Corporate Governance

When organisations call us

• Formation or transformation of a company — including the Polish simple joint-stock company (P.S.A.) model we operate ourselves.
• An investor enters, ownership changes or a group structure emerges.
• Competences blur between owners, board and management; decisions stall or bypass the record.
• Reporting is either absent or so voluminous that it carries no decision value.
• Conflicts of interest and related-party dealings need a mechanism, not improvisation.

Questions we help answer

• Which decisions belong to whom — and where is that written down?
• What information does the board actually need, at what rhythm, in what format?
• How do we document approvals so that a future investor or authority can follow the trail?
• How should governance grow with the next financing round — without bureaucratising the company?

How we can support

• Governance baseline review — structures, statutes, delegations and practice against the declared model.
• Decision and approval matrices — clear thresholds, owners and escalation.
• Board information design — calendar, agenda logic, decision-ready pack structure, issue and action log.
• Policy and committee architecture — as much structure as the stage requires, no more.
• Conflict-of-interest and related-party framework — identification, registers and approvals.
• Investor-readiness — the documentation set a diligence team expects to open.

Typical work products

Governance assessment, decision and approval matrix, board calendar and pack templates, conflict-of-interest policy and registers, corporate documentation checklist, governance roadmap tied to funding stages.