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Meet us

We come from different backgrounds, with complementary professional experience: running companies, sitting on boards, the legal and financial professions, family and listed-company shareholding… That diversity of experience is our team’s strength: it lets us bring different perspectives together and approach each situation on its own terms, with first-hand knowledge of the issues it may raise.

Senior Advisors & network

Senior Advisors and a network in France, Luxembourg, Belgium, Morocco and Canada. The same standards and the same methods — and a local presence when governance crosses borders.

Map showing where the Senior Advisors and the network are based.

Our principles and culture.

  1. Governance is our only business.

    Around us, other kinds of expertise can naturally come in — wealth management, executive search, family office. We have chosen to stay entirely focused on our own role.

    That position protects our independence: when we make a recommendation, it is guided only by what we believe is right for you and for your organisation.

  2. The people you meet carry out the engagement from start to finish.

    There is no team behind the team. The partners you see at the first meeting are the ones who will conduct the interviews, lead the sessions and write the conclusions.

    We also sit on boards, chair audit committees and support changes in capital structure. Our experience of governance is lived experience, in the present tense.

    We always work in pairs, favouring a diversity of profiles. That limits the number of clients we can work with at any one time. We accept that.

  3. We also listen to those whose voice carries less.

    To understand an organisation, we meet everyone separately: the quiet shareholder, the silent director, the business owner’s spouse where relevant… and we create the conditions for what needs to be said out loud to be heard.

    It means we sometimes go back to a chief executive with what we have heard from the people around them, even when they were expecting something else. It is the most delicate part of our work, and often the one on which everything else depends.

  4. We help build balances that are fair and lasting.

    The balances within a company shift with generations, responsibilities, individual paths and what each person expects. What worked at one point may no longer answer what the next stage demands.

    Our role is to help make those balances possible and explicit, to connect each person’s interests with the collective project, and to build governance rules that can support the company over time.

  5. What you tell us in confidence stays there.

    We hold ourselves to strict confidentiality: what is entrusted to us in a one-to-one conversation is not passed on to your fellow shareholders, your advisers or even the person who commissioned the engagement, without explicit prior agreement.

    That standard extends beyond our engagements: we publish neither our clients’ names nor the situations they have entrusted to us, even partly anonymised. Others turn them into case studies. We would rather you were certain that yours never will be.