Corporate Governance

The Corporate Governance practice addresses how decisions are made, recorded and upheld within organizations. Its starting point is a recurring lesson from the firm's experience: many business disputes arise not from mistrust between the parties but from uncertainty about the rules of the game within the corporate structure (poorly defined powers, bodies that never meet, resolutions without proper records). Building governance means narrowing that room for ambiguity, bringing predictability to internal relationships and consistency to the company's standing with shareholders, lenders, regulators and counterparties.

The work covers the design and implementation of boards of directors and advisory boards, committees and approval thresholds; the drafting of internal rules, compliance policies and codes of conduct; the formalization of corporate acts and the conduct of shareholder meetings; preparing companies for fundraising, investment and audit processes; and the professionalization of family businesses in transition between generations or from family to executive management.

Integration with the Corporate, M&A and Succession Planning practices allows governance to be built around how the company actually works, rather than on an imported model that does not survive the first deadlock.