Situations
Moments of structural risk.
The firm is engaged when control, standing, or a consequential negotiation is in question, and the dimensions of the matter can no longer be managed separately.
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Corporate control & shareholder conflict
A founding relationship has broken down. A majority holder and a minority bloc no longer agree on the direction of the company, or on who should run it. Positions on the board have hardened, advisers are multiplying, and each formal step now carries consequences for control, value, and reputation at once.
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Regulatory investigation
A regulator has issued notices, opened an inquiry, or signalled that one is coming. The board is divided on disclosure. Counsel is managing the formal process, but the matter is also a governance question, a market question, and – if it becomes public – a reputational one. Each of those moves on its own clock. Here the state acts as enforcer, and the subject is past conduct.
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Crisis & reputation containment
Something has happened – a cyber incident, an allegation against an executive, a story that is about to run. Information is incomplete, obligations are accumulating, and there is pressure to say something before anyone is sure what is true. The first decisions taken now will shape everything that follows.
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Deadlocked negotiation
A transaction, settlement, or commercial relationship that matters has stopped moving. Positions have been stated and restated. The other side’s constraints are opaque, your own leverage is being spent rather than preserved, and the cost of the impasse compounds every month it continues.
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Family office & private capital disputes
The conflict is inside the structure: between generations, between principals, between the family and the executives who run its capital. The legal questions are real, but they sit on top of relationships, succession, and identity – and the matter must be resolved without ever becoming public.
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Government & policy conflict
Government has become the counterparty. A licence is at risk, a policy change threatens the business model, or a decision is sitting with a department that does not move on commercial timeframes. The company’s case is strong on its own terms – but it has not been built in terms government cares about. Here the state acts as policy-maker or decision-maker, not enforcer: the subject is a decision yet to be made.
If the situation you are facing resembles one of these, the appropriate first step is a confidential conversation with a principal.