A mid-sized pharmaceutical distributor got hit with conflicting regulatory requirements across three provinces. They were expanding fast—maybe too fast—and suddenly found themselves dealing with Health Canada audits, provincial licensing issues, and some pretty serious compliance gaps that could've shut them down.
We didn't sugarcoat it. First thing was a full compliance audit to see exactly where things stood. Then we built them a unified compliance framework that actually made sense across all their locations—not just a copy-paste job. We worked directly with regulators to address the immediate issues while setting up proper ongoing monitoring systems.
They passed their follow-up audits without major findings. More importantly, they've got a system now that scales with them. No more scrambling when they enter a new market or launch a new product line.
"They turned what felt like an impossible situation into something manageable. We actually sleep at night now."
Our client wanted to acquire a smaller tech company with some really valuable proprietary software. Problem was, the due diligence revealed a mess—unclear IP ownership, former employees who might've had claims, and licensing agreements that were... let's just say they were creative with the fine print.
We dug into every contract, every employment agreement, every scrap of documentation. Found three potential landmines that would've blown up post-acquisition. We restructured the deal to address the IP issues upfront, got written confirmations from key former employees, and renegotiated the purchase price to reflect the actual risk profile. It wasn't pretty, but it was thorough.
Deal closed three months later than planned, but our client got clean IP ownership and avoided what would've been a seven-figure lawsuit. Sometimes slower is smarter. They're now successfully integrating the technology without looking over their shoulder.
"Worth every penny. They found issues our accountants and our first legal team completely missed."
A manufacturing company with about 200 employees faced multiple harassment complaints that their internal HR just wasn't equipped to handle. Things were escalating, morale was tanking, and they were genuinely worried about potential human rights claims and a toxic workplace lawsuit.
We conducted an independent workplace investigation—interviewed about 40 people, reviewed years of emails and incident reports. The findings weren't comfortable, but they were necessary. We made specific recommendations about personnel decisions, then completely rewrote their workplace policies and trained every single manager on the new procedures. No shortcuts.
They made some tough calls based on our findings. Two years later, they haven't had a single formal complaint. Their employee satisfaction scores actually went up—turns out people like working somewhere that takes this stuff seriously. And yeah, they avoided what could've been a really expensive legal battle.
"They didn't just do an investigation—they helped us rebuild the culture. That's the part that actually mattered."
A construction services company was facing a $2.3 million claim from a former client over alleged project delays and cost overruns. The client was pushing hard for litigation, and our client was staring down potentially years of court battles and massive legal fees—not to mention the reputational damage in a pretty tight-knit industry.
We analyzed every change order, every email, every project document. Built a detailed timeline that showed most delays were actually client-caused. But here's the thing—being right doesn't always mean going to court. We pushed for mediation, prepared a rock-solid defense to show we meant business, then negotiated from a position of strength.
Settled for $280,000—about 12% of the original claim—with a mutual non-disparagement clause. Our client saved probably $400,000 in legal fees alone, not to mention two years of stress and business disruption. Sometimes the win is avoiding the fight altogether.
"They knew when to push and when to settle. That judgment call saved our business."
A family-owned business transitioning to broader ownership had a board structure that was basically informal—worked fine when it was just family, but now they had outside investors asking tough questions about fiduciary duties, conflicts of interest, and decision-making processes. They needed to professionalize fast without losing what made them successful.
We worked with them to design a proper board structure that balanced family input with independent oversight. Drafted new bylaws, created committee charters, established clear policies for conflicts and related-party transactions. The tricky part was doing this in a way that felt like evolution rather than revolution—keeping the family engaged while meeting professional governance standards.
They successfully closed a Series B funding round six months later, with investors citing their governance structure as a key confidence factor. The family's still involved in meaningful ways, but now there's actual accountability and proper documentation. It's corporate governance that works in the real world.
"They understood we needed structure without bureaucracy. That balance is harder than it sounds."
And that's exactly why cookie-cutter advice doesn't work. Every one of these cases started with a conversation where we figured out what was really going on and what actually needed to happen.
Whether you're dealing with a compliance issue that's keeping you up at night, a deal that's more complicated than it first looked, or a dispute that needs smart handling—let's talk about it.
No obligation. Just a straightforward conversation about your options.