How to Secure Your Legacy and Protect Your Wealth for the Next Generation

Let’s start with the fears no one likes to admit.

One of the most common fears is that preparing for succession feels like inviting bad luck. Some
clients worry that if they start planning for what happens after them, it means they are somehow
calling it closer. Others are reluctant because they’re afraid of losing control. They know it is the
right thing to do, but they are also afraid of being sidelined or replaced.
There is also the fear of disappointment. What if none of the children are interested? What if no
one is ready? What if the business, which has become so personal, doesn’t survive the transition?
They are not legal questions. They are emotional realities. And addressing them requires more
than legal tools—it requires patience, trust, and a shift in mindset. The goal is not to give up
control, but to create continuity. Not to step away, but to prepare others to carry things forward
when the time comes.

The African context makes this even more complicated.
In many African families, there is still discomfort around talking openly about wealth, especially
within the household. There is a tendency to avoid these conversations altogether, either because
they feel uncomfortable, or because people believe life will sort itself out. Some invest quietly,
keep documents hidden, and plan to “explain everything later,” even though later rarely arrives
the way we expect it to.
This silence often leads to confusion, delays, or disputes that could have been avoided. I have
seen families fall apart not because there wasn’t enough wealth, but because no one had the
courage to talk about what should happen next. And in some cases, children who were never
involved in the business find themselves fighting over it after the founder is gone—sometimes
without any real understanding of what’s at stake.
If those same children live abroad or are uninterested in returning, it becomes even more
complicated. They may love their family, but have no desire to run a family business or manage
property in a different country. Planning needs to reflect that reality. Sometimes that means

appointing professionals or trustees. Other times it means clearly separating ownership from
management, so the business can continue without depending entirely on the next generation.
Planning is not about mistrust.
One of the most important things I try to explain is that putting things in writing does not mean
you do not trust your family. It means you want them to be protected, and you want the process
to be clear. Over time, memories fade. Circumstances shift. But a well-documented plan creates a
path forward, even when emotions are high.
For some, a will is enough. For others, especially those with cross-border assets or more complex
structures, a trust is more appropriate. The two can also work together. But no tool works on its
without clear intentions behind it.

Succession planning also includes business governance. That means thinking carefully about
roles, responsibilities, and accountability. In family businesses, this can get complicated. Too
many blurred lines, too much emotion, and not enough structure usually leads to problems. That
is why we spend time defining who does what, who makes which decisions, and how oversight is
maintained even when family members are involved.
The best plans begin long before they are needed.You do not need to wait until everything is
“ready.” You can begin with what you have now: a single company, a few properties, one or two
children, or a retirement plan that is still taking shape. Most plans begin with simple, human
questions.What matters most to you? Who do you want to protect? What do you hope to see
happen with your business or investments five or ten years from now?
From there, we build. Sometimes that means putting insurance in place. Other times it means
preparing a trust, appointing a fiduciary, or creating a family constitution that outlines key values
and decisions.

None of it is instant. But over time, the structure becomes clear.
A strong legacy is built, not assumed
We like to think that the people closest to us will know what to do when the time comes. But in
practice, it is often the absence of a plan that causes the greatest damage. Families grieve, but
also argue. Businesses stall. Assets get frozen. And people lose time, energy, and peace of mind
trying to make sense of what was left behind.

Succession planning is not about predicting the future. It is about preparing for it. And if you
have worked hard to build something of value, taking the time to protect it is not just wise, — it
is part of your responsability.
If this has been on your mind, it might be time to start the conversion.