Day-to-day governance is accomplished through workflows for successful management that encompasses all phases of roles, responsibilities and recovery processes required for decision making.
As the advisor to the General Partners we have a wide range of ordinary and extraordinary responsibilities, which can include:
Vs. the Brands Owners;
Assessing business plans, providing feedbacks on how to improve such plans, based on past successes or failures case-history.
Helping to select new key employees, as needed.
Providing advice and guidance to the brand’s founders to ensure they are making rational business decisions.
Introducing the brand to heterogeneous networks of stakeholders such as retailers, distributors, manufactures and potential partners for growth, and support, if needed, any negotiations that might occur.
Providing advice to the brands in portfolio on how to improve financial performances by increasing sales, optimize costs, manage cashflows.
Share informations about opportunities in different industries or regions.
Vs. the LP and the investment community;
Communicating with existing LPs to ensure they are satisfied and well informed with the progress of the portfolio.
Meeting with potential new investors encouraging the fostering of our community.
Creating synergies between our LPs and the portfolio’s of Brands, to exploit any opportunity to increase value for both parties businesses.
Gathering and coordinating procedures and professionals.
INVESTMENT & ADVISORS COMMITTEE
Our governance comprises a number of executives and non-executives advisors as we seek scalable ways that embrace structure and accountability to inform sound decision-making. In addition to helping satisfy the focus on investment strategy requirements, these high-profile advisors can share their knowledge base while interacting with trust and confidence.
Our senior advisors support the General Partners on define risk tolerance and return expectations, spell out any key constraints, outline any environmental, social and governance considerations and describe generally how performance will be evaluated, allowing sufficient flexibility to address changing circumstances vs. few principles such as:
Responsibilities. Understand that their personal views and investing style, while important, should be subordinate to the objectives and best interests of the LPs.
Efficiencies. In order keep control on increase of complexities our senior advisors like to control business “tenor” by articulating their advise on:
Evaluating performance against targets and benchmarks.
Conducting macroeconomic assessments and making tactical asset allocation decisions.
Performing pressure tests on internal teams or external parties during allocation and exit processes.
Consider the impact of diverse thoughts. There are benefits to blending investment and non-investment professionals on the senior advisory team. Diverse experiences and perspectives may, in fact, lead to more robust and comprehensive decision-making, as well as foster inclusion among all team members.