Unclear performance
Reported numbers leave key questions unanswered.
Informed, active ownership for families and family offices.
We independently establish how your companies are performing, so you can decide on evidence whether to fund, hold, change or exit.
Where action is needed, we lead its implementation, at board or executive level.
Situations we help resolve
Our focus is direct holdings in companies, covering oversight, governance, turnaround and exit preparation.
A capital decision
Whether to invest further, hold or exit.
Change to implement
A turnaround, new leadership or better governance.
How we work
Owners depend on boards and management for information, although their incentives and priorities may differ. We work from evidence rather than reporting alone.
Establish the facts
We examine the records, visit operations and speak directly with management. We test every explanation against independent evidence.
Recommend a course
We compare realistic options, their costs, their risks and the consequences of delay. We make a recommendation; the owner or board retains the decision.
Lead implementation
We put agreed decisions into practice and set clear responsibilities. Where needed, Daniel takes a board or executive role under an agreed mandate.
Track outcomes
We set up clear reporting on shorter cycles. Owners see issues sooner and can hold those responsible to account.
Alignment of interests
We are compensated solely by our clients and accept no referral fees, commissions or other third-party payments.
We decline engagements where a conflict would compromise our independent judgement.
Fees reflect the scope and responsibility involved. Where appropriate, part of the fee can depend on agreed, independently verifiable outcomes.
Selected results
Glass packaging group
COO and Board Secretary
Worked directly with the principal on operations, international sales and group governance across four jurisdictions.
Solar energy business
Sole director
Increased revenue by 17%, reduced costs by 21%, doubled cash and reduced long-term debt by 20% in one financial year. Resolved three legal disputes.
Swiss asset manager
CFO and Executive Chairman
Delivered the first profitable year after six consecutive years of losses and resolved over-indebtedness. Subsequently led the wind-down following the family's decision to exit this business.
Recycling company, Paraguay
Restructuring consultant
Doubled production, introduced monthly management reports and quarterly shareholder meetings, corrected share registration, and formalised supplier and client contracts.
Hydroelectric business
Sole director
Delivered revenue growth of 21%; operating profit increased by 110%.
Manufacturing relocation
Restructuring consultant
Supported a relocation from Switzerland to Kosovo, achieving a 31% cost reduction.
About Daniel
Daniel Rincón Hanna has over 20 years of professional experience, including executive, board and turnaround roles. His clients include families from Switzerland, Europe, the US and the Middle East.
Trained as a systems engineer, Daniel examines how information, incentives and decisions shape business performance. He combines financial and operational investigation with experience of leading change.
Education. MBA, IMD. MEng in Systems Engineering, Loughborough University, England.
