BOARD AND SPECIAL ADVISORY
Experienced challenge for a consequential decision.
A clear question. A defined advisory role.
NorthHelm Advisory works with boards, owners and investors through scoped advisory mandates where governance, capital structure and corporate execution intersect. Doug Bailey, CPA, brings executive and board experience to the discussion.
Discuss your situation ↗Calgary, Alberta · Canadian corporate mandates
01 / DECISION
Give the advisory work a decision to serve.
A board may be weighing a leadership transition, evaluating a financing path or considering how to execute an ownership change. An owner may need an experienced person to connect the operating, financial and governance implications before deciding what to do next.
The useful starting point is a specific question: what must be decided, by whom and by when? A defined question makes it possible to identify the evidence needed, the alternatives worth considering and the specialist input still missing.
02 / CONTRIBUTION
Bring the evidence and the decision together.
Frame the alternatives
Clarify the objectives, constraints and practical choices. Separate established facts from assumptions that could change the recommendation.
Challenge the implications
Explore the connections between funding, ownership, governance and execution. Identify where more information or a specialist opinion is needed.
Coordinate the next step
Agree how findings reach the decision-makers and who owns the actions that follow. Define any further work rather than leaving the engagement open-ended.
03 / AUTHORITY
Advisory work leaves authority with the appointed decision-makers.
A board or special advisor provides perspective and coordination. The role does not, by itself, create a director or executive appointment. Authority remains with the appointed directors and executives.
Legal, tax, regulatory and specialist investment advice stay with the appropriately qualified professionals. NorthHelm does not promise funding, government access, approvals or investment returns. If the situation requires someone to hold office, discuss a director or interim executive mandate.
04 / ENGAGEMENT
Agree what a useful answer would enable.
Before work starts, define the question, information access, intended audience, reporting format and completion point. Agree scope and any deliverables, subject to a conflicts check and appropriate engagement terms.
For the first discussion, describe the decision and the responsibility you believe is missing. Doug Bailey's profile provides career context; the NorthHelm research report provides an example of evidence, uncertainty and practical diligence questions kept distinct.
A CLEAR NEXT STEP
Start with the situation.
Tell us what needs to happen, who needs to decide and where responsibility is missing.
Contact Doug at NorthHelm ↗Engagements are subject to a conflicts check, agreed scope and appropriate indemnification.