Many ESG practitioners find themselves buried in reporting cycles, data requests, and scattered initiatives - with limited traction on core investment and porftolio monitoring decisions. Meanwhile, deal teams are actively looking for ways to build new equity stories, or protect exit value.
The result? Frustration, dilution, and missed opportunities from all sides.
At WEASTEM, we see this as a system design issue — not a capacity issue.
Rather than scaling ESG teams vertically, we work with GPs to rethink the structure of governance, priorities, internal/external relations and incentives.
What if sustainability wasn’t a support function, but a strategic one? What if its signals and multi-dimensional insights helped shaped sourcing, value creation, and exit planning?
We’re currently working with PE funds to redesign how sustainability is considered, interconnected and contributing to the core functions of the firm.
