Board-as-a-Service · By curation
Apply for a Board-as-a-Service mandate.
Mandates are limited and every engagement begins with a fit assessment. Six short questions are enough for us to judge whether senior judgment will change your outcome.
How engagements start
Selective by design.
Our advisors are active operators and industry references. Each holds only a handful of mandates at a time, which means we choose engagements where senior judgment genuinely changes the outcome.
So every engagement begins with a fit assessment — the decision on the table, the moment the business is in, and who will carry it.
If we are not the right structure for your situation, we will tell you, and point you to what is.
What we assess
A live decision
Something concrete is on the table — a market call, an asset, an exposure, a capital structure or a governance change.
The right moment
Scale-up, transformation, succession, new geography or a shift in exposure: moments where one judgment call moves years of value.
Authority in the room
Owners and executives who can act on the conclusion, and who want to be contradicted when the data says so.
Appetite for candour
A confidential conversation about what is genuinely not working, and shared accountability for what happens next.
01
Tell us the decision
One short, confidential conversation. No deck, no discovery call, no pipeline.
02
We test the fit
We look at the decision, the moment and the people involved — and say plainly if J.PACTA is not the answer.
03
We build the structure
Where it fits, we size the engagement and name exactly which advisors belong in the room.
Comparison
J.PACTA vs traditional advisory models.
| Dimension | J.PACTA | Traditional models |
|---|---|---|
| Who advises | People who have owned the P&L, run the assets and signed off on the exposure. | Analysts and trainers presenting other people's cases. |
| Distance | Continuous, direct access to the same advisors through the decision cycle. | Scheduled deliverables, then silence. |
| Scope | Built around your assets, exposures, counterparties and shareholder reality. | One curriculum stretched across unrelated companies. |
| Shape | Sized to the decision — a single hour, a seat, or a standing committee. | Fixed packages, fixed calendars, fixed cohorts. |
| What you keep | A decision made, a plan owned, and advisors accountable to it. | A report, a framework and the execution risk left with you. |