AT CHASE WE LIVE BY A
Philosophy that is in line with our development impact goals
1. Clearly Identifiable Growth Prospects
Chase seeks opportunities that demonstrate a proven track record of delivering historical growth with sound future prospects.
For the investment case to be accepted, there must be clear, identifiable and achievable near-term growth prospects for the expansion of the core business.
Each opportunity should demonstrate a compelling business case to justify increasing revenues and market share.
2. Foster Strong Management Teams
Our aim is to back or enhance existing or bring in experienced management teams with a proven track record of success and ability to take the company to the next level.
We will seek opportunities where we can create value by augmenting or upgrading management teams from our network of talent. We will also do this where we find management to be inadequate at a later stage of the investment.
Chase will seek to implement incentive structures which align management interests and objectives to create value for stakeholders.
3. Scope to Add Value
Upfront articulation of value addition initiatives. Chase will develop its own value add strategy and 100-day plan, which will include a transformation strategy, for each investment with timelines and measures to monitor the performance.
These key performing areas will be built into the incentives of the Team as well as management to ensure alignment with investors.
Chase brings a hands-on and operational approach utilising the Team’s deep strategic and operational experience and vast network to assist investee companies to scale, grow, mature, expand, pivot, innovate and reinvent themselves where required.
AT CHASE WE WILL
Develop the plan in partnership with management and focus on a few concrete drivers of value
Quick wins
like non-core disposals, cost reductions, value pricing and balance sheet optimisation;
Value add strategy
covering operational improvements, expansion plans, organizational changes, bolt-on acquisitions and a blueprint for portfolio management;
Governance changes
and implementation of transformation plans to streamline internal processes;
Each Team member
to be allocated to a maximum of two deals to ensure that Team members remain focused and engaged on their allocated investments.