How it Works
Private Legacy Management (PLM)
Fortune 500 CEOs
From subtle art to repeatable science. A pre‑read before our first meeting.
Executive Summary
Read this first
The Problem
You already win on performance. What you don't have—because no one owns it end‑to‑end—is a governed portfolio for legacy: the deliberate compounding of authority, relationships, board influence, dealflow, and impact with the same discipline used to compound wealth.
The Solution
PLM treats legacy as an asset class with policy, allocation, execution, risk controls, and reporting. Historically, legacy was treated as fate or charisma. We make it intentional.
What Changes for You
01
Legacy becomes intentional
Governed by a Legacy Policy Statement, not accidental
02
Activities become a portfolio
Chosen from a defined menu, not a grab‑bag of PR, coaching, and favors
03
Outcomes become measurable
SOV, board pipeline, attributed revenue—not anecdotal
04
Execution becomes weekly
An operating cadence, not episodic

Your decision: Choose the 3–5 legacy levers that matter, allocate time across them, and hold us accountable for outcomes. We'll show you how.
Part I — Why Legacy is the Oldest Asset Class
and why it was left to luck
1
History never priced it, but it always paid
Rulers, industrialists, scientists, and founders converted ideas, alliances, patronage, and institutions into power that long outlived cash—think patrons who created academies, leaders who shaped standards, and philanthropists who defined whole domains. The asset existed; the ledger didn't.
2
Modern CEOs face three constraints
  • Time: you cannot personally orchestrate content, rooms, board pipelines, and partnerships
  • Fragmentation: PR, IR, HR, GR, Corp Dev, and Philanthropy each own a slice—nobody owns the portfolio
  • Compliance: public‑company rules (disclosure, quiet periods) create fear and drag unless pre‑cleared lanes exist
3
Why now
  • Media has atomized: authority is built by consistent owned signals to the right people
  • Networks have formalized: board searches, salons, and councils can be mapped and sequenced
  • AI makes scale possible: quality content and outreach can be industrialized—if guardrails are tight
Bottom line: Legacy isn't mystical. It's a portfolio you can design, compound, and report on.
Part II — The PLM Framework
from wealth to legacy
Wealth Management
AUM → IPS → allocation → managers → execution → rebalance → risk → reporting
Legacy Management
LAUM (Legacy Assets Under Management) → LPS (Legacy Policy Statement) → legacy allocation → expert/venue selection → execution → rebalancing → governance & risk → Quarterly Legacy Statement
Your LPS sets:
Ambition & niche
e.g., "#1 voice on responsible AI in healthcare within 12 months"
Red‑lines
Topics to avoid; disclosure triggers; quiet‑period rules
Audiences & rooms
Who must be influenced and where they gather
Allocation
Time/attention across legacy levers
KPIs
What we will measure, and what counts as success
Attribution rules
Sourced vs influenced vs assisted deals

Quarterly Legacy Statement: Looks like a wealth report—progress vs targets, attribution ledger, rebalancing plan, risk log.
Part III — The Legacy Menu
choose, don't chase
You do not need all of this. Select the levers that serve your goals and constraints. We group them into six categories with concrete examples and risks.
A) Authority & Ideas
Own a sharp, defensible point of view
Thought Leadership in Your Industry
  • What it is: A signature thesis you return to—owning the argument that reframes your category
  • Why it matters: Directs analysts, customers, regulators, and talent to your frame
  • How to measure: Share‑of‑voice (SOV) in the niche; citations; marquee stages earned; high‑signal inbound
  • Risks: Over‑claiming beyond what operations can deliver; Reg FD/forward‑looking statements (public‑cos)
Examples: Jamie Dimon's annual letters shaping policy debates; Warren Buffett's shareholder letters as the asset that compounds trust.
Global Influence on Your Niche
What it is: Not arguing—setting the agenda in key rooms (WEF, Milken, Aspen, sector councils).
Why it matters: Agenda‑setting beats opinion‑sharing; it creates room entries and follow‑on calls.
Example: Marc Benioff's convening power (from Dreamforce to civic initiatives) translating platform into access.
Research Franchise & Publishing
What it is: Commissioned studies, indices, and journals linking your name to credible data.
Measure: Citations, adoption by press and policymakers.
Example: Annual trend reports that become the press's go‑to reference.
Book/Long‑Form Canon
What it is: A durable artifact that outlives news cycles.
Example: Sheryl Sandberg's Lean In reframing a talent conversation far beyond a job title.
Standards & Certification Influence
What it is: Shaping or founding the standards bodies that define how the game is played.
Example: Tech leaders who anchor industry consortia to set APIs, safety bars, or reporting norms.
B) Institutions & Power
Positions that compound
Public‑Company Board Seats
  • What it is: Service as independent director; committees (audit, comp, risk)
  • Why it matters: Network, governance credibility, and long‑duration compensation in equity
  • Risks: Time drain, conflicts, reputational linkage; must pass independence and skills tests
Example: Operators who add cyber/AI or global supply‑chain expertise to a board refresh.
Private & Growth‑Stage Boards / LP Advisory Committees
Why it matters: Earlier strategic impact; pipeline to public boards; access to innovation.
Advisory Councils & Commissions
What it is: Governmental or multilateral councils (science, AI, workforce) where policy is shaped.
Example: Tech and healthcare leaders serving on national innovation or biosecurity councils.
University Chairs / Think‑Tank Fellowships
What it is: Endowed positions, institutes, or fellowships bearing your name/agenda.
Why it matters: Institutional permanence; talent pipelines; research leverage.
C) Market‑Shaping & Partnerships
Value creation at scale
Billion‑Dollar Strategic Partnerships
What it is: Cross‑company alliances that alter category economics (distribution, data, platforms).
How to measure: Contracted value; ecosystem adoption; analyst reaction.
Example: Hyperscaler partnerships in cloud/AI that reprice entire segments.
Ecosystem Building (Category Design)
What it is: Creating the marketplace or coalition where others must participate.
Example: Leaders who launch open platforms and convene partners around a shared spec.
M&A Narrative Leadership
What it is: Being the trusted explainer of why combinations create real moats—not just scale.
Venture/Corporate Venture Presence
What it is: Targeted investments and mentorships that buy options on the future.
Strategic partnerships at scale require narrative leadership and ecosystem thinking to create lasting competitive advantages.
D) Stages, Media & Community
Signal at scale—controlled
1
World Stages (TED, Davos, Aspen, Milken, sector flagships)
What it is: Placements that validate your thesis in front of decision‑makers.
Example: Healthcare CEOs using Davos to anchor multi‑country health compacts; industrial CEOs using COP side‑events to lock supply‑chain alliances.
2
Signature Owned Event
What it is: Your annual forum (think "mini‑Davos" for your category) curated for peers, regulators, and partners.
3
Marquee Media & Bylines
What it is: A cadence of high‑credibility placements (FT/WSJ/Economist/HBR) with earned pull, not paid covers.
4
Daily Short‑Form POV (owned channels)
What it is: 60–90s videos and essays that compound familiarity and clarity.
Risk control: Pre‑cleared topics; archive and approval SLAs for public‑cos.
E) Impact, Statecraft & Society
Purpose that moves markets
Global Impact on Your Cause
What it is: A multi‑year platform (health, education, climate adaptation) with measurable outcomes.
Example: Philanthropic platforms that materially shift vaccine, learning, or resilience metrics.
Advisor to Nations / Cities
What it is: Quiet advisory to leaders designing industrial policy, workforce upskilling, or digital infrastructure.
Why it matters: Geopolitical context, preferential access, and reputational altitude.
Standards for Responsible Tech / Sustainability
What it is: Chairs/steering roles in safety councils or reporting frameworks (AI safety, Scope 3, etc.).
Philanthropy as Strategy
What it is: Not cheque‑writing; outcome‑tied programs aligned with the thesis you lead publicly.
F) People, Talent & Knowledge
What endures inside the firm
Next‑Gen Leader Bench (10‑Leader Court)
What it is: Scaling your narrative and network through your top team to create network effects.
Why it matters: Court > solo; credibility and access compound across multiple credible mouths.
Academy / Fellowship
What it is: Named internal academy and external fellowship that produces alumni who carry your playbook.
Open Standards & Patents Portfolio Strategy
What it is: Choosing which IP to open (for ecosystem pull) and which to harden (for moat).
Oral History & Canon
What it is: A recorded, searchable canon (talks, essays, decisions) for future operators and historians.
Part IV — How the Levers Interlock
example flywheels
Thesis → Stage → Partnership → Board Seat
Your signature idea earns a Davos stage; two CEOs request follow‑ups; one becomes a co‑sell agreement; nomination committee notices and opens a board conversation.
Salons → Policy Role → Market Access
A private salon for regulators and operators becomes a working group; you co‑draft a guidance; doors open across three countries.
Daily POV → Analyst Trust → Strategic Bid
Consistent short‑form clarifies direction; analysts reframe your moat; a competitor proposes a JV you actually want.
Part V — Choosing Your Portfolio
three archetypes
1) Public‑Company Operator
high compliance, global scale
Pick: Thought Leadership, World Stages, Billion‑$ Partnerships, Public Board, Responsible‑Tech Standards.
Avoid: Anything that invites selective disclosure; keep daily POV in pre‑cleared lanes.
12‑month target: 2 major stages, 1 flagship partnership, 1–2 board shortlists, SOV ×2–3.
2) Family‑Enterprise Chair
legacy surname, low public profile
Pick: Private salons, advisory to nations/cities, university chair, private & growth‑stage boards, cause platform.
Avoid: Volume social; do long‑form and closed rooms.
12‑month target: 3 high‑leverage alliances; 1 institutional endowment; 2 strategic board roles.
3) Founder‑CEO Post‑IPO
category builder
Pick: Daily POV, owned flagship event, ecosystem/standards, marquee media, public/private boards.
Avoid: Over‑promising beyond road‑map; coordinate tightly with IR.
12‑month target: SOV leadership; 1 standard/consortium created; 2 board interviews; 1 billion‑$ partnership.
Part VI — Measurement
plain English
3x
SOV Growth
Share-of-voice increase in target niche within 12 months
60+
Tier-1 Meetings
High-value decision-maker interactions per quarter
35%
Conversion Rate
Intro to opportunity conversion benchmark
Key Metrics Categories
  • Influence: SOV in the niche; qualified decision‑maker reach; stage count/quality; byline quality
  • Relationships: # tier‑1 meetings; intro→opportunity conversion; sourced pipeline value
  • Boards: shortlist → interviews → offers; comp value captured; independence criteria met
  • Impact: policy adoptions; program outcomes; institutional permanence (chairs/endowments)
  • Risk: negative‑press rate; compliance exceptions; sentiment trend

Attribution rules (decided up front): define sourced, influenced, assisted opportunities; evidence required; dispute process.
Part VII — Governance & Risk Controls
so Legal says "yes"
1
LPS with red‑lines
Approval workflow and archiving protocols established upfront
2
Disclosure management
Pre‑cleared topic map; quiet‑period calendars; spokesperson rules
3
Anti‑bribery & conflicts
Approved success‑fee language; third‑party due‑diligence; recusal procedures
4
Crisis playbook
Triggers, roles, and 24‑hour response cadence
Non‑negotiable: we'd rather walk away than do "spray‑and‑pray PR." This is governed execution.
Part VIII — Case Vignettes
anonymized composites
Industrial CEO (public)
Monthly thesis essays → COP side‑event → cross‑border supply‑chain compact; board shortlist with a Fortune‑100 peer.
Healthcare Chair (family enterprise)
Salons with ministers and NGOs → national telehealth pilot; endowed university program; two private‑board offers.
Enterprise‑Software Founder‑CEO
Daily POV + HBR bylines → analyst reframing → hyperscaler co‑sell deal; public‑board interview.
Part IX — 90‑Day Pilot
What You'll See Before Day 100
1
Weeks 1–2
LPS workshop; baseline metrics; topic lanes & approvals
2
Weeks 3–6
Daily short‑form launched; 30 precision intros; 2 board shortlists
3
Weeks 7–12
1–2 marquee stages; 60+ tier‑1 meetings; 1–2 board interviews; Quarterly Legacy Statement with rebalancing
Pass/Fail Criteria
2-3x
SOV Growth
Share-of-voice multiplication
60+
Tier-1 Meetings
High-value interactions
35%
Conversion Rate
Intro to opportunity
2+
Board Shortlists
Qualified opportunities
0
Compliance Issues
Material incidents
Part X — The Commitment
what we need from you
Two 90‑minute LPS sessions
You + comms/legal team alignment
A single approval lane with SLAs
Streamlined decision-making process
A prioritized list
Rooms, boards, partners, and causes that matter most
Willingness to let us ship weekly
Consistent execution cadence
Success requires your active participation in the strategic framework and trust in our execution capabilities.
Appendix — The Full Menu
quick reference
Authority & Ideas
Thought leadership; global niche influence; research franchise; book/long‑form; standards bodies.
Institutions & Power
Public/private boards; LPACs; advisory commissions; university chairs/institutes.
Market‑Shaping & Partnerships
Billion‑$ partnerships; ecosystem/consortia; M&A narrative; CVC/venture.
Stages, Media & Community
World stages; owned flagship event; marquee media/bylines; daily POV.
Impact, Statecraft & Society
Cause platform; advisor to nations/cities; responsible‑tech/sustainability standards; strategic philanthropy.
People, Talent & Knowledge
10‑leader court; academy/fellowship; open‑standards & patents; oral history & canon.
Last Page — The Point of the Meeting
What to Bring
Bring your goals and constraints. We'll bring an LPS draft, the menu, and a 90‑day plan.
Meeting Outcome
A proposed legacy allocation you can approve or reject.
Transform your legacy from accident to intention.