Companies, institutions, investors and advisers.
Clients come to HIBS while building, while changing and under scrutiny. The method and the standard are the same.
Companies and Institutions
Technology-enabled and established companies, and public institutions, whose problems cross the boundaries of any one function, adviser or discipline: professionalisation during growth, operating structures the business has outgrown, failures with more than one cause, competing obligations, or a transformation, integration, carve-out or restructuring that alters what leadership is accountable for.
Investors
An investment thesis depends on a company capable of executing it. Before investment, HIBS assesses whether it can; during ownership, it strengthens what cannot yet carry the thesis; before exit, it prepares the company for scrutiny. It reports to the board or investor on the evidence.
Advisers and Providers
Consulting, technology and service providers whose delivery has run into a problem on a client mandate. HIBS advises on what is producing it and how to resolve it, with its role defined for the mandate and its independent judgement preserved.
Different occasions, one question: will the structures the company runs on hold?
- 01
Growth and Professionalisation
A company or institution is growing, professionalising or preparing for investment, and wants its governance in place before it is tested.
- ProfessionalisationStructures that carried the founders, rebuilt to carry the company at scale.
- Enterprise Customers and CertificationGovernance, controls and evidence that meet a large customer's review or a certification body.
- 02
Transactions and Transformation
An acquisition, a divestment, an investment, a restructuring or new leadership changes what has to work, and how.
- Acquisition, Integration or Carve-outThe structures the new shape requires, designed and carried through.
- New RegulationObligations such as DORA, NIS2 or the EU AI Act built into how the company runs, not added on top.
- Technology and AI AdoptionAccountability, controls and oversight in place before adoption makes them harder to change.
- 03
Remediation and Recovery
Something has failed, or several things are wrong at once and it is not yet clear where to start. The cause needs to be found and resolved at its source.
- Incidents and FindingsThe cause of an incident, or of an auditor's, customer's or regulator's finding, established and resolved, with the evidence returned.
- TurnaroundAn operating function brought back to a defined end state against a plan the board has approved.
- 04
Scrutiny and Assurance
A board, investors, regulators or customers need an independent view of whether governance works in practice and will hold.
- Investment and Due DiligenceAn evidence-based view of how the company is governed and run, before investors or acquirers examine it.
- Board AssuranceAn independent opinion for the board, on work HIBS did not design or implement.
HIBS works across the public and private sectors, most often where the stakes are high: where a company or institution is regulated, supplies those that are, or carries responsibilities others depend on.
HIBS exists to solve complex systemic problems.
Before investment or after it, while building or under examination: the method and the standard are the same. Set out the situation; if it is not yet defined, the first conversation defines it.