Transition to a new generation of leadership required delicate negotiations and a complete overhaul of operations and budgeting. Founders of a non-profit asked Liz to help them understand what would be required to negotiate the transfer of management responsibilities to a new generation of leadership. After extensive diagnostic interviews and benchmarking their financial and operating models against similar organizations, Liz walked them through the implications of the transition plan they had in mind. Emerging problems with communication, and divergent assumptions about the future, created an acrimonious standoff. Careful and facilitated progress, plus clarifying some hard decisions, enabled the organization to evolve into a new and more sustainable form without material losses.