Governance & Investment Committees
Ask the questions that change the discussion.
Are the assumptions clear? Is the downside understood? Does the board have the information it needs?
I bring experience as a non-executive director, investment committee member and committee chair to prospective appointments. I also advise on the reporting and decision processes that make oversight effective.
01 / Board mandates
Non-Executive & Independent Director roles
A clear view of the fund’s strategy, its risks and the quality of oversight.
My focus is on whether the fund’s activities remain consistent with its mandate, and whether the board has a sufficient understanding of what management and service providers are doing.
I look at the information reaching the board: what it leaves out, whether concerns arrive early enough to act on and whether responsibilities are clear. This includes operational and service-provider risks as well as investment performance.
Constructive challenge means making a concern specific enough to examine, listening to the response and following through where the issue remains unresolved. An independent role is assessed in the context of the fund and the responsibilities of the appointment.
02 / Committee mandates
Investment Committee Member & Chair roles
An assessment of the proposal and the choices it creates for the portfolio.
I examine the investment logic, financing structure, downside risks and development rationale. This includes what the proposal adds to existing exposures and which assumptions matter most to its viability.
The papers should make the decision clear: what is being recommended, which alternatives were considered and where judgement is required. Committee discussion needs room to test those points before a decision is reached.
My contribution can take the form of committee membership, a chair role or external assessment of investment papers. Formal appointments and advisory support have distinct responsibilities.