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The principal’s assets were spread across jurisdictions and vehicles with overlapping private banks, uneven reporting, and legacy structures. Private equity and venture positions required re-underwriting; several operating businesses needed turnarounds or divestment. High-value commercial disputes were active, while governance, treasury policy, and decision rights were inconsistent. The mandate was to centralise oversight without adding bureaucracy, restore control and visibility for the UBO, and reduce administrative drag.
As an interim CEO, Andrew instituted an integrated portfolio framework for liquid assets, private equity, and venture; prioritised follow-ons, secondaries, or exits; and built a co-investment process with trusted sponsors. He led selective M&A and group reorganisations, managed turnarounds, and negotiated commercial dispute resolutions. Global holding structures were simplified (foundations/SPVs) to improve bankability and control; private banking relationships were rationalised; and consolidated reporting, treasury policies, and authority matrices were implemented. A lightweight finance, legal, and family services stack completed the model - delivering cleaner structure, disciplined allocation, faster execution, and decision-ready oversight for the UBO and next generation.
