Strategic advisory, human-capital consultancy and operational process improvement. We sit with executives on the decisions that change the P&L — not only on the filings that follow them.
Advice is useless if it cannot be implemented. Every advisory engagement ends in something the business can run: a roadmap with owners, a budget model, a risk register, a procedure manual, a hiring framework. The method is plain — assess, design, implement, monitor — then refine when the market moves.
Because the same practice keeps books, audits files and handles tax, the advice starts from the numbers rather than from a slide. Where professional independence limits what we can do — for example, where AIS is also the entity’s auditor — we say so at scoping and shape the work around it.
Who this is for
- Owners and executives planning growth, a new market, a restructuring or an acquisition
- Boards that want a risk, control and governance view before the auditor or a regulator asks
- Growing firms whose processes, people and systems have not kept up with the business
What is included
- Strategy — vision, measurable goals, KPIs and a roadmap that can be adjusted when the market moves
- Financial management — budgeting, forecasting, cash, investment analysis and M&A due diligence
- Risk — risk identification and mitigation, internal controls and business continuity planning
- Operations — process mapping, lean improvement, procedure manuals, ERP and automation
- Market — market research, positioning, customer segmentation and expansion design
- People — workforce planning, hiring frameworks, retention, performance management, HR policies and staff handbooks
- Governance — regulatory compliance, ethical frameworks and board advisory
- Digital — IT strategy, digital transformation and protecting the systems the finance function runs on
What you are left with
- A SWOT, goals and a roadmap with named owners and dates
- Financial diagnostics, cost and revenue analysis, and benchmarking against a realistic peer set
- A risk register and the controls that reduce exposure
- Process maps and procedure manuals staff can follow
- HR frameworks, policies and a staff handbook
- Change support while the new way of working beds in
How the work runs
Every engagement follows the same four steps: listen, scope in writing, do the work, stand behind it. The calendar and the named partner are in the letter — not in a follow-up email that never comes. Where the finance team needs training to carry the change, the AIS Academy sits beside the engagement.
Questions we are asked
- Can you advise us if you are also our auditor?
- Partly. Professional independence rules limit the advisory work an auditor may do for its own audit client. We check this when we scope, and where a piece of work would compromise the audit we say so and decline it.
- Do you only produce a report?
- No. Each engagement ends in something the business runs — a roadmap with owners, a budget model, a procedure manual or a policy set — and we stay for implementation where the letter includes it.
- Is HR advice part of business advisory?
- Yes. Workforce planning, hiring frameworks, retention, performance management, HR policies and staff handbooks all sit inside business advisory.