Services
Independent advice for decisions that shape enterprise value
JGH Partners advises investors, owners and boards on critical leadership and governance decisions.
Core advisory
Three mandates. One independent perspective
Our work is organised around three core mandates. Each engagement has a defined scope, an accountable decision-maker and a written recommendation supported by evidence.
Management due diligence
For private equity, venture capital, family offices and portfolio investors
We assess whether management teams have the leadership, capabilities and organisational capacity required to deliver an investment thesis.
OutcomeAn independent assessment of leadership and execution risk, with recommendations for the investment committee, the portfolio owner or the board.
Our advice may extend across the investment lifecycle
A1Management due diligence
When
In exclusivity, before the investment committee.
We look at
The leaders and key experts; how far clients and results depend on individuals; retention risk; red flags in governance or culture.
You receive
A report for the deal team and a session with the investment committee.
A2The first hundred days
When
From closing to day 100, and with each add-on in a buy-and-build. Also when a business line is sold or separated.
We look at
The target organisation; the key appointments; who must stay, and how to keep them; how teams and practices come together, or apart.
You receive
The agreed organisation, an appointments and retention plan, and a 100-day report.
A3Portfolio leadership review
When
The annual portfolio review, or a company behind its plan.
We look at
The CEO, CFO and top team of each company against its value creation plan; succession cover; in venture-backed companies, whether the founding team can lead the next stage.
You receive
A leadership map of the portfolio and priorities for each company, for the operating partners.
A4Ready for exit
When
Twelve to twenty-four months before a sale or listing.
We look at
The team as a buyer, or the market, will see it; gaps to close through appointments or succession; incentives aligned with the exit; for a listing, the board and its committees.
You receive
A readiness report, a plan to close the gaps and the leadership section for vendor due diligence.
A5Retained advisory to funds and boards
When
A continuing need for senior judgement, provided from outside the organisation.
We look at
Regular access for the Chair or the investment committee; the review of appointments and successions across the portfolio; a place on integration committees.
You receive
Periodic sessions and defined deliverables across the year.
We evaluate leadership options against the company’s strategy, governance requirements and the challenges ahead.
OutcomeA defensible recommendation, comparative assessments, the risks identified and a transition framework for the decision-maker.
Our work includes
B1CEO and top-team succession
When
A planned succession, an unexpected departure, shareholder pressure; in family-owned groups, the move to a new generation or to professional management.
We look at
The profile the next CEO needs, agreed with the board; internal successors against that profile; the external market; a development plan and an emergency protocol.
You receive
A report to the board, individual profiles and an emergency plan.
C1Senior appointments
When
Finalists for a C-level role, internal or external; promotions to director or partner; critical projects; a leadership reshuffle after an acquisition.
We look at
The role, calibrated against the business; a scorecard agreed in advance; a structured assessment of each finalist with L4, references and, where useful, a senior expert in the role.
You receive
Individual and comparative reports, and a debrief with the decision-maker.
C2A new leader’s first months
When
The first six months of a new CEO or C-level executive.
We look at
The stakeholders who matter; the expectations agreed with the Chair or the CEO; progress at 30, 90 and 180 days; early signs that something is going wrong.
You receive
A transition plan and a short review at each checkpoint for the decision-maker.
C3The executive committee as a team
When
A new CEO, a merger, results that persistently fall short.
We look at
Each member; how the team decides and works together; the capabilities missing for the strategy.
You receive
A team report to the CEO or the Chair, and individual feedback sessions.
Board and governance advisory
For chairs, nomination and remuneration committees, and shareholders
We advise on whether governance structures, board composition and executive accountability are aligned with the company’s strategy.
OutcomeEvidence-based recommendations, governance frameworks and decision papers for boards and their committees.
Our work includes
B2Board review and composition
When
The periodic board evaluation, the renewal of mandates, the new gender-balance rules.
We look at
Skills against the strategy; confidential interviews with every director; how the board and its committees work; independence, dedication and gender balance under Spanish and EU rules.
You receive
An evaluation report to the Chair, a skills matrix and a three-year renewal plan.
B3Director appointments
When
A board vacancy or a new committee chair.
We look at
The profile against the skills matrix; a structured assessment of the shortlist, with references; fit with the board.
You receive
A comparative report to the Nomination Committee.
B4Nomination and remuneration committees
When
Ahead of scrutiny by investors, proxy advisers or the regulator, or new pay transparency obligations.
We look at
Succession cover and the executive pipeline; executive incentives tied to the strategy and to the roles; the remuneration policy against market practice and EU pay transparency rules.
You receive
A committee report with a twelve-month plan, presented to the board, and an incentive framework.
B5Readiness for listing or a change of market
When
Six to eighteen months before a listing or a change of market.
We look at
The gaps against the target market; the top team and the board committees; the remuneration policy of a listed company; internal communication.
You receive
A readiness plan with milestones, role descriptions and a remuneration policy proposal.
C4Roles, authority and reward
When
A new strategy, a new owner, overlapping roles, slow decisions, a management incentive plan after a deal.
We look at
Who decides what; the top-team roles, with remit, authority and measures; how the committees work; incentives tied to those roles and decisions.
You receive
Role descriptions, a committee charter, an incentive framework and a transition plan.
C5AI in decisions about people
When
AI used in hiring, assessment or promotion; the obligations of the EU AI Act.
We look at
Where AI is used in decisions about people; the risk of each use; human oversight; transparency towards those assessed; the tools and their providers.
You receive
A policy on AI in decisions about people, an oversight protocol and a board paper.
Industry practice
Technology and Industries
We apply our three mandates in the two areas Julia Garcia knows in depth.
Technology
Cybersecurity, artificial intelligence, data centres, cloud and infrastructure, and IT services.
Industries
Oil and gas, shipbuilding, manufacturing, engineering, electrical, automotive and other industrial sectors.
- S1Practice structures, operating models and accountability
- S2Delivery capacity, workforce planning and hiring
- S3International delivery centres and organisational complexity
- S4Specialist careers, pay structures, retention and technical succession
- S5Integration and separation of teams, expertise and client relationships
These are areas of specialist knowledge applied to investment, leadership and governance decisions, within our three mandates.
Method
Evidence before opinion
Five steps, and a person accountable for every conclusion
- 1
Criteria
The role, the scorecard and the decision-maker, agreed before any assessment.
- 2
Evidence
Structured interviews, references and documents, together with the behavioural evidence from L4. Each finding is traced to its source.
- 3
Comparison
Candidates, or the members of a team, assessed side by side against the same criteria.
- 4
Risk review
What could fail, how likely it is, and what would reduce the risk.
- 5
Recommendation
A written recommendation signed by the firm, with the reasoning and the evidence behind it.
L4 · Our methodology
Behavioural evidence for board-level decisions
L4, our proprietary methodology, uses artificial intelligence to infer behaviours and critical incidents from the market’s benchmark behavioural and personality instruments, DISC and Hogan, and tests them against each organisation’s strategic context. It brings evidence, rather than impressions, to every decision, and it does more than assess:
- Assessment of candidates, successors and leadership teams
- Leadership risk maps for investment committees and boards
- Top-talent maps across the C-suite and the level below
- Internal C-suite talent mapping that shows the board where transformation and change are needed
AI informs; people decide.
How we engage
Led at partner level
Each mandate is led at partner level, from the initial discussion to the final recommendation.
Advice to the decision-maker
We advise the people accountable for the decision. Implementation remains with the company’s management or its designated teams, with advisory follow-up where appropriate.