We ran our own companies before advising anyone else. Everything we offer came from solving it in-house first.
Intelcan Group started with a single operating company and a familiar problem: growing faster than the structure could carry. Mixed books, decisions made twice, responsibilities nobody had in writing.
The answer was not hiring more people. It was separating what each unit did, giving each its own legal entity, its own numbers and its own accountable lead, and leaving a parent company on top to set direction and control results.
That model is the company today. Five operating businesses across different sectors, each with technical autonomy, all aligned under the same general direction. Plus a consulting practice that brings the same method to outside organizations.
Our job is to make sure an organization’s corporate, financial and operating structure can carry the size it wants to reach. When the structure is right, growth stops being a risk.
Each unit runs its own technical operation. The parent company sets strategy, approves investment and reviews results.
Every structural decision rests on cash flow, margin and real execution capacity, not on intuition.
Policies, responsibilities and agreements go in writing. It is the only way a structure outlives the people who built it.
Plenty of consultants explain how a company should work. We run ours on the same manual we hand over.
The group portfolio is the proof. The processes we recommend are running today in five companies across different sectors.
A project ends with an org chart, a financial model and a set of policies you can apply. Not a report to file away.
We structure companies and projects taking into account the corporate and tax framework of every market the organization operates in.
Scheduled indicator reviews and model adjustments. A structure either stays alive or turns into paper.
An initial meeting to understand the current structure and what should be put in order first.