During quarter one 2018, Avalon undertook an assignment in a company in the fraud protection sector where the Consultancy had previously undertaken due diligence on the senior management team.  During that assignment Avalon had noted that there was the potential for friction between the recently-appointed Managing Director and the majority owner/Chairman.  Although they had worked together previously, it had been as colleagues rather than in a hierarchical structure.

The Chairman instructed Avalon to advise on the ‘ideal’ role responsibilities for the Chairman and Managing Director respectively and to suggest ways of working that would maximise their joint effectiveness.  The Consultancy had already interviewed and profiled the key people in the Company, so had a head-start in reaching its recommendations.

The Lead Consultant produced a report and met with the Chairman and Managing Director together to work through the recommendations.