Board & Advisory

Board & advisory

What I bring to a board, which committees I am relevant for, and what I am available for.

I bring something to a board that can be verified: a method for seeing where value is lost between capital intent, governance and execution — and for recognising it while correcting it is still cheap.

Moreni Strategic Alignment Framework

The method I bring to every mandate: it watches the three interfaces between capital intent, governance and execution — not the three pillars taken separately.

What I bring

Allocation discipline

Bringing capital decisions back inside the board: alternatives not pre-discarded, assumptions stated, stop conditions agreed in advance.

Execution-risk visibility

Reading an industrial programme the way those who build it read it: contracts, permits, risk structure, asset life.

Investor interface

Translating in both directions between capital and management, so the thesis is not lost along the way.

Engineering root

Chartered engineer: I read the numbers of a programme at source, not in the summary prepared for the board.

How I work inside a board

When a board divides, most members argue their position harder. My instinct is different, and it comes from years in environments where client, contractor and supplier each held a defensible truth: I identify why both positions are correct within their own logic, then locate where the actual misalignment sits. Disagreement stops being a contest and becomes a diagnosis.

Where I am relevant

Industrial and infrastructure platforms backed by institutional investors · Capital-intensive programmes · Energy systems and industrial decarbonization · Circular economy and environmental infrastructure · AI and compute infrastructure.

Committees

The profile is strongest on risk and sustainability, with direct relevance to investment and capital allocation committees in investor-backed platforms.

Availability

Few mandates at a time, direct and non-delegated involvement. Based in Lugano, global mandates.