Corporate Leadership & Organisations
C-level, Board of Directors, HR, risk & compliance
When AOI is relevant
When signals are present but coherence is missing. When integrity, governance or strategic continuity is at stake. When a substantiated, defensible interpretation is needed to underpin a decision with legal, reputational or operational impact.
Typical triggers
Before an appointment, partnership or structural collaboration with an external party
Prior to or during the evaluation of an integrity, security or compliance policy: vulnerability and exposure analysis on critical functions and governance relationships
When a board decision rests on information whose coherence has not been established
Suspicions of integrity violations within leadership or critical functions
When there are signals of internal fraud, conflict of interest or governance deviation
Post-incident: reconstruction of what actually happened, with a view to defensibility
When to engage AOI
When internal control or HR does not have the tooling, capacity or independence to interpret signals in a structured, legally robust manner. When externalisation precisely strengthens the proportionality and defensibility of the process.
What AOI delivers
Depending on the nature of the question, we work from fact-finding, digital analysis (DAOI) or a combination of both. The report separates facts from interpretation, with explicit mention of sources, methodology and limitations. No recommendation for a personnel decision — but insight that can support such a decision.
What AOI does not do
No surveillance. No pressure or confrontation techniques outside a legal framework. No recommendations for sanctions, dismissal or legal action — that consideration remains with the client and their counsel.