The process is designed to remove ambiguity: what is being assessed, who is responsible for each decision, how implementation happens, and when reviews take place.
The first stage is deliberately careful. It protects prospective clients and the firm from moving too quickly into advice before suitability, permissions and scope are clear.
We look at the broad circumstances, the people involved, the type of decisions being considered, and whether our permissions and operating model are likely to fit.
No personal recommendation is made at this point. If the matter is outside our remit, we will say so rather than trying to reshape it into our service.
Objectives, family context, investment history, liquidity needs, tax residence, entities and existing advisers are mapped before advice is scoped.
The proposed service, fees, responsibilities and information requirements are set out before onboarding proceeds.
Identity, source of wealth, regulatory disclosures and relevant agreements are completed before implementation.
The first year is usually where reporting lines, adviser coordination and family decision habits are established.
Where discretionary management is agreed, investment decisions are made within the mandate. Strategic changes, restrictions and wider planning questions remain review items.
We coordinate information and timing, but formal tax and legal advice comes from the appointed specialists. This distinction is kept visible.
Reporting depends on the mandate and family requirements. We agree frequency, format and who should receive information before the first reporting cycle.
Formal reviews are scheduled, with additional discussions when material family, market, business or tax circumstances change.
Use the enquiry form to describe the broad circumstances. A concise summary is enough for us to assess the appropriate next step.