Explore by your role
Will this decision hold up when someone asks you to defend it?
Bring independent stakeholder evidence and outside challenge to a decision before it goes to the board, so it can withstand scrutiny after the fact, not just agreement in the room.
What this looks like
Examples of who brings us in
- A CEO or executive team taking a significant decision to the board, wanting an independent view of the stakeholders and risks before the paper is finalised.
- A general manager accountable for a decision that spans multiple functions, needing a single, evidence-based picture rather than competing internal views.
- An executive team wanting to know whether internal agreement reflects genuine consensus or unexamined groupthink.
Relevant guides
How to Manage Assumption Risk in Strategic Planning
This guide explains how senior leaders in financial services should identify, test, and govern the assumptions underpinning their strategic plans. After reading, you will know how to surface fragile assumptions early, build challenge into the planning cycle, and prevent avoidable strategic failure.
ESG Materiality Assessment: A Practical Guide for Regulated Firms
This guide explains what an ESG materiality assessment actually involves, how to run one that stands up to board, auditor and regulator scrutiny, and where firms commonly go wrong. After reading, you will know how to scope, sequence and evidence an assessment that supports credible disclosure under CSRD, ISSB and UK SDR.
How to Build Stakeholder Risk Assessment Into a Regulatory Filing
A practical guide to preparing a regulatory filing that integrates genuine stakeholder risk assessment, not as a bolt-on, but as evidence of how the firm understands and manages the impact of its decisions. After reading, you will know how to structure the assessment, sequence the work, and present it in a way regulators find credible.
What Procurement, Risk and Compliance Need Before Approving a New Supplier
A practical guide to the evidence, judgements and sequencing required before onboarding a new third party in a regulated firm. After reading, you will know what to demand from the business sponsor, what each control function must verify, and where approvals typically fail.
How to Run Go-to-Market Research in Financial Services
A practical guide to designing go-to-market research for financial services products and propositions, covering buyer evidence, regulatory realities, and competitive signal. After reading, you will be able to scope, sequence, and pressure-test a GTM research programme that holds up with your board, your distribution partners, and the first line.
How to Build Stakeholder Intelligence Before a Board Decision
A practical guide to gathering, structuring, and presenting stakeholder intelligence before a material board decision in a regulated firm. After reading, you will know what to collect, how to test it, and how to deliver it in a form that sharpens board judgement rather than crowding it.
Relevant capabilities
Stakeholder Proximity
Where internal confidence may exceed external evidence
Expert Network
Where a specific question needs an outside answer, quickly
Decision Rooms
Where internal consensus may be mistaken for validation
Signal Briefings
Where the operating environment may be moving faster than internal reporting reflects