Glossary
Clear definitions of executive-advisory terms.
Fractional executive
A senior leader who works for a company part-time or for a defined purpose, bringing C-level expertise without the cost and commitment of a full-time hire. It suits structured SMEs and portfolio companies that need experienced leadership on a flexible basis.
Interim management
The temporary placement of an experienced manager to lead a company through a critical phase such as a transition, a crisis or a special project. The mandate is time-bound, focused on measurable goals and on transferring capability to the internal team.
Operating partner
An operationally focused professional who works alongside funds or portfolio companies to create tangible value in how the business is run, not only in strategy. They partner with management to improve execution, margins and processes.
Value creation
A structured set of actions that durably increase a company's worth through revenue growth, operational efficiency and capital discipline. It is the outcome of clear direction, not of one-off interventions.
Capital allocation
The process by which a company or investor decides how to deploy financial resources across investments, acquisitions, debt reduction and returns to shareholders. Strong allocation is the primary driver of long-term value.
Corporate governance
The system of rules, roles and controls that directs and oversees a company, aligning the interests of ownership, the board and management. Strong governance improves trust, access to capital and the quality of decisions.
Family office
A dedicated structure that manages the wealth and affairs of one or more wealthy families, integrating investments, governance, tax and generational succession. It gives family capital a unified, long-term direction.
Investment Policy Statement (IPS)
A document that sets out the objectives, time horizon, risk tolerance and management rules of a portfolio. It serves as a disciplined reference for investment decisions and for reviewing results.
Generational succession
The process of transferring the ownership and leadership of a company from one generation to the next, managing corporate, tax and governance matters. Early planning protects continuity of value and reduces conflict.
Due diligence
The in-depth review of a company or investment across financial, legal, tax and operational matters before a transaction. It confirms real value and surfaces risks and opportunities.
Board of directors
The body that governs a company by setting strategy, overseeing management and protecting shareholders' interests. A capable board brings direction, oversight and accountability to decisions.
KPI (key performance indicator)
A measurable indicator that shows how far a specific business objective is being met. A few well-chosen KPIs guide execution and make performance verifiable.
Turnaround
The recovery of a struggling company through rapid action on liquidity, costs, structure and organisation to restore profitability. It requires decisive direction and clear short-term priorities.
Internationalisation
The process by which a company extends its activity into new foreign markets through sales, partnerships or direct presence. Effective international growth comes from selective strategy and disciplined execution.
Private equity
Investment in the equity of privately held companies, aimed at growth and value creation over a medium-term horizon. It combines capital, active governance and operational support.
Mid-market (mid-cap)
The segment of medium-sized companies, larger than small businesses but smaller than large corporations. It is the typical ground where experienced leadership and structured governance generate the most value.