Five areas of
advisory excellence.
Strategic Direction
Setting direction and making the choices that follow. What to pursue, what to stop and how to move when the path is unclear, contested or politically difficult. Bringing in new technology is the same kind of decision. What it costs to run once the pilot ends and who has to own it afterwards.
Growth strategy · Board advisory · Market entry · Technology and AI decisions · Organisational design
Organisation Restructuring
Changing how the organisation is put together. Structure, roles, reporting and process, so it runs better and can do more, without breaking the culture or losing momentum.
Restructuring · Talent strategy · Process redesign · Performance systems
Stakeholder Navigation
Getting the people who can stop a decision to support it instead. Government, investors, regulators, development agencies and communities. In markets this size those circles overlap, so who you speak to first often decides what is possible later.
Government relations · Investor engagement · Crisis navigation · Negotiation
Financial Positioning
Getting the money side in order: how the organisation is paid for, how money is controlled and how it is reported. Where funding is the question, the numbers and the story that lenders, investors and boards want to see before they commit.
Structuring capital · Financial modelling · Getting ready for investors · Governance
Institutional Strengthening
Building what has to outlast us: the skills, the systems, the way decisions get made and who takes over when people leave.
Developing leaders · Setting up how decisions get made · Systems · Planning succession
We fix your next problem.
Industries where the stakes are high and the consequences last for decades.
Five sectors,
one point of accountability.
Emerging Market Enterprises
Businesses in dynamic, capital-constrained environments need strategy built for reality, not for a textbook. We work with founders, family enterprises and established firms already operating here as well as international companies entering these markets for the first time. The work is growing operations, tightening how decisions get made, preparing for investment or a sale and expanding beyond the home market without losing what made the business work. Guyana, Suriname and Curacao are small domestic markets beside a very large opportunity, so the next move is usually across a border rather than further down the street. That border may also mean a different language, a different currency and a different legal system.
Growth strategy · Due diligence and feasibility · Getting ready to sell or merge · Entering or expanding markets · Strengthening the board
Energy & Natural Resources
Oil and gas · Mining and forestry · Power and energy transition · Local content · Resource revenue funds
Government & Public Sector
Policy design · Making institutions work · State-owned enterprises · Public investment · Procurement and terms of reference · Reading the politics
Financial Services
Regulatory strategy · Correspondent banking and de-risking · Digital and payments readiness · Risk governance · Market expansion
Development Organisations
Programme strategy · Measuring impact · Working with government · Donor and DFI requirements · Building local skills
You are advised by the people who carry the decision with you.
Harpi is a small team of senior advisors, not a large firm with layers beneath it. That is deliberate: it is what lets us stay experienced, close to the work and accountable for it. Around that core sits a wider circle of specialists we bring in when a problem calls for them.
Senior advisors only
Every engagement is led and delivered by senior practitioners who have made decisions like yours, not only advised on them. You work with whoever diagnosed the problem, not a junior bench introduced after the pitch. In markets this size we will see you again, and that shapes the advice.
One team, several disciplines
Strategy, structure, relationships, money and the ability to keep it running all sit in one room. In economies this small a commercial question reaches government, financing and community faster than it would elsewhere, so you should not be passed between departments for an answer.
Global standard, local ground
The method, evidence and straight talking you would expect from an international firm. From people who know where the decision actually sits, which approval takes longer than the schedule says and which relationships have to be settled before anything can move.
A small core, a wider circle
Bringing in specialists is how the firm is built, not what happens when we are stretched. The pool of people who genuinely know this region is small, so knowing who is good is itself local knowledge. We keep a circle we have checked and worked with before and assemble the ones a problem needs. Where a decision turns on technology we are not the provider, and where a build is needed we bring in specialists rather than pretend otherwise. They work to our standard, under our engagement letter and the result stays our responsibility.
We diagnose before we prescribe. We stay until the change is real. We disagree when we must. We leave organisations stronger than we found them.
A process built for the highest-stakes environments.
Diagnose
We find out what is really going on before we suggest anything. How things actually work, what is getting in the way and what has been tried. That means conversations rather than a data room, because the important part is rarely written down.
In-depth interviews · Reviewing the documents · Mapping who matters · Defining the real problem
Define
We agree what we are doing, who is doing it, by when and who makes the final call. All of it settled before the work starts, so nobody is guessing later on. That includes what we will not be doing.
Agreeing the scope · Forming an early view · Building the work plan · Getting everyone on the same page
Deliver
We work with your team, not away from it. You see what we find as we find it, so you can act while it still matters. There is no report at the end that you have not already seen.
Focused working sessions · Help at decision points · Testing the options · Counsel for leadership
Embed
Finishing the work is not the same as leaving. We stay while the change settles in and step back once your team can run it. In markets this size your best people are needed elsewhere, so the handover is the first thing dropped.
Overseeing delivery · Building your team’s skills · Handing over cleanly · Planning our exit
Trusted by local and international clients.
Enhancing our visual identity and implementing a new POS through Harpi and their trusted partners was one of the best operational decisions we’ve made. The process was smooth, transparent and professionally managed. Thanks to Harpi’s insight and strong partner ecosystem, we’re building a reliable POS system and world-class presence that supports our growth and improves our customer experience.
Whatever the challenge, we fix your next problem.
Three ways to work with us.
Most of our work takes one of three shapes. Which one fits is usually clear after the first conversation, so treat these as a starting point rather than a menu. Where it is not clear, we start with a short diagnostic that defines the problem and what should be done about it. You are free to take that and stop there. Engagements also change shape. A project becomes a retainer, a retainer produces a piece of work with its own scope, and we say so when that is what should happen.
Most engagements run four to six months before there is enough movement to judge them. Shorter than that and you are measuring activity rather than progress.
Advisory Retainer
We stay available to your leadership over time. On call for the decisions that arrive between board meetings and prepared for the ones you can see coming. Most useful where the pressure is continuous rather than tied to a single project. In this region that is common, because policy, prices and counterparties move faster than a project cycle.
Project Engagement
A specific challenge, a defined scope, an agreed end point. The scope can be narrow, one decision or one process, or broad enough to span a programme. We diagnose the problem properly, design the response with you and stay involved through delivery rather than handing over a document.
Board Advisory
Independent counsel at the level where the final decisions are actually made. We work with chairs, boards and chief executives on how those decisions get taken and on the ones that carry the most consequence.
Your Challenge, Our Priority.
Secure Your Next Steps.
Write, call or message us directly. We usually reply within a day. A first conversation costs nothing and is usually enough to tell whether we can help.
Straight to mobile. If we are with a client, we will come back to you the same day.
Message on WhatsAppGeorgetown · Willemstad. Based in Guyana and Curaçao, working across the region. We encourage digital meetings on Teams, Zoom or Google Meet, so we can bring the right people together wherever they are.