Invest Puerto Rico – Board Strategic Planning Session: Action Plans & KPI Framework

Challenge

Invest Puerto Rico (IPR) has faced a pivotal transition marked by leadership shifts, evolving stakeholder expectations, and an unclear organizational mandate. While the agency achieved transactional wins, tension remained between its role as a marketing entity and its core function as an investment attraction engine. This ambiguity was compounded by a near-term $5 million budget constraint and a persistent market valuation reduction applied by outside investors due to perceived operating risks. Addressing these dynamics required validating IPR’s strategic value proposition, redefining its global narrative with data-driven proof-points, and establishing a rigorous performance framework to bridge the gap between short-term deals and long-term economic competitiveness.

Response

To establish strategic clarity, IPR engaged TIP to facilitate a board planning session that culminated in a three-year roadmap and next-generation key performance indicator (KPI) framework. The engagement launched with a board pulse survey to identify alignment gaps, paired with a benchmarking analysis against peer investment promotion agencies. This input informed the facilitated board session where leadership evaluated distinct organizational postures, ultimately voting to operate as a “Balanced Promoter”—combining foreign direct investment attraction with sustained, asset-based brand marketing. The resulting action plan organizes operations into four pillars: pipeline outcomes targeting emerging sectors, ecosystem readiness via joint protocols with local agencies, brand perception management to counter risk narratives, and funding resilience. The new KPI framework reaffirms IPR’s mission to elevate Puerto Rico as a world-class business destination and introduces a streamlined set of six board-facing KPIs centered on business attraction outcomes, as well as a larger set of internal KPIs the organization will continue to track for operational purposes. Reported on a monthly, quarterly, and annual basis, these metrics provide the oversight needed to maximize a $15 million cumulative runway through fiscal year 2029. Finally, the plan recommends transforming the board into an active asset by formalizing specific director commitments for federal advocacy, industry introductions, and deal sponsorship, ensuring IPR is equipped to systematically close the gap between strategy and execution.