Jurgen is an advisor, writer, researcher and educator on strategic planning for the family business. His particular fields of expertise are family and business governance, transition planning, ownership strategies and family wealth management. He is a founding partner of MESA Family Business Consultants, a consultancy and expertise centre for the family business.
In his capacity of Academic Director and faculty member with TiasNimbas Business School (Tilburg, The Netherlands) he is responsible for the executive Master of Finance of the SME and other family business related programs (e.g. master classes on Family Business Governance, Business Succession and Family Business Consulting). Jurgen is a research associate of the Family Business and Business Transfer Chair of Nyenrode Business University (Breukelen, The Netherlands).
Strategic decision making is more complex for a family business than for a non-family business, writes Jurgen Geerlings.
Successful business families regard their ownership of the business as a fundamental asset serving a common purpose with the aim of the present generation to transfer successfully to the next, writes Jurgen Geerlings
During the life cycle of a family business, there may come a point when the current leader is ready to retire and there is no next generation member ready to take over, writes Jurgen Geerlings
After the family business reaches a certain size, it is often necessary to use outside capital to continue business growth, but first the family must identify which form of outside investment works best for them, writes Jurgen Geerlings
It is generally accepted that gender diversity fosters the innovation and creativity of an organisation and that it has an overall positive impact on the performance of a business, not least its profitability, writes Jurgen Geerlings
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