We start with a plain question: how are decisions actually made in your company? Then we build a governance structure around the answer, so shareholders, the board, committees and executives each know their role, and the whole thing fits the rules you operate under.
Important decisions wait on one person, or get made in several places with no record anyone can go back to.
Investors and regulators will ask about the board, its committees and your policies. You need documented answers, not a verbal walkthrough.
You added subsidiaries or new business lines, and governance still looks like it did when you started.
You received governance observations and want a realistic closure plan, not a formal reply.
Shareholders, board, committees and management: who decides, who reviews, who is kept informed.
Board charter, committee terms of reference, conflict-of-interest and disclosure policies, written in language people actually use at work.
Governance connects to risk management, compliance and internal audit instead of running beside them.
How a parent company exercises its role over subsidiaries without slowing their daily decisions.
A frank picture of what is practised and what exists only on paper, with gaps ranked by impact.
One reference document holding the structure, policies and approved charters.
A short table showing who decides, who reviews and who is informed for each key decision.
Steps with an owner and a date each, and indicators to check adoption after handover.
We read the articles of association, past decisions and meeting minutes, and sit with the people who actually take the decisions.
We compare practice against what the rules and good practice require, and rank the gaps by seriousness.
We prepare the structure and documents with your team and present them to the board or committee before adoption.
We train the people who will apply the framework and return after an agreed period to review what was really implemented.