Acquiring a business rarely involves purchasing assets alone. In most transactions, you are also acquiring the leadership, relationships and culture that will shape the organisation long after completion. Even a well-structured deal can be undermined if key individuals bring undisclosed risks into the business. Early-stage due diligence on owners, directors, senior leaders and key employees helps organisations: Validate transaction assumptions Support board and investment com

Allegations of workplace misconduct are increasing as companies look to drive efficiencies through technology and reorganising efforts to compete and adapt to the changing environment.   Workplace complaints and allegations sit squarely at the intersection of legal risk, organisational culture, and brand reputational trust. How an organisation responds — not just what  it decides — can determine whether the issue can be resolved internally or escalates into a prolonged and co

Some of the most damaging supplier failures in Australia and New Zealand didn’t start with systems or processes, they started with people. This article examines the collapses of Plutus Payroll and Courtenay House Capital, and how publicly available founder history could have flagged material risk long before losses occurred. A practical look at why basic background checks remain one of the most underused tools in third-party risk management. Case Study 1: Plutus Payroll A Pay

Suppliers. Contractors. Vendors. Consultants. Platforms. Partners. They build, ship, process, store, analyse, and represent your business every single day and often with more access to your operations than your own employees. And yet, in boardrooms across Australia, third-party risk remains one of the least owned, least measured, and least questioned exposures in business. The Illusion of Control Most organisations believe they are “covered” when it comes to suppliers because