Cafore strength
Criminal liability of directors and shareholders.
We review the criminal risks of legal representatives, directors, shareholders, and boards when business decisions, payments, contracts, or internal crises may turn into a criminal investigation.
Value for the case
Corporate criminal risk read before testifying, reporting, or signing.
Corporate criminal liability rarely arises from a single document. It usually appears through a chain of decisions: who approved, who executed, what supporting records existed, what warnings were ignored, and what benefit was obtained.
Where we add the most value
Situations in which this strength changes the strategy.
In a corporate crisis, a failed contract, or an internal audit, criminal risk does not always match each person's formal role. We review decisions, authorizations, benefits, omissions, and supporting records to avoid improvised responses.
Disputes between partners that escalate into criminal matters
Cash, dividends, loans, assets, minutes, powers of attorney, or corporate information can end up linked to fraud, breach of trust, forgery, or disloyal management.
Decisions by legal representatives and boards
We analyze who decided, who executed, who had control, what supporting records existed, and whether there was personal benefit, a relevant omission, or reasonable delegation.
Challenged contracts, suppliers and payments
A broken commercial relationship can turn into a criminal complaint when the contract, the accounting, the emails, the payments, and the real intent are not properly understood.
Criminal risk with reputational impact
When there are summonses, audits, formal requests, or threats of a complaint, the strategy must protect the legal defense and also the continuity of the business.
When it becomes critical
Signs that the matter needs a finer reading.
A director may be exposed for what they signed, what they omitted, what they delegated, or what they failed to document. The company, in turn, may need to act as a victim, preserve evidence, or protect operational continuity.
A contract, payment, supplier, client, or employee triggered a complaint, audit, or criminal alert.
The legal representative or board member signed, omitted, or delegated a sensitive decision.
The corporate dispute begins to overlap with fraud, breach of trust, forgery, or disloyal management.
What we review
Four questions before acting.
The review must clarify roles, facts, documents, and possible conduct before speaking with authorities, partners, employees, banks, suppliers, or counterparties.
Who made or authorized the decision?+
We reconstruct the legal representative, board, partners, committees, employees, advisors, beneficiaries, and approval chain to separate real responsibility from formal presence.
What criminal conduct could be alleged?+
We analyze fraud, breach of trust, disloyal management, documentary forgery, procedural fraud, money laundering, tax crimes, or conduct against the public administration when the case requires it.
What corporate evidence exists?+
Minutes, contracts, emails, chats, payment records, accounting, audits, powers of attorney, internal policies, and the traceability of decisions can completely change how the risk is read.
Do the interests of the company and the director align?+
Sometimes the company is the victim, the reporting partner has a conflict, the director needs their own defense, or the company must preserve evidence without compromising the strategy.
Work map
How we turn the problem into a decision-making route.
Administrators, partners, employees, contractors, beneficiaries and the approval chain.
Disloyal management, fraud, breach of trust, forgery, money laundering, or tax crimes.
Minutes, contracts, emails, chats, payments, accounting, audits, and internal policies.
Prevention, response to subpoenas, criminal complaints, victim representation, or technical defense.
Connected legal routes
The value lies in fitting the right pieces together.
Corporate criminal defense does not begin at the hearing. It begins when the information is organized, contradictions are avoided, and you decide whether it is best to report, respond, negotiate, cooperate, or prepare a technical defense.
Criminal defense of directors
Preparation ahead of a complaint, interview, interrogation, indictment, precautionary measures, or trial.
Representation of corporate victims
A roadmap for companies or partners affected by fraud, misappropriation, forgery, breach of fiduciary duty, or breach of trust.
Economic and corporate crimes
Fraud, breach of trust, breach of fiduciary duty, document forgery, money laundering, procedural fraud, and tax crimes.
Evidence preservation
Emails, chats, minutes, accounting, payment records, contracts, authorizations and decision traceability.
Prevention and internal governance
Recommendations to reduce future exposure without mistaking criminal prevention for hollow compliance formalities.
Concrete results
The review must yield a decision, not just a conversation.
The review must leave a clear roadmap: defense, criminal complaint, evidence preservation, document correction, or a response plan for the Prosecutor's Office and other authorities.
- 01Criminal exposure map
- 02Timeline of decisions
- 03Document matrix
- 04Defense or criminal complaint strategy
- 05Evidence preservation recommendations
Applied legal analysis
The individual, the company, and the partners do not always share the same risk.
A director may be exposed for what they signed, what they omitted, what they delegated, or what they failed to document. The company, in turn, may need to act as a victim, preserve evidence, or protect operational continuity.
Defending before the subpoena
When a subpoena, a complaint, or a criminal report arrives, many key decisions should already have been made: preserving emails, organizing contracts, defining a spokesperson, avoiding improvised chats, and preparing a version consistent with the documents.
A corporate dispute is not the same as a crime
Not every breach or dispute among partners is criminal. Distinguishing a commercial conflict from punishable conduct prevents weak complaints, while also allowing decisive action when there is deception, misappropriation, forgery, or breach of trust.
Corporate evidence with criminal weight
Accounting records, minutes, and payment supporting documents are not minor attachments. They can prove authorization, good faith, traceability, benefit, harm, concealment, or the absence of intent.
Crimes against the public administration
When there is government contracting, dealings with public entities, public funds, or relationships with officials, we review risks of embezzlement, bribery, improper interest, contracts lacking legal requirements, forgery, and procedural fraud.
Full legal support
Corporate criminal defense with a corporate-law reading.
If the crisis involves the board, partners, contracts, suppliers, employees, or authorities, Cafore integrates criminal litigation with corporate governance, documentary evidence, and business strategy.
Frequently asked questions
Short answers to decide better.
Is a legal representative criminally liable for everything that happens at the company?+
Not necessarily. We review duties, knowledge, authorization, benefit, omissions, delegations, and the available evidence.
When can a dispute among partners turn criminal?+
When deception, misappropriation of funds, forgery, concealment, breach of trust, breach of fiduciary duty, or improper use of documents appear.
Is it advisable to file a complaint right away?+
It depends on the evidence. A poorly prepared complaint can weaken the case, expose sensitive information, or close off negotiation options.
What should you do before an interview or subpoena?+
Organize the facts, documents, roles, and risks. Also decide whether the individual, the company, and the partners need separate strategies.
Can a company be a victim and at the same time have exposed directors?+
Yes. That is why it is essential to separate interests and preserve evidence without contaminating the defense.
Do you handle crimes against public administration?+
Yes, especially when there are government contracts, officials, public funds, permits, administrative procedures, or administrative decisions connected to the company.
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