Clear records. Clear responsibilities.
Governance, entity administration and adviser coordination
Governance lead owns administrative calendars, decision records and follow-through.
AI-assisted workflows, reviewed by people
Governance depends on records that people can rely on, not just documents that exist somewhere. A growing family structure can have different advisers, renewal dates and decision-making arrangements across entities. We connect the administrative calendar with the people authorized to decide, so obligations and follow-through do not fall between the office and its providers.
Typical needs include incomplete entity inventories, outdated signatory lists, board packs assembled late and actions that carry forward without resolution. We distinguish an administrative record from a legal interpretation, and validate ownership or constitutional information with the appointed advisers before it is treated as authoritative. An administrative deadline is useful only when its prerequisites are understood. We record which adviser must provide a document, which person can approve it and what evidence confirms completion. Council and board records distinguish discussion, an approved decision and a proposed action. Where a record conflicts with an adviser-held version, the discrepancy is referred for clarification rather than silently resolved. That discipline supports continuity when an office employee, signatory or service provider changes.
Senior availability and reviewer responsibilities are agreed per mandate; the role need not be a dedicated full-time appointment.
02 / Scope and deliverables
- 01verified inventory of entities, foundations and trusts
- 02adviser-approved ownership/signatory records
- 03obligations, filings and renewal calendar with owners
- 04indexed constitutional documents and agreements
- 05family council/board agendas and meeting packs
- 06reviewed minutes
- 07action and decision registers
- 08delegation-of-authority matrix
- 09conflict declarations and process
- 10corporate service/filing provider coordination
- 11implementation support for adviser-developed family charters and succession policies
- 12periodic governance improvement plan
03 / AI-assisted work, reviewed
- Index approved constitutional documents and prepare source-linked summaries for adviser verification.
- Compare entity records with agreed administrative checklists and highlight missing or superseded evidence.
- Draft meeting packs and extract proposed actions from records; the meeting owner reviews minutes and confirms decisions.
- Flag upcoming renewals and filing dependencies for the responsible person, without autonomously making a filing.
04 / Practical delivery
- 01
Verify the entity perimeter and adviser responsibilities; identify the controlling documents and any conflicting records.
- 02
Build the obligations calendar and delegation matrix, then test a meeting-pack and action-register cycle.
- 03
Maintain records after approved changes and review overdue actions, upcoming obligations and administrative improvements with the governance lead.
05 / Outputs and cadence
The office receives a current entity register, renewal calendar, indexed document set and decision/action register. Meeting packs and reviewed minutes follow the family council or board timetable. Periodic reviews address obsolete records, unresolved actions and changes in delegated authority.
06 / Measures agreed per mandate
Examples to agree for the selected scope and baseline; not promised numerical results.
- Deadline completion
- Outdated entity records
- Aged actions
- Meeting-pack timeliness
- Approval exceptions
07 / Working interfaces
The governance lead coordinates the family representative, council or board secretariat, corporate service providers and qualified legal and tax advisers. Family charters and succession policies are developed by appointed advisers; our role is to support their operational implementation, recordkeeping and agreed follow-through.
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