Strategy & direction
Make the choices that matter, set a clear direction and translate ambition into a plan people can actually deliver.
Explore this service- Corporate and growth strategy
- Market entry and proposition
- Operating model design
Business AspectLimitedStart a conversation Independent business advisory · Strategy through execution
See the whole business.
Get the right things done.
Business Aspect helps founders, boards and leadership teams turn complex choices into practical progress — across industries, with particular depth in insurance.
For every aspect of your business.
Ideas are the beginning
Strategy without execution is an idea worth nothing.
The value is in what happens next: the first decision, the difficult conversation, the operating rhythm, the detail someone owns and the momentum that follows. We bring board-level perspective and an operator’s instinct for getting things moving.
Think clearlyDecide deliberatelyAct practicallyFinish properly
What we do
From the decision
to the detail.
Focused support at inflection points — launching, scaling, transacting, transforming or resetting. The industry changes; the need to connect strategy and delivery does not.
Transactions & capital
Senior support before, during and after a transaction, combining commercial judgement with financial discipline.
Explore this service- Investor and board narrative
- Diligence and deal support
- Value-creation planning
Operating performance
Turn plans into working businesses by connecting finance, technology, data, governance, people and delivery.
Explore this service- Finance and performance
- Technology, data and AI
- Governance and controls
Leadership & people
Experienced, direct counsel for founders, chief executives and leadership teams at decisive moments.
Explore this service- CEO, CFO and COO counsel
- Founder and team development
- Boards and succession
Across business
Built for the moment that matters.
New venture or established organisation. Consumer brand, technology idea or complex financial business. We help leaders bring shape, pace and discipline to the next move.
Deep insurance experience
Our core expertise. Not our only perspective.
Decades across MGAs, carriers, broking, delegated authority and specialty insurance provide a powerful operating foundation — one we apply with curiosity well beyond the market.
Business judgement travels. Industry knowledge makes it sharper.
Led by Rinku Patel
Builder. Operator. Advisor.
A CEO, COO, CFO, founder, board member, start-up specialist and coach. Rinku’s career has connected strategy, finance, operations, technology and people — always with a bias towards turning plans into working businesses.
Alongside advisory work, he writes and speaks about building companies, MGAs, leadership, AI, career decisions and the reality behind launch-day announcements.
More about RinkuFounded Pine Walk in 2017 and led the business until leaving in 2025. In 2025, the Pine Walk group reported $1.25bn of gross written premium under management.
Played a key role in the bifurcation that created The Fidelis Partnership and Fidelis Insurance Group, now renamed Pelagos Insurance Capital. Post-bifurcation, took on the additional roles of Group COO and UK CEO alongside leading Pine Walk — setting strategy and working across the leadership team to execute IT, outsourcing, HR and operational strategies.
Supported the start-up from financial planning, structuring and initial funding through to regulatory approval and readiness to trade.
Led and supported multiple start-ups and acquisitions alongside significant operational, finance and IT transformation across an international business.
30+start-ups built, launched, backed or advised
30+years across business, finance and operations
4distinct perspectives: CEO, COO, CFO and founder
Other projects
Selected Business
Aspect work.
Business Aspect has worked with founders, boards, investors and leadership teams since 2005. These selected projects show the range — from transactions and performance improvement to strategy and building new ventures.
Private equity support
MGA acquisition
Supporting a private equity house assessing the acquisition of a large, well-known MGA — bringing strategic, commercial and operating perspective to the opportunity.
Transaction support
Broker sale
Working alongside the board and finance director of a well-known wholesale broker through a business sale process.
Performance improvement
Cash cycle
A cash-management and process review for a private-equity-backed financial-services business, focused on improving control, pace and cash conversion.
Strategy · Finance · Technology
MGA group review
A financial, commercial and IT strategic review of an MGA group on behalf of its parent company — connecting the diagnosis to practical priorities.
Strategy through execution
MGA strategy
Setting the MGA strategy for a large private-equity-backed organisation and staying involved to help translate it into execution.
Business building
New ventures
Business planning, structuring and hands-on start-up support, including Nutshell Accounts, Eaton Gate and the Vigilis businesses.
Private & confidential
Management Coaching
One-to-one coaching for Executives on a strictly private and confidential basis — helping them work through strategy, execution and pivotal leadership decisions.
Technology strategy & selection
MGA IT solution
Reviewing the needs of an MGA sub-group and identifying the best-fit IT solution — balancing capability, integration, scalability, control and practical delivery.
Private by default
Sensitive work deserves discretion.
All work can be — and the majority is — carried out on a strictly private and confidential basis. We recognise the sensitivity surrounding leadership, people, performance, ownership, transactions and strategic change. Discretion is built into how we work, from the first conversation onwards.
Latest thinking
The MGA Platform
Playbook.
First-hand perspectives on platforms, capacity, economics and the work required to build an MGA that lasts.
Should Every Successful Underwriter Start an MGA?
A successful underwriting record does not automatically make launching the right choice. Examine motivation, portability, distribution, leadership demands and the alternative routes available.
Read on LinkedIn$20m, $100m or $500m: How Do You Scale an MGA?
Scaling an MGA means proving the proposition, making success repeatable, adding complexity carefully, building management and measuring growth across more than premium alone.
Read on LinkedInThe Economics of an MGA: Who Actually Makes the Money?
Follow the economics across customers, brokers, MGAs, platforms, employees, capacity and capital, and ask whether the structure remains aligned when performance changes.
Read on LinkedInWhat Does a Carrier Actually Want From an MGA?
Why underwriting performance, people, alignment, data, operational competence and early communication matter more than premium alone.
Read on LinkedInWhy Do MGAs Fail?
The causes of failure usually start long before an MGA closes. A practical examination of the warning signs and disciplines that matter.
Read on LinkedInThe MGA Has Launched. Now the Hard Work Starts!
Getting to day one is a milestone. Building a durable MGA requires execution, operational rhythm, governance and constant attention after launch.
Read on LinkedInDue Diligence Before You Choose an MGA Platform
A polished presentation shows what is available. The difficult questions test what the platform can deliver, how it behaves and whether the trade-offs are understood.
Read on LinkedInWant to Launch an MGA? Start with the Business
Before choosing a platform, clarify the underwriting business, distribution, capacity, capital, ownership and control you are genuinely trying to build.
Read on LinkedInThere Is No Perfect MGA Platform!
More routes to market have created more choice and harder decisions. The right question is whether a platform fits the team, business and strategy.
Read on LinkedInCoffee or chai?
At the beginning, the end or somewhere in the middle?
If you are about to make a pivotal decision, let’s talk it through over coffee or chai. We may be able to help — and a good conversation is often the best place to start.