Join us for the next Advisor Connect Meeting by registering below.
This is an opportunity for advisors and other professionals across multiple disciplines to learn from each other, understand each other’s expertise and build a network that is required as trusted advisors to the unique Family Business sector.
Your local Advisor Facilitator Marcus Armstrong will be your main point of contact, marcus@platinumpeople.com.au.
Note: This event is for Advisors only.
Important: Registration closes at 4pm on the day before each monthly Advisor Connect Meeting. If you require the link to attend the meeting online, please ensure you request it before this time.
This month's topic: A Strategic Dilemma: Do we sell out / “cash in the chips” OR “roll up the sleeves” with Internal Organisation Restructuring and Succession Planning?
The discussion (in an informal & "fireside chat" style) will be led by Marcus Armstrong (Managing Director - Platinum People Solutions) and he will be joined by;
About our speakers:
Mr. Cameron Mole (former Regional President / CEO - Wacker Neuson ANZ Pty Ltd & earlier Regional President - K'Archer Australia).
Throughout his career, Cameron has worked with major international brands (privately owned family businesses) and has extensive experience in restructuring businesses to deliver ongoing profit through multiple and diverse channels such as Retail, Dealer / Distributors and B2B. Key experience has been in industrial marketing, reducing complexity, setting clear strategic direction while building teams under him to deliver profitable results and growth for the company / owners, customers and staff.
Mr. David Francis (Managing Director - Business Point & former General Manager - The Access Group - Asia Pacific).
As Managing Director of Business Point, David brings three decades of experience building, leading, acquiring and divesting SaaS businesses in the accounting technology and professional services sectors. David works with founders to understand the unique drivers of value in the business as well as the risks that reduce value, building a business that is "Exit Ready" long before it is time to sell. And when the time is right, identify potential "strategic buyers" and proactively manage a process to a successful exit. David has advised and coached founders, CEOs and leadership teams across Australia and internationally, guiding them through strategy formation, execution and leadership growth.
This topic explores a pivotal crossroad many business owners and senior leadership teams face: whether to exit by selling the business or double down by investing in restructuring operations whilst identifying internal talent to drive future growth. It’s a decision that blends financial strategy, leadership philosophy, and long-term vision.
Key considerations which will be discussed;
1. Business Health and Market Position
- Is the family business thriving, plateauing, or declining?
- Are market conditions favorable for a sale (e.g., high valuations, active buyers)?
- Is there untapped potential that internal or imported talent could unlock?
2. Leadership Goals and Values
- What are the personal goals of the founders or executives — legacy, liquidity, lifestyle?
- Is there a passion for mentoring and building a team?
- How emotionally invested are the leaders in the business’s future?
- How do we successfully navigate the emotional attachment of family business owners in daily operations.
3. Talent Pipeline and Culture
- Is there a strong bench of emerging leaders from within?
- Can internal talent realistically & competently grow the business to the next level?
- What’s the current culture — entrepreneurial, stagnant, or evolving?
4. Financial Implications
- What’s the valuation of the business today vs. its potential in 3–5 years?
- What are the costs and risks of talent development (training, retention, leadership transitions)?
- Would selling now maximize returns or leave money on the table?
5. Weigh Emotional vs. Rational Factors
- How emotionally attached are family members to the business?
- Are there unresolved conflicts or loyalties that could cloud judgment?
6. Explore Hybrid or Transitional Models
- Could a non-family interim CEO prepare the business for sale or succession?
- Is partial sale (e.g., minority stake) a viable compromise?
7. Governance and Decision-Making Process
- Who gets a vote in this decision? Is there a formal process?
- How will transparency and fairness be maintained?
Some Potential Strategic Scenarios
- Growth Plateau + Weak Talent Bench → Selling may be wise.
- Strong Culture + Emerging Leaders → Invest in talent and scale.
- Burnout + Attractive Offers → Selling could be a healthy exit.
- Passion for People + Long-Term Vision → Talent development aligns better.
- Owners & Senior Leadership Team → Pause, Review, Reflect & Future Proof.
We look forward to seeing you there.
This is a hybrid event and you may attend in person or online. If you are unable to attend in person and would like to join the meeting via video, please contact Rebecca Meyer for the link.
Thank you to our Event Host
To help with breakfast catering, please register in advance. KPMG are generously hosting this event, and accurate numbers will ensure we can look after everyone on the day.
Please contact the FBA Office on 1800 249 357 if you require assistance with your registration.
Click here to view the terms and conditions.
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