The finance function most Caribbean businesses have was never designed — it accumulated. This is the argument for buying one instead: what the two platform tiers do, how the tier is chosen, what the division performs and what you keep, and what the arrangement produces every month. IN SHORT A borderless finance function is a...
A standing guide for owner-managed businesses, their boards and their advisers The Dawgen Value Architecture™ — six pillars of private company value. This guide addresses Pillar 5. The Dawgen Value Architecture™ Most owner-managed businesses in the Caribbean are worth less than the people who built them believe. That is not a comment on...
IN BRIEF Parametric cover pays on a measured index rather than on an assessment of damage. That is what makes it fast, and it is also the source of every difficulty it creates. An earlier article in this series dealt with how much risk to retain, insure or leave unfunded. This one is about...
IN BRIEF Most employers know what their workforce costs them this year, because it moves through payroll. Far fewer know what their workforce promises are worth, because those promises mature over decades and only a portion of them is ever measured. This article works through one employer: 480 staff, 95 retirees on a medical plan,...
IN BRIEF Most trustee and board discussion of a pension plan begins and ends with the funding ratio. It is the wrong number to end on — not because it is inaccurate, but because it describes one day and says nothing about whether the plan recovers from it. Three questions matter more. How mature...
IN BRIEF Caribbean organisations cannot influence how often hurricanes form or how intense they become. That is the part of climate risk most discussion concentrates on, and it is the only part that is not a management decision. What is decided — deliberately or by default — is what the organisation owns and where,...
IN BRIEF A strategic plan is a set of assumptions with a financial statement attached. The assumptions are usually reasonable. The problem is that they are recorded as inputs rather than as uncertainties, and once a number enters the model nobody revisits who chose it or what it would take to be wrong. This article...
IN BRIEF Actuarial technique is not a service for insurers. It is a method for putting a number on uncertainty — and most organisations are already carrying uncertainty they have priced by assumption rather than by measurement. Three worked cases follow: an extended warranty, a receivables book and an inventory decision. None involves an...
Article 6 closed with a one-page exercise: the assurance map, showing which of an organization’s principal risks carry continuous assurance, periodic assurance, or none at all. Boards that complete it honestly usually discover the same two things. First, some risks are assured twice — tested by internal audit, reviewed by compliance, monitored by risk...
Markets teach control lessons in two ways: privately, through the quiet findings of a well-functioning assurance system — or publicly, through announcements no board ever wants to draft. Over the past two years, the Jamaica Stock Exchange has delivered several of the second kind: a substantial inventory write-off at a listed company, a material...
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