Seven practices. One standard of proof.

Compliance failures are rarely dramatic. They are a filing missed in March, a register never updated, a policy nobody signed. We map every obligation that genuinely attaches to your business, put it on a calendar with an owner and an evidence trail, and review it before a regulator does.

Where gaps already exist, we produce a written register of them, ranked by exposure, with a remediation plan you can take to your board.

A dispute is won or lost long before the hearing — in the contract, the correspondence and the record. We act in commercial litigation, arbitration, recovery and regulatory defence, and because we also build compliance frameworks, we know what the file should have contained.

Every matter starts with a candid assessment of merits, cost and timeline. Where settlement serves you better than judgment, we will say so.

Most businesses discover the state of their IP during a due diligence, and by then the assignment is missing or the mark is already opposed. We treat intellectual property as a portfolio to be built, licensed, policed and — where necessary — enforced.

That includes the unglamorous parts: clearing a name before you print it, and getting every contractor to assign what they created.

If you are a reporting entity under the Prevention of Money Laundering Act, the obligation is not to have a policy — it is to run a programme, and to be able to show that you ran it. We design AML/CFT frameworks that survive an inspection and an audit.

That reach now extends well beyond banks: NBFCs, payment aggregators, insurers, virtual digital asset service providers and a widening set of designated businesses all carry the same duties.

The Digital Personal Data Protection Act changes the default: personal data is processed on a lawful basis you can evidence, for a purpose you disclosed, for only as long as you need it. Most organisations cannot currently show any of the three.

We run the assessment, build the consent and rights machinery, paper the processor chain, and rehearse the breach response before you need it.

POSH obligations are strict, personal to the employer, and routinely got wrong — an Internal Committee without a valid external member, a policy nobody circulated, an inquiry conducted without the procedure the Act requires.

We set the framework up correctly, train the people who have to run it, and provide external members and inquiry support so that findings can withstand challenge.