Business models, operations and the decisions behind them.

An Authorised Signatory Still Needs a Clear Spending Limit

Business manager reviewing an approval authority chart with a colleague.
AI-generated photographic illustration; not documentary photography.

A supplier asks who can sign the renewal. The answer names a person, but it may leave the purchasing decision unresolved. Has the service been approved? Which budget covers it? Does the renewal add a commitment that extends beyond this year’s allocation?

For internal workflow design, distinguish the person who checks the need, the person who approves expenditure and the person authorised to sign. One employee may perform more than one role, but the responsibilities should still be explicit. This is an operational checklist, not a statement about legal signing authority in every jurisdiction.

Describe the boundary in usable terms

An approval matrix should identify the types of decision it covers and the limits that trigger another review. A monetary threshold alone can be incomplete if it ignores contract duration, recurring charges or a change in scope.

In a fictional company, an annual software purchase might fit a department’s spending limit while a three-year renewal requires additional approval. The relevant comparison is the commitment the policy defines, not whichever instalment makes the purchase appear smallest.

Make the route for exceptions visible. Staff should know who can answer a question about a mixed purchase or an unfamiliar contract, rather than splitting a request into smaller pieces to avoid review.

Keep the evidence with the decision

Record the version approved, the approver, the date and any conditions. If a supplier changes the terms after approval, check whether the approval still applies before obtaining a signature. A signature on one document should not be used as evidence that an earlier, different version was reviewed.

Arrange appropriate cover for absences and update access when roles change. Shared passwords and another person’s signature are not a substitute for an authorised handover.

Have legal and finance advisers confirm the authority structure relevant to the company. A clear internal matrix helps employees follow that structure; it cannot create powers that the organisation or applicable law has not granted.