Executing a seven-division, multi-country platform demands deep sector expertise and disciplined governance. The Group will be led by an experienced executive team, overseen by an independent-majority board with committees appropriate to a development-finance-backed, potentially listable entity.
9.1 Executive leadership
|
Role |
Primary mandate |
|---|---|
|
Group Chief Executive Officer |
Group strategy, capital allocation, stakeholder and DFI relationships |
|
Chief Financial Officer |
Capital structure, treasury, reporting, investor relations |
|
Chief Operating Officer |
Cross-divisional operations, rollout execution, procurement |
|
Head of Grain Infrastructure |
Silo, depot and handling network development and utilisation |
|
Head of Agricultural Finance |
Credit strategy, wholesale funding, portfolio risk |
|
Head of Mechanisation |
Dealership network, servicing, precision-ag equipment |
|
Head of Commodity Trading |
Trading, aggregation, price-risk management |
|
Chief Risk Officer |
Enterprise risk, compliance, covenant and ESG oversight |
9.2 Governance framework
- Independent-majority board with Audit & Risk, Credit, Investment and Social & Ethics committees.
- Ring-fenced governance for the finance division, with a dedicated credit committee and wholesale-funder reporting.
- IFRS reporting, Big-Four audit, and DFI-grade ESG and safeguards frameworks from inception.
- Delegated-authority matrix and treasury policy governing drawdowns, hedging and covenant compliance.
NoteTeam is a condition precedent
As a greenfield entity, TerraVanta’s execution risk is concentrated in people. Securing named, credible sector operators, particularly in grain infrastructure and agri-credit, should be treated by investors as a condition precedent to first drawdown.
9.3 Organisational build & headcount
Headcount scales with the asset base rather than ahead of it. A lean corporate centre is stood up at close to run capital, treasury, risk and the digital platform; divisional and field teams then build in step with silo, dealership, store and mill commissioning. The indicative shape below underpins the operating-expense assumptions in the financial model.
|
Function |
Y1 |
Y3 |
Y5 (indicative) |
|
|---|---|---|---|---|
|
Corporate centre (exec, finance, risk, IT) |
~60 |
~110 |
~160 |
|
|
Grain, storage & logistics operations |
~120 |
~520 |
~900 |
|
|
Retail, equipment & feed operations |
~90 |
~430 |
~780 |
|
|
Agricultural finance & credit |
~30 |
~120 |
~210 |
|
|
Approximate total headcount |
~300 |
~1,180 |
~2,050 |
|
|
NOTE — Headcount is indicative, not a fixed commitment These figures illustrate the organisational shape implied by the rollout and are consistent with the operating-cost envelope in the model. Actual staffing will flex with commissioning pace, automation levels and the balance between owned and contracted logistics. |
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9.4 Strategic partnerships
A greenfield platform accelerates and de-risks its build by partnering rather than building everything in-house. Four partnership categories are central to the plan:
- Equipment OEMs, dealership and servicing agreements with global mechanisation majors to anchor the equipment division from launch.
- Wholesale funders and DFIs, the ring-fenced finance-book facility, plus blended-capital tranches that lower the cost of capital and carry impact reporting.
- EPC and engineering partners, fixed-price contractors and an owner’s engineer to control silo and mill construction risk.
- Offtake and trading counterparties, millers, feedlots and export houses that underpin grain and feed volumes from early in the ramp.