A qualified corporate adviser is able to

• frame your objectives clearly (raising money, selling/buying the business, refinancing, merger or joint venture)
• present alternatives that demonstrably are the simplest and easiest (fastest) route back from your goal to today
• articulate powerfully the pro’s and con’s of each
• swiftly help you select the the best alternative.

That may sound simple but it rarely is when mutually-exploring a relationship.

Is it you (entrepreneur/executive), who is unclear about your desired outcomes or the adviser, who insists on taking you through a convoluted tour of his or her methodology, to arrive at point where you conceptually agree it makes sense to work together or end the conversation? In 87% of conversations, where I have brought together two parties, it is the latter. The reasons are largely about the adviser’s (lack of) expertise, knowledge (absence of a recent track record of success) and their own self-worth (need to justify their fees vs. value delivered i.e endless “needs” assessment).

If you are the best-in-class art dealer, racehorse trainer, or headmistress, they possess an “eye” for their ideal prospect, move at a comfortable pace and don’t fear turning away unsuitable candidates. Why would a corporate adviser not possess the same skills, behaviours and expertise? Perhaps they are revealing their unsuitability and poor “fit” with your needs.