Map the interests

Identify ownership links, compensation arrangements, referral relationships and roles on multiple sides of a transaction. Ask who benefits from the recommendation and who has authority to approve it. Record relevant facts without turning suspicion into an accusation. Potential conflicts, actual conflicts and poor performance are different questions and require different evidence.

Use an agreed review path

Refer the matter through the governing documents and appropriate legal review. The process may need independent evaluation, alternative proposals or limits on participation, depending on the actual obligations. Disclosure alone does not automatically authorize a conflicted transaction. Preserve the decision basis and any conditions so the approval can later be understood without relying on personal assurances.

Examine a related provider

Imagine a hypothetical owner recommends a maintenance company in which that owner has an interest. Before appointment, disclose the relationship, compare scope and service capability, and determine the authorized approval process. Avoid assuming either that the provider must be rejected or that familiarity proves value. The decision should withstand review on its documented merits. Handle sensitive information carefully and obtain counsel's guidance where duties, consent or remedies are uncertain.

Take the next step

Prepare partnership questions

General information—not personalized legal, tax, investment, engineering or architectural advice.