High Performance Governance Framework

Vesper Infrastructure Partners applies a proprietary and institutionalised active governance framework, which has been refined over decades of infrastructure investing.

Vesper Infrastructure Partners applies a proprietary and institutionalised active governance framework, which has been refined over decades of infrastructure investing.

This is an industrial, high-performance governance framework, which is articulated in three phases:

Assimilation: this phase leverages on post-closing access to the company’s information, to complete analysis of selected areas of the business model, assess the overall organisational fit, review strengths and weaknesses of the management team and launch key deep dives on operational, commercial and technological topics;

Alignment: which is focused on establishing an active Board, refining the envisaged value creation strategy (on the basis of the outcomes of the deep dives and organizational review), quantifying each value creation initiative and crystallizing alignment among shareholders and managers through the set-up of a management incentive program, based on personal investment from each participant;

Acceleration: final phase to identify KPIs for each specific value creation initiative, to accelerate the organisational pace by assigning challenging intermediate goals for each KPI and to set-up a PMO office to track and discuss KPIs progress on a monthly basis.

This is an industrial, high-performance governance framework, which is articulated in three phases:

Assimilation: this phase leverages on post-closing access to the company’s information, to complete analysis of selected areas of the business model, assess the overall organisational fit, review strengths and weaknesses of the management team and launch key deep dives on operational, commercial and technological topics;

Alignment: which is focused on establishing an active Board, refining the envisaged value creation strategy (on the basis of the outcomes of the deep dives and organizational review), quantifying each value creation initiative and crystallizing alignment among shareholders and managers through the set-up of a management incentive program, based on personal investment from each participant;

Acceleration: final phase to identify KPIs for each specific value creation initiative, to accelerate the organisational pace by assigning challenging intermediate goals for each KPI and to set-up a PMO office to track and discuss KPIs progress on a monthly basis.