Governance framework for $200M+ across 3 jurisdictions

The situation

Leadership saw the direction and priorities differently. There was no shared line of sight from the shareholder down to middle management, and no clean process for how investment decisions got made and reported across jurisdictions.

A previous strategy session with outside consultants had produced reflection, not a plan.

What I did

• Designed the corporate governance framework for managing $200M+ in investments across 3 jurisdictions: board operations, stakeholder alignment, shareholder reporting, decision-making pipelines.
• With the shareholder and CEO, reduced the year to one key goal, one metric.
• Ran prep calls with each top manager, then a strategy session where each presented their plan. The output was a concrete list of goals with deadlines.
• Decomposed goals into tasks with deadlines in a single project-management system.
• Set up regular plan-versus-fact reviews reported to the shareholder monthly.