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Miguel Angel Faura was born on 15 September 1978 in Barcelona, Spain. He is a producer and director, known for Enemy (2013), Coque (2020) and Painless (2012).
- January 1, 1
- Miguel Angel Faura
- Barcelona, Spain
Barcelona, Cataluña / Catalunya, España. Producer and executive producer of both TV series (Santo, Los Favoritos de Midas) and feature films (Wasp Network, God's Crooked Lines,...
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- NOSTROMO PICTURES SL
Miguel Angel Faura was born on 15 September 1978 in Barcelona, Spain. He is a producer and director, known for Enemy (2013), Coque (2020) and Painless (2012).
- Jeremy Chi-yeung Cheng
- Luis Díaz-Matajira
- Andrea Calabrò
- Jesus Luna
- Miguel Ángel Faura Borruey
- Family business CEO
- Making governance ‘fit for purpose’
- Whose role is it to govern?
- Filipe de Botton
- The mechanisms of family governance
- Key insights
- Jesus Luna
- Promoting cohesion, flexibility and communication
- Learning to get along
- Owner
- Key insights
- Luis Díaz-Matajira
- Investing in the family’s most valuable asset
- The role of governance in family career planning
- José Manuel Suso Dominguez
- Key insights
- Jeremy Chi-yeung Cheng
- Family first or business first?
- Claudia Visani
- Key insights
- Tom McGinness
- Nurturing tomorrow’s entrepreneurs
- John K. Paul
- Key insights
- Miguel Ángel Faura Borruey
- blueprint for family governance
- About the Successful Transgenerational Entrepreneurship Practices (STEP) Project Global Consortium
- About the KPMG Global Center of Excellence for Family Business
- About KPMG Private Enterprise
- Andrea Calabr
- Rodrigo Basco
- Georges Samara
- Jeremy Chi-yeung Cheng
- Luis Díaz-Matajira
- Jonathan Lavender
- Tom McGinness
- Andrea Calabr
- Daniel Trimarchi
- Melany Eli
- Tom McGinness
- Jesus Luna
- Miguel Ángel Faura Borruey
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Researcher, Center for Family Business, The Chinese University of Hong Kong, Hong Kong (SAR), China
Assistant Professor, School of Management Universidad de los Andes, Bogota, Colombia
STEP Global Academic Director, Director, IPAG Entrepreneurship & Family Business Center, IPAG Business School
National Private Enterprise Leader, Partner, KPMG in Mexico
National Private Enterprise Leader, Partner, KPMG in Spain
Construction industry, United Kingdom B y its very definition, the controlling family in a family business is a driving force for deciding how the business chooses to operate and how it will define success. Often, these choices are based on the shared purpose of the family and the business: ‘Why are we here? What do we want to accomplish together? ...
D ue to changing demographics, we are beginning to see an emerging theme. There is a gradual shift away from being ‘family owned and run’ — which is particularly common in first- and second-generation family firms — to being ‘family owned and non-family managed’, whereby family members are only involved at the ownership level (and occasionally on t...
We have been creating, together with my children, the future governance rules for the family assets. It’s a process that we’re going through together so that they can define what they want, in terms of governance, for the assets of their own children and grandchildren.
Chairman, Logoplaste, Portugal W e have learned through research and direct experience with family businesses throughout the world that families who engage all generations of family members in planning and implementing their governance systems achieve two objectives. First, senior members of the family have the opportunity to reflect on what they h...
Family dynamics often make conversations challenging and discussions in family business are no exception. It can be dificult to talk about how the business may need to change and to agree on how to support its evolution from one generation to the next — potentially from a business that has been based on a tradition of ‘trust, informality and implic...
When assessing the role of family governance in your business family, it is important to consider some key principles and characteristics of effective governance. Family governance in the family business model focuses on supporting the shared purpose, principles and values of the family and its business and answers the questions: why are we doing t...
National Private Enterprise Leader, Partner, KPMG in Mexico
E ffective family governance systems promote cohesion, flexibility and communication. This echoes Olson’s model of marital and family systems, demonstrating that a functional family system requires a balance of cohesion and flexibility that is facilitated through good communication. Family cohesion is defined as the emotional bonding that family me...
We went for 3 years without talking to each other. It still marks your life, even when some of those family members are no longer here. I’ve never forgotten it and I think that strong people shouldn’t try to impose themselves on others’ decisions. We must leave room for everyone to state their own intentions.
Housing sector family business, France Despite the recognition of the importance of open and honest dialogue, there are often family boundaries that can undermine the goals that are necessary to drive meaningful discussions and resolve potential conflicts. Poor family relationships can add to the hazards, since they don’t represent a moment in time...
A documented conflict resolution process is only a backstop. If the process has to be activated frequently, larger business and family issues likely need to be addressed. Conflicts are a natural part of the family business system. It is important to seek to understand the nature and root cause of the conflicts in order to resolve them. Well-defined...
Assistant Professor, School of Management, Universidad de los Andes, Bogota, Colombia
T he principal purpose of our research was to evaluate the impact of changing demographics on family business practices. We weren’t surprised, of course, to learn that the pace of change is increasing rapidly with the growing multi-generational outlook and approaches of family business leaders. In this environment, families have an immediate opport...
When I had to choose a career, was guided by my father and the passion I already had for the company because had worked in the laboratory and distribution in my youth. When I studied industrial engineering, I was happy because I knew that it would ultimately help me do my job well in the company.
CEO, Arrocera la Esmeralda, Colombia T here is a strong association between family education and career planning. Successful families that have formal family governance systems typically establish a dedicated education and career committee to help identify the career aspirations of family members and bridge them to the development plans of the busi...
Family education and effective mechanisms that support career planning contribute to the succession intent of next-generation members. Families should seek to understand the individual aspirations of next-generation family members and the intended development plans of the family and the business as part of the career planning process. A career deve...
Researcher, Center for Family Business, The Chinese University of Hong Kong, Hong Kong (SAR), China
We plan on having professionals in most senior management positions in the future so that the company’s operations are managed independently from family members, while the family continues to retain control through the board of directors.
Board member, Inversora Lockey, Venezuela T he importance of developing human capital is reflected in both corporate and family governance systems due to the need to engage and develop family and non-family members. As we heard from family leaders, there are various factors that affect decisions about engaging non-family members as managers — or e...
While family firms may be criticized for nepotism, many have adopted professional norms and standards in their succession and recruitment practices. Families can strike a balance between being ‘family first’ and ‘business first’ by implementing governance principles and practices that incorporate their choices in human resource planning. Families t...
Global Leader, Family Business, KPMG Private Enterprise, Partner, KPMG in the UK
Throughout this document ‘We/Us/Our’ means KPMG and the Successful Transgenerational Entrepreneurship Practices (STEP) Project Global Consortium. ‘KPMG’ refers to the global organization or to one or more of the member firms of KPMG International Limited (“KPMG International”), each of which is a separate legal entity. KPMG International Limited is...
Throughout this document ‘We/Us/Our’ means KPMG and the Successful Transgenerational Entrepreneurship Practices (STEP) Project Global Consortium. ‘KPMG’ refers to the global organization or to one or more of the member firms of KPMG International Limited (“KPMG International”), each of which is a separate legal entity. KPMG International Limited is...
Throughout this document ‘We/Us/Our’ means KPMG and the Successful Transgenerational Entrepreneurship Practices (STEP) Project Global Consortium. ‘KPMG’ refers to the global organization or to one or more of the member firms of KPMG International Limited (“KPMG International”), each of which is a separate legal entity. KPMG International Limited is...
Throughout this document ‘We/Us/Our’ means KPMG and the Successful Transgenerational Entrepreneurship Practices (STEP) Project Global Consortium. ‘KPMG’ refers to the global organization or to one or more of the member firms of KPMG International Limited (“KPMG International”), each of which is a separate legal entity. KPMG International Limited is...
Throughout this document ‘We/Us/Our’ means KPMG and the Successful Transgenerational Entrepreneurship Practices (STEP) Project Global Consortium. ‘KPMG’ refers to the global organization or to one or more of the member firms of KPMG International Limited (“KPMG International”), each of which is a separate legal entity. KPMG International Limited is...
Throughout this document ‘We/Us/Our’ means KPMG and the Successful Transgenerational Entrepreneurship Practices (STEP) Project Global Consortium. ‘KPMG’ refers to the global organization or to one or more of the member firms of KPMG International Limited (“KPMG International”), each of which is a separate legal entity. KPMG International Limited is...
Throughout this document ‘We/Us/Our’ means KPMG and the Successful Transgenerational Entrepreneurship Practices (STEP) Project Global Consortium. ‘KPMG’ refers to the global organization or to one or more of the member firms of KPMG International Limited (“KPMG International”), each of which is a separate legal entity. KPMG International Limited is...
Throughout this document ‘We/Us/Our’ means KPMG and the Successful Transgenerational Entrepreneurship Practices (STEP) Project Global Consortium. ‘KPMG’ refers to the global organization or to one or more of the member firms of KPMG International Limited (“KPMG International”), each of which is a separate legal entity. KPMG International Limited is...
Throughout this document ‘We/Us/Our’ means KPMG and the Successful Transgenerational Entrepreneurship Practices (STEP) Project Global Consortium. ‘KPMG’ refers to the global organization or to one or more of the member firms of KPMG International Limited (“KPMG International”), each of which is a separate legal entity. KPMG International Limited is...
Throughout this document ‘We/Us/Our’ means KPMG and the Successful Transgenerational Entrepreneurship Practices (STEP) Project Global Consortium. ‘KPMG’ refers to the global organization or to one or more of the member firms of KPMG International Limited (“KPMG International”), each of which is a separate legal entity. KPMG International Limited is...
Throughout this document ‘We/Us/Our’ means KPMG and the Successful Transgenerational Entrepreneurship Practices (STEP) Project Global Consortium. ‘KPMG’ refers to the global organization or to one or more of the member firms of KPMG International Limited (“KPMG International”), each of which is a separate legal entity. KPMG International Limited is...
Throughout this document ‘We/Us/Our’ means KPMG and the Successful Transgenerational Entrepreneurship Practices (STEP) Project Global Consortium. ‘KPMG’ refers to the global organization or to one or more of the member firms of KPMG International Limited (“KPMG International”), each of which is a separate legal entity. KPMG International Limited is...
Throughout this document ‘We/Us/Our’ means KPMG and the Successful Transgenerational Entrepreneurship Practices (STEP) Project Global Consortium. ‘KPMG’ refers to the global organization or to one or more of the member firms of KPMG International Limited (“KPMG International”), each of which is a separate legal entity. KPMG International Limited is...
Throughout this document ‘We/Us/Our’ means KPMG and the Successful Transgenerational Entrepreneurship Practices (STEP) Project Global Consortium. ‘KPMG’ refers to the global organization or to one or more of the member firms of KPMG International Limited (“KPMG International”), each of which is a separate legal entity. KPMG International Limited is...
Throughout this document ‘We/Us/Our’ means KPMG and the Successful Transgenerational Entrepreneurship Practices (STEP) Project Global Consortium. ‘KPMG’ refers to the global organization or to one or more of the member firms of KPMG International Limited (“KPMG International”), each of which is a separate legal entity. KPMG International Limited is...
Throughout this document ‘We/Us/Our’ means KPMG and the Successful Transgenerational Entrepreneurship Practices (STEP) Project Global Consortium. ‘KPMG’ refers to the global organization or to one or more of the member firms of KPMG International Limited (“KPMG International”), each of which is a separate legal entity. KPMG International Limited is...
Throughout this document ‘We/Us/Our’ means KPMG and the Successful Transgenerational Entrepreneurship Practices (STEP) Project Global Consortium. ‘KPMG’ refers to the global organization or to one or more of the member firms of KPMG International Limited (“KPMG International”), each of which is a separate legal entity. KPMG International Limited is...
Throughout this document ‘We/Us/Our’ means KPMG and the Successful Transgenerational Entrepreneurship Practices (STEP) Project Global Consortium. ‘KPMG’ refers to the global organization or to one or more of the member firms of KPMG International Limited (“KPMG International”), each of which is a separate legal entity. KPMG International Limited is...
Throughout this document ‘We/Us/Our’ means KPMG and the Successful Transgenerational Entrepreneurship Practices (STEP) Project Global Consortium. ‘KPMG’ refers to the global organization or to one or more of the member firms of KPMG International Limited (“KPMG International”), each of which is a separate legal entity. KPMG International Limited is...
Throughout this document ‘We/Us/Our’ means KPMG and the Successful Transgenerational Entrepreneurship Practices (STEP) Project Global Consortium. ‘KPMG’ refers to the global organization or to one or more of the member firms of KPMG International Limited (“KPMG International”), each of which is a separate legal entity. KPMG International Limited is...
Throughout this document ‘We/Us/Our’ means KPMG and the Successful Transgenerational Entrepreneurship Practices (STEP) Project Global Consortium. ‘KPMG’ refers to the global organization or to one or more of the member firms of KPMG International Limited (“KPMG International”), each of which is a separate legal entity. KPMG International Limited is...
Throughout this document ‘We/Us/Our’ means KPMG and the Successful Transgenerational Entrepreneurship Practices (STEP) Project Global Consortium. ‘KPMG’ refers to the global organization or to one or more of the member firms of KPMG International Limited (“KPMG International”), each of which is a separate legal entity. KPMG International Limited is...
Biofilmography. Miguel Ángel Faura. He has produced thirteen feature films, including Enemy by Denis Villeneuve, or more recently Wasp Network by Olivier Assayas. Coque is the first short film that he wrote and directed with Juanma Falcón.
Miguel Ángel is a Partner and the National Private Enterprise Leader, KPMG in Spain. He began his career with KPMG in 1997 and has extensive experience leading international audit work for relevant groups, mainly in the industrial, automotive and consumer sectors.
Juanma Falcón, Miguel Ángel Faura. 1 Candidatura. Coque, un niño de 11 años, viaja junto con su hermano pequeño, al pueblo de sus abuelos para pasar las vacaciones de verano. Durante esos días de calor y hartazgo, conocerá a Vanessa, la sobrina de la panadera.
