Joshua Kwicinski

The purpose of this document is to illustrate the practices used by some successful Parent companies to meet the standards of anti-corruption regimes while selecting a partner

Observations from Water Street’s ninth annual London roundtable on JV portfolio governance.

The purpose of this note is to describe how companies go astray with the Shareholder Representative role, and to outline workable models when companies want to designate a Shareholder Representative.

The purpose of this note is to illustrate important decisions that are generally undefined within venture agreements, to show how a “default setting” for voting can be a powerful lever for companies in certain situations, and to introduce other remedies to deal with undefined decisions in venture agreements.

Tangible practices to gain insight, build relationships and influence your peers in the Operator. How many of the 33 practices’ have you used?

Developing a Plan to Manage Your Non-Operating Partners.

Reducing partner drag and accessing other rewards from engaging differently with non-operating partners. No more “Do what I say, not what I do.”

What our benchmarking data says about non-operated asset team size, and the factors that should drive asset team sizing – but rarely do.

Four sample structures to enable unwinding a JV by dividing the business among the owners. Are you skilled enough to unscramble an egg?