The Board's central question
Can this enterprise explain, with evidence, the difference between administering a credit account, exercising delegated authority and accepting financial or customer responsibility?
The company supports institutional credit portfolios through account records, payment allocation, borrower communications, document administration, reconciliations and portfolio information. Its proposed public-market preparation must make those boundaries explicit. The Board seeks an advisor who can work across finance, risk, operations and legal functions to establish a reliable account of what the company does, earns, controls and owes.
The appointment is not a statutory directorship, lending role or assurance opinion. The advisor will make recommendations to the Board; directors and executives retain all decisions and legal responsibilities.
Where the work must go deeper
Delegation must match operating reality
The advisor will examine material client arrangements and trace who can approve an adjustment, waive a charge, change a repayment allocation, restrict an account, communicate arrears, release a document or close a case. The work must identify where an operational convention has expanded beyond written authority. Contracts, system permissions, employee instructions, insurance and accounting should describe the same role.
Customer consent, complaints, subcontracting, data ownership, incident reporting and exit obligations must be evaluated alongside financial terms. A client relationship is not attractive if the company silently assumes unpriced conduct or fiduciary risk. Recommendations should distinguish immediate containment from contractual redesign and longer-term operating change.
Account truth must survive correction
Review opening balances, receipts, allocations, reversals, transfers, arrears, settlements and closure. Identify authoritative records and reconcile them across client, servicing platform, bank and ledger. A balanced total does not prove individual-account accuracy: offsetting errors, duplicate accounts and incorrectly allocated money require separate testing.
The advisor will design ownership and ageing rules for suspense, unmatched payments, duplicate records and manual corrections. Each exception should have a named investigator, customer consequence, resolution evidence and escalation threshold. Client-related funds must be clearly excluded from unrestricted corporate liquidity.
Revenue must withstand a client exit
Disaggregate recurring administration, transaction, implementation, performance-linked and one-time income. Examine acceptance, minimum commitments, penalties, credits, pass-throughs, principal-agent conclusions and modifications. Reconstruct contribution after account correction, complaints, regulatory work, technology, security and receivable delay.
Stress-test a major client termination, portfolio transfer, funding interruption and remediation event. The Board should understand which earnings persist, which disappear and which obligations remain after revenue ends. Offer preparation must not rely on presenting service volume as evidence of profitable scale.
Customer harm must have an owner
Examine inaccurate balances, repeated arrears contact, delayed correction, document release, vulnerable-customer cases and outsourced conduct. Efficiency measures must not reward premature closure or shift work back to the borrower. The advisor will recommend population-level remediation where an error may affect customers who have not complained.
The commissioned output
Deliver a role-and-liability map, account and funds-reconciliation design, revenue-quality assessment, borrower-conduct diagnostic and Board-owned readiness programme. The programme must contain owners, dependencies, costs, closure tests and unresolved risks. A metric dictionary and disclosure evidence index should allow accounts serviced, contract value, recurring income, retention, exception rates and cash conversion to be independently reproduced.
The final rehearsal should combine a quarter-end close with a corrupt repayment file, client exit and customer-fund mismatch. It must demonstrate operating evidence, not merely completed policy documents.
Who should undertake this assignment
The advisor should have at least 22 years of senior experience across financial-services operations, credit administration, banking, audit, finance, risk, consumer conduct or IPO transformation. Relevant careers include CFO, COO, chief risk officer, audit partner and listing-readiness leadership. Experience resolving material account errors or administering an institutional exit will be particularly valuable.
IICA registration is not required. Relationships with lenders, asset owners, collection firms, investors, bankers, statutory auditors and technology providers must be disclosed. The advisor may not present recommendations as audit assurance or use the engagement to originate connected-party financing, outsourcing or consulting work.
The assignment should leave management able to sustain evidence without advisor dependence and the Board able to judge readiness without suppressing unresolved risk.