Client Profiles
Built for the executive who has to run the organisation, the parent or acquirer who has to separate it, and the board that has to stand behind it, in the three markets where credibility is decided on evidence.
Chief Executives
You lead an organisation whose strength sits in its people, and you want that strength held in systems as well: executive control, reporting you can rely on, and a business that can be examined by anyone. We convert individual judgement into documented, transferable systems without losing what made the company work.
Corporate & Divisional Leadership
You are divesting, acquiring, or leading an entity that has just been separated from its parent. Standalone governance, reporting, shared services, and operating infrastructure have to work from day one and hold through the exit from transitional service agreements. We stand them up, stabilise them, and hand them to your team.
Boards & Investors
You want assurance that the reported state of a portfolio company matches its operating reality, and the evidence to show it before valuation, oversight, or exit depends on it. We work inside the company, alongside management, and report to you on the evidence.
HIBS does one thing across three markets: we build the governance, compliance, and operating infrastructure that institutional gatekeepers require, whether those gatekeepers are enterprise procurement teams, regulators and auditors, or public-sector and defence buyers. Their standards differ by market, but each describes the same thing: an organisation that knows how it operates and can show it. Build that and the review takes care of itself. The frameworks and the pace differ by market. The discipline, and what it earns you, do not.
Technology & AI Platforms
SaaS, data platforms, and AI systems facing enterprise procurement and emerging regulation
Enterprise buyers want demonstrable governance maturity before they commit: ISO 27001, SOC 2, and structured operational processes they can examine. For AI systems, the EU AI Act, ISO 42001, and NIST AI RMF add obligations that are best embedded from the outset, since building them in later costs more and rarely withstands scrutiny. We build the compliance and operating infrastructure at the pace your stage allows, so the security review is passed on the first submission and the product stays saleable as the rules tighten.
Public Sector, Defence & Institutional Markets
Suppliers entering public procurement, NATO, and defence supply chains, and institutions strengthening their own governance
Public-sector and defence procurement admit only suppliers who can evidence governance, security, and compliance to institutional standards: tender qualification, supplier assurance, export-control obligations, and vendor registration across national, EU, and NATO channels. We prepare commercial organisations to qualify and to hold the standard once inside, and we support public and institutional bodies in building the governance, risk, and control frameworks their mandates require. This work is conducted at the unclassified level, with cleared partners engaged where an engagement requires it.
Regulated & Transforming Enterprises
Financial services, MedTech, and industrial organisations in carve-outs, post-acquisition integration, or transformation
Regulatory supervision, investor expectations, and institutional client requirements each call for governance and compliance infrastructure that survives scrutiny. Structural change raises the stakes. A carve-out, a post-acquisition environment, or an operating-model transition is the moment to build governance for the structure the organisation is moving to, while audit obligations continue uninterrupted. We establish and stabilise governance in these environments, and design or stand up the shared services the new structure depends on. What the transition leaves behind: a findings and remediation register with named owners, documentation written against actual practice, and a functioning capability the internal team owns when it concludes.
Post-Investment Professionalisation
Capital has been raised. Stakeholders expect operational maturity aligned with the growth trajectory. Governance infrastructure must be operational, not in planning.
Reporting the board trusts and an operating model that scales with the capital.
Enterprise Sales Readiness
Prospective enterprise customers require security certifications, governance frameworks, and audit evidence that the organisation is now ready to formalise.
Certification achieved, the security review passed, and the deal closed on evidence.
Leadership & Ownership Transition
The business is moving beyond founder dependency, or changing hands through acquisition, carve-out, or divestment. Institutional governance is required to support succession, structural delegation, stabilisation under the new ownership structure, and exit preparation.
A business that runs without any one individual and stands up to a buyer's diligence.
Regulatory Preparation
New compliance obligations are emerging, from DORA and NIS2 to the EU AI Act and the EU Cyber Resilience Act. Requirements must be operationalised within existing business operations without disrupting commercial momentum.
Obligations met inside normal operations, with no parallel compliance project to fund.
Response at Speed
An audit finding, a security review, or a regulator's question calls for an immediate, ordered response. The mandate is to stabilise, remediate, and return to the table with evidence.
Findings closed with named owners, and the organisation back at the table with evidence.
AI Adopted at Pace
Autonomous systems and AI tooling have moved quickly, and the organisation wants oversight, accountability, and compliance posture to move with them, ahead of customers, auditors, and regulators asking.
Every agent, model, and non-human identity accounted for, scoped, and under control before anyone asks.
Begin With What Is Ahead
Tell us what is ahead: the enterprise deal, the regulatory examination, the audit date, the carve-out, the seat to fill. In the first conversation you will hear whether HIBS is the right firm for it and what readiness looks like. Engagements on a short timeline are welcome.
Engage the PracticeEvidence That Holds
What is built is documented against actual practice, so it stands when a reviewer tests it rather than when a proposal describes it.
No Other Interest in the Room
Independent of vendors and advisory dependencies. The recommendation you receive is the one your outcome requires.
Built to Outlast the Engagement
Structures that hold under growth, transition, scrutiny, and change of ownership, long after we have left.