We sit with founders, boards and leadership teams who would like a second pair of eyes on how their company is governed and how it runs week to week. The work is observational, written down carefully, and handed back to you.
Each engagement is small, well defined, and ends with something you can hold in your hand: a written note, a framework, or a meeting you and your team can carry on without us.
A study of a company's board practices — meeting structure, the rhythm of papers, the role of committees, and how decisions are recorded. We read the documents, interview directors, and return a non-attributed summary of observations with options the chair can consider.
A short engagement to design a regular rhythm between a founder and their investors — what belongs in the monthly note, what waits for the quarterly call, and what is escalated outside the schedule. We listen to both sides and propose a structure going forward.
A project to establish a recurring leadership meeting that examines a set of indicators each month and surfaces what needs the team's attention. We define the format, the indicators, the cadence, and the documentation — and facilitate the first two sessions.
Verdure Group keeps its scope narrow on purpose. We would rather close a piece of work cleanly than carry it on indefinitely. A few practical reasons clients tell us they appreciate the approach:
We describe what we see and lay out options. The decision sits where it should — with you.
Every engagement begins with a short brief that names what is in and out of scope. There are no surprise renewals.
The consultant who meets you at the first conversation is the same person who interviews your board and writes the note.
Interviews are non-attributed. Drafts are shared only with the person who commissioned the work.
Our office sits on the Limmatquai. We travel where the work asks us to, across Switzerland and into the rest of Europe.
No slide decks for their own sake. The output is a written document and, where useful, the templates that go with it.
A Board Governance Review usually runs three to five weeks from first conversation to final note. The Cadence engagement is shorter — two weeks is common. The Operating Review Setup runs around six weeks, since it includes the first two facilitated sessions.
Our work is observational and operational. Where a legal question arises — a statutory duty, a regulatory filing — we point to it and ask you to take it to your specialist advisors. We do not give legal advice ourselves.
Only the person who commissioned the engagement, in the first instance. You then decide who else to share it with. Director and investor interviews are written up without names attached, so individuals can speak candidly.
If the work uncovers something the original brief did not anticipate, we will tell you in writing and pause. Any change to scope is agreed before it begins, never folded in quietly.
Documents you send us are kept on encrypted storage on Swiss-hosted infrastructure and returned or deleted at the close of the engagement, according to your preference. We sign a mutual non-disclosure before the first interview.
The figures shown for each engagement are the fees we charge for a single round of the work as described. If the company is unusually large or the calendar is compressed, we will tell you before we start what the addition will be.
We do not ask you to commit on the first call. We ask you to describe the situation, and we will say plainly whether we are the right people for it.
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Visits are by appointment. We will confirm the door code in writing the day before.
A short note is enough. We will read it carefully and write back within two working days, usually sooner.