Advisory Boards, Strategy Days & Speaking
I work with individuals and groups at moments where judgement, alignment and governance matter most.
Advisory roles are non-fiduciary. Formal governance authority remains with appointed directors. I only take advisory roles where values alignment is clear - trust, discretion, and straight talk.
Advisory Board Roles
Independent strategic advisory for businesses seeking:
• Governance discipline
• Ownership alignment
• Structured decision-making
• Exit-readiness over time
Advisory Boards provide rhythm, accountability and clarity.
Strategy Days
A structured day designed to create decision clarity at moments that matter. Focused sessions for:
• Ownership/Leadership alignment
• Succession clarity
• Strategic reset
• Governance/Board recalibration
A Strategy Day often becomes the first disciplined step toward longer-term governance strength.
Sometimes the issue isn’t technical.
It’s clarity.
Generations is often engaged to facilitate:
• Leadership alignment workshops
• Ownership decision sessions
• Governance resets
• Board offsites
• Succession conversations
• “We need to decide”
Speaking
I speak with boards, leadership teams, professional & relevant audiences on;
• Exit-readiness as good business discipline
• Succession in family enterprises
• Governance as a value protection strategy
• Building optionality into ownership
Sessions are practical, grounded and human - informed by lived experience, not theory.
Most relationships begin with a Strategy Day and evolve into ongoing advisory.
“What stood out was the preparation Richard invested in before the session, his ability to keep the team engaged, and the calm way he facilitated complex discussion while keeping us focused and on track.” Terry Buchan. GM, Hawkins, Board Member - NZ Institute of Building / Building Institute Aotearoa