Typical situations

Typical situations, and the questions they raise.

Each example sets out the questions that arise and the area of the firm that addresses them — not the outcome, which depends on each situation.

Illustrative examples

The situations on this page are examples constructed to illustrate our areas of work. They do not describe any real client.

The situations

By way of example.

1.1 Illustrative example

A family business prepares its succession

The founder is thinking of handing over. Two of the founder’s children work in the business, a third does not. Nothing has been decided yet.

The questions that arise

Who takes over the management, and who the ownership?
How can those who do not work in the business be treated fairly?
What rules will the family set itself for deciding together afterwards?

The areas concerned

Wealth structuring Strategy and governance

1.2 Illustrative example

A founder prepares to raise funds

The company needs to finance its growth. Several investors have expressed interest; the founder has never opened up the capital.

The questions that arise

How much is needed, and for what?
Debt or equity: what does each route commit?
How should the proposals received be read, beyond the amount?

The area concerned

Corporate finance

1.3 Illustrative example

A managing director without a finance director

The company has grown. The accountant keeps the books, but the figures arrive late, and the bank now asks for regular information.

The questions that arise

Which dashboards are needed to decide, and how often?
How can tight cash periods be anticipated?
How should meetings with the bank be prepared?

The area concerned

Outsourced finance function

1.4 Illustrative example

Two shareholders who disagree on strategy

One wants to invest in a new line of business, the other to consolidate the existing one. Day-to-day decisions are starting to suffer.

The questions that arise

Which facts, exactly, is the disagreement about?
What does each route commit, and what does it close off?
Who decides, and under which rules, when the shareholders do not agree?

The area concerned

Strategy and governance

1.5 Illustrative example

A family wants to organise its wealth

Over the years, the family has taken stakes in several companies and acquired assets held in different ways, with no overall organisation.

The questions that arise

Should some shareholdings be grouped together, and what would that change?
Who decides for the whole, and how is everyone kept informed?
How can the succession be prepared without freezing the structure?

The area concerned

Wealth structuring

1.6 Illustrative example

A company must choose between several financing options

For a major investment, the company has a bank loan proposal, a leasing offer and an offer from a shareholder ready to contribute funds.

The questions that arise

What does each option cost, beyond the headline rate?
What security and undertakings does each one require?
What balance between equity and debt can the company sustain?

The areas concerned

Corporate finance Outsourced finance function

1.7 Illustrative example

An offer to buy arrives

A buyer offers to acquire the company. Its managers had not planned to sell.

The questions that arise

What is the company worth, and on what assumptions?
What does the offer say: price, conditions, timetable, undertakings required?
Sell, wait or refuse: what does each of these routes close off, and what does it leave open?

The areas concerned

Corporate finance Wealth structuring

1.8 Illustrative example

A board of directors wants an outside view

Management is presenting an acquisition project. Before approving it, the directors want a documented review of its assumptions.

The questions that arise

Are the project’s assumptions established or merely assumed?
Which other options were set aside, and why?
What does the project commit if its assumptions do not hold?

The areas concerned

Strategy and governance Corporate finance

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