Start with the decision, not the product
Good governance records should reflect actual decisions and the applicable entity requirements.
This service is offered to private and public companies. That audience description is not a legal eligibility test. Identify your actual objective, such as a suitable business structure, reliable reporting, a specific registration or a response to a notice.
The facts your adviser needs
Prepare constitutional records, board and ownership information and prior statutory registers.
Explain your entity, activities, locations, relevant period and any planned changes. Also disclose existing applications, filings or advisers so duplicated work and conflicting instructions can be avoided.
Ask about alternatives and trade-offs
Ask whether a narrower engagement, a different structure or better internal records would meet the same objective. Compare ongoing obligations as well as the first task. If a requirement is statutory, ask the adviser to identify the applicable official rule and relevant exceptions.
Backfilling minutes without reliable evidence can undermine due diligence and governance.
Make the readiness assessment concrete
Map meetings and events, document approvals and update records alongside applicable filings.
Separate items you can resolve internally from those needing professional judgement or external approval. Record the dependencies and consider whether your team has enough capacity to maintain the resulting process.
Choose a next step you can verify
How are business events communicated so their approval and filing requirements are identified?
Specify meeting support, registers, event work and any specialist company-secretary requirements.
Request a written recommendation that explains assumptions and the proposed scope. Where current eligibility or regulatory interpretation is uncertain, obtain case-specific advice before spending money or acting.
How to use this resource
