National Recovery & Mobility Services — Management Team & Corporate Governance
The executive team structure, the board of directors, the corporate-governance framework and the incentive structure.
Section 8 · Business Plan
Management Team & Corporate Governance
The executive team structure, the board of directors, the corporate-governance framework and the incentive structure.
8.1 Executive Team Structure
NRMS is led by a lean, experienced executive team combining logistics
operations experience with corporate finance and technology discipline.
The team operates under a formal board structure from inception, with
non-executive director appointments to follow financial close.
| Role | Scope of Responsibility | Profile |
|---|---|---|
| Chief Executive Officer | Overall strategy, investor relations, enterprise sales | 15+ yrs logistics or transport; prior P&L responsibility; proven fundraiser |
| Chief Operating Officer | Fleet, dispatch, yards, driver management | 12+ yrs fleet operations; multi-province experience; operations improvement track record |
| Chief Financial Officer | Financial management, treasury, investor reporting, M&A | CA(SA) with corporate finance background; PE-backed company experience preferred |
| Head of Commercial | Insurer & fleet contract origination and renewal | 10+ yrs insurance or fleet leasing sales; existing relationships with top-5 insurers |
| Head of Technology | Dispatch platform, integrations, data | 10+ yrs logistics tech; prior build of real-time dispatch or ride-hail platform |
| Head of Compliance & Risk | Regulatory, permit, insurance, safety | Legal or compliance background; prior experience with DoT or transport regulators |
8.2 Board of Directors
At financial close the board will be constituted with five directors:
two executive (CEO and CFO), one investor-appointed non-executive
director (lead investor representative), and two independent
non-executive directors with industry and governance experience. The
board operates against a formal board charter, with three standing
committees (Audit & Risk, Remuneration, Nominations). Board meetings
are held bi-monthly in the first 18 months, reducing to quarterly once
the business is at operational steady state.
8.3 Corporate Governance Framework
- King IV Code — The Company voluntarily adopts
the King IV Code on Corporate Governance in full, consistent with
investor expectations and best practice for a growth-stage PE-backed
company. - Financial reporting — Monthly management
accounts within 10 business days of month-end. Quarterly investor
reports in a standardised format. Annual audited financial statements by
a Big 4 firm. - Internal controls — Segregation of duties in
finance, formal procurement policy for all spend above R50k, and
independent audit of controls annually from Year 2 onwards. - Risk management — Formal risk register reviewed
quarterly by the Audit & Risk Committee. Top 10 risks reported to
the full board with mitigation status and owner. - Ethics & whistleblowing — Independent
whistleblowing line operated by a third-party provider (e.g., Deloitte
Tip-Offs Anonymous) from Month 6.
8.4 Incentive Structure
The executive team is aligned to investor outcomes through a
combination of competitive base compensation and a performance share
scheme. The scheme allocates up to 12% of fully-diluted equity to
management, vesting over 4 years with a 1-year cliff, subject to
achievement of financial milestones (revenue, EBITDA) and operational
milestones (SLA compliance, fleet utilisation). The scheme is structured
to comply with the provisions of Section 8C of the Income Tax Act,
providing tax efficiency for participants.
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 National Recovery & Mobility Services (NRMS).