I am not a lawyer and do not provide legal advice. This service is not a substitute for advice from a qualified legal professional.

The review may include:

• identifying and evaluating different scenarios and options;
• weighing the advantages, disadvantages and risks of each strategy;
• reviewing strategic and tactical choices;
• assessing potential costs, risks and expected benefits;
• preparing a budget and estimating future costs;
• conducting a Profit & Loss / Cost-Benefit analysis;
• considering negotiation, mediation, settlement and litigation scenarios;
• clarifying objectives and priorities;
• identifying the key questions to discuss with your lawyers and other advisers before making important decisions.

My perspective is based on 30 years of experience across banking, data analysis, regulatory, legal and compliance environments, combined with a strategic and financial approach to complex situations.

Throughout my career, I have seen too many clients, or people connected to me, spend considerable sums — sometimes tens of millions — on lawyers and legal proceedings without achieving results commensurate with the money, time and energy invested

The issue was not necessarily the quality of the legal advice. Sometimes, the more fundamental question had not been addressed clearly enough from the outset:

Was the overall strategy the right one?

Should you start proceedings? Continue them? Negotiate? Change direction? How much are you prepared to spend? What outcome are you actually trying to achieve? What are the best- and worst-case scenarios? And at what point should the strategy be reconsidered?

Strong legal advice is essential. But it needs to sit within a coherent overall strategy.

My role is to help you step back, structure your thinking, compare scenarios and prepare for important decisions — alongside, and never as a replacement for, your legal advisers.