Governance
Where decisionsare actually made.
Mobility only works if reallocation is governed. Nine committees sit above the six divisions, chaired by named executives and independent directors, each with a written remit and a reporting line.
- Committees
- 9
- Board
- 7 directors
- Independent directors
- 4
- Executive Committee
- 9 members
Committees
Nine committees, one reporting map.
| Committee | Chair | Members | Meets | Reports to |
|---|---|---|---|---|
| Investment Committee | Ines Castellane-Whitlock | 5 | Fortnightly, with a written procedure between sittings where a transaction timetable requires one. | The Executive Committee, with a quarterly allocation report to the Board of Directors. |
| Risk & Valuation Committee | Dmitri Halloran-Veiga | 4 | Monthly for marks and limit utilisation, with a full valuation review in each quarter. | The Board of Directors. |
| Information Governance Committee | Priya Vantongeren | 4 | Quarterly, and within ten working days of any incident affecting client or personal information. | The Board of Directors, with model questions referred to the Ethics & Technology Council. |
| Compliance & Conduct Committee | Fenella Marsh-Adeyemi | 4 | Quarterly, with a further sitting whenever a breach, a sanctions question or a complaint requires one. | The Board of Directors. |
| Audit Committee | Cormac Delacroix-Nwosu | 3 | Five times a year: once in each quarter and once before the annual accounts are approved. | The Board of Directors. |
| Ethics & Technology Council | Ottoline Baskerville-Nakamura | 4 | Quarterly in Singapore, with a written procedure for model approvals between sittings. | The Board of Directors, with data questions referred to the Information Governance Committee. |
| Remuneration Committee | Marguerite Aldous-Kerr | 3 | Three times a year, in February, June and November, and as required for an appointment. | The Board of Directors. |
| Expansion Committee | Rafael Quintero-Blyth | 6 | Quarterly, and monthly while an office is opening or a jurisdiction is being licensed. | The Executive Committee, with every phase gate approved by the Board of Directors. |
| Executive Committee | Tobias Renfield-Oyelaran | 7 | Monthly, in alternate months at Palm Beach and otherwise in George Town or by video. | The Board of Directors. |
Goals
Six firm-level goals with a horizon and a measure.
A client portfolio of US$1.5 billion
The client portfolio under stewardship stood at US$842 million at 30 June 2026, against US$38 million at the end of the first year. The target for 2032 is US$1.5 billion. It is to be reached through mandates from institutions, intermediaries and families in the sectors the group already originates in, and not by acquiring another manager.
2032 · Client portfolio under stewardship at each year end, reported in US$ million.
Forty jurisdictions of domicile or registration
The group holds a domiciled or registered entity in 28 jurisdictions. Twelve more are to be added by 2032, in the order set by the Expansion Committee and only where the local regime, the counterparty network and the treatment of cross-border income support a permanent presence. A registration that stops earning its cost is surrendered.
2032 · Jurisdictions holding an operating domiciled or registered group entity at each year end.
Fifty offices and representative desks
The group works from 36 cities, ranging from the group headquarters in George Town to representative desks of two people. Fourteen further openings are planned by 2032, and six existing desks are to become offices. Every opening is reviewed against its approved case after twelve months, and the count is taken at the year end.
2032 · Offices and representative desks open at each year end, counted by city.
A group of 480 people
The group employed 312 people at 30 June 2026, having started with nineteen. The plan reaches 480 by 2032. Growth is weighted towards origination, risk and compliance rather than administration, and no office opens until a named lead has been appointed to run it and to hire into it.
2032 · People employed by the group at each year end, excluding contractors and secondees.
A welfare audit on every life-science position
Welfare in biological capital is the fifth principle of the Ethical Technology Charter. Twenty-two of the 47 portfolio companies and positions are life-science positions, and nineteen of those carry a completed welfare audit. The remaining three are to be audited during 2027. No new life-science position is committed without an audit scheduled.
2027 · Completed welfare audits as a share of life-science positions held, target 100 per cent.
Every phase of Programme Latitude funded from realised proceeds
Programme Latitude carries US$180 million of investment across seven phases between 2026 and 2032. Each phase is paid for out of realisations. The group raises no new external capital for expansion, uses no client money for it, and does not draw on the US$215 million of committed but undrawn facilities to fund a phase.
2026 to 2032 · Share of programme investment funded from realised proceeds, target 100 per cent.