The situation: A founder-led professional services firm with ambitions for growth and eventual exit had a board comprised entirely of shareholders. Every director had personal and commercial stakes in every decision. There was no independent governance, no financial leadership at board level, and no separation between operational management and governance responsibility. The structure beneath the business could not support either growth or exit.

The engagement: Board Advisor, then appointed as Director and Chair.

What we did: Restructured the board from a shareholders' table to a professional, independent governance model. Managed a complex CEO transition — the outgoing CEO was also a significant shareholder, requiring the exit from the role to be managed alongside a transition to a different relationship with the business, while keeping founding relationships and business stability intact. Secured the financial leadership needed at board level. Commissioned independent board evaluations. Recruited an independent Chair and additional independent director. Handed over a governance structure capable of supporting the next phase of growth, investment and exit readiness.

The results:

• Board restructured to independent skills-based model

• Complex CEO succession managed, founding relationships preserved

• Independent Chair appointed

• Fractional CFO secured

• Board evaluation framework established

• Business positioned for growth and exit readiness