Advisory Councils in Portfolios

Most portfolio owners are lean by design: they’re juggling capital, people, growth and risk across multiple businesses, yet many delay bringing in advisory support until something breaks.

In this Advisor Insights conversation, we speak with seasoned professionals in portfolio management, Leonard Kaberry and Nathan Carter. In a wide-ranging interview with the Advisory Board Centre’s Louise Broekman and Udo Doring, they share how experienced operators think about advisory councils across portfolios: when to put them in place, how to structure them to maximise effectiveness, and what actually works in practice. Leonard explains:

If you have a portfolio of companies, each one likely has different issues they’re trying to solve. For some, it might be revenue growth, for others geographic expansion or operational challenges. Having one team that can solve all of those different problems is a big ask.

The conversation also turns to advisor selection, looking at what makes the right advisory team, and how to create the right combination of perspectives, capabilities and ways of working to support the portfolio.

KEY INSIGHTS

Dive in to the conversation to learn:

• When portfolio owners should consider bringing in advisory support
• How to structure advisory councils and boards across multiple businesses, and how to get the right mix between consistent board members and specialist voices
• Why relevant experience alone doesn’t necessarily make someone the right advisor
• The difference between a governance board and an advisory board (and why it’s so important that board members understand the fundamental difference in roles and responsibilities)
• Why a strong framework and upfront meeting preparation is critical to avoid falling into ‘typical board behaviours’
• How to create the conditions for constructive challenge and meaningful value, and more.