1. Initial fit check. Send a short description of the business, entity status, target outcome, timing and records already available. We use that information to decide whether this service matches the problem and to identify the few questions that materially change scope. A free first discussion is for scoping; it is not a legal opinion, tax opinion or promise that an authority or institution will accept the case.
2. Written scope and responsibilities. Before paid work begins, the proposal identifies deliverables, information owners, milestones, dependencies, fees, exclusions and the normal communication route. If the work may require a lawyer, tax adviser, customs specialist, translator, property provider, bank or another third party, that dependency is visible rather than hidden inside a general “full service” label. The client can see what our team will do and what still belongs to management or an external decision maker.
3. Document intake and gap review. We organize the records received and mark what is complete, missing, inconsistent, expired or awaiting confirmation. A document gap and an operating gap are not treated as the same thing: a missing copy may be collected, while missing people, premises, transactions or management activity may require a real business change. We explain the effect on cost and timing before the team continues down a path built on an unsupported assumption.
4. Dependency-based execution. Work moves in the order the facts and institutions require, not in the order that makes a progress list look busy. Each material checkpoint records the current status, question owner and next action. Management remains responsible for commercial choices and the truth and completeness of information supplied. We remain responsible for the consulting, preparation and coordination promised in the written scope.
5. Review before submission or commitment. Where the service leads to an application, filing, lease, bank interaction or recurring compliance process, the responsible client contact reviews the material assumptions and approvals before the relevant commitment. We separate “prepared,” “submitted,” “accepted,” “under review” and “approved,” because those states create different responsibilities. A receipt or institution response is retained where available instead of treating an internal task completion as proof of an external result.
6. Handover and continuing obligations. Completion includes a practical handover: what was delivered, what remains open, the next deadlines, who controls documents or credentials, and which events should trigger a new review. If the company needs a connected service—such as registration followed by bookkeeping, or premises followed by policy evidence—that next scope is explicit. The goal is a company team that knows what it has, what it must maintain and when it should ask for help again.