Six practices. Written by the partners who lead them.

Where a business should compete, where it should withdraw, and what the coming five years are going to cost to run.

Arbano Group's Strategy practice advises boards and executive teams on the questions that set the direction of a company for a decade. The work is grounded in the market as it is. It is grounded in the operating economics the client has.

Common mandates

• Corporate and business-unit strategy
• Portfolio review and capital allocation
• Market entry and geographic expansion
• Competitive response to a structural shift in a category

Strategy engagements are typically led by two partners writing together. One holds the market argument. One holds the operating one. The recommendation is the reconciliation of the two.

M&A advisory, capital advisory, and the diligence that decides whether a deal survives the year after it closes.

The Transactions practice covers buy-side and sell-side advisory, capital structure work for private and public issuers, and the diligence that stands behind a serious offer. Partners lead every mandate. The diligence work is done by the same people who wrote the strategy.

Common mandates

• Buy-side advisory on strategic acquisitions
• Sell-side advisory and carve-out preparation
• Capital structure and refinancing advice
• Integrated commercial and operational diligence

Transactions at Arbano Group runs continuously with the client's bankers and counsel. The practice writes the commercial view that the deal team then argues. Clients keep Arbano Group on the mandate through signing and into the first hundred days.

Cost programs, working-capital release, and the operating model that produces both.

The practice works with clients whose operating performance has drifted from what their strategy assumes. It works with sponsor-owned businesses at the point in a hold period where operating improvement has to convert into value.

Common mandates

• Cost transformation across manufacturing, procurement, and SG&A
• Working-capital and cash release programs
• Operating-model design and organizational simplification
• Post-close operating improvement for sponsor-owned businesses

An Operations engagement is measured against the numbers it moves. Arbano Group writes the target with the client's CFO at the outset. The engagement is judged on whether the numbers arrived by the quarter the memo said they would.

Core-systems decisions, data foundations, and the technology bets a board can defend to the next board.

Technology and Digital advises boards and executive teams on the technology questions that determine which strategies are available to them. The practice runs alongside a client's CIO and CTO. Implementation stays with the client's own delivery function or with a specialist partner the client already retains.

Common mandates

• Core-systems assessment and remediation planning
• Data and AI strategy for board-level decision-making
• Technology diligence for M&A and separations
• Cybersecurity and resilience posture reviews

The practice's partners have run technology functions inside operating companies. They write for boards who have been asked to approve a technology program without a way of judging whether it will land.

The design of a leadership team, the layer beneath it, and the operating rhythm that connects them to the business.

Organisation work at Arbano Group is grounded in the operating model. A reorganisation that ignores the operating model produces a new chart with the same problem inside it. The practice advises CEOs and boards on top-team design and on the operating cadence that turns a strategy into a set of weekly decisions.

Common mandates

• Top-team design and succession
• Organisation design beneath the top team
• Operating cadence and governance
• Leadership assessment for a live transaction or a live strategy

Organisation engagements are written to be executed by the CEO, and the memo is drafted with that reader in mind. Arbano Group stays close through the first year of the design being lived in.

The regulatory posture a business needs, the risks a board should be tracking, and the controls beneath them.

The practice advises regulated businesses and their boards on regulatory strategy, enterprise risk, and the controls that give a management team something to point to when the regulator arrives. Lead partners have worked inside supervised institutions. The work reads as advice from people who have run the exam room.

Common mandates

• Regulatory strategy and supervisory engagement
• Enterprise risk framework design and refresh
• Controls remediation for regulated businesses
• Board-level risk reporting and committee support

Risk work at Arbano Group is written to be readable by a board committee and defensible in a supervisory meeting. Those are the two rooms the recommendation has to survive. The practice writes for both.