• Strong corporate governance is in the best interest of both Investors and Managers
  • Non-executive directors should have an in-depth knowledge of the alternatives industry and a strong understanding of the strategies employed by the funds they represent
  • A board should have complimentary skills including, for example, investment management, capital raising, risk management, legal and compliance, operations and valuation
  • Non-executive directors should only take on a limited number of relationships and have sufficient time to devote to their clients
  • Directors should be independent.  This protects investors from potential conflicts of interest which may arise when directors act in other capacities, such as administrators or legal advisors to a fund