Scope
Knowing is more than having read the study
A firm that claims to work everywhere works nowhere with precision. So we have drawn a boundary: the sectors whose cycles, benchmark ratios and regulatory framework we know before the first meeting.
That knowledge changes the course of an engagement in practical terms. It means asking the right questions from the scoping interview, spotting an abnormal ratio immediately, and saving two to three weeks on the diagnosis phase, time that shows in both the price and the quality.
It also changes the nature of the recommendations. Knowing that a Luxembourg property developer works on thirty- to forty-month cycles, that a holding company is judged on the quality of its consolidated reporting, or that an industrial SME loses its margin on two-point differences invisible without cost accounting: these reflexes make the difference between generic advice and useful advice.
If your sector is not on this list, we will say so frankly in the first conversation. Our diagnostic and management methods can be transposed, but we will not pretend to know a market we are discovering.
Sectors
Six fields of work
Real estate & construction
Property development, asset management and project management, from feasibility study to delivery.
A market where margin is made when the project is structured and lost during execution. Control of the financing plan and of the sales timetable is decisive.
Financial services
Holding companies, family offices and corporate service providers in the Grand Duchy.
A sector where regulatory constraints shape the organisation as much as the economics of the model. The quality of reporting is an asset in itself.
Industry & distribution
Operational performance, margin structuring and supply chain management.
Margin is built on differences of a few points, invisible without reliable cost accounting. That is often the first workstream.
Business services
Firms, agencies and consultancies going through a structuring or growth phase.
A model where profitability depends on utilisation rate and billing discipline, two variables that are rarely tracked closely enough.
Family businesses
Governance, succession and professionalisation of support functions.
The technical issue almost always comes with a family issue. Both must be addressed, separately and explicitly.
Scale-ups & growing SMEs
Scaling up, industrialising processes and preparing fundraising.
Rapid growth consumes cash and breaks improvised processes. You need to industrialise before the breaking point.
Typical assignments
- Real estate & construction
- Feasibility studies and developer appraisals · Financing plans and cash monitoring per project · Management of construction and sales timetables · Structuring of project companies
- Financial services
- Organisation of support and compliance functions · Consolidated multi-entity reporting · Rationalisation of holding structures · Preparation for reviews by banking counterparties
- Industry & distribution
- Cost accounting and true cost prices · Optimisation of inventory and working capital requirements · Management of purchasing and supplier terms · Automation of administrative flows
- Business services
- Profitability tracking per engagement and per consultant · Commercial structuring and pipeline management · Standardisation of deliverables and methodology · Team ramp-up plan
- Family businesses
- Setting up governance and a family council · Preparing succession and the handover · Professionalisation of finance functions · Clarifying roles between shareholders and managers
- Scale-ups & growing SMEs
- Industrialisation of critical processes · Building investor reporting · Rolling cash flow plan and financing scenarios · Structuring recruitment and onboarding
Discretion
References we do not name
Our clients do not appear on any page of this site. A reference is only shared on request, case by case, and only with the written consent of the company concerned.
Situations
The moments we get called in
Beyond the sector, it is these turning points that make an outside perspective useful.
- Rapid growth destabilising existing processes
- A succession or generational handover to prepare
- An investor coming into the capital
- An acquisition to integrate
- A market turning and forcing a review of the cost structure
- A property or industrial project whose financing still needs to be completed
- New requirements from banking counterparties
- A business leader preparing to step back from operations
Territories
Where we work
A Luxembourg base, the ability to work across borders, and deliverables available in both French and English.
Grand Duchy of Luxembourg
Our home market. Knowledge of the local economy, the banking community, the regulatory framework and the specificities of the Luxembourg administration.
Greater Region
Neighbouring Belgium, France and Germany, for clients whose business or subsidiaries cross the border. We then work with local advisers on legal and tax matters.
International groups
Luxembourg subsidiaries of foreign groups: reporting to the parent company, process alignment and interface with group standards. Deliverables available in French and English.
Get in touch
Your sector is not listed?
Our diagnostic and management methods apply beyond these sectors. We will tell you frankly whether our knowledge of yours justifies an engagement.