Pillar 04
Advisory is where governance stops being administrative. It is the work of deciding how risk is identified, how control is exercised, and whether a transaction is worth doing on the terms offered.
We assess how decisions are actually made: delegation of authority, board and management meeting discipline, related-party processes, policy coverage and the gap between documented process and observed practice.
The output is a maturity assessment with prioritised recommendations and an implementation plan phased over a governance year, so improvement is scheduled rather than aspirational.
Controls are reviewed where money and authority move — procurement, vendor onboarding, payments, credit, inventory, payroll and system access — testing both design and operating effectiveness.
Findings are rated by exposure, with a remediation owner and date against each. Repeat testing confirms closure rather than accepting assurance.
For acquisitions, investments and exits we run financial and compliance due diligence: quality of earnings, working capital normalisation, contingent tax and labour exposures, and undisclosed related-party trade.
On the sell side, we prepare the business for scrutiny — records, schedules, reconciliations and disclosures — so valuation is not eroded by avoidable diligence findings.
Outcomes
A delegation of authority and board process that makes who may commit the business unambiguous.
Control design and operation tested where value moves, with rated findings and closure tracking.
A maintained risk register reviewed with leadership on a fixed quarterly cadence.
Diligence findings quantified and reflected in price, warranties or walk-away.
Engagement Process
01
Objectives, entities, processes and reporting audience defined with leadership.
02
Documents reviewed, processes walked through and controls tested.
03
Findings rated by exposure and likelihood, with financial impact where measurable.
04
Prioritised remediation plan with owners, dates and dependencies.
05
Follow-up testing and a quarterly governance report to the board.
Deliverables
Service practices
Each practice below is managed by the same team under this pillar, with a shared calendar, evidence trail and reporting rhythm.
Governance, risk and structuring advice for promoters and boards preparing the business for its next stage.
View practiceSenior finance leadership on a retainer — planning, controls, investor reporting and board discipline without a full-time hire.
View practiceContract and policy frameworks drafted for how your business actually operates — not downloaded templates.
View practiceEvery engagement, in detail
Each service below is a dedicated page covering scope, deliverables, due dates and pricing approach under the advisory pillar.
FAQs
No. Owner-managed businesses benefit most, because concentration of authority and founder dependence are precisely the risks a review surfaces and structures around.
Continue
Most structural problems a business faces at year five were created in week one. We advise on entity form, ownership, capital structure and registrations so the foundation supports funding, succession and scale.
Read the pillarCompliance fails for process reasons, not technical ones: no single register of obligations, no named owner, no reminder before the date, no evidence after it. We install the system and then run it.
Read the pillarFinancial information only has value while a decision is still open. This pillar exists to make closing a dated event, reporting a routine, and cash a forward view rather than a bank balance.
Read the pillarSenior finance leadership on a monthly retainer — MIS, budgets, cash flow and board reporting without a full-time hire.
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