What Clients Say About the Work

The Situation

A founder in his late fifties had received an acquisition offer that he found financially reasonable but personally uncertain about. The decision involved not just the business but his identity, his relationship with his management team, and a set of assumptions about what retirement would mean for him.

What We Did

The consultant read the acquisition term sheet, a short company history, and a personal note from the founder about his concerns. The afternoon conversation moved through the financial and the personal questions in sequence. No advice was offered on whether to accept the offer.

What Changed

By the end of the afternoon, the founder had articulated that his hesitation was not about the offer's terms but about a belief that he was not ready to stop working. He returned to negotiate a three-year consulting arrangement with the acquirer — a structure he had not previously considered.

The Situation

A family business entering its third generation had a set of governance documents that had not been reviewed in a decade. Members of the ownership group held different assumptions about who had decision-making authority on major capital decisions.

What We Did

Over six weeks, the consultant held separate structured conversations with the operating CEO and two senior managers, and then with four members of the ownership group. Existing governance documentation was reviewed and annotated. A closing document was prepared mapping where different groups held different assumptions.

What Changed

The family used the closing document as the basis for a series of facilitated family meetings — the first they had held in a structured format. Within three months, a revised governance charter had been drafted and agreed. Quintaro was not involved in those meetings.

The Situation

A team of eight senior leaders at a Singapore-based professional services firm had recently gone through a period of significant growth. They arrived at the retreat with a shared concern that they were operating more as individual contributors than as a senior team, and were uncertain what question they were actually there to answer.

What We Did

Two preparation calls were held — one with the Managing Partner and one with the full team. The retreat was structured around the question the team had collectively identified in those calls: what kind of firm did they want to be in five years, and how aligned were they on that. Three days were spent in dialogue, reflection, and working sessions.

What Changed

The written summary identified four areas where the team held strong common ground and two where the conversation had revealed genuine divergence. The team chose to work through the divergence in a separate process. The summary provided the reference point for that work.