Governance Advisory

Some boards run like a well-oiled machine whilst others jump around and are exhausting. Wouldn’t it be good if all board meetings had an agenda, if the board papers were distributed days in advance, the meeting started and finished on time, if each director read the board papers and commented that they ‘take the topic paper as read’, a list of action items was captured, minutes were distributed days after (not weeks or months after), a checklist of key items was reported on (eg. D&O insurance, status of returns lodged and taxes paid, cash balance, net asset position, WH&S issues, etc), sufficient information presented that outlined the operational business and financial situation of the business, the board stayed strategic, risk factors were the main discussion area, director’s remained on topic, participated, and added-value, and the board meeting was efficiently run. Over coffee, a lawyer and an accountant talked about their board experiences, and how they wished all boards could run like a well-oiled machine, how businesses would grow. Businesses lacked leadership and education in this space. So here we are today, Peter Keel and Tony Guarna providing a service that delivers. Our team provides governance advice in areas like: · the board’s purpose, roles and responsibilities, · independent financial review, · reviewing the structure and composition of the board, · providing board education and training, · record keeping, · respond to crisis situations, · supporting shareholder engagement activities, and · coordinating and administering board, board committee and senior manager evaluations.