Joshua Kwicinski is a Managing Director based in Washington, DC. He has more than a decade of experience in advising on all aspects of the partnership lifecycle, including deal strategy, transaction structuring, ongoing governance, and restructuring/exit. He has advised senior executives and dealmakers at both a corporate and individual JV level across a range of industries, including oil and gas, metals and mining, aerospace and defense, financial services, biotechnology, and others.
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The purpose of this note is to outline the path out of adhocracy, map where companies are on the journey, and offer a few thoughts on how to get started.
Overview of core challenges and keys to success for one of the toughest jobs in business, based on survey results from the JV CEO Effectiveness Assessment (Diagnostic).
Formal and informal levers that minority JV partners can use to exercise sufficient influence over the JV.
Detailed support for establishing appropriate metrics and targets for a JV and driving them into day-to-day operational plans and guidance.
Overview of an approach for setting and aligning on JV metrics and targets.
Our work with dozens of JV Boards and CEOs shows that many JVs with LTIP programs find the current design suboptimal in important ways. The purpose of this memo is to outline four common LTIP structures used by JVs.
Issues and options to consider when a dilutive capital call occurs before an owner has earned its future ownership milestones.
Rationale for creating a strategy and economics unit inside a JV and guidance on how to do so.
