The Decision Table · 01
Put the business objective on the table first.
A proposed agreement, ownership change, employment action or dispute begins with the same question: what must the business decide, and what could change that decision?
- Objective
- The outcome management is trying to protect, approve, negotiate or recover.
- Pressure
- The deadline, commercial dependency or unresolved fact affecting the next move.
- Authority
- The people who can instruct, approve and bind the organisation.
Authority · 02
Who can decide—and what record must follow?
Haq starts by separating commercial agreement from legal authority. Ownership, management powers, reserved decisions and signing authority may not sit with the same person.
- People
- Shareholders, directors, managers, authorised signatories and affected counterparties.
- Record
- Constitutional documents, resolutions, delegations, approvals and the proposed transaction.
- Question examined
- Which approval is required before the business can act with a reliable corporate record?
Contracts · 03
Read the agreement through the operation it controls.
The document is only one layer. Haq frames the review around performance, payment, responsibility, change and exit so the legal questions remain connected to the commercial exchange.
- Before review
- Identify the deal objective, negotiating position, parties and intended operating model.
- During review
- Trace obligations, dependencies, acceptance, payment, liability and termination across the document.
- Possible output
- A defined review, decision note, drafting scope or set of negotiation questions, subject to engagement confirmation.
Employment · 04
A people decision needs a factual record before an opinion.
Contracts, policies, communications and actual events may point in different directions. Haq organises them into a chronology before defining the employment question and the proposed action.
- Earlier position
- The agreement, policy, role and approval structure in place before the concern arose.
- Events in order
- Communications, performance, changes, notices and decisions arranged by date and participant.
- Proposed action
- What management intends to communicate, change, investigate or conclude—and when.
Dispute · 05
Before escalation, reconstruct what the record can prove.
A broken payment, performance or business relationship is easier to assess when the governing terms, actual conduct, notices and desired result are viewed as one sequence.
- Governing position
- The agreement, amendments and documents that define the parties’ responsibilities.
- Event record
- Delivery, non-performance, invoices, payments, correspondence and formal notices.
- Commercial aim
- Recovery, continued performance, renegotiation, orderly exit or preparation for a formal route.
Execution · 06
Defined legal work should end in an executable next step.
Haq’s working discipline connects the factual record to the legal question, the agreed assignment and the action the business is preparing to take.
- Frame
- State the business objective, parties, authority and timing.
- Examine
- Identify the governing documents, confirmed facts and questions requiring legal analysis.
- Define
- Confirm the deliverable, boundaries, dependencies and communication route in writing.
- Act
- Use the output to approve, negotiate, communicate, document or reconsider the proposed step.
Ongoing counsel · 07
Recurring questions still need a defined working rhythm.
Where a business expects repeated contract, governance, employment or operational questions, the useful structure is not unlimited access. It is a clear route for instructions, priorities, ownership and scope.
- Instruction route
- Who may submit a question and which business context must accompany it.
- Priority
- What is time-sensitive, what is material and what can be scheduled.
- Scope control
- Which requests fit the agreed work and which require separate confirmation or specialist input.
Initial enquiry · 08
Begin with the decision—not the entire file.
Share the organisation, the proposed action or problem, the parties involved and the next important date.
Do not send sensitive evidence at this stage. Wait until Haq confirms an appropriate intake route. An enquiry does not create a lawyer-client relationship.
- Tell us
- What the business needs to decide and why the question has arisen now.
- Identify
- The people or entities involved and the records you know exist.
- Flag
- Any date you believe may affect the available options.