We bring an independent view and hands-on experience to your board table. We think through strategy, investment, finance and family–business decisions with your board, and follow each decision until it is carried out.
A board advisor is an independent senior consultant who attends board meetings regularly but does not vote. The role is to test the strategic decisions in front of the board against data, to put on the table the risks that owners and executives cannot see, and to check whether decisions are carried out in the field. The board decides; the advisor makes sure the decision stands on firmer ground.
The scope is set by what the company needs; we work on all of the areas below or on some of them.
Preparing the agenda, recording decisions with their reasoning and following them up at the next meeting.
Testing growth, new market, capacity and partnership decisions against data.
Reporting cash flow, debt, profitability and budget variances in a form the board can read at a glance.
Roles of family members, generational handover and family constitution work.
Targets for the general manager and key executives, performance follow-up and succession planning.
Board working principles, limits of authority, signature rules and the internal reporting system.
Regular attendance at board meetings, preparation beforehand and follow-up of decisions between meetings. Continuity is the point.
When a company needs a part-time general manager or finance director for a period, we take on the role, build the permanent structure and hand it over.
A project with a clear start and end, in which the family council, shareholding rules and board structure are put in writing.
Companies in Türkiye where our founder İsa Özinan has served as board advisor or interim senior executive:
Family business
Fractional CEO for six months, followed by board advisory.
OngoingFamily business
Board advisory.
OngoingIndustry
Board advisory.
OngoingEnergy
Board advisory.
OngoingIndustry
Board advisory and family constitution project.
CompletedFractional CFO
Part-time finance director (Fractional CFO) role.
OngoingAll our engagements are covered by confidentiality agreements. For that reason only the company name and the role are shared here; the content of the work is not.
In a professional career of more than 25 years, İsa Özinan has since 2005 led projects that solved management problems in energy, construction, manufacturing, software and tourism companies, working in the field with multicultural teams from Germany to Oman and from France to Qatar. He founded PillarRise in 2022. Today he serves family businesses and industrial companies as board advisor, Fractional CEO and Fractional CFO.
What he brings to the board table is not a report but decision experience tested in the field: a consultancy that builds and hands over the solution it proposes. Full biography · Press coverage (in Turkish)
In 60 minutes we discuss the company's situation, the structure of the board and what you expect.
A confidentiality agreement is signed; the role, meeting frequency and duration are set in writing.
Financial statements, organisation and current decisions are reviewed; a first assessment is presented to the board.
Preparation before each meeting, attendance, and follow-up of decisions in practice.
A board member is elected by the general assembly, votes and carries legal responsibility for decisions. A board advisor serves the board under a contract; the advisor does not vote and provides opinion and analysis. This keeps the advisor independent of internal balances.
Family businesses and medium to large industrial companies going through growth, handover or restructuring. Where there is no board, or the board works only on paper, we first set up how the board operates.
A Fractional CEO is an experienced executive who takes on the general manager role part-time and for a limited period. It is used in transition periods: when the general manager leaves, when the founder wants to step back from operations, or when the company needs a fast recovery. A Fractional CFO is the same model on the finance side: it sets up cash, budget and reporting discipline without hiring a full-time finance director. In both models the aim is to build the permanent structure and hand the role over.
Frequency is set in the contract according to the company's needs. For most companies one board meeting a month with short follow-up calls in between is enough; in periods of intensive change the frequency is increased.
Every engagement begins with a confidentiality agreement signed before any data is shared. Financial data, board decisions and family matters are not shared with third parties; only permitted information is used as a reference.
Fees depend on the role, the meeting frequency and the duration, and are given in writing at the proposal stage. We do not quote a figure before the scope is clear.
The first step is a 60-minute diagnostic call. We listen to your company's situation and tell you plainly whether board advisory is right for you.
Schedule a Diagnostic Call60 minutes · Confidential · Choose a time that suits you
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