FluxCap Financial Services — Management Team & Governance
The management team and the governance underpinning FluxCap.
Section 15 · Business Plan
Management Team & Governance
The management team and the governance underpinning FluxCap.
Executive structure
| Role | Mandate | Required profile |
|---|---|---|
| Chief Executive Officer | Strategy, capital raising, regulator and partner relationships | 15+ years consumer fintech / banking; prior scale-up leadership |
| Chief Financial Officer | Treasury, funding programme, financial control, investor reporting | Chartered accountant; structured-finance and securitisation experience |
| Chief Technology Officer | Platform architecture, engineering organisation, security | Fintech infrastructure at scale; AI/ML product delivery |
| Chief Risk Officer | Credit policy, FluxScore governance, fraud, provisioning | Unsecured retail-credit risk leadership at a major lender |
| Chief Operating Officer | Customer operations, collections, partnerships delivery | Digital operations; high-volume servicing environments |
| Head of Compliance (exec-adjacent) | NCR, FIC, POPIA programmes; conduct risk | Admitted attorney or CPrac; credit-industry regulatory experience |
Board & governance
- Seven-member board: two executive, three investor-nominated, two
independent non-executive directors including an independent chair with
banking-supervision or large-lender credentials. - Committees from inception: Audit & Risk; Credit & Model
Governance (approves FluxScore changes and risk-appetite amendments);
Remuneration & Nominations; Social & Ethics (Companies Act
requirement, owning the ESG and responsible-lending mandate). - King IV application with explain-based disclosure to funders;
delegation-of-authority matrix caps any single credit-policy relaxation
without Credit Committee approval. - Monthly funder reporting: vintage curves, roll rates, covenant
certificates, liquidity runway — institutional-grade transparency from
month one.
Key-person and hiring risk is material: the plan assumes a full
C-suite of scarce, expensive specialists is recruited within the first
two quarters. South African credit-risk and model-governance talent is
heavily contested by banks paying more than a start-up can. Mitigants —
meaningful ESOP allocation (10% pool), investor-network sourcing, and
staged hiring tied to milestones — reduce but do not eliminate this
dependency.
Confidential — this business plan is provided to prospective investors and lenders for evaluation purposes only and may not be reproduced or distributed without the written consent of FluxCap Financial Services (Pty) Ltd.