Plan / The What-If Plan
04
Family members know all our supplier pricing and client contacts. What if they leave?
📋 Non-Compete & Confidentiality / The Loyalty Agreement
Plain English questions.
Real documents. Immediate clarity.
FamilyOS turns each of these questions into a professionally drafted document — tailored to your family and your industry.
Who runs the jobs and has authority when the owner isn't there?
📋 Role Descriptions
Clear accountability for every family member — so the foreman who's also your son knows exactly what decisions he can make without calling you.
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If I get hurt on site tomorrow, does the business survive the next 90 days?
📋 Business Continuity Plan
The What-If Plan: key person backup, who has bank access, who calls the clients, how payroll gets run. Written before you need it.
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The business is worth $4M — how do we treat our kids fairly without destroying it?
📋 Succession Plan
Models a staged equity transfer, a buyout on fair terms, or a separation between business ownership and inheritance — so no one feels cheated.
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Does the working son get more — or does equal mean equal regardless of contribution?
📋 Family Constitution
The Family Rulebook establishes principles your family agrees on — including how you value contribution vs. bloodline. In writing, before it becomes a fight.
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When do family members stop 'helping out' and become actual employees?
📋 Family Employment Agreement
The Working Together Agreement sets proper pay, hours, expectations, and standards. Protects everyone, including the business.
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If a family member leaves and starts a competing trade business nearby, what are the rules?
📋 Non-Compete & Confidentiality
Protects client lists, supplier pricing, and operational know-how when someone leaves — without requiring expensive legal enforcement.
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Does your construction & real estate business have these 7 things sorted?
Most family businesses have zero. Getting to 7 out of 7 is what FamilyOS helps you do.
We have a written plan for who runs the business if the owner is suddenly unavailable
Family members working in the business have formal employment agreements
We've documented what each family member owns and what they're entitled to
There's a written plan for how the business gets passed on or sold
We have a process for making big decisions when family members disagree
Key business information (supplier contacts, pricing, client lists) is protected in writing
We've discussed what happens to a family member's share if they die or divorce
0/7
things sorted
Tick what you already have in place
⚖️ Professional Services
You spent a decade
earning your qualifications.
Who protects what you built?
A familiar situation
"We built this firm together. Our daughter just qualified. Our son manages the office. We have no plan for what happens if we stop being a couple."
Andrew and Claire Morrison have run their accounting practice together for 24 years. It employs 12 people and turns over $2.8M. Their daughter Sophie qualified as a CPA last year and joined the firm. Their son Liam manages operations and is indispensable — but he's not a qualified accountant. The business is their largest asset. They've never answered the hardest questions: what happens in a divorce? What if Andrew wants to retire first? What does Sophie's path to partnership look like? The assumption has always been 'we'll figure it out.' They're 58 and 56.
FamilyOS helped them structure Sophie's path to equity, document Liam's role and compensation, and create an agreement that protects the practice in every scenario including separation. They both said it made them feel more secure in the marriage, not less.
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Andrew, Claire & Sophie Morrison · Perth, WA
The questions keeping them up at night
01
If the business partners are also married partners and the marriage ends, what happens to the firm?
📋 Shareholders Agreement / The Ownership Rules
02
Our child has just qualified and joined. What's their path to ownership — if there even is one?
📋 Succession Plan / The Next Chapter Plan
03
One partner wants to retire in 5 years. The other wants to keep going. How do we plan for that?
📋 Buy-Sell Agreement / The Exit Plan
04
Non-qualified family members work in the firm. How do we pay them fairly and protect the practice?
📋 Family Employment Agreement / The Working Together Agreement
Plain English questions.
Real documents. Immediate clarity.
FamilyOS turns each of these questions into a professionally drafted document — tailored to your family and your industry.
If Andrew and Claire separated, would the business survive — or be torn apart?
📋 Shareholders Agreement
The Ownership Rules document each partner's share, the buyout process, and the valuation methodology — agreed while the marriage is happy.
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Sophie is qualified, committed, and wants a stake. How do we structure that fairly?
📋 Succession Plan
Maps Sophie's path to equity: years of service, performance milestones, buy-in price, and staged ownership transfer — clear expectations for everyone.
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Andrew wants to retire at 65. Claire wants to keep working till 70. What happens to his share?
📋 Buy-Sell Agreement
The Exit Plan covers voluntary retirement: how the departing partner is valued, paid out, and whether they retain any ongoing interest.
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Liam runs operations and is essential — but he's not a qualified professional. How do we protect him?
📋 Family Employment Agreement
Documents Liam's role, pay, performance expectations, and what happens to his position if the ownership structure changes.
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Our clients chose us because of personal trust. What happens to clients if a partner leaves?
📋 Non-Compete & Confidentiality
The Loyalty Agreement protects client relationships, internal methodologies, and pricing structures — whether a family member leaves voluntarily or not.
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We have 12 employees who depend on us. What's the plan if one of us is suddenly unavailable?
📋 Business Continuity Plan
The What-If Plan covers the first 90 days: who has signing authority, who communicates with clients, who manages staff, who makes decisions.
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Does your professional services business have these 7 things sorted?
Most family businesses have zero. Getting to 7 out of 7 is what FamilyOS helps you do.
All business owners have a documented agreement about ownership and decision-making
There's a plan for what happens to each owner's share if the marriage or partnership ends
Family members joining the firm have a documented path to ownership (or clear reasons why not)
Non-qualified family members have formal employment agreements with clear role boundaries
There's a succession plan for both the business and its key client relationships
Professional indemnity and key person insurance are in place and current
There's a plan for the business if the primary qualified professional is suddenly unavailable
0/7
things sorted
Tick what you already have in place
🏭 Manufacturing
Three generations
built on the factory floor.
Who runs it next?
A familiar situation
"Grandad built it. Dad grew it. Now my brother wants to modernise and my sister wants to sell to private equity. Nobody has authority. Nobody agrees."
The Kowalski family has run a metal fabrication business since 1971. The founder's son Peter has been CEO for 20 years. His daughter Nina is CFO and wants to sell. His son Marcus wants to invest in automation and grow. Peter's wife holds shares but has never worked in the business. There's no board, no formal governance, and every major decision becomes a family argument. Peter is 68 and hasn't told anyone what he actually wants to happen.
FamilyOS helped them establish a Family Council, document Peter's succession wishes for the first time, and create a decision-making framework separating operational authority (Marcus) from strategic ownership decisions (all shareholders). The sale conversation is still happening — but now it's a structured negotiation, not a family fight.
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Peter, Nina & Marcus Kowalski · Adelaide, SA
The questions keeping them up at night
01
The founder is 68 and hasn't told anyone what he wants to happen to the business. How do we start that conversation?
📋 Succession Plan / The Next Chapter Plan
02
One family member wants to sell. Another wants to invest and grow. How do we break the deadlock?
📋 Shareholders Agreement / The Ownership Rules
03
A spouse holds shares but has never worked in the business. How much say should they have?
📋 Family Constitution / The Family Rulebook
04
65 employees depend on us. What happens to operations if something happens to the CEO?
📋 Business Continuity Plan / The What-If Plan
Plain English questions.
Real documents. Immediate clarity.
FamilyOS turns each of these questions into a professionally drafted document — tailored to your family and your industry.
Peter has never said what he wants. How do we get it on paper before it's too late?
📋 Succession Plan
FamilyOS guides the founder through documented preferences — who takes over, on what terms, what they want for staff and legacy. Written while there's time to plan.
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Nina wants to sell. Marcus wants to invest. How do we resolve that without destroying the relationship?
📋 Shareholders Agreement
The Ownership Rules establish a deadlock process: mediation → independent expert → structured buy-sell option. A path forward without requiring consensus.
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A shareholder who doesn't work in the business wants to veto operational decisions. Is that right?
📋 Family Constitution
The Family Rulebook separates operational authority (CEO decides) from ownership authority (shareholders vote on major strategic matters). Different roles, different rights.
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The business runs on institutional knowledge in two people's heads. What if one disappears?
📋 Business Continuity Plan
Documents all critical procedures, supplier contacts, pricing authority, and decision rights — so the business can function for 90 days without any single person.
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Family members earn more (or less) than market rate. Staff know it. How do we fix that?
📋 Compensation Policy
The Fair Pay Policy sets market-rate benchmarks for every role — family or not — with a transparent review process that staff can see and trust.
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We've never had a formal board or family council. Where do we even start?
📋 Family Council Charter
Establishes the simplest governance structure that works: who meets, how often, what authority the council has, and how decisions are recorded.
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Does your manufacturing business have these 7 things sorted?
Most family businesses have zero. Getting to 7 out of 7 is what FamilyOS helps you do.
The founder has documented what they want to happen to the business
There's a clear process for making strategic decisions (sell, invest, hire senior staff, borrow)
Family members who don't work in the business understand the limits of their voting rights
All family employees have formal employment agreements with documented pay and role boundaries
There's a business continuity plan that doesn't rely on any single person
The business valuation methodology is agreed and documented by all shareholders
There's a succession plan with a named successor and transition timeline
0/7
things sorted
Tick what you already have in place
🍜 Hospitality & Tourism
You built the
best table in town.
Who inherits the reservation?
A familiar situation
"Dad always said the restaurant would take care of us. He just never wrote down how."
Marcus and his brother Kevin grew up in their parents' restaurant. When their father had a health scare last year, everything surfaced at once — who gets the business? Does Kevin's wife have a claim? What about Marcus, who worked 80-hour weeks for less pay than he would've earned anywhere else? Their mum didn't know the answers. Nobody did, because nobody had ever written anything down.
Using FamilyOS, they documented their ownership split, set up fair pay for working family members, and agreed on what happens if one of them wants to leave. It took three sessions. Their mum cried — the good kind.
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Marcus, Kevin & Linda Nguyen · Sydney, NSW
The questions keeping them up at night
01
If something happens to Mum or Dad, who actually takes over — and does everyone else agree?
📋 Succession Plan / The Next Chapter Plan
02
One sibling works 60 hours a week. Another barely shows up. Are they paid the same?
📋 Compensation Policy / The Fair Pay Policy
03
If a family member wants to sell their share, who can buy it — and at what price?
📋 Shareholders Agreement / The Ownership Rules
04
What happens to the business if two family members stop speaking to each other?
📋 Conflict Resolution Protocol / The Disagreement Playbook
Plain English questions.
Real documents. Immediate clarity.
FamilyOS turns each of these questions into a professionally drafted document — tailored to your family and your industry.
Who takes over when the head chef — who's also Dad — can't work anymore?
📋 Succession Plan
Documents the leadership transition, who has decision-making authority, and the handover timeline. Covers both planned retirement and sudden absence.
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How do we pay family members fairly — without the dinner table becoming a war zone?
📋 Compensation Policy
Sets market-rate pay for every role, separates wages from ownership distributions, and removes the 'you should do it for the family' pressure.
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What are the rules if someone wants to walk away from their share?
📋 Shareholders Agreement
Defines who can buy out a departing family member, how the business is valued, and what protections exist for everyone who stays.
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If someone passes away, does their spouse automatically become my business partner?
📋 Buy-Sell Agreement
The Exit Plan covers all 8 triggers — death, divorce, disability, retirement, disagreement — so the answer is written before the question becomes urgent.
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When we disagree about the business, is there a process — or does it become a family fight?
📋 Conflict Resolution Protocol
A 4-step resolution process: direct conversation → Family Council → mediator → arbitration. No one goes straight to lawyers.
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If a family member leaves and starts a competing restaurant nearby, what are the rules?
📋 Non-Compete & Confidentiality
Protects your supplier relationships, recipes, customer lists, and operating methods when someone exits.
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Does your hospitality & tourism business have these 7 things sorted?
Most family businesses have zero. Getting to 7 out of 7 is what FamilyOS helps you do.
We have a written plan for who takes over if the owner can't work
Every family member who works here has a written employment agreement
We have a documented policy for how family members are paid
We've agreed on what happens if a family member wants to sell their share
We have a process for resolving family disagreements about the business
We have a plan for the business if the owner passes away suddenly
New family members joining sign a formal agreement before starting
0/7
things sorted
Tick what you already have in place
💰 Financial Services
You manage
other people's money.
Who manages yours?
A familiar situation
"We advise clients on protecting their financial future every single day. We've never once applied that advice to our own family business. The irony isn't lost on us."
Robert Harrington built one of the city's most respected mortgage broking firms. His sons Daniel and Will joined after finishing finance degrees. The business holds valuable client relationships, a strong brand, and significant trail commission income. But Robert hasn't documented what happens when he steps back. Daniel and Will haven't agreed on the firm's direction. And the compliance obligations — licensing, responsible manager requirements, regulatory capital — add complexity most family businesses don't have.
FamilyOS helped them document succession at the regulatory level, create a partnership agreement between Daniel and Will covering the trail income split, and establish a decision-making framework that keeps the business compliant regardless of family dynamics.
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Robert, Daniel & Will Harrington · Melbourne, VIC
The questions keeping them up at night
01
Our business holds financial licences and responsible manager appointments. What happens when the owner steps back?
📋 Succession Plan / The Next Chapter Plan
02
Trail commission income is our most valuable asset. How is it split if the partnership changes?
📋 Shareholders Agreement / The Ownership Rules
03
We manage client assets on personal trust. How do we protect those relationships in a transition?
📋 Non-Compete & Confidentiality / The Loyalty Agreement
04
Regulatory capital, PI insurance, and licensing depend on who's in charge. Who decides that?
📋 Family Constitution / The Family Rulebook
Plain English questions.
Real documents. Immediate clarity.
FamilyOS turns each of these questions into a professionally drafted document — tailored to your family and your industry.
Robert holds the responsible manager appointment. What happens when he steps back?
📋 Succession Plan
Maps the regulatory succession — not just the business succession. Who qualifies, what the transition timeline looks like, and how clients are notified.
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Trail commission is the crown jewel. How is it owned and what happens when a partner exits?
📋 Shareholders Agreement
The Ownership Rules document trail income attribution, the split formula, and each person's entitlement if they exit the business.
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Our clients chose us personally. How do we transfer that trust without losing them?
📋 Non-Compete & Confidentiality
Structures client relationship ownership — which clients belong to which adviser, what the handover protocol is, and non-solicitation rules for departing partners.
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Two brothers, different views on the business direction. How do we make big decisions?
📋 Family Constitution
The Family Rulebook defines voting structure, decision thresholds for major moves, and the deadlock process.
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Staff and contractors know our book, our margins, and our client relationships.
📋 Non-Compete & Confidentiality
The Loyalty Agreement protects the business's most valuable asset — its client relationships and institutional knowledge — from walking out the door.
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PI insurance, regulatory capital, and licence conditions depend on named individuals. Is that documented?
📋 Business Continuity Plan
The What-If Plan documents all regulatory dependencies and the 90-day protocol if a key person is suddenly unavailable.
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Does your financial services business have these 7 things sorted?
Most family businesses have zero. Getting to 7 out of 7 is what FamilyOS helps you do.
All licence holders and responsible managers are documented with succession plans
Trail commission ownership and split formula is documented and agreed
Client relationship ownership is formally attributed in writing
There's a regulatory succession plan separate from the personal succession plan
Non-solicitation and confidentiality agreements are in place for all key staff
PI insurance and regulatory capital requirements are documented and current
There's a family partnership agreement covering direction and decision rights
0/7
things sorted
Tick what you already have in place
💻 Technology & Media
You built something
nobody else could.
Can the family keep it?
A familiar situation
"My parents funded the business. I built the product. Now we have a $6M valuation and completely different ideas about what to do with it. We never wrote anything down."
Emeka Okafor built a SaaS platform with seed funding from his parents. The business is now valued at $6M. His parents expect a return — they consider it a loan with equity attached. Emeka considers it a gift. They've never agreed on this in writing. Now a PE firm has approached them and the three can't agree on whether to sell, raise, or keep building. The family relationship is under serious strain.
FamilyOS helped them formalise the investment as a documented shareholder loan with agreed equity, create a decision-making framework for exit scenarios, and establish a Family Council to manage the investor-parent / founder-son relationship. The PE conversation is ongoing — but the family is intact.
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Emeka, Father & Mother Okafor · Sydney, NSW
The questions keeping them up at night
01
Family members funded the business — but we never wrote down what that meant. Loan, gift, or equity?
📋 Family Loan Agreement / The Family Money Agreement
02
The founder built the product. The family provided capital. Who decides on a sale or raise?
📋 Shareholders Agreement / The Ownership Rules
03
IP, code, and brand assets are the entire value of the business. Who legally owns them?
📋 Non-Compete & Confidentiality / The Loyalty Agreement
04
A PE firm is interested. Some family members want to sell. Others don't. How do we decide?
📋 Family Constitution / The Family Rulebook
Plain English questions.
Real documents. Immediate clarity.
FamilyOS turns each of these questions into a professionally drafted document — tailored to your family and your industry.
Was the family funding a loan, a gift, or equity? We've never agreed on this in writing.
📋 Family Loan Agreement
The Family Money Agreement documents what the funding actually was — principal, terms, equity conversion rights — so there's a written record everyone signed.
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The founder built everything but family holds majority shares. Who actually controls the business?
📋 Shareholders Agreement
The Ownership Rules define voting rights, reserved matters, founder protections, and the process for major decisions including exit.
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The IP and codebase is the entire business. We've never formally assigned ownership.
📋 Non-Compete & Confidentiality
IP assignment must be documented in every founder's employment or service agreement. This protects the business if a founding family member ever exits.
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PE firm is offering $8M. How do we make this decision as a family without destroying the relationship?
📋 Family Constitution
The Family Rulebook sets the decision threshold for exit events and the process for resolving disagreement — so a major offer has a clear path, not just a family argument.
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Key technical staff know everything about the product. What happens if they leave to compete?
📋 Non-Compete & Confidentiality
Technical IP, client relationships, and system architecture need protection at the employment agreement level — especially when knowledge is the asset.
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The founders are burning out. Is there a succession plan that doesn't involve selling?
📋 Succession Plan
Documents the non-exit succession path: bringing in professional management, transitioning the founder to a board role, or a staged handover to the next generation.
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Does your technology & media business have these 7 things sorted?
Most family businesses have zero. Getting to 7 out of 7 is what FamilyOS helps you do.
Family investment is documented as a loan or equity — not a verbal understanding
IP ownership (code, brand, data) is formally assigned to the company in writing
Voting rights and decision authority are documented and agreed by all shareholders
There's a documented process for handling acquisition or investment approaches
Key technical staff have employment agreements including IP assignment and non-solicitation
There's a succession plan covering both planned exit and sudden unavailability
The family has a documented process for making major strategic decisions together
0/7
things sorted
Tick what you already have in place
🚗 Automotive
Dad built the dealership.
Three kids work in it.
One wants out.
A familiar situation
"We have three franchise agreements, 340 staff, and $80M in floor plan finance. And we've never had a board meeting. We just argue at dinner."
Salvatore Greco spent 30 years building one of the state's largest multi-franchise dealerships. His eldest son Anthony runs sales. His daughter Rosa manages finance. His youngest son Marco handles service. All three own equal thirds. Sal is 72 and his health is declining. The franchise agreements are in his name. The floor plan finance depends on his personal guarantee. If Sal passes without a plan, the entire business — 340 jobs, $80M in assets — is at risk.
With FamilyOS, they created a governance framework assigning operational authority to Anthony as CEO, established a board of three family members plus one independent director, and began transitioning the franchise agreements and finance facilities to the business entity. Sal finally said what he wanted. It was a relief for everyone.
S
A
R
Salvatore, Anthony & Rosa Greco · Brisbane, QLD
The questions keeping them up at night
01
Franchise agreements and finance facilities are in the founder's personal name. What happens when they pass?
📋 Succession Plan / The Next Chapter Plan
02
Three equal shareholders, three different views. Who actually has the authority to make decisions?
📋 Family Constitution / The Family Rulebook
03
Floor plan finance requires a personal guarantee. Who takes that on in the next generation?
📋 Shareholders Agreement / The Ownership Rules
04
One family member wants to exit. Buying them out would cost millions. How do we fund that?
📋 Buy-Sell Agreement / The Exit Plan
Plain English questions.
Real documents. Immediate clarity.
FamilyOS turns each of these questions into a professionally drafted document — tailored to your family and your industry.
The franchise agreement is in Sal's name. What happens to it when he passes?
📋 Succession Plan
Maps the regulatory and contractual succession: notifying franchise partners, transitioning agreements to the entity, on a timeline while there's still time to plan.
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Three equal owners with three different views. Who runs the business day-to-day?
📋 Family Constitution
Separates operational authority (designated CEO) from shareholder authority (major strategic decisions) — so there's always someone with the right to decide.
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The floor plan finance is $80M with a personal guarantee. How does that transfer?
📋 Shareholders Agreement
Documents guarantee obligations, the process for transitioning them, and what happens to ownership if a family member refuses to take on their share.
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Rosa wants to exit. Her third is worth $8M. How does the family fund that buyout?
📋 Buy-Sell Agreement
The Exit Plan structures the buyout: payment timeline, valuation methodology, funding mechanism (insurance, staged payments, external finance).
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340 staff. Who do they report to when the founder is gone?
📋 Role Descriptions
Clear organisational structure with defined reporting lines, decision authority at each level, and a management team that can function without the founder.
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Manufacturer and franchise relationships depend on 30 years of personal trust. How do we protect that?
📋 Succession Plan
Includes a stakeholder communication plan: how and when franchise partners, lenders, and key staff are notified — to protect the business relationships through transition.
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Does your automotive business have these 7 things sorted?
Most family businesses have zero. Getting to 7 out of 7 is what FamilyOS helps you do.
Franchise agreements are held by the business entity, not the founder personally
Floor plan finance and personal guarantees are documented with succession provisions
There's a clear operational authority structure that doesn't depend on the founder
All family members have documented and agreed their ownership rights and decision authority
There's a funded buy-sell agreement covering exit scenarios for all shareholders
Staff management and reporting lines are documented independently of family relationships
The succession plan has been shared with franchise partners and key lenders
0/7
things sorted
Tick what you already have in place
🎬 Film, TV & Music
Your family made
something the world
will never forget.
A familiar situation
"Dad wrote the songs. I produced the films. My sister runs the label. We've never agreed on who owns the catalogue — and it's worth millions."
Carlos Salazar spent 30 years writing and producing. His son Diego built a respected independent film production company using Carlos's relationships and reputation. His daughter Isabella runs the record label that holds Carlos's catalogue — 400+ songs, some with significant sync licensing income. Carlos never formally transferred anything. The music publishing is in his personal name. The film company has Diego as sole director. Isabella is operating the label without a formal agreement. If Carlos passes, or if Diego and Isabella stop getting along, the whole structure collapses.
FamilyOS helped them map the asset structure, document IP ownership formally, create a family holding entity to consolidate the catalogue, and establish a governance framework for how the siblings make decisions about licensing, new projects, and eventual sale. Carlos's legacy is now protected.
C
D
I
Carlos, Diego & Isabella Salazar · Los Angeles, CA
The questions keeping them up at night
01
The music catalogue was created by one family member but managed by another. Who actually owns it?
📋 Shareholders Agreement / The Ownership Rules
02
Sync licensing, streaming royalties, and film rights create irregular income. Who gets what — and when?
📋 Dividend & Distribution Policy / The Profit-Sharing Rules
03
Dad created everything but never formally signed anything over. What happens when he passes?
📋 Succession Plan / The Next Chapter Plan
04
Two siblings, two different creative visions for the catalogue. Who has the deciding vote?
📋 Family Constitution / The Family Rulebook
⚠️ Entertainment Industry Alert
The IP & Rights Risks Unique to Film, TV & Music
Film, TV and music families face risks that most governance frameworks completely miss. The asset isn't a machine or a building — it's an idea, a name, a recording. And those assets are surprisingly easy to lose.
Who owns the catalogue?
Music and film created by a family member in their personal name — not a company — creates enormous estate planning complexity. The catalogue should be in a structure, not a person, before it becomes valuable.
The creator IS the asset
When the songwriter or director is the reason anything has value, what happens if they can no longer create? IP ownership and creative control need to be separated by agreement before that question becomes urgent.
Irregular income, no governance
A $2M sync placement arrives. Who decides how it's split? Families with no distribution policy make it up each time — and someone always feels shortchanged. Document it once, apply it forever.
Third-party contributor claims
Producers, co-writers, session musicians, and directors may all have claims on assets if their contributions were never formally assigned. Clean IP title requires documentation from day one.
Plain English questions.
Real documents. Immediate clarity.
FamilyOS turns each of these questions into a professionally drafted document — tailored to your family and your industry.
The catalogue is in Dad's personal name. How do we protect it properly?
📋 Succession Plan
Maps the IP transfer: which assets move into a holding entity, when the transfer happens, and what each family member's entitlement looks like going forward.
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Sync licensing income arrives irregularly and in large amounts. How do we split it fairly?
📋 Dividend & Distribution Policy
The Profit-Sharing Rules document the attribution of each income stream — sync, streaming, performance rights — and the distribution trigger and entitlement for each family member.
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Diego makes films using Dad's relationships. Does the film company owe the family anything for that?
📋 Shareholders Agreement
The Ownership Rules can document related-party arrangements — including the value exchange when one entity benefits from another's assets or relationships.
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Isabella wants to license a song to an advertiser. Diego thinks it will damage the brand. Who decides?
📋 Family Constitution
The Family Rulebook defines licensing authority: what one person can approve alone vs. what requires family agreement — protecting both the commercial opportunity and the legacy.
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A major label has offered $12M for the catalogue. How does the family handle that?
📋 Shareholders Agreement
The Ownership Rules set the decision threshold for a catalogue sale and the process for resolving disagreement — so a life-changing offer doesn't become a family crisis.
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Writers, producers, and directors contributed to assets over the years. Are their contributions documented?
📋 Non-Compete & Confidentiality
IP assignment documentation for every contributor — family or otherwise — is essential to prove clean title on any catalogue asset before a future sale.
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Does your film, tv & music business have these 7 things sorted?
Most family businesses have zero. Getting to 7 out of 7 is what FamilyOS helps you do.
All IP (music, scripts, film rights, brand) is formally registered with documented ownership
Income streams (sync, streaming, royalties, licensing) have a documented distribution policy
There's a succession plan for IP assets specifically — not just the business
All contributors to creative assets have signed IP assignment agreements
There's a decision-making framework for licensing approvals
The family has a documented process for handling acquisition approaches
A holding entity or trust has been established to consolidate IP assets
0/7
things sorted
Tick what you already have in place
🎤 Live Entertainment & Sports
You fill venues.
You build champions.
Does your family have a plan?
A familiar situation
"Mum built the venue. I built the events business. My brother manages the artists. We're operating as one business but we're actually three. Nobody knows where one ends and the other begins."
Grace Oduya opened a 600-seat live music venue 22 years ago. Her son Kofi has grown it into a regional touring and events promotion business. Her younger son Tariq manages a small roster of artists. All three operate from the same premises, share staff, and pool revenue informally. There's no legal structure separating the venue (significant asset), the promotion business (high cash flow, high risk), and artist management (talent-dependent, IP-rich). A single bad touring cycle could threaten the venue itself.
FamilyOS helped them map the three businesses and their interdependencies, create separate governance for each while maintaining family alignment, and document the inter-company arrangements properly. The venue is now protected from the risk of the events business.
G
K
T
Grace, Kofi & Tariq Oduya · Atlanta, GA
The questions keeping them up at night
01
We operate as one family business but we're actually multiple businesses. How do we protect each one?
📋 Shareholders Agreement / The Ownership Rules
02
A touring cycle goes wrong and loses $300K. Does that risk spill over to the family's venue?
📋 Business Continuity Plan / The What-If Plan
03
The artist roster is Tariq's relationships. If he leaves, does the management business go with him?
📋 Non-Compete & Confidentiality / The Loyalty Agreement
04
Event revenue is high but irregular — feast and famine. How do we manage distributions fairly?
📋 Dividend & Distribution Policy / The Profit-Sharing Rules
⚠️ Entertainment Industry Alert
The IP & Rights Risks Unique to Live Entertainment & Sports
Live entertainment and sports families carry risks that most lawyers don't think to ask about until something goes wrong.
The venue is the brand
If the family venue has a name and reputation built over decades, that brand has IP value. Is it registered? Is it owned by the right entity? Can a family member use it independently?
Artist relationships walk out the door
Talent management is entirely relationship-dependent. If the family member who manages a roster leaves, so does the business — unless management agreements are properly documented with non-solicitation provisions.
Event names and formats are IP
Event names, formats, and concepts can be valuable IP if documented and protected. Many families build successful event formats that are never registered or assigned to the correct entity.
Sports academy player rights
If a family sports academy discovers and develops talent, the business may have rights in player development. These need to be documented from the beginning of every athlete relationship.
Plain English questions.
Real documents. Immediate clarity.
FamilyOS turns each of these questions into a professionally drafted document — tailored to your family and your industry.
The venue is the family's most valuable long-term asset. How do we protect it from touring risk?
📋 Shareholders Agreement
Separating the venue entity from the promotion entity limits downside exposure — a bad touring year doesn't threaten the family's property asset. The Ownership Rules document how those entities relate.
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A major event is cancelled. $400K exposure. Who bears that risk — the business or the family?
📋 Business Continuity Plan
The What-If Plan documents the risk exposure of the events business, the insurance structure, and the protocol for protecting family assets if the business faces a major loss event.
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Tariq's artist relationships are the entire value of the management business. What if he leaves?
📋 Non-Compete & Confidentiality
Artist management agreements, relationship documentation, and non-solicitation provisions ensure the business retains value even if the manager who built it moves on.
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Event income arrives in large, irregular amounts. Three family members have different cash needs.
📋 Dividend & Distribution Policy
The Profit-Sharing Rules establish a distribution policy: reserve for next event costs first, then distribute the balance on a documented formula — agreed before the money arrives.
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Mum owns the venue. The boys run the businesses. What happens to the venue when Mum passes?
📋 Succession Plan
Documents venue ownership succession separately from business succession — who inherits the property, what the lease looks like with the events business, and how income flows.
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We share staff between three businesses. Is that a legal and tax problem?
📋 Family Employment Agreement
Shared staff arrangements need formal documentation — employment contracts, cost allocation between entities, and superannuation obligations — to protect the family from employment law risk.
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Does your live entertainment & sports business have these 7 things sorted?
Most family businesses have zero. Getting to 7 out of 7 is what FamilyOS helps you do.
The venue (property asset) is legally separated from the events and management businesses
Inter-company arrangements (rent, shared staff, revenue) are formally documented
Artist and talent relationships are documented in formal management agreements
There's a risk management structure that protects the venue from event business losses
Distributions from irregular income are governed by a documented policy
There's a succession plan for the venue ownership separately from the businesses
All shared staff have employment contracts specifying which entity employs them
0/7
things sorted
Tick what you already have in place
📱 Talent & Influence
Your family member
IS the business.
What happens when they want control?
A familiar situation
"Mum and Dad built my brand from nothing. Now I'm 24, earning $2M a year, and I don't own anything. We've never spoken about this properly."
Jisoo Kim started posting lifestyle content at 17. Her parents managed her career — negotiating brand deals, handling finances, building the team. By 22, the business turned over $2M annually. Her parents hold the management company, the brand agreements, and the social accounts. Jisoo is legally an adult and the face of everything — but she has no formal ownership, no documented agreement with her parents, and no clarity on what she's entitled to. The relationship is starting to fracture under the weight of the unspoken.
FamilyOS helped them structure a formal management agreement, document IP ownership of the personal brand, create a transition plan for Jisoo to take increasing control from age 25, and establish a profit-sharing arrangement everyone agreed was fair. The conversation avoided for three years happened in one session.
J
M
D
Jisoo, Mum & Dad Kim · Los Angeles, CA
The questions keeping them up at night
01
My parents built my management company. But I'm the product. Who actually owns the brand — me or them?
📋 Shareholders Agreement / The Ownership Rules
02
Brand deal income flows into a company my parents control. How much am I legally entitled to?
📋 Dividend & Distribution Policy / The Profit-Sharing Rules
03
I'm 24. I want more control. My parents think they should still manage everything. How do we handle this?
📋 Succession Plan / The Next Chapter Plan
04
My parents have contacts and negotiating experience I don't have yet. How do we protect that if we separate?
📋 Non-Compete & Confidentiality / The Loyalty Agreement
⚠️ Entertainment Industry Alert
The IP & Rights Risks Unique to Talent & Influence
Talent and influence families carry a unique set of risks — because the asset is a person, and people can't be owned, only represented. The governance needs to reflect that.
The person IS the product
The business has no value without the talent. Every governance document needs to start from this reality: the talent must be a willing, informed, and fairly compensated participant — not just the face on the product.
Money arrives before governance does
Brand income often starts flowing long before anyone thinks to document the arrangement. By the time the money is significant, the informal structure feels too uncomfortable to challenge. It needs documenting before resentment sets in.
Parent-as-manager creates a power trap
The parent managed everything when the child was 16. The child is now 24 — legally an adult, the most valuable person in the room — but still treated like a dependent. This transition must be planned, or it happens in a lawyer's office.
The content catalogue has real value
Years of posts, videos, and campaigns have commercial value as a catalogue. Who owns it? Who can license it? What happens to it if the talent retires or the family splits? These questions need answers before the catalogue is worth fighting over.
Plain English questions.
Real documents. Immediate clarity.
FamilyOS turns each of these questions into a professionally drafted document — tailored to your family and your industry.
Jisoo is the face, the voice, and the value. But she owns nothing. How do we fix that?
📋 Shareholders Agreement
The Ownership Rules document the equity structure: what percentage of the management company Jisoo owns, what she's entitled to as both talent and owner, and how that transitions over time.
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Brand deals arrive in large, irregular amounts. How do we split them fairly between talent and management?
📋 Dividend & Distribution Policy
The Profit-Sharing Rules establish the talent fee (what Jisoo earns as talent), the management commission (what the company earns), and how net profits are then distributed as ownership dividends.
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Jisoo wants control by 25. Her parents aren't ready. How do we create a path that works for everyone?
📋 Succession Plan
A staged transition plan: what control milestones Jisoo reaches at 23, 25, and 28 — tied to demonstrated capability, not just age — with a clear endpoint everyone has agreed on.
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The brand is built on Jisoo's identity. What happens to it if the family management relationship ends?
📋 Non-Compete & Confidentiality
The Loyalty Agreement documents what happens to the brand, accounts, audience, and existing deals if the family management relationship ends — protecting Jisoo and the business.
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What if the brand audience disappears? Is there a business without the content?
📋 Business Continuity Plan
The What-If Plan documents the business's dependency on the talent, the contingency for content interruption, and the reserve fund required to survive a gap in income.
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Brand deals sometimes require exclusivity or rights beyond what was intended. Who has authority to agree?
📋 Family Constitution
The Family Rulebook defines what deal terms one person can agree to alone and what requires family approval — protecting the brand from decisions nobody authorised.
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Does your talent & influence business have these 7 things sorted?
Most family businesses have zero. Getting to 7 out of 7 is what FamilyOS helps you do.
The talent has a formal, documented agreement with the management company
IP ownership of the personal brand, handle, and content catalogue is clearly documented
There's a documented profit-sharing arrangement covering talent fees and ownership distributions
There's a transition plan for the talent to take increasing control as they mature
Brand deal authority is documented — who can agree to what without the other's consent
There's a contingency plan for income interruption (illness, platform ban, audience shift)
All brand deal income is transparent and accessible to both talent and management
0/7
things sorted
Tick what you already have in place
Your family built something real.
Let's protect it.
Start with one document. Most families have their full governance framework sorted in under a month.
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