The question may be uncomfortable, but it is concrete: if the person who approves payments, speaks with banks, signs contracts and resolves disagreements cannot act for 90 days—or for a period no one can determine—who keeps the business operating?
This is not about predicting a tragedy. An absence, illness or partial or total incapacity may have no certain recovery date. That uncertainty reveals how many processes depend on one individual. Business continuity requires separating ownership, representation and day-to-day operations.
Five decisions to document
Who can act. Review the bylaws, existing powers, signing rules and bank mandates. The first operations to be blocked are often account management and sensitive documents: contracts, deeds, authorizations and asset transfers. Being an heir, director or relative does not by itself prove that a person can represent the company in a specific transaction.
Which decisions can wait. Separate routine payments and operations, time-sensitive obligations, and extraordinary decisions such as selling assets or incurring debt. Each category may require different approvals.
Information, partners and coordination
Where the information is. Identify who knows the essential contracts, accounts, obligations and contacts. Prepare a secure, controlled inventory without distributing passwords or sensitive information through unprotected shared documents.
How partners and family participate. Confirm that everyone understands the rules for voting, replacement and conflict management. An agreement that appeared unnecessary while the founder was present may become central during an absence.
Prepare the business before an absence.
Who coordinates the professionals. Accounting, legal advice, banking and operations must be able to communicate within their respective responsibilities and authorizations. Leaving that coordination until an emergency increases friction.
The first result should be a list of dependencies and responsible persons. You can then determine which corporate or estate rules require updating. Every legal measure must be designed for the actual company and its documents.
A 90-day continuity exercise
Hypothetical example: the founder cannot participate for 90 days. Absence and incapacity are different; confirm which rules and powers would apply in each scenario.
Operation
What to check before an absence
Accounts and payments
Authorized signatories, limits and substitutes accepted by the bank
Contracts
Who may sign and which approvals are needed
Deeds and assets
Required powers, formalities and authorizations
Team and suppliers
Operational lead, authorized access and continuity instructions
