In the order we do it.
Related-party arrangements exist on trust. And the delegated authorities — who can commit the company to what — have never been written down, which nobody notices until somebody commits it to something.
A governance calendar with standing papers, so every meeting has the same spine and decisions are recorded where they can be found. A written schedule of delegated authority: who approves what, to what limit, and who deputizes.
Related-party arrangements documented and priced on an arm’s-length basis before anyone external asks. Shareholder and family reporting on a fixed cadence for the people who own the business but do not run it, in a form they can read.
And the compliance calendar — filings, renewals, registrations, insurance and statutory obligations across every entity and jurisdiction — owned by one person with dates, instead of remembered by whoever remembered last year.
What you can do afterwards that you cannot do now.
Run a board meeting that produces recorded decisions.
Tell a shareholder what happened this quarter without assembling it from scratch.
Know who can commit the company, to what, before it matters.
Your CFO does not do this alone.
With a named controller alongside them, a named backup on every seat, and the specialist bench behind both — all inside one fixed monthly fee.
The situations that route here.
“Our board meetings do not produce decisions”
Nobody needs all of it at once.
The diagnostic decides which two or three matter first in your business, and you keep that assessment either way.
Tell us what your month looks like. We will tell you whether this is the first thing to fix.
One hour on your business, with the CFO who would hold the seat rather than a salesperson. Nothing to prepare and nothing to sign. A written note back within two working days saying what we heard and what we would look at first.