9.1 Organisational design

The Company is led by a Managing Director supported by an executive team of an Operations Director, Commercial Manager, Finance Manager, Logistics Manager and Sales & Marketing Manager. Below the executive layer, Installation Supervisors lead field crews, and the Warehouse Team, Technicians and Administrative Staff complete the establishment. The design principle is a deliberately thin head office over a field-heavy organisation: at Year 5’s planned headcount of 89, more than 60% of staff are installation, warehouse and technical personnel who directly generate or protect revenue.

9.2 People strategy

Certified riggers and experienced installation supervisors are the scarcest skill in the industry, and the plan treats them accordingly. The Company will operate an internal training academy from Year 1, combining accredited rigging and working-at-height certification with a structured progression path from general worker to supervisor. Crew retention is supported by seasonal income smoothing, guaranteed base hours through the winter trough funded by the industrial contract base, plus performance bonuses tied to installation quality and safety records. Employment equity and skills-development commitments are integral both to values and to the B-BBEE positioning that materially affects corporate and public procurement scoring.

9.3 Governance and reporting

A board comprising the Managing Director, one founder representative and at least one independent non-executive (with lender observer rights during the facility term) meets quarterly. Monthly management accounts, P&L, cash flow, utilisation, pipeline and covenant calculations, are produced by day 8 and shared with funders under the facility’s information covenants. The external auditor is appointed from Year 1; given the asset-heavy balance sheet and lender security over the fleet, an annual independent asset verification and valuation is proposed as standard.

9.4 Remuneration philosophy and organisational build-out

Executive remuneration is structured as modest base salaries, benchmarked at the 40th–50th percentile of comparable SA mid-market roles, with meaningful at-risk annual incentives tied to EBITDA, cash conversion and safety outcomes, and a management equity pool of up to 10% vesting over four years against plan milestones. The philosophy is deliberate: in a cash-disciplined launch, fixed executive cost is kept lean and upside is aligned with the investors’ own outcomes. Below executive level, the organisation builds in three waves matching the headcount plan: the launch core of 26 (crews, drivers, workshop, finance and sales), the Year 2–3 expansion adding second-shift crews and the manufacturing cell, and the Year 4–5 layer adding regional depot supervision and SADC project management. Each wave is triggered by contracted revenue, not by the calendar, headcount follows demand rather than anticipating it, which is why staff costs remain within the operating-expense envelope in every plan year.