Advisory
Our Advisory department works on organisation, performance management and financial structuring. It supports management on the judgements whose effects are measured in years, not quarters.
Where we stand
An organisational consultant who cannot read a balance sheet proposes elegant solutions that cannot be applied. Our work always starts from the company's actual accounting and financial substance: what it produces, what it costs, what it funds and what it risks.
The department works directly alongside accountancy and audit. That proximity shortens the familiarisation phase and spares management from explaining the same file to each new adviser.
Our services
Writing down what works, correcting what no longer does, and making the organisation independent of the individuals who carry it.
Access to a structured finance function without carrying its permanent cost, while it is being built or handed over.
Anticipating pressure rather than absorbing it, and presenting a file a banker can actually assess.
Costing a project before committing to it, and structuring the transaction so that it holds over time.
Situations we handle
An advisory engagement rarely answers intellectual curiosity. It answers an identifiable situation, one management has usually sensed before being able to name it.
How it runs
Interviews with management and the relevant managers, documentary analysis and examination of the figures. A shared assessment is presented before any recommendation.
Proposals ranked by impact and by the implementation effort they require. Each recommendation is costed.
Operational support on the workstreams selected, with a timetable, named owners and regular progress reviews.
A review some months after the engagement, to confirm that what was put in place has held in practice and to clear any remaining obstacles.
Your enquiry
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