A perspective on ownership.

I have worked with capital from different sides of the table -in audit, corporate finance, operating finance, governance, investment and ownership.

My background combines audit and financial control with corporate finance, including valuation, M&A and IPO work. I later held senior finance and governance roles in international companies, working with restructurings, internal controls, reporting, capital allocation and post-merger integration.

Since 2005, I have allocated my own capital through a private investment holding company - building and investing in businesses across different sectors, working alongside external investors and independent board members, and taking executive responsibility when circumstances required it.

That experience shaped a simple observation: the same economic reality looks different depending on where you sit.
Management sees the company. The board sees its mandate and responsibilities. Finance sees cash flow and control. An investor sees return and risk. A family may see continuity, identity and legacy.

Each perspective can be valid.

Ownership still needs one reference point from which their combined economic consequences can be understood.

That became the basis for The Governance Gap and for the ownership model I use today - built around purpose, capital, market value, cash flow, risk, liquidity, time and consequence.

I work directly with Principals on questions that sit at ownership level: what each asset is for, where capital should be committed, which risks should be carried, how the ownership position is developing, and what a major decision is expected to change.

The objective is a consistent ownership perspective that the Principal, family and organisation can use to think, speak and decide over time.