Due diligence on a setup intermediary should trace the promised service to the organisations and people delivering it. The provider may coordinate document preparation, translation or submissions through partners. That model can work, but the founder should understand where records go, who is accountable and how an error is corrected before handing over sensitive information or committing the full engagement.
Due diligence on a setup intermediary should trace the promised service to the organisations and people delivering it. The provider may coordinate document preparation, translation or submissions through partners. That model can work, but the founder should understand where records go, who is accountable and how an error is corrected before handing over sensitive information or committing the full engagement.
Reconcile the name on the proposal with the agreement and invoice. Ask the provider to explain any difference and document the relationship. Identify whether the proposed account team works for the contracting organisation or for another participant in the service chain.
Request a simple map of work performed directly and work assigned elsewhere. The map should show the partner's task, information needed and escalation route. The founder does not need access to every internal commercial agreement, but does need a clear explanation of responsibility for the purchased outcome.
Ask the intermediary to demonstrate how an instruction becomes a checked pack, a submission and a final handover. A redacted example can show document version control and case status without exposing another client's information. Examine how uncertainty is recorded and returned to the founder for a decision.
Consider a hypothetical case in which a specialist partner requests a document not included in the original checklist. Who determines whether it is necessary, explains the request and updates the case record? If the founder must independently coordinate every partner, the advertised managed service may have a narrower practical scope than expected.
Ask how additional fees are approved and how external charges are evidenced. Establish who may change payment instructions and use normal verification controls for any change. Keep the payment process separate from pressure to meet an administrative deadline.
Agree an appropriate route for identity and corporate documents, including access and retention arrangements. Request only proportionate evidence during supplier selection. The purpose of due diligence is not to collect another organisation's confidential client archive.
Record which gaps need clarification, contractual wording or a limited initial assignment. If the intermediary recommends an associated service, ask it to disclose the relationship and explain the buyer's choice. Do not infer wrongdoing from the relationship itself; assess whether the arrangement is transparent and suitable.
Approval should state the services reviewed and the evidence relied upon. Reassess when the delivery partner, contracting entity or scope changes. A satisfactory review supports a bounded engagement, not a guarantee that every future administrative or specialist service offered by the intermediary is appropriate.
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