Protect · Now
Operations
- Margin and cost reviews
- Supply chain and inventory
- Finance and reporting systems
- To
- The Board
- From
- Meridian Group
- Re
- What comes next
- Paper for
- Decision
Most decisions aren't hard. The important ones are.
Meridian advises founders, family businesses and boards on strategy, capital, operations and succession: the decisions that shape the next twenty years.
Item 01
Four questions boards bring us.
Nobody hires an adviser for a service line. They come with a question. Pick the one closest to yours.
Item 02
Four practices, mapped.
Every engagement sits somewhere between protecting what you have and growing into what's next, now or years from now.
NowNextProtectGrow
Grow · Now
Capital
- Debt and equity raising
- Acquisitions and mergers
- Investor readiness
Protect · Next
Governance & succession
- Board design and charters
- Family constitutions
- Leadership transitions
Grow · Next
Strategy
- Market entry and expansion
- Portfolio reviews
- Three-year plans with owners
Item 03
Every engagement ends in a memo.
Situation
Revenue has grown for five years, but operating margin has fallen in three of them, mostly in the provincial branches.
Options
- Close the two weakest branches.
- Reprice the long-tail products and consolidate suppliers.
- Hold course for another year.
Recommendation
Option 2, with option 1 as a decision gate in month six if branch margins have not recovered.
Risks
Price-sensitive accounts may leave; we estimate four of the top fifty and list who owns each relationship.
First 90 days
Named owners, three milestones, and one number the board watches every month.
Short enough to read before the meeting. Specific enough to act on the morning after.
No hundred-slide decks. Every Meridian engagement ends with a written memo that sets out the situation, the real options, a single recommendation, the risks and who does what in the first ninety days.
Sample memo for illustration · details are fictional
Item 04
Three ways to work together.
Plotted on the only axis clients really ask about: how long it takes.
3–4 weeks
Diagnostic
A fast, honest read on one question, ending in a decision memo.
- Interviews and data review
- Decision memo and board session
- Fixed fee, agreed upfront
3–9 months
Programme
We help you carry out the decision with your team, not instead of it.
- Weekly working sessions
- Monthly board updates
- Hand-over to named owners
12 months +
Standing adviser
A partner on call for the board and the owners, year after year.
- Board meeting attendance
- Quarterly strategy reviews
- Direct line to a partner
Item 05
From the files.
Illustrative case notes showing the kind of work we do. Real client work is confidential and shared only with permission.
A family distributor preparing for the next generation
- Situation
- Three siblings, one founder, and no agreement on who decides what.
- What we did
- Interviewed the family, designed a board with two independents, wrote a family constitution.
- What changed
- Decisions moved from the dinner table to the boardroom, with rules everyone signed.
A regional manufacturer whose margins kept slipping
- Situation
- Sales were up every year; profit was not, and nobody could say why.
- What we did
- Built a margin walk by product and plant, then a fix list ranked by value and effort.
- What changed
- Pricing was reset on the long tail, and the board now tracks one margin number monthly.
A founder-led company raising its first outside capital
- Situation
- Strong growth, informal books, and a founder unsure what investors would ask.
- What we did
- Readiness review, cleaned-up reporting, investor materials and a run of the process.
- What changed
- A shortlist of partners who understood the business and terms the founder could live with.
Item 06
Signed by the people in the room.
You work with partners, not a rotating cast. These are the people who sign your memo.
Alex Rivera
Managing partner
Asked about: growth strategy, boards that need resetting.
Jamie Santos
Partner, capital
Asked about: first raises, acquisitions, lender conversations.
Morgan Tan
Partner, operations
Asked about: margins, supply chains, finance systems.
Pat Lim
Partner, governance
Asked about: succession, family boards, independent directors.
Resolved: that no engagement is staffed without a named partner, and that the partner who starts it is the partner who finishes it.
Item 07
The reading room.
Short notes for owners and directors. Sample articles for this demo.
Strategy · 4 min
The cost of a slow yes
Most boards don't make bad decisions; they make good ones a year late. Delay feels free because its cost never appears on a statement.
Read the note →Governance · 6 min
Succession is a strategy, not an event
The handover everyone dreads is rarely about one day. It is a five-year plan for who decides, who owns and who leads.
Read the note →Capital · 5 min
Raise less, earlier
Founders wait until they need the money. The best terms go to companies that raise before they have to.
Read the note →Item 08
Add an item to the agenda.
Tell us the decision in front of you. A partner reads every request and replies within one business day.
Call
(000) 555 0140
Write
hello@meridian.example
Visit
Suite 800, Meridian House
48 Commerce Avenue, Metro Manila