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StillpointPlanning Co.

Planning

Four areas, and where each one stops

The practice covers a deliberately limited set of work. Each area below states what it includes and which professional handles what it does not.

How the areas relate

The four areas are worked in sequence rather than in parallel. Household cash flow sets the constraints, reserves and concentration test them, transition readiness applies them to a date, and coordination keeps the other professionals aligned.

A desk with printed statements, a notebook and a pencil during a planning review.
Fig. 03. Written analysis, prepared before any recommendation is discussed.

I

Household cash flow and compensation

Owner households are unusual: income arrives irregularly, personal and company expenses blur, and the number everyone quotes is rarely the number the household lives on. This is the work of establishing that number properly and deciding, deliberately rather than reactively, how it should be funded.

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Outside this work

We do not prepare tax returns or provide tax advice. Compensation structure is decided with your accountant or tax adviser; our role is to state the personal-side requirement clearly enough for that conversation to be efficient.

II

Reserves and ownership concentration

When one asset produces the income, holds the value and employs the owner, concentration is not a portfolio statistic. It is the structure of the household. The work is to describe that exposure honestly, decide how much of the household should be able to stand apart from it, and set a sequence for getting there.

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Outside this work

Stillpoint does not manage investments, hold client assets, or make individualised securities recommendations. Where investment implementation is required, it is carried out by professionals you engage directly.

III

Transition readiness

Most transition advice begins with the company. This begins with the owner: what the household needs afterwards, what would make a given outcome sufficient, and what would make it a mistake. Answering that first changes which offers, structures and timelines are worth entertaining at all.

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Outside this work

We do not value businesses, broker transactions, negotiate terms, or provide legal advice. Transaction work sits with your corporate lawyer, accountant and any adviser you appoint for the deal itself.

IV

Coordination across your advisers

Owners usually have competent advisers who have never spoken to one another. Decisions then get made in fragments, each defensible on its own. This is the standing work of keeping one coherent personal picture and making sure each specialist is working from it.

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Outside this work

Coordination is not a substitute for the underlying professional advice. Legal, tax and accounting work is performed by the professionals you engage, under their own terms and responsibility.

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How an engagement actually proceeds

Four stages, from an initial conversation through to ongoing coordination.

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