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Bill Lyons

Sr. Director, Institute for Family Culture
Abbot Downing
As a senior director of the Institute for Family Culture, Bill works with families to clarify their vision and values, understand their historical legacy in the context of forward-looking planning, and align communication, education, mentoring, and family governance to help enhance their impact on family well being, business objectives, and philanthropic endeavors. Bill also helps family and business leaders develop transition and legacy plans that include engaging the rising generation and other inheritors in the development of their financial and legal literacy as future wealth owners and beneficiaries. Prior to joining Abbot Downing, Bill was an independent consultant to entrepreneurs, family leaders, philanthropists, and family offices. He served in senior leadership roles with a single family office, the multifamily office Asset Management Advisors, and the philanthropic advisory firm Arabella Philanthropic Investment Advisors. He also served as a trustee and advisor to several foundations, trusts, and donor collaboratives. Bill is a graduate of Boston College, Georgetown University Law Center, and has a masters in Family Studies from Loyola University of Chicago. He brings an interdisciplinary perspective as well as experience working with diverse leaders from deeply held identity- and faith-based communities to help individuals and families leverage their unique perspectives when working on generational succession, leadership development, and high impact systems change. Bill is cochair of the Nexus Working Group on Family Prosperity and has been a speaker at the Council on Foundations, Attorneys for Family Business, Family Firm Institute, Creating Change Through Family Philanthropy, and the FRA Family Office Symposium. Bill taught a course on family philanthropy as an adjunct professor at New York University and he provided editorial assistance to James E. Hughes, Jr. for the second edition of his classic book, Family Wealth.

SESSIONS

Making an Impact Without Working in the Business Moderator

Family members can contribute to the success of the family firm without holding a position in the company — for example, as members of the board of directors, family council or owners’ council. What skills are needed to qualify for these roles, and what is the relationship between these governance bodies and the operating company?