Most investment organisations are full of capable people, but too much senior attention is consumed by governance friction: documentation cycles, committee preparation, reporting repetition, escalations, and oversight tasks that cannot be delegated safely.
The result is structural misallocation.
Highly paid, high-judgement professionals spend a material share of their time maintaining institutional process rather than applying judgement to clients, portfolios, and mandates.
The question is not whether governance is necessary. It is.
The question is whether the operating architecture can be redesigned so that control is strengthened while senior capacity is released.
If the firm could preserve oversight and accountability while freeing investment and client professionals to focus on what only they can do, that is not incremental improvement. It is structural advantage.
Manookian exists to build that architecture.
How much of your best investment and client talent is spent maintaining the operating model rather than improving portfolios and serving clients? If you run a fund, you already know the answer.