Advisory Service

Short- and long-term incentives design

We assess and design incentive structures that align behavior, investment horizons and leadership priorities with organizational objectives.

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How We Work
Short- and long-term incentives design

01

Short-termism

Immediate economic pressures distort incentive design, weakening long-term partner alignment and reducing commitment to firm-wide strategic goals.

02

Behavioural drift

Incentives fail to encourage the priorities the firm needs, rewarding past performance rather than future-focused contributions.

03

Goal imbalance

Poor calibration between individual and collective targets creates tension, reducing cooperation and undermining the partnership’s shared objectives.

Our approach

Advise on incentive structures

We design incentives that support sustainable performance and long-term value creation.

Evaluate behavioral alignment

We assess if structures encourage the behaviors and priorities the firm needs.

Balance performance goals

We evaluate how current arrangements balance individual performance with collective goals.

Reinforce partnership models

We determine if existing incentives continue to reinforce the desired partnership model.

“

They redesigned our incentive structures to perfectly balance individual performance with our strategic goals, effectively mitigating short-term economic pressures.

Head of Human Resources

Architecture and Design

01

We assess structural alignment — not just the numbers

Our work examines how compensation structures influence partner behaviour, collaboration, leadership capacity, succession, client development, and investment in the future of the firm. We assess whether existing models support the performance and culture the partnership seeks to sustain — or whether they are creating misalignment, political tension, or unintended economic consequences.

02

We bring independent credibility to complex decisions

We help managing partners, leadership teams, and remuneration committees bring greater clarity, credibility, and strategic coherence to partner reward decisions. Our independence matters: it gives leadership the platform to make difficult changes and bring partners with them.

03

We work at the moments that matter most

Our reviews are particularly valuable during periods of growth, generational transition, market pressure, merger activity, or structural change — precisely when the stakes of getting compensation right are highest and the cost of inaction is greatest.

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“

We had known for some time that our profit-sharing model was generating tension at the partnership table — but we lacked the language and the evidence to address it without making things worse. The review process was rigorous, confidential, and completely tailored to our situation. For the first time, our remuneration committee had a framework it could defend, and our partners had a process they could trust.

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Ready to bring clarity to partner incentives?

Financial and non-financial incentive systems often don’t keep pace with organizational growth. Schedule a consultation today to assess your short- and long-term incentives design.

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