Governance that fits the company you run
A small company may make decisions through informal conversations until investment, growth or a disagreement exposes gaps in the record. Yudey's board governance support helps turn the company's actual decision process into a workable framework. We begin with the directors, ownership arrangements and recurring decisions that need clearer authority or documentation. The service is shaped around the business rather than a large-company manual.
The proposed engagement can include a framework review, an authority schedule, selected decision templates and a practical implementation discussion. It does not automatically provide a company secretary, attend every meeting or monitor future compliance. The written scope identifies the documents and processes to be addressed, along with the person responsible for maintaining them once the agreed work is complete.
Clarify who can approve what
The review considers the company's articles and relevant agreements alongside its existing practice. We ask which decisions are routinely made by an individual director and which require collective or shareholder approval. Spending, borrowing, contracts with connected parties and strategic changes can raise different questions. The aim is to identify a usable approval route without assuming one set of thresholds suits every company.
Delegating administration does not remove directors' underlying responsibilities. The official guidance explains that directors remain responsible for company matters even when others help with day-to-day tasks. [1] Our work can make delegated roles clearer while preserving the distinction between preparing information, making a decision and carrying it out. That distinction matters when staff or outside advisers support the board.
Improve the information behind a decision
A decision record is more useful when the supporting material is identifiable. We can help define how papers are circulated, which version is considered and how outstanding questions are recorded. For a significant contract, for example, the board may need a summary of the commercial terms, financial exposure and specialist advice obtained. The record should correspond to the actual decision made.
We do not create fictional deliberations or retrospectively describe a meeting that did not take place. If historical documentation is incomplete, the review records the problem and identifies a suitable professional route for considering it. Templates are starting points for accurate records; they are not evidence that directors considered matters that were never put before them or approved documents they did not see.
Address conflicts and connected interests
The agreed review can identify a procedure for recognising and recording interests relevant to board decisions. We ask how directors currently disclose connections and how those disclosures are considered under the company's framework. A growing company may need a clearer routine when founders own suppliers, provide loans or hold positions in related businesses. The practical process must be understood by those using it.
Where a particular transaction raises a substantive conflict or dispute, tailored legal advice may be required. We distinguish establishing a general procedure from advising on a contested decision. The engagement also clarifies who is represented. Governance support for the company should not be presented as independent personal advice to every director about their own potential exposure or disagreement with colleagues.
Make meetings and written records manageable
The output can include an agenda structure, a decision log and selected minute or resolution templates suited to the agreed scope. We consider how actions are assigned, when they are followed up and where final records are retained. The purpose is to help the board find what was decided and who is responsible, without producing unnecessary paperwork that nobody maintains.
We can also review the handover when a director joins or leaves. Relevant matters may include access to company information, awareness of existing obligations and the allocation of ongoing tasks. Reporting a director change and revising third-party access remain distinct actions. The governance plan identifies those dependencies but does not assume that one set of minutes completes every associated administrative step.
A clear endpoint and an optional continuing scope
At completion, the agreed handover can describe the framework reviewed, materials prepared and improvements still requiring action. We identify who within the company will maintain the documents and when a change in circumstances should prompt reconsideration. A one-off project has a defined endpoint. If the board wants recurring support, its frequency, deliverables and responsibilities need a separate written agreement.
Fees reflect the size of the board, the existing document set and the processes selected for review. The GBP quotation states applicable VAT and the included discussion or training session, if any. Start with your company activity, board composition and the decisions causing concern. We will clarify a focused scope before requesting confidential meeting papers or committing to an implementation timetable.
Official information behind this service
Sources checked on 7 September 2026. Use the linked guidance for subsequent changes.