Pillar 05 · Advisory
When the system becomes the strategy.
Infrastructure without ownership drifts. Advisory at CoreVex is operating leadership placed around the stack — fractional executives who have run the book, the desk, the regulator conversation and the liquidity negotiation.
This is not consulting delivered in a deck.
Most advisory in this market sells analysis. CoreVex sells accountability for decisions that have to be taken weekly: which venue to add, where to set the exposure ceiling, which module to build next, what the revenue mix should look like in twelve months, and who owns the answer when it goes wrong.
The engagement is scoped to named deliverables each month, reported in a format your board can read, and priced as a retainer — not as a project with a discovery phase that never ends.
Engagement shape
Fractional CTO
Owns the technical roadmap, the vendor landscape and delivery accountability. Writes the architecture decisions down, so the platform does not depend on one engineer's memory.
- Architecture review and decision records
- Vendor and build-versus-buy assessment
- Delivery planning, resourcing and quality gates
- Technical due diligence on acquisitions and partners
Fractional CRO
Sets risk appetite in numbers the engine can enforce: exposure ceilings, concentration limits, escalation thresholds and the conditions under which the book stops taking flow.
- Risk appetite statement translated into engine parameters
- Exposure ceiling and hedging policy design
- Client classification and routing governance
- Incident review and control failure analysis
Fractional COO
Designs the operating cell: which functions are automated, which retain human judgement, what the service levels are, and what the whole thing costs per active client.
- Operating model and headcount design
- Service-level definition and measurement
- Escalation matrices and ownership maps
- Cost-per-client and unit-economics tracking
Compliance leadership
Builds the policy set, the evidence pipeline and the supervisory relationship — working alongside your legal counsel, never replacing them.
- Policy set and control documentation
- Evidence automation and audit readiness
- Complaint handling and dispute process design
- Supervisory liaison support and reporting cadence
Strategic advisory
Revenue-mix design, jurisdictional strategy, liquidity negotiation and launch governance — the decisions that determine whether the infrastructure pays for itself.
- Revenue-mix modelling and concentration control
- Jurisdictional and licensing strategy
- Liquidity provider negotiation and rebate strategy
- Launch programme governance and gate reviews
- Board and investor reporting packs
How we are held to account
| Principle | What it means in the engagement |
|---|---|
| Named deliverables | Every month has written outputs. If a month produces none, the retainer is not invoiced for it. |
| Written decisions | Architecture and risk decisions are recorded with rationale, alternatives considered and the owner. |
| No vendor commissions | Recommendations are not paid for by the parties being recommended. Conflicts are declared in writing. |
| Measured claims | Where an outcome is projected, the measurement method and the baseline are published with it. |
| Exit by design | Documentation, runbooks and decision records are written so the function survives our departure. |
Pillar 05 · next step
Start with the decision you keep deferring.
Most advisory engagements begin with one deferred decision: a risk ceiling nobody wants to own, a vendor contract nobody has read, or a revenue mix nobody has modelled. Bring that decision.