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A structure that starts supporting the business - instead of slowing it down

We design and implement corporate reorganisations and restructurings for companies and groups of companies that want to simplify management, clarify accountability, reduce risk and prepare the business for its next move.

Plan your organisational restructuring

The company has changed scale, operating model or direction of growth. The problem is that the ownership and organisational structure often stayed in the old layout.

“The greatest risk is not always the change itself. Often the greater risk is continuing to operate in a structure that no longer fits the business.”

In practice it looks similar: decisions are spread across several companies, roles overlap, documents lag behind reality, and a planned business move – an investor, a sale, succession, an asset carve-out or a change of operating model – requires order before the next step. In that situation a legal opinion is not enough. What is needed is a model that makes business sense, and a plan that can be implemented without chaos.

Mateusz Sawaryn

Managing Partner Counsel

Most common challenges

The most common problems we solve

The company has grown, but the structure has lagged behind The group grew in stages. Today it operates through several companies whose roles are unclear or partially overlap.

We design a target layout that matches how the company operates now - not how it did a few years ago.

We start by analysing the current structure and identifying which elements truly slow management down. We then recommend a model that simplifies dependencies and orders functions.

Business benefit: simpler management and fewer friction points in day-to-day operations.

Risk of inaction: continued growth of organisational cost and decisions taken in an unclear layout.

An important business move is ahead, but the structure is not ready An investor, a sale of part of the business, succession or an asset carve-out requires a clear ownership model and a predictable change process.

We organise the structure around a concrete business objective, not around formality alone.

We match the reorganisation option to the planned move and map the transition stages. The change then makes strategic sense and remains operationally workable.

Business benefit: better preparation of the company for the next stage of growth or a transaction.

Risk of inaction: project delays, harder conversations and a higher risk of costly corrections.

Accountabilities are scattered and decisions get blocked The structure holds unclear relationships, historical arrangements and documents that no longer support the real way of managing.

We order corporate relationships, roles and decisions so the model is clear for the management board, owners and supporting teams.

We show where decision-making chaos arises today and translate that into a concrete change model and implementation documentation.

Business benefit: greater control over accountability and faster decision-making.

Risk of inaction: more alignment loops, a higher risk of formal errors and harder enforcement of responsibility.

The management board knows something must change, but there is no safe transition plan The problem is not a lack of awareness. The problem is that no one wants to start a change that would disrupt current operations.

Instead of a general recommendation you get a map: what to do, in what order, with whose involvement, and where the key risks sit.

We map the reorganisation step by step and guide the client through implementation so the internal team is needed mainly where a decision must be taken.

Business benefit: a predictable process and less burden on the management board.

Risk of inaction: delayed decisions, internal chaos and change implemented without the right sequence.

Reorganisation is needed, but it cannot end only on paper In many projects the problem is not the idea of change itself, but the failure to translate it effectively into documents, decisions and real implementation.

We combine model design with documentation and coordination of the whole process.

We prepare resolutions, amendments to articles of association and registry actions, and we stitch the process together among shareholders, the management board, accounting and other advisers.

Business benefit: the change reaches completion and starts working in practice.

Risk of inaction: the project stalls between recommendation and implementation.

Our solution

From business objective to implemented structure

This service is not limited to one type of change. It is an ordered process of translating a business objective into a corporate model, decisions and implementation. We match the scope to the scale of the group, the type of change and the complexity of the project.

Diagnosis of the current structure

  • analysis of the company or group of companies for business, formal and organisational usefulness
  • identification of redundant entities, unclear dependencies and overload points
  • capture of corporate risks and areas of decision-making chaos

 

  • current-state map
  • risk list

Target model for the business objective

  • development of the recommended reorganisation model
  • comparison of options and their consequences
  • fitting the structure to the objective: simplification, an investor, a sale, succession, an asset carve-out or a change of operating model

 

  • target structure recommendation

Reorganisation plan

  • mapping stages, the sequence of actions and the dependencies between them
  • listing the required documents, resolutions and decisions
  • defining the parties involved and the process control points

 

  • step-by-step reorganisation plan
  • action list

Corporate documents and actions

  • preparation of resolutions, amendments to articles of association and corporate documents
  • handling of transformations, mergers, demergers, asset carve-outs and other structural changes
  • preparation of registry and implementation documentation

 

  • document set needed to carry out the changes safely

Implementation coordination

  • running the process among shareholders, the management board, accounting and other advisers
  • guarding the sequence of actions and accountabilities
  • limiting downtime and chaos on the client side

 

  • a joined-up implementation process with one ordered workflow

Close-out and ordering of operations

  • checking document consistency after implementation
  • ensuring roles and relationships are clear operationally as well
  • ordering the model so it supports day-to-day management

 

  • implemented structure

Who this service is for

Who this is for

For companies and groups of companies that are not looking for formal handling alone, but for a sensible structure change and a process that can be delivered.

Head of Legal / In-house Counsel

when the structure must be ordered and the process carried out safely without multiplying corporate risks.

Chief Financial Officer / CFO

when reorganisation must be stitched together with reporting, accountabilities and cooperation with accounting and advisers.

Management board member / Corporate group owner

when a decision is needed that will simplify management and prepare the company for the next stage of growth.

Work stages

How collaboration works

The process is simple in logic and predictable in delivery: first diagnosis, then the model, then implementation and close-out. The client knows what will happen and when a decision must be taken.

Assess the business objective

We learn about the current structure, client objectives, constraints and planned change, looking beyond formal status to what is not working in practice.

Design the target model and reorganization plan

We recommend the target structure, explain the options and map the sequence of actions, decisions and stakeholders.

Prepare and execute the changes

We prepare documents and resolutions, carry out corporate actions and coordinate the parties involved.

Close out and organize operations

After implementation, we ensure the documents are consistent, roles are clear and the new structure supports day-to-day management.

Plan your reorganization.

Write to us

Order the structure before it starts blocking the next business move

If you can see that the current company layout complicates management, increases risk or does not support a planned change, it is worth starting with a conversation about the target model and a realistic transition plan.

In the form, briefly describe: the current structure, the planned change and the deadline that matters to you. That is enough to prepare a sensible next step.

Mateusz Sawaryn

They will follow up with any questions or recommend a next step.

Quick response

We usually respond within two hours on business days.

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