Advisory built around one discipline: connecting the dots.
StoGeo takes its name from its founder — Sto from Stoyanov, Geo from George — and its method from a simple observation: the information a board, an owner or an executive needs is rarely missing. It's disconnected.
George Stoyanov
Founder & CEO, StoGeo
Independent Non-Executive Director
Board Member, including a NASDAQ-listed company
Chair, Board-Level Committees
EMCC-Certified Executive Coach
Connect on LinkedInTwenty-six years of watching strategy succeed or fail at the top table.
George Stoyanov spent 26 years across Arthur Andersen, EY, PwC and Grant Thornton, leading Advisory through a period of five-times revenue growth. That career sits on the audit side of the profession — trained to test claims against evidence, not to accept them at face value. He brought that discipline into boardrooms as an Independent Non-Executive Director and board member across a number of companies, including a NASDAQ-listed company, chairing board-level committees along the way. He founded StoGeo to offer that same rigour directly to boards, owners and executive teams, without the overhead of a full firm.
Today he advises across governance, family succession and strategic transformation — including AI as a strategic domain — for organisations spanning the GCC, Europe and the US. He also personally leads Meridian, StoGeo's executive coaching practice, as an EMCC-certified coach working with leaders navigating a defined career inflection point.
- Early career
Arthur Andersen
Trained in the audit-grade discipline that still underpins every StoGeo engagement.
EY
Built advisory capability across complex, multi-jurisdiction mandates.
PwC
Advised leadership teams through periods of rapid organisational change.
Grant Thornton
Led an Advisory practice through five-times revenue growth.
- Present
StoGeo & Independent Non-Executive Director
Advises boards and family enterprises directly, from the boardroom rather than the sidelines.
The dots already exist. It's time to connect what matters.
Most boards and family enterprises already have the information they need somewhere — in board packs, in family history, in strategy documents that never quite became operating plans. StoGeo's role is rarely to generate new data. It is to connect what already exists into a position the organisation can actually act on.
Four principles that don't flex by engagement.
Independence
We are retained for judgment, not consensus. An independent view only has value if it stays independent under pressure.
Rigour
Every recommendation traces back to evidence — the audit discipline of a 26-year Big Four career, applied to advisory work.
Discretion
Governance, succession and coaching engagements are personal by nature. We work quietly, and we work close.
Partnership
We measure an engagement by what changed after we left the room, not by the length of the report we left behind.
Bring an independent, board-literate perspective to your next decision.
Whether it's a governance review, a succession plan, or a strategy that needs to leave the boardroom — start with a conversation.
Get in touch