A title alone does not explain who may make a decision. The useful question is which person or body has responsibility for a particular matter, what authority supports it and how the client can raise a concern. Start by identifying the responsibility, authority and escalation route for each important decision.
Your relationship documentation and authorised contact arrangements identify the people responsible for your mandate. Confirm changes through an established channel, especially where a request concerns payment details, account access or a new representative.
Relationship coordination
The relationship contact provides continuity across discussions, helps identify the appropriate specialists and tracks questions that require follow-up. Coordination should preserve the context of the client's objectives, constraints and existing arrangements.
It does not automatically confer authority to approve every investment, payment or legal action. Ask which matters the contact can resolve and which need a separate decision. Keep the agreed escalation route with your relationship records.
Investment responsibility
Investment authority depends on the mandate. A discretionary arrangement delegates decisions within agreed limits; an advisory arrangement leaves the decision with the client. Restrictions, reporting and the process for changing the mandate should be explicit.
A review should consider both investment results and whether the mandate remains suitable for the client's circumstances. Material exceptions require a clear explanation and the appropriate approval. Past decisions should be traceable to the objectives and information available at the time.
Operational authority
Account access, payment instructions and changes to representatives require their own controls. A person who can receive a report may not be able to approve a transaction. The current authorisation record should determine access, not an informal understanding.
Changes in family circumstances, employment or professional appointments can make old authorities inappropriate. Review them promptly and confirm that the institution has recorded the change. Sharing credentials is not a substitute for establishing a valid representative.
Specialist advisers
Legal, tax and fiduciary questions should be directed to appropriately qualified advisers in the relevant jurisdiction. Clarify whom each adviser represents and the scope of their engagement. An adviser to a company may not also represent an individual shareholder.
Coordination should identify dependencies and deadlines without obscuring these separate duties. A decision register can help distinguish advice received, approval given and implementation completed.
Escalation and continuity
If a matter cannot be resolved through the usual relationship contact, use the complaints procedure or the agreed alternative contact. For suspected fraud, follow the security guidance and avoid acting on unverified instructions while the issue is being checked.
Keep a continuity record accessible to authorised people. It should identify essential documents, current contacts and the arrangements for an unexpected absence. Review it when roles change rather than waiting for an urgent event.
Questions to ask at the outset
- Who is my primary contact, and what is the alternative route?
- Which decisions have I delegated and which remain mine?
- Who may receive information, prepare instructions and approve them?
- Which advisers act for which people or entities?
- How are conflicts, exceptions and complaints handled?
Content reviewed 14 September 2026