The Six Weeks That Proved the Company Had No Plan B The managing director of a Caribbean logistics and warehousing company had built the business over fifteen years into the primary third-party logistics provider for consumer goods importers across two territories. The company operated from a single port-adjacent facility that combined bonded warehouse storage, break-bulk...
Five Risk Reports. Five Formats. No Answers. The board of a Caribbean financial services group met quarterly to discuss risk. At each meeting, the board received risk reporting from five separate sources. The credit risk department submitted a twelve-page report detailing portfolio concentration, non-performing loan ratios, provisioning adequacy, and the top twenty exposures. The operational...
Three Events, Eighteen Months, and a US$4.8 Million Education The CEO of a Caribbean food manufacturing and distribution group had built the business over nineteen years into a company with annual revenue of approximately US$38 million, two manufacturing facilities, a fleet of refrigerated trucks, and distribution relationships across three territories. The business was profitable, growing,...
The CEO Who Decided That Standing Still Was No Longer an Option Three years ago, the CEO of a Caribbean group with operations in distribution, manufacturing, and professional services sat in his office reviewing four documents that had arrived within the same month. The first was the termination letter from the group’s largest distribution...
The US$4.5 Million Programme That Nobody Governed The board of a Caribbean conglomerate with operations in financial services, hospitality, and real estate approved a US$4.5 million digital transformation programme in March. The programme was ambitious: replace the group’s legacy ERP system with a cloud-based platform, implement a customer-facing digital portal for the financial services...
The Bank That Lost a Generation of Customers Without Noticing The retail banking head of a Caribbean commercial bank reviewed the quarterly customer demographics report and noticed a pattern that had been building for three years but that nobody had flagged. The bank’s customer base was ageing. The proportion of customers under thirty-five had...
The Hurricane That Exposed a US$2.4 Million Vulnerability The general manager of a Caribbean financial services group arrived at the company’s headquarters on a Monday morning following a Category 3 hurricane that had passed through the island over the weekend. The physical damage to the building was modest — some roof sheeting displaced, water...
The Annual Report That Said Everything and Nothing The chairman’s message in the annual report of a Caribbean conglomerate listed on a regional stock exchange was, by any conventional measure, perfectly adequate. It reported revenue growth of four per cent, a modest improvement in net profit, the declaration of an interim and final dividend, and...
The Examination That Changed Everything The board of a Caribbean credit union with assets of approximately US$180 million received a letter from its prudential regulator on a Monday morning in January. The letter advised that the regulator would be conducting a comprehensive on-site examination commencing in six weeks. The examination would cover governance and...
The Auditor Who Was Never Heard The internal auditor of a Caribbean commercial bank had been raising concerns for two years. Her quarterly reports documented control weaknesses in the bank’s trade finance operations: inadequate segregation of duties in letter-of-credit processing, incomplete documentation of correspondent banking transactions, and gaps in the know-your-customer procedures applied to...
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