01
Organisation structure and job descriptions
We review your current structure, propose organisational restructuring where needed, and write a description for each key role: responsibilities, reporting lines and KPIs.
For family groups and investors
Corporate governance consulting in Syria for family businesses and investors
When every decision goes through the owner, the company slows as it grows, and partners and investors cannot see who decides what. We build a clear structure, written authorities and a board with regular reporting, so the company runs on rules everyone follows.
Context
Has your company outgrown the way it is run?
If two or more of these sound familiar, the problem most likely lies in structure and authority, not in your people.
- Every decision waits for your signature, even small purchases, because managers do not know their limits.
- Family members work in the business without job descriptions, and ownership and management blur.
- The board meets to sign, not to discuss, and receives no regular reports beforehand.
- You are planning the handover to the next generation, with no framework for when or how.
- An investor or new partner asks how authority and reporting work, and nothing is written down.
Built for owners and boards of large companies and family business groups in Syria, and for investors who need clear structure and reliable reporting after they invest.
Impact
What changes in your company when we finish
Each manager knows what they decide alone and what goes up for approval. Day-to-day decisions leave your desk, while major decisions stay with you and the board, so you keep control. The board receives regular reports showing performance and risk, and partners and investors know who is responsible for what. The next generation takes on defined roles step by step, rather than inheriting the whole company at once.
Scope
What the work covers
02
Authority matrix, policies and procedures
We build a delegation-of-authority matrix showing who proposes, who approves and within what limits, and write policies and procedures for purchasing, sales, cash and HR.
03
Separating ownership from management
We define which decisions stay with the owners and which belong to executive management, and map roles and a succession path for the next generation.
04
Board, committees and board reporting
Our board advisory covers composition and an annual agenda, support for committees such as audit, and the reports the board receives before each meeting.
05
Internal controls and investor readiness
We design internal controls that separate conflicting duties and protect cash and stock, and gather your governance documents in one file for partner or investor review.
Deliverables
What you receive
- A new organisation chart and job descriptions for key roles
- A delegation-of-authority matrix with financial limits per level
- A policies and procedures manual with an internal control framework
- A roles document for owners, the board and executive management
- A board reporting template and the KPIs it will track
- A phased implementation plan and workshops with your management team
Approach
How the engagement runs
1
Free assessment
We discuss how decisions are made in your company today and where they get stuck. Free, with no commitment.
2
Diagnosis and written proposal
We interview owners and key managers and review existing documents, then send a written proposal with scope, timeline and cost.
3
Design and implementation
We prepare the structure, authorities and policies with your management and roll them out in phases, so daily work continues.
4
Follow-up and measuring results
We track how authorities are applied and whether the board meets regularly, measure what has changed and adjust.
Before you start
Common questions about governance
What does corporate governance mean for a family business?
These are the rules that define who decides, how decisions are reviewed and how family interests stay separate from the company's. You need it when dependence on the owner starts to hold growth back, when a partner or investor joins, or when the next generation prepares to take over.
How do you separate ownership from management?
We agree which decisions stay with the owners, such as strategy and senior appointments, and which pass to management under the authority matrix. Regular reporting links the two, so owners keep control through the board rather than by signing everything. Any change to the articles goes through your legal adviser.
What is a delegation-of-authority matrix?
It is a table setting out, for each type of decision, who proposes, reviews and approves, and within what financial limits. We build it from the actual decisions in your company, test it with your managers, and link it to your policies so it is used day to day.
How do you approach succession planning in a family business?
Gradually, not through a sudden handover. We define the roles next-generation family members can hold, the responsibilities and authority attached to each, and the criteria for moving from one role to the next. This can be combined with NAWA's practical training in finance and management.
What governance should an investor require after investing in a company?
At minimum: a clear organisation structure, an authority matrix that names the decisions needing board approval, regular reporting against agreed KPIs, and internal controls over cash and purchasing. We help the investor and the company agree these rules and put them into practice.
Related expertise
Complementary areas
Contact us
Start with a free assessment of how decisions are made
We discuss your current structure, authorities and board reporting, and agree where to start. Confidential throughout; we can sign an NDA before you share anything.
Email[email protected]
Business WhatsApp+963 732 272 074
OfficeNazlet Jamea Al-Akram, Al-Mazzeh, Damascus, Syria
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