Audit, financial management, transaction advisory, strategy and governance, capability development and sector innovation. All in service of making an institution strong enough to survive its first shock.
A governance review that ignores the numbers is advice. A financial model that ignores the board is a spreadsheet. An audit that finds a problem nobody can fix is just a bill.
My work sits across all six disciplines because an institution fails as a whole. The controls are weak because the board cannot read the dashboard. The dashboard is wrong because the financial model is wrong. The model is wrong because nobody in the room has run a loan book.
Statutory audit, internal audit and forensic review inside regulated institutions. I have audited more than fifty SACCOs and conducted forensic reviews for development programmes, so I know where the findings come from.
Budgeting, treasury, costing, cash flow and reporting. I build financial models a lender or an investor will actually test, and I train the finance team to run them without me.
Due diligence, investment appraisal, business plans and restructuring. I assess institutions from the position of having run one, which changes what I look for.
Board structure, risk appetite, policy frameworks, supervisory committee effectiveness and decision quality. The work that determines whether the institution survives.
Board and executive training, delivered to the board and the management team together and using the institution's own numbers. Your people leave with the capability, not just the notes.
The new ground: digital financial services, MSME formalisation, circular economy and development finance. Where a sector is being rebuilt, the governance has to be designed at the same time.
The scorecard and, where needed, a deeper institutional review. It ends in a written finding your board can act on: what is actually there, what a regulator will find, and what to fix first.
Training and clinics delivered to the board and the management team together. Audit and assurance, financial management, credit governance and fraud control.
Audit support, policy and regulatory work, due diligence, a turnaround, or a financial model a lender will test.
On a standing basis, for institutions that need continuity rather than a project.
I scope before I price. A short diagnostic establishes what the question actually is, and the fee is fixed against that scope rather than an estimate.
Approaching a regulator's inspection, a merger or a growth phase.
Seeking investment, or implementing a funder's requirements.
Formalising into business entities with real governance.
That need an adviser who has sat in their chair.
Needing an implementation or verification partner in the region.
Preparing for finance, formalisation or a turnaround.
A scoping call is thirty minutes. I will tell you whether I can help, and what I would do first.