"... Given the increasing complexity of managing and taking strategic decisions in the group’s business environment, due to the company’s steady and strong growth as well as to the internationalization of the business, we hired DNA to help us to develop a set of rules and internal business processes, including the creation of our shareholders agreement as well as the implementation of our Family Council, focused on organizing and controlling the management process of the group, as well as helping with the ‘passage of the baton’ (leadership succession) from the second to the third generation of the family..."

"The consultancy work of DNA helped us to understand our business well beyond the day-to-day issues. It is normal that while trying to solve the daily problems of the firm we cannot envision our full potential, using rules, adequate planning and organization, both, in the family as well as in the firm."

"... It is not always a market crisis that might be the root of a problem, as we imagine, but in many cases, it is an internal matter that we do not see or cannot manage ourselves without external and professional support. It is exactly what the DNA team did. Using an inclusive methodology and constructive propositions, DNA helped us to develop our shareholders’ agreement with a clear focus of aligning our views, objectives and demands between the managing brothers of the fourth generation of the Dierberger Family..."

"... The succession process of a family-owned enterprise should always be started as soon as possible. And by this I do not mean the replacement of the incumbent managers but the preparation of selected members of the next generation to one day assume the roles and responsibilities of managing the family business. With DNA’s assistance our family has done the first step in this process of preparing my son and daughter for a professional life within the company, which I consider a very important step, since it will make the succession process easier for me and for them..."

"... To accept that the working environment is not the appropriate place to discuss family matters, as well as that the weekend family barbecue is not a place to discuss business issues, is not an easy task, but it is very important and necessary. Thus, with the creation of rules in the family and in the business, with DNA’s support and coordination, we were able to clearly envision the difference and evolution in the interpersonal relationships amongst family members (managers in the family business or not), when we defined specific places (forums) and the appropriate schedules for every type of conversation…"

"... We are very happy with the results achieved with DNA’s engagement. Using their objective and constructive work method, we implemented our Shareholders’ Agreement, established the board of directors and restructured the company’s executive management structure."