Most governance work is asked for too late, after a crisis has exposed where decision rights were unclear. We design governance frameworks that make sense before a crisis — proportionate to the size of the business, defensible to investors and lenders, and actually used by the board.
When clients come to us
When a founder-led business is preparing for external capital and needs a board that institutional investors recognise. When a family group is professionalising and the next generation needs a clearer remit. When a Turkish or UK company is establishing an Estonian holding structure and the OÜ board needs to be set up properly. Often after a near miss with a director conflict or decision authority.
How we work
A senior partner reviews the current governance reality — articles, board composition, committees, decision rights, minutes — alongside the actual operating rhythm of the business. We then redesign the framework to fit the firm at its current scale and intended trajectory, and we draft the documents the board will adopt. We work with the firm's lawyers, not in place of them.
What we deliver
- Governance review with gap analysis
- Board and committee structure recommendation
- Decision-rights matrix and authority schedule
- Board calendar and meeting rhythm design
- Drafts of charters, terms of reference and policies
- Onboarding pack for new directors
Typical engagement
Governance work runs six to twelve weeks. On our side, a senior partner leads with one supporting director. On the client side, the chair and CEO are the principal counterparts, with the company secretary or general counsel involved on documentation. The framework is presented to the full board at the close.
Why CGLA
We have sat on boards as well as advised them, which means the framework is designed for how directors actually operate. We are independent of audit and law firms — the recommendation is not pre-shaped by another mandate. The senior partner who scopes the work is the one who delivers it.
