Solari Advisory
Executive advisory at the intersection of governance, operations, ethical AI, and human rights due diligence.
The practice works with leadership teams on decisions that cannot be delegated: how the organization is governed, how work actually moves through it, and how it evidences what it claims.
Practice areas
Six areas, one method.
Each area is entered the same way: establish what is actually happening, name the constraint, then design the smallest change that holds.
- 01AI governance for law firmsGovern the firm's use of AI under ABA Formal Opinion 512, the rules of professional conduct, and UAE guidance: the policy, the supervision structure, and the record that shows it works.
- 02Human rights due diligenceDesign and stand up a due diligence program that identifies salient human rights risks, acts on them, and produces evidence an auditor or counterparty can follow.
- 03AI governanceBuild the governance layer that lets an organization adopt AI systems deliberately: who approves, who supervises, what is documented, and what is refused.
- 04Governance and complianceClarify who decides, who oversees, and how that oversight is evidenced. Governance work that reduces the distance between the policy and the practice.
- 05Operations consultingExamine how work actually moves through the organization, then reduce the handoffs, rework, and undocumented dependencies that make output unpredictable.
- 06Management consultingSupport for leadership teams facing a decision that cannot be delegated: structure, priorities, capability, and the sequence in which they change.
Method
How the work runs.
- Diagnose
- Interviews with the people doing the work, plus the documents that already exist. The gap between the two is usually the finding.
- Name the constraint
- One or two constraints govern most of the outcome. Naming them prevents a programme of changes that cancel each other out.
- Design
- Structures, policies, and controls written to be used, with owners and evidence requirements attached.
- Hand over
- Documentation the client can maintain without us, and a review cadence that survives our departure.
The Institute
Advisory designs the programme. The Institute credentials the people who have to run it.
The two halves are separate for a reason: the body that examines competency should not be the body selling the implementation.
Solari Institute