Strategic Advisor and Strategic Advisory Board are not the traditional “Consultants” and “Councils”. They are:
- Outstanding professional executives, not belonging to the company’s staff, with relevant experience and knowledge to advise and impact the business
- Able to question the status quo and challenge business managers, bringing relevant insights and visions
- Close advisors committed to the company’s sustainable expansion, supporting the company’s main challenges, such as: growth strategies, selection of strategic partners, path for greater profitability, internationalization, search for higher efficiency and productivity and organizational restructuring
- Gathered periodically (example: weekly, monthly or quarterly, depending on the company), with a pre-established long-term relationship
- Gathered ad hoc for situations and projects that require monitoring and advice in the decision making of business managers
- Recurrently remunerated, and ideally with long-term incentives
They differ from:
- Boards of directors, or fiduciary councils, that assume responsibility and obligation to be responsible for the financial well-being of the Company’s shareholders and for the assessment of the Executive Chairman. Board of directors are needed for publicly traded companies, usually composed of influential individuals with powerful connections or access to investors, rather than specialists and strategists.
- Consultancies, whose team structure in the form of a pyramid and engagement in the execution of the study make them suitable for critical projects of a few months that require in-depth analysis, but not so much for continuous guidance on growth opportunities and problematic points.
CORE PERFORMED ROLES:
Be your Strategic Advisor