We step in where structure decides whether a company scales or stalls. Nothing more, and no filler.
Decision-making bodies, internal policies, limits of authority and coordination across business units or affiliated companies. Includes designing the report general management receives from each unit.
Operating model, org chart, process map and responsibility matrix. It defines what each area does, with what resources and to whom it answers.
Annual budget, cash flow projection, cost structure and tax alignment with the framework of every jurisdiction the company operates in.
Feasibility analysis, financial model, return scenarios and a project package ready to present to partners, investors or lenders.
Creation, registration, licensing and administration of owned or represented commercial brands, including the relationship between the brand and the units that operate it.
Market studies, competitive analysis and expansion opportunity assessment, with a concrete recommendation to enter, wait or drop.
Four stages in order. None starts until the previous one is closed and approved.
Review of the current structure: entities, accounting, processes and decisions. Two to three weeks. It ends with a map of what exists and a prioritized list of what is broken.
Proposed corporate model, org chart, policies and financial model. Presented, discussed and approved before anything is touched.
Staged rollout alongside the internal team. Every policy is documented and whoever will maintain it is trained.
Scheduled indicator reviews, a steering committee and model adjustments based on results. Optional, but this is where the structure becomes permanent.
No. We manage our own portfolio and also provide consulting and structuring services to outside public and private organizations.
A diagnostic takes two to three weeks. A full restructuring usually runs three to six months, depending on company size and the number of business units involved.
Yes. We structure with the corporate and tax framework of each market in mind, and coordinate with the relevant local legal and accounting advisors.
Consulting and investment are separate lines. Any equity participation is evaluated separately and only when both parties expressly propose it.
By project with a fixed scope, or on a monthly retainer when the engagement is ongoing. The budget is defined after the initial diagnostic, never before.
A free initial meeting to define the real scope of the project.