Years of frequent ownership changes had left behind a blurred structure, unclear responsibilities, and a lack of vision at the top within a recently acquired company.
We were mandated to align shareholders, the board, and leadership to enable strategic guidance and the result was faster aligned decisions and renewed collaboration at the top, unlocking growth momentum.
What made the difference was the intent wherein governance wasn’t treated as compliance, but as a tool for empowerment and scale.
How have you approached governance during growth or investment transitions? What worked or didn’t – when defining roles, rights, and responsibilities?