Vice President of Investment

Principal / Senior Principal, (Vice President/ Senior Vice President Level) Investment Monitoring, reports directly to the Director Investment Monitoring - Investment Division. Valmore Holding (formerly Egyptian Kuwaiti Holding) is a leading publicly listed investment holding company with operations across Egypt, Kuwait, Saudi Arabia, and the United Kingdom. The Group invests in businesses that drive economic growth, transform industries, and create sustainable value. Through a diversified portfolio and a commitment to innovation, operational excellence, and responsible growth, Valmore Holding continues to expand its presence across regional and international markets while delivering long-term value to its shareholders and stakeholders. In FY25, Valmore generated USD 685 million in revenue, USD 322 million in EBITDA, and USD 161 million in attributable net profit, demonstrating the financial strength, operational excellence, and profitability expected of a credible long-term investment and infrastructure development platform. Role Purpose: The Principal / Senior Principal, Investment Monitoring is the senior value-creation and portfolio oversight leader within the monitoring pillar, working directly under the Director, Investment Monitoring. This role owns the strategic layer of portfolio governance — challenging portfolio company KPIs, monitoring, challenging, and supporting value creation priorities, leading exit readiness assessments, and serving as a senior interface between Valmore and portfolio company management teams. As the portfolio grows beyond 12 subsidiaries and Valmore's holding period matures across several assets, a senior monitoring hire is critical to shifting the pillar from reactive reporting to proactive portfolio optimization and exit planning. Key Responsibilities: 1. Portfolio Oversight & Value Creation Leadership — Lead strategic oversight of 4–6 portfolio companies. Own the value creation agenda — identify performance enhancement opportunities, strategic improvement priorities, shareholder value initiatives, and capital structure adjustments. Track progress against 100-day and annual value creation plans. 2. KPI Challenge & Performance Governance (Company-Level) — Conduct rigorous KPI challenge sessions with individual portfolio company management teams. Go beyond reporting to diagnose underperformance, identify leading indicators of risk, and recommend corrective actions at the company level. Present findings and recommendations to the Director and Group CIO. This is the deep, asset-specific performance challenge layer — distinct from the aggregate fund-level analytics maintained by the Investment Office. 3. Exit Readiness & Divestiture Preparation — Lead exit readiness assessments for portfolio companies approaching potential divestiture windows. Prepare vendor DD materials, historical financial packs, KPI trend analyses, and equity story narratives. Coordinate with the Direct Investments team on sell-side process requirements. 4. Sector Coverage & Benchmarking — Own deep sector coverage for 2–3 of Valmore's portfolio verticals. Maintain peer benchmarking analyses, valuation reference points, and sector trend reports. Provide strategic context for portfolio company performance relative to industry peers. 5. Investment Committee Reporting (Company-Level Content) Prepare the company-level portfolio review content for each assigned investment — individual performance summaries, value creation progress, risk flags, and exit timeline updates. This content is submitted to the Investment Office for integration into the consolidated quarterly IC pack. Ensure all submissions are analytically rigorous, narrative-clear, and decision-ready. 6. Cross-Pillar Collaboration — Collaborate with the Direct Investments team on pre-acquisition monitoring assessments (operational DD, management quality, KPI benchmarking) and post-acquisition integration monitoring. 7. Team Mentorship & Development — Mentor the Senior Associates and Associates on the monitoring team. Review their analytical output, coach on stakeholder engagement, and develop their ability to independently manage portfolio company relationships. Qualifications: 8–15 years of experience in private equity portfolio management, investment monitoring, management consulting (with post-deal or operational improvement focus), or corporate strategy at a multi-subsidiary holding company. Demonstrated ability to drive value creation at portfolio companies — not merely report on performance, but actively identify and push improvement levers across operations, cost structure, and commercial strategy. Strong analytical skills — financial modelling, KPI design, variance analysis, and benchmarking across multiple sectors and geographies. Experience in exit preparation — vendor due diligence, historical financial packs, equity story development, and coordination with sell-side advisors. Bachelor's degree in Finance, Economics, Engineering, or a related discipline. MBA or CFA strongly preferred. Success Metrics — First 12 Months: Assume strategic oversight of at least 4 portfolio companies within the first 90 days, with a documented value creation plan for each approved by the Director. Identify and initiate at least 3 measurable value creation initiatives across the assigned portfolio within the first year, with quantified impact tracking in place. Complete exit readiness assessments for at least 1 portfolio companies, including vendor DD materials and equity story narratives, within the first 12 months "(if required by the Director of Investment monitoring)". Mentor the monitoring team — measurable improvement in Senior Associate and Associate output quality, board pack preparation speed, and independent portfolio company engagement. Typical Profile: 8–15 years combining management consulting (post-deal or operational), PE portfolio management, or corporate strategy at a diversified holding company. Has managed portfolio oversight for 3+ companies simultaneously with direct board interaction. Strong operational intuition — can diagnose underperformance and prescribe actionable improvements beyond financial reporting. Comfortable operating at both strategic and granular levels. Show more Show less