After more than a decade with i3 Global Enterprises, the firm’s Director of Accounting, Karen Hart, is retiring. She leaves behind a legacy defined by loyalty, candor and an unwavering commitment to bringing order to chaos.

Why a small financial firm is developing its own software when plenty of software options already exist.

Understanding the human dynamics beneath conflict — vices, emotions and behavior —helps clarify why fracture occurs in family enterprise. Economics and governance determine how much damage it does.

i3 Real Estate, a brokerage and property management firm within i3 Global’s ecosystem of companies, has bolstered its growing team with the addition of Lark Harrison.  

Why many middle-market family enterprises don’t own their own information, and how a changing digital landscape will pave the way for owners to own again.

Why a beginner’s behavior on a paddleboard is a useful way to think about workplace tepidness vs. respectful candor.

Fairness often comes down to shared expectations, and an understanding of how it’s defined and who’s defining it.

Farrell offers a well-rounded perspective on tax planning, compliance and advisory services. 

i3 Global Enterprises has named Amy Hatfield director of communications. 

In support of Lighthouse for Life, i3 signed on to sponsor this 5,540-mile challenge and fundraiser. 

Balancing work and family — challenges abound, but with anticipation, balance is well within reach.

Collaboration in the kitchen can teach families in business quite a bit about collaboration in business.

Addressing the questions a family business' estate planning and other legal documents leave unanswered.

In the race to deploy satellites, PMW Aero has supplied thousands of precision components to tech companies.  

In moments of crisis a trusted family CFO and objective voice is an irreplaceable difference maker.

Six things to factor into your decision to invest in commercial real estate as a family enterprise.

Everything we do starts with reliable information. Here’s how we collect and use it to inform next steps.  

Trying to figure out how to “make it work” with new behavioral dynamics.

What’s your very first step in allocating your capital into start-ups or early-stage companies?