Capital Allocation & Governance
Capital is committed across multiple priorities at once. Expansion, product development, acquisitions and operations compete for the same resources.
This programme defines how capital is allocated, prioritised and governed. Phase I establishes the diagnostic and value baseline. Phase II executes the plan through binding portfolio actions and governance cadence.
Phase I can be commissioned independently. Phase II proceeds only by explicit board decision.
The capital decisions leadership teams need to make clearly
CAG helps owners, boards and executive teams decide where capital should be committed, where it should stop, and how allocation supports the direction of the business.
Which initiatives deserve investment
Capital is directed towards initiatives that support strategy, strengthen performance, and show credible return logic.
Which initiatives should stop
Leadership gets a firmer basis for stopping activity that absorbs capital without supporting the direction of the company.
How capital supports long-term direction
Investment choices are linked to business direction, portfolio logic and governance, not only to internal pressure or short-term momentum.
Why companies adopt CAG and what it changes
CAG is used when leadership teams need stronger allocation logic behind strategy. It establishes where value is created, where it is absorbed, and how capital choices should support profitability, cash generation and the next decisions of the board.
Get the facts. Take the decision. Execute.
The programme is divided into two phases. Phase I establishes the baseline. The board then decides whether to proceed. Phase II carries the chosen actions into execution through portfolio decisions, governance cadence and capital discipline.
S1. First call
You bring the decision pressure. We align on who needs to be involved, what must be answered, and what the board needs to decide after Phase I.
S2. Direction
We confirm scope, access and evidence path, and define the questions the baseline must answer.
P1. Phase I: Diagnostic and value baseline
We establish normalised profit and loss, cash flow, capital use and costs, and test portfolio economics, commercial effectiveness, data integrity, governance, market constraints and a conservative valuation check.
BG. Board review and explicit decision gate
The board reviews the baseline and decides whether to proceed, pause or stop. The baseline remains the reference pack for future decisions and external conversations.
P2. Phase II: Execution and governance
We execute a focused plan designed from external decision criteria. Portfolio actions become binding. Governance cadence is enforced. Innovation is treated as capital allocation, with stop criteria where evidence does not hold.
Capital raise readiness: VC and bank scrutiny
A growth company needed external capital, but the financial structure was not ready. Unit economics were debated, cash conversion was unclear, and debt capacity could not be defended with confidence. We used CAG to rebuild the baseline, restructure the financial story, and create a board pack that held under lender and investor questions.
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TriggerFunding process stalled due to unclear economics and weak cash visibility.
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What we didNormalised P&L, cash and working capital logic, and rebuilt cost ownership and KPIs.
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Board gateBoard approved the capital plan: amount, terms, covenant room, and use of funds.
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OutcomeAn investment and lending pack with pricing logic, margin integrity, cash bridge, and governance cadence.
Board-ready decisions start here
CAG establishes the baseline, the decision gate and the path into execution before more capital is committed.
What leaders say when the numbers become board-ready
CAG is used when profitability, cash generation and capital use need to support an actual decision.