Two people who love each other, one company, and a conversation that has been due for three years. It is rarely postponed out of neglect — it is postponed because nobody knows how to start it without it becoming personal.
The first is technical: shares, roles, governance, what happens legally and fiscally. It has answers, and accountants and lawyers provide them.
The second is the one that actually stalls the handover. A founder who does not know who they are without the company, and a son or daughter who has spent years being introduced as the founder’s child. That part is not solved with a contract, and pretending it is a technical problem is why so many handovers are announced and then quietly do not happen.
The one handing over and the one taking it, with I-Profile. Very often they are opposite in exactly the way that makes the conversation hard, and seeing that written down takes the personal edge off it.
Not “the company”. Which decisions, on what date, and what the founder keeps. Vagueness here is what produces a successor with the title and none of the authority.
The successor usually needs management skills nobody taught them, because they were raised inside the technical work. That is a programme, not an announcement.
The step that gets skipped. A handover where the previous owner has nothing to do next is a handover that gets taken back within a year.
Not a mediator. Someone who has done this in other companies and knows which order the steps go in.
