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Notes for business owners and project sponsors on running a business with an involved investor, and running a project from scope to handover.

  1. What to prepare before an investor joins your business

    Accounts an outsider can follow, a plan with its assumptions, the problems named plainly and the papers in one place get a business a faster, clearer answer.

    • Investing
    • 4 min read

  2. A project scope that survives the first change

    A good scope names what the project delivers, how acceptance works, what is left out and what is assumed, so the first change is a decision and not a dispute.

    • Project management
    • 3 min read

  3. Decision rights when an investor helps run the business

    When an investor takes part in management, write down which decisions the owner makes alone, which need both sides, and which the investor runs.

    • Investing
    • 4 min read

  4. What the sponsor decides and what the project manager runs

    A project goes best when the sponsor owns the decisions and the project manager owns the running of the work, with one named person and dated decision points.

    • Project management
    • 3 min read

  5. Reporting that an owner and an investor both use

    A short monthly pack from one set of accounts, read before a meeting on a fixed cycle, keeps an owner and an involved investor working from the same facts.

    • Investing
    • 3 min read

  6. One project, several contractors

    When several contractors share a project, the risk sits between their contracts. One programme, a list of interfaces and one line of instruction keep it whole.

    • Project management
    • 4 min read

  7. Governance for an owner-managed company

    Governance in an owner-managed company is a few written habits: a regular review, decisions minuted, company money kept apart and authority written down.

    • Investing
    • 3 min read

  8. Handover is part of the project

    A project ends when the sponsor accepts it and can run it without the project team. Plan acceptance, records, contracts and training from the start.

    • Project management
    • 3 min read

  9. Ready for due diligence, before anyone asks

    What a UAE bank verifies about a company customer, which registers a free-zone company keeps, and how to hold one consistent file that answers both.

    • InvestingProject management
    • 4 min read

  10. When to stop a project

    Stopping a project is a decision. Write the conditions for it at the start, review them at fixed points and judge on what is left to spend.

    • Project management
    • 3 min read

  11. Agree how the arrangement ends before it starts

    When an investor helps run a business, agree at the start how either side can end the arrangement, so an ending is orderly whenever it comes.

    • Investing
    • 3 min read

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