Shout It Out Loud

Hedge fund industry interviews

 

In addition to our daily news feed, Hedge Funds Club’s Shout it out loud publishes interviews with interesting hedge fund managers and other senior industry figures that have something to say.


Interview: Mio Kato, founder of LightStream Research

Mio Kato

Mio Kato

 

LightStream Research was founded in 2017 with the goal of melding traditional research with alternative data and artificial intelligence to provide deeper insights into companies, industries and economic conditions. HFC’s Stefan Nilsson checked in with LightStream Research founder Mio Kato in Tokyo to find out more.

 

You launched LightStream Research in 2017. What led you to set up your own business?

I think it was mostly a desire to be able to focus my time on things which seemed useful and were simultaneously enjoyable to me. Equity analysis is simply something I enjoy doing and my education also heavily focused on mathematics, economics and econometrics, so the new big data and alternative data wave seemed like it was right up my alley. My time as part of company management at the firm Uzabase also made me realise that I like developing and training talented juniors. Lastly, I believe there is a significant advantage in being able to tap the lower wages and financial skills of labour on the Indian subcontinent but there is some rigidity of contract terms and high fixed costs for traditional KPOs. The confluence of these three factors made me believe that there was scope to develop a small team of talented juniors in Sri Lanka to emphasise data-driven research and flexibly provide investors with analytical help, both through standard research notes and bespoke research.

 

LightStream is part of a wider group of related companies that cooperate on different levels. What advantages does this set up give you over some of your competitors?

We partner with Nowcast under the umbrella of the Finatext group. Nowcast is Japan’s foremost alternative data provider and together with Sandalwood one of the few go-to companies for alternative data in Asia. We sit in the same office as Nowcast and collaborate with them extensively so we have access to a variety of credit card, point-of-sales and point card data. Naturally, this gives us some unique insights about various consumer product and ecommerce trends which are important to investors, but the longer-term picture is really about combining the skills of equity analysts and data scientists to convert very interesting data into accurate alert mechanisms to highlight investment ideas and also help build real conviction. To this end, we started an initiative to have all our equity analysts trained in Python programming, not just for the purpose of web scraping and data crunching but also to try and understand the way our Nowcast colleagues come at a problem. That deepening of collaboration will be a key determinant of generating the most actionable and high conviction insights in my opinion. We also publish our research on the Smartkarma platform. While we have no capital ties with them, we know the founders well and have a strong regard for the direction they are trying to push investment research in. It is early days for these online research portals, but there are a number of extremely experienced and capable analysts on the platform whose expertise we can tap. We are all about collaboration and trying to understand as many different perspectives on a potential investment as possible so we are very focused on trying to generate conviction on investment ideas by passing them through multiple filters – alternative data, traditional fundamental analysis, the perspective of industry experts outside of the investment world.

 

Your business and your research analysts are split between Tokyo and Sri Lanka. What was the thinking behind this set-up?

Mainly cost and the ability to provide an attractive opportunity to talent in Sri Lanka which is interested in cutting-edge analysis. Many KPOs focus on the cost advantage of analysts in Sri Lanka or India, but from my perspective what is more important is the ability to select the very cream of the crop when you don’t have to stress over budget. Conceptually, rather than trying to hire good analysts for a fraction of the cost, we want to hire the very best analysts in Sri Lanka for what is by Tokyo standards an extremely reasonable cost, but quite generous pay by Sri Lankan standards. We believe this better maximises the cost/benefit ratio. Also, I am half Japanese and half Sri Lankan and I grew up in Sri Lanka so I have an interest in trying to provide talented Sri Lankans with similar opportunities to what I was luckily afforded in my career. The cost advantage does, however, have important implications for the scope of what you are able to do. For example, with our Nowcast collaboration, developing entirely new methods of analysis and combining data analysis with the understanding of company business models and operating leverage is time-consuming. It would not be easy to make the necessary investments for this process if you were to hire only Japanese analysts, but by creating mixed teams it is much easier to obtain the manpower while still ensuring an understanding of the local dynamics.

 

You have a focus on Asian research rather than global. What made you decide on a regional focus?

Well, my own experience is in Japan where I have been analysing stocks since 2004. I also see a lot of positive developments in the Japanese market and among Japanese businesses so given the gradual migration of analyst talent over the last decade plus I do not consider this a bad time to be focusing on Japan. For Asia more broadly, we largely focus on three areas: 1) industrials, where China is often the marginal demand driver and where Japanese companies are particularly strong, 2) tech where Asia is often a key source of demand and very dominant in the supply chain, and 3) consumer products and retail, mainly focused on Japan where we most heavily utilise data from Nowcast. Since a lot of incremental global growth comes from Asia and we believe that Japan’s companies are not just healthier balance sheet-wise but also increasingly successful at expanding in Asia, and profitably no less, we believe that the key swing factors which drive performance will be frequently located in Asia.

 

Data and artificial intelligence are all the rage now. How are the data revolution and changes in how data is collected, analysed and used impacting your business?

It certainly feels like the future. On a personal basis, I think that the increasing abundance of data as people start to understand its true value could eventually lead to a greater emphasis on long-term success and strategy as alpha becomes harder to generate purely from data sets, therefore we are not by any means de-emphasising the importance of company strategy and qualitative analysis. With that said, in the medium term, we believe data analytics could become a very strong generator of alpha. In particular, we believe effective forms of data cleansing, which Nowcast is expert in, and generating high signal-to-noise ratios will be key. With that said, data quality is an issue throughout the industry and making effective use of a lot of the data coming through is not easy. At present data collection and tagging is not done well by all generators of data and improving this will be a process. Once that can be done it is a matter of integrating the much more granular and high-frequency data into financial models to parse the impact on company earnings. We are also quite fond of very traditional numerical analysis such as correlation analysis and doing specific factor analysis of company earnings. It is simple, but often effective and now we have even more data to play with. Manipulating and combining data in appropriate ways to generate investment insights also requires a certain amount of understanding of finance and equity analysis which many data scientists lack. Thus, we believe collaboration is necessary and easier said than done unless priorities are appropriately aligned. Given that the alternative data industry is just starting to come into its own, best practices have yet to be established. Hopefully, LightStream and Nowcast can combine our expertise to do that.

 

You have worked with analysis and portfolio management in the Tokyo offices of a couple of international alternative investment funds in the past. How does this hands-on experience help you in working with fund managers as clients now?

I think the biggest advantage is understanding what they want, what they value and how they think. I prefer to think of LightStream as an outsourced buy-side analyst shop rather than a sell-side research provider or even independent research provider. We want to generate ideas that generate good returns and we want to effectively identify risks to the trade and be very aware of the path risk for stock prices. I personally do not consider myself a particularly good or bad trader, but I consider it important to try and accurately frame the catalysts and risks of an investment case to make the life of someone who is a good trader as easy as possible. I consider the analyst side of the work to be my calling but portfolio construction and risk management is also a very interesting discipline and intellectual challenge. Being conversant in the latter I feel helps when articulating ideas to PMs and particularly so when you are talking to many PMs who could have very different trading strategies, risk tolerances and investment horizons. My own bent is to look for ideas which are structurally sound and likely to be attractive on the long side for 1-3 years, but within that time period desired sizing could change dramatically based on price performance and upcoming catalysts. On the short side, I find that effective time horizons tend to be shorter, perhaps 6-18 months. Of course, for alternative data driven ideas, trading periods could be much, much shorter depending on what the data is telling you.

 

When it comes to working with hedge funds and other alternative investment managers as clients, it is becoming more and more important to be able to offer a flexible and often customised service in order to win new clients and keep existing ones. How flexible is your offering?

I absolutely agree. Flexibility and adaptability are increasingly important given the changing landscape not just in the alternative investment management industry but in almost every industry globally. So much is changing that the ability to deploy resources flexibly and have access to a diverse range of skill sets is truly key. We feel that we work very well with funds that require ad-hoc bespoke research as we do not demand specific time period commitments. Many outsourcing companies lock clients in to year-long contracts and bill monthly so even if you don’t have specific ideas that you want work done on you are still paying for that time. We are structured to steadily conduct our own analysis on companies and publish this through platforms such as Smartkarma as our “day job” but have the flexibility to respond to urgent or short-term requests, especially regarding data analysis. Ultimately our client relationships operate on a trust basis and “selling” is definitely not our speciality. We thus focus on trying to be high touch but low maintenance. When our clients have a need we are there and happy to customise our offering according to the exact scope they are looking for. When they don’t, we are quite happy to be out of sight and out of mind until they next need us.

(Dec 2018)

Interview: Lessons from an emerging manager

Anand Ramachandran

Anand Ramachandran

Himali Kothari, Founder of Aquamarine Value, is having a conversation with Anand Ramachandran, Partner and Fund Manager from River Valley Asset Management in Singapore. River Valley Asset Management started at U$10 million in 2014 and as of today, their AUM is U$60 million.

 

How did River Valley Asset Management get started?

The Partners in the firm have all worked in large global funds for over two decades and felt a need for stepping out of the straight-jackets which institutional asset management firms are finding themselves in. Large firms increasingly manage assets in specialised pools trying to outperform narrow market benchmarks while the return vs risk trade-off is left for the asset allocator or investor to manage. This creates dissonance as, during periods of market drawdowns, many investors feel disillusioned if their managers make a loss but claim they outperformed the benchmark. Secondly, active managers are finding that exchange-traded funds replicate narrow benchmarks cheaply, putting pressure on their revenues. In the past, as investors when we looked around the marketplace to invest our own capital, we could never find funds which could deliver the return expectations we were seeking. It was easy to find funds focused on themes such as a China fund or an India fund or a technology fund but very few mainstream funds focused on absolute return across sectors and themes. Most absolute return funds were in the hedge fund space employing complicated strategies but there were limited funds which employed a plain vanilla bottom-up long-term oriented multi-asset investment strategy. We felt that there was a need for delivering steady absolute returns, taking focus away from index-based benchmarks and delivering on a client’s absolute return expectations, ultimately the true benchmark. The result of this is River Valley Asset Management. The investment philosophy of the firm is a gist of how any professional investor will invest their own personal wealth, absolute return with low volatility. We believe in an active security selection process and are not straight-jacketed by the boundaries of benchmarks and asset classes. Our objective is not to beat benchmarks but to beat our clients’ return expectations without taking excessive risk. This approach takes away the complication of asset allocation and investment decision making which many investors want financial firms to take responsibility for.

 

What was your approach in raising seed money for the fund?

Our initial source of capital was friends and family as well as referrals from professionals who understood our philosophy and objective of delivering consistent absolute returns. In the initial days, we did not approach institutions because from past experiences, we knew that an established track record and an ability to demonstrate delivery of the investment process with proper systems and controls were key to attracting institutional money. As we started building a track record, we have seen increasing traction with institutions who are now doing due diligence on our firm.

 

Who were your initial hires? After your initial hires, did you wait until assets grew before expanding and, if so, what key positions were the hires?

We are a small firm with just five professionals. A lot of our activities were outsourced from day one and our belief is that as a firm we need to focus on the activity which adds the most value, i.e. investments. In the beginning, the firm started with two partners with the third partner joining subsequently. Other than investment professionals, from day one we had a dedicated person responsible for operations and compliance. Once we got our initial pool of capital, the first hire was an associate who could help us with middle office systems, financial modelling and record keeping. Our future hiring will be a function of our asset growth and we have a long-term plan whose objective is to grow headcount in line with asset growth mainly to ensure that client servicing is appropriate to the level of assets.

 

Was location a factor in your decision for the use of service providers for the fund?

Yes, location was a factor but, in addition to location, we focused on cost and the ability to provide adequate service for our clients. We were conscious that as a small boutique we may not get enough resource allocation by service providers and that was a key factor we took into consideration.

 

Did you outsource any middle, back-office processes from the beginning as you ramped up your AUM? If so, was the fund’s breakeven point a determinant or some other factor that was the reason to outsource?

We understand that scale matters in a lot of routine functions in investment management firms and so from day one, we outsourced the processes we thought could be done more efficiently by third-party providers. These include activities such as administration, trade settlement, accounting, technology support and compliance. We also understood that as a small boutique having well-recognised third parties supporting us on various functions would give investors added comfort in investing with the firm. The fund’s breakeven was definitely a factor under consideration and it was something we discussed with our outsourced providers, though that was not the primary consideration.

 

This is an excerpt from a 2017 Yale Endowment brochure: “Start-up and early-stage firms play a central role in the Endowment’s sourcing process. While many institutions seek established managers with long-standing audited track records, Yale keeps an open mind to nontraditional firms and looks beyond standard metrics to assess the integrity and skills of investment professionals. Yale pays particularly close attention to start-up and early-stage firms run by seasoned principals, believing that investment talent and entrepreneurial drive outweigh the risks of backing an unproven firm”.

 

Do you have any opinion on this from an emerging manager viewpoint and can you share your firm’s experience with allocators?

Our challenge with allocators is that while they may understand us and also like us during their due diligence, most of the investment allocation is very siloed and follows a cookie cutter allocation process, akin to what I call as “tick the box approach”. We struggle with this approach as what we are looking to deliver from our investment process straddles multi-asset class boundaries. Allocators typically classify managers by putting a manager into a particular asset class bucket and comparing funds with one another in the same bucket. They try to pick the best manager within a bucket while we would want to be picked across buckets on the pure merits of our risk-adjusted returns. A comment from one of the third-party agencies in Europe who has been tracking us for a long time highlights this dilemma: “What you guys do from a quality perspective is way above what I am used to seeing normally, but the challenge that I find is how to classify and present you and moreover your small size also does not help with that”.

(September 2018)

Interview: Omar Taheri of Spark Plus – roadshows with a spark

Omar team

HFC’s Stefan Nilsson checked in with Omar Taheri in Singapore to talk about his new business venture. Spark Plus provides listed companies with access to investors in the Asia-Pacific region.

 

You’ve honed your skills working for a couple of firms in the alternative investment industry in Singapore over a number of years. What made you recently start your own business?

I decided to start my own venture as I saw it much more rewarding from an intellectual standpoint than working for someone else. I decided to launch due to changes in regulatory environment namely MiFID2. I saw that the way corporate access is consumed was changing in Europe and was having spillover effects into Asia as well. I always had a passion for doing something on my own as I think running one’s own business is a fast-tracked MBA.

 

Your firm, Spark Plus, provides listed companies access to investors in the Asia-Pacific region through roadshows and events. Tell us about what you do and how you do it.

Essentially we choose small-mid cap companies that have very poor coverage and a very domestic shareholder register and bring these companies to Singapore and Hong Kong to do non-deal roadshows for them. We try and focus the investor base to family offices and funds that can take an exposure to a small cap company. The format that we generally do for a roadshow is to host a group luncheon with investors and a series of one-on-one meetings.

 

With regulatory changes happening globally and new restrictions impacting both brokers and their fund manager clients, you seem to have launched a very timely service. Do you think that this shift in how corporate access is done will continue to create opportunities for new entrants such as Spark Plus?

Most definitely. We are seeing other industry participants such as Smartkarma, WeConvene and other independent corporate access providers setting up. I do think that the traditional brokerage model will be broken into a variety of different pieces. Banks are starting to talk to us as well trying to understand our model. Currently, corporate access is a cost centre to a bank and what we are doing has made it into a profitable model, as we charge the corporations for taking care of all their roadshow activities. We will definitely see big buy-side firms building their own corporate access teams internally, independent corporate access/IR firms being set up and independent research firms continuing to set up. We realise that small- and mid-caps will be the ones that will get hurt the most in terms of coverage and these are the type of companies that need the most help in their investor outreach.

Omar Taheri

Omar Taheri

 

You seem to work with listed companies from a number of different industries and countries. What kind of firms, industries and opportunities are currently of interest to your fund managers and other investors that are part of your roadshows and events?

With our fund management community, we have had a lot of interest in certain sectors such as technology, healthcare and mining. Lately, we have received several requests to bring small- to mid-cap Japanese companies to Singapore and Hong Kong given the recent interest from activist funds. We also get constant requests for firms that have exposure to the electronic vehicle space. So, we have brought lithium, cobalt and graphene companies to our investor base. Most of the companies we roadshow are sub $500 million in market cap and are mainly from Australia. But we are starting to diversify our corporates and they are now coming from Germany, New Zealand, Japan and China.

 

You currently run events in Singapore and Hong Kong. Do you have plans to expand to more locations?

Yes. Currently, we conduct our non-deal roadshows in Singapore and Hong Kong. We are looking to do the same in Australia. The obvious expansion plans seem to be looking at the UK and Japan as the next few markets to look at.

 

If you had not worked in finance, what would you have been doing for a living?

I would most likely have taken a career in the casino industry. I had the opportunity to be a junket for a large casino chain but thought I didn’t want to disappoint my parents too much so decided to get into finance instead.

(June 2018)

Interview: To outsource or not outsource trading for emerging managers

Jeff LeVeen

Jeff LeVeen

 

Jeff LeVeen, Managing Director and Head of Outsourced Trading at JonesTrading talks with Himali Kothari, Founder of Aquamarine Value.

 

Can you tell me how you entered the outsourced trading space at JonesTrading?

I joined Jones in August of 2014. As I left my previous firm to join Jones, I noticed a growing interest in outsourced trading in our industry. When I got to understand Jones and the legacy business better, it became obvious that an outsourced trading platform would be a great fit and complement the trading that was being done by the firm already. I also found that in my travels I spoke with many emerging managers that were currently outsourcing with a competitor and had frustrations with their current providers. What became obvious to me was there was room for another platform and there was a strong interest in something better than what was currently offered by our competitors. I started making a list of items we could do not only differently but better than my competitors. I wanted to build a platform that put the needs of the emerging manager and their investors first. We spent a lot of time listening to the challenges of not only the launching and emerging managers, but their investors as well. We looked at ways where we could improve execution, source liquidity, consolidate the research budget and get our managers access to as much of the sell-side resources as they could possibly get.

 

What is the primary reason why small emerging managers will outsource their trading? Is it regulation, rising costs or keeping pace with technological changes?

Fee compression has driven the initial demand for outsourced trading. Launching managers have much smaller management fees to work with to run their businesses. It’s not just small emerging managers, we have been approached by funds managing well over US$500 million in AUM wanting to discuss our offering. Outsourcing is not just about managing costs, although hiring a trader and paying for an expensive order management system creates additional expenses for an emerging manager. We spend many hours working with our managers to help them build research budgets. We provide that manager a team of global coverage so that at all hours of the day he or she has access to an experienced trader. I think the emerging manager has realised that they’d have to hire two or three traders to replicate the experienced and comprehensive coverage from an outsourced trading desk.

 
And if emerging managers do outsource their trading, what type of strategy usually outsources?

We’ve seen many different equity strategies outsource their trading. It’s mostly your traditional long only, or equity long/short manager that engages an outsourced trading platform. We trade on behalf of both generalists and sector-focused funds.

 

Outsourced trading also makes sense if a fund wants to enter a new geography and/or a new asset class. Outsourced trading is a relatively low cost for the funds to enter new markets or an asset class. Has the MiFID II directive increased outsourced trading for JonesTrading thus far in 2018?

We have had a number of inquiries from European clients about our platform, but MiFID II hasn’t been the cause for our new client base in the US. The first quarter of every year tends to be an active quarter for new launches. Many of these new launches will outsource their trading and we’ve been fortunate to win a number of new opportunities this year. We do think as MiFID II continues to unfold in the US, clients will focus more on execution, driving even more interest in outsourced trading.

 

I agree, as MiFID II adoption increases, we will see more firms targeted on the unbundling of research and execution costs benefiting outsourced trading as we have seen a growth in outsourced third-party research firms based in the US, India, and Singapore. Can you dispel some of the common reasons or beliefs why emerging manager firms do not outsource trading?

I think there are a number of reasons managers choose to not outsource their trading. I think the first concern is that some managers don’t rank execution quality as a high concern for their new business. Many of these managers trade small and mid-cap stocks where spreads are wider and liquidity is thin. Execution performance could vary dramatically and poor execution could lead to hundreds of basis points of unnecessary performance slippage. I also recognise that outsourcing requires building a level of trust with the coverage team. Allowing an outsourced trading firm to understand the names you are trading, the timing, the style of trading is a sensitive relationship. Some managers never get to a point where they feel comfortable sharing this much information with another firm. The reality is every broker-dealer handles sensitive client information and sensitive client orders every day. Outsourced trading is no different than the normal trading that broker-dealers handle currently. There are strict compliance and surveillance in place to make sure we are handling our clients’ orders properly and protecting their anonymity.

 

The current break-even cost for emerging funds that manage less than US$500 million is US$86 million. In addition, investor reporting is the second area to outsource after middle-office processing over the next few years. Firms will continue to monitor their break even as operating and regulatory costs increase in order to remain competitive especially in their early years of survival which will increase the overall demand for outsourcing.

(April 2018)

AV_Logo_Black_Background

 

 

 

Interview: OPIM’s Alvin Fan talks about strategic investment in FundSeeder

Alvin Fan, OPIM

Alvin Fan, OPIM

OP Investment Management recently invested in an equity stake in the company FundSeeder. HFC’s Stefan Nilsson decided to check in with OPIM’s CEO Alvin Fan to find out what this is all about.

 

You keep evolving OPIM’s fund business. You recently bought a stake in FundSeeder. Tell us about it. Why did you decide to partner with FundSeeder?

Our mission has always been to seek out undiscovered talent is Asia, and then help them gain exposure in the institutional space. Having interviewed hundreds of managers last year alone, we’re acutely aware that talent can come from anywhere – financial and non-financial backgrounds. However, the system is inherently biased against those without pedigree, capital, or an audited track record – all of which are expensive privileges. And this is where the gap begins. We came across FundSeeder having spotted Jack Schwager’s startup in social media. His books have been immensely influential to traders and managers including myself. Out of curiosity, we met with the team in 2016 during a promotion trip they were running in Shanghai. It was pretty obvious that we shared the same vision and their technology could bridge the gap between emerging managers and investors.

 

What can FundSeeder do for newer managers in Asia?

As I mentioned, investors gravitate toward track record and pedigree, but the hedge fund industry in Asia is still young. You can count on one hand the number of managers with more than $50 billion AUM. So by definition, most of managers and traders are filtered out by a Western-biased filter. FundSeeder ignores this and re-focuses the priority on analytics, performance. A verified track record makes allocation a meritocracy again – the way it should be. Just look at the advent of Chinese fund managers – there are thousands of AMAC registered private funds onshore, many with strong risk management skills, but without an expensive due diligence process, it’s very hard to assess their credibility as offshore managers. These new managers who link up to FundSeeder will gain otherwise impossible exposure to institutional investors.

Alvin Fan, OPIM

Alvin Fan, OPIM

 

As you mentioned, Jack Schwager, the man behind the “Market Wizards” books, is one of the co-founders of FundSeeder. How important is it for a new firm like FundSeeder to have a well-known name such as Schwager onboard when it comes to creating awareness?

It’s important, not just because of the name, but because of his ethos, intensity and purpose. This is a man whose dedicated his life’s work to demystifying the psychology of greater money managers. It takes the same commitment to build a successful company and attract the right talent. It permeates into the product and the message. This is true not just of Jack, but of his partners, Emanuel and James as well.

 

What does OPIM bring to the table in this deal?

Access to Hong Kong and China. Hong Kong is the pearl of asset management with the largest regional AUM in the hedge space. China’s asset management industry is at an early inflection of a renaissance period. OPIM’s strong brand in the region draws more talent to the partnership.

 

Have you localised or amended anything in the FundSeeder product/service for the Asian markets or is it exactly the same as it in the US?

In the initial stage, OP Fundseeder will be localised including Chinese interfaces, but once we have more regional talent appear in the database, we’ll be able to rank traders and licensed managers based on their local peers. We’ll also have new analytics and functions for investors interested in talent in this space.

 

What is the biggest challenge in introducing this new concept in Asia?

Language will still be a major hurdle. Getting lost in translation is an underestimated barrier to allocation. The managers’ ability to articulate their edge is just as, if not more, important than the strategy itself. This is especially true with distributors who need to communicate the same to their investors. Even with good performance and high ranking, this is just a starting point. It doesn’t guarantee allocation. We still need to conduct extensive due diligence on traders and managers. To manage money in Hong Kong or China you still need to be licensed, and this means running a business that answers stringent DDQ scrutiny.

 

What are your long-term plans for FundSeeder in Asia?

It still early days, but the natural evolution is to build out stronger analytics to help traders improve discipline and build a feedback system to help them grow. This also means providing analytics to help investors make better decisions about their existing portfolios.

 

What will be your next acquisition?

If I told you, I would have to kill you.

(Dec 2017)

From fund management to modern art: The Walking Creative from Oz

Jimmy art6His day job is in operations at Australia-based fund manager Global Commodities Limited, but in his spare time, James Smith, aka The Walking Creative, is an emerging artist creating some eye-catching modern art from his base in Adelaide. HFC boss Stefan Nilsson checked in with Smith to talk about his bold and playful art and inspirations.

James Smith

James Smith

How would you describe your style of art?

My style is predominately neo-expressionism and abstract.

 

What inspired you to start creating art?

My creative flair began at about seven years of age. My grandfather taught me how to draw after I discovered ink drawings stashed in his cupboard he had drawn when he was a young man. I was so fascinated by them and then knew I wanted to learn more!

 

What inspires you nowadays?

For me I really love immersing myself within the arts, whether it might be at a gallery, an exhibition or even live music! There’s always something that I can take away from that experience to improve my skills as an artist. There’s also times where I am inspired by risk. Starting with no idea and just using my own imagination to see where it leads.

Jimmy art3

You’re an Aussie lad from Adelaide. Do you find any local inspiration for your art?

I support a lot of local artists and always love to see what new projects they’re working on. Again, back to experience, there’s an idea or something I can take away from it and utilise. There’s a lot of stuff happening around Adelaide at the moment and the city has become very supportive of the arts especially emerging artists. It’s great to see young and old talent out there inspiring others like myself.

Jimmy art2

What techniques do you use to create your art?

I am very experimental when it comes to using my creativity. I do vary it up and switch between different media. I tend to use acrylic or oil paint but there are also times where I like to get the Posca pens out and draw something too. Sometimes I might even do a mixed media piece where I’ll paint a layer of acrylic and use bright-coloured Posca pens over the top. It just depends on what I’m feeling or what I’m inspired by at the time.

James with his grandfather.

James with his grandfather.

You recently took part in your first exhibition in your hometown Adelaide. How did that go?

It went extremely well! It was a really big event because it was artists of all categories including fashion, makeup, photography, visual and music. My friends and family came along to support me. I had lots of people come up to my display to talk and appreciate my work. I priced all my art work well in an affordable price range so I sold plenty of pieces which was a good result. I met some really talented artists of all kinds all doing great things. It was sure a busy evening!

 

This is the beginning. Keep an eye on The Walking Creative because this young artist will clearly go on to bigger things.
 

www.thewalkingcreative.com

www.instagram.com/the_walking_creative

Jimmy art4

Maybank Kim Eng的Ade Olopade 艾德歐羅帕迪 (Chinese version)

Ade Olopade

Ade Olopade

Maybank Kim EngAde Olopade 艾德歐羅帕迪

分析轉型中的大宗經紀業務

 

國際大宗經紀行業在過去的十年中發生了重大變化。對沖基金會所(Hedge Funds Club)的Stefan Nilsson最近與Maybank Kim Eng的大宗經紀服務區域主管Ade Olopade就此談話。

 

告訴我們關於Maybank Kim Eng的大宗經紀服務

Maybank Kim Eng為新興的對沖基金經理,中小型對沖基金,家族辦公室和管理帳戶平台提供多市場,多資產的主要服務平台。作為一個精品經紀商,Maybank Kim Eng提供了超過40個可交易市場的渠道來交易傳統股票(最近的市場是新加坡和最遠的市場是墨西哥),交易所交易的衍生品以及合成股票和期權。我們的產品服務保證新興經理通過我們的信用中間人策略繼續獲得交易額度和融資。此外,作為可能是東南亞唯一的屬於銀行的大宗經紀服務平台,我們向對沖基金客戶對現金管理解決方案的要求提供支持。從交易解決方案的角度來看,我們的交易基礎設施保證了我們對各種交易平台的兼容性,因為我們提供多個選項可確保市場連接(如FIX、API和智能集線器連接)。從服務支持的角度,我們在新加坡和倫敦經營兩個經驗豐富的大宗經紀服務團隊。

 

你如何不同於投行大宗經紀商

我想一個關鍵的區別在於我們Maybank是以人為本的金融服務公司。這意味著我們理解客戶的起步階段,讓我們的金融服務渠道通過與人接觸達成。由於“巴塞爾公約”III對資產負債表的分配和使用的影響,相關度量比如風險加權資產,槓桿率,歸屬股東權益,成為了投行關閉中小型賬戶的主題詞。 Maybank KimEng的精品經紀解決方案建立在集合概念。確保聚集小中型賬戶的交易規模,增強議價能力,中小型賬戶可避免與投行直接開戶產生的高昂的用以維持使用投行資產負債表的最低收入標準。

 

為亞洲的小型和新型對沖基金提供服務可行嗎

與美國或歐洲相比,亞洲對沖基金的管理資產相對較小。相比之下,即使是規模較小的對沖基金橫向對比,亞洲也比美國或歐洲的規模小。亞洲有大量小型基金需要大宗經紀服務,但投資銀行要求更高資本意味著這些基金被忽視了。我們的聚合模型提供了規模經濟,讓我們為中小型基金提供服務並保證市場競爭力。雖然我們也有一些更成熟的資產管理客戶,大多數客戶管理的平均資產少於1億美元。儘管如此,我們也樂意為賬戶資產介於500萬美元至1000萬美元的客戶服務。

 

您在東南亞是一個成熟知名的經紀商。在亞洲其他地區的業務目標是什麼,比如香港和東京?

Maybank Kim Eng作為東盟經紀商在機構和零售方面都有強大的網絡。這意味著我們擁有一個潛在客戶都很熟悉的品牌,並且這是我們可以繼續打造的品牌。從交易對手風險的角度,我們大宗經紀服務作為馬來亞銀行集團成員,使客戶對於我們更有信心。我們大宗經紀業務在2014年底開始,有人會說,我們是進入這個行業相對較新的公司。不管怎樣,在過去的三年裡,我們的大宗經紀業務的增長呈現出我們的野心。我們的目標是積極擴大我們在對沖基金行業的業務。對沖基金行業作為一個整體,是一個依賴關係的行業。基金和他們的服務提供商的個人之間的溝通非常重要。溝通既讓我們了解客戶的需求和也讓我們向客戶展示我們的能力,並告知新的前景。除了與基金經理直接打交道,我們與其他行業參與者保持友好關係,這有助於促進更多的介紹。至於我們在亞洲其他地方的商業目標,香港在亞洲擁有最多對沖基金,對我們來說是一個非常重要的市場。日本是另一個我們關注的市場,但由於其複雜性和文化的細微差別,你需要一個更適合的策略。為了得到更好的感知日本的契機,我們採取的一種方法是利用有針對性的對沖基金為中心的活動,而不是傳統的企業客戶的會議。傳統企業會議有這種內在的渴望吸引更廣大的受眾,因此失去了自下而上的角度,而這種角度對沖基金的專業人士非常重要。像對沖基金會所(Hedge Funds Club)這樣的活動為對沖基金專業人士會面,分享想法提供平台,是非常理想的,更為直接和有效的方法。

 

你的大宗經紀團隊在亞洲的佈局?

我們的團隊以新加坡為首,這使我們有一個具有成本效益的平台,服務於我們在東盟的核心區域市場以及北亞。儘管如此,我們也在香港設有辦事處,這樣我們可以與當地的對沖基金積極溝通。因為這兩個市場佔亞洲對沖基金的很大一部分,在這兩個地點的佈局使我們處於強勢地位。

 

你如何看待亞洲對沖基金行業的未來?

增加的成本和費用壓力驅動很多變化,不只是在對沖基金行業,也在一般的主動型投資管理行業。資金湧入低費用結構的被動策略迫使主動投資管理者重新思考自己的商業模式。在對沖基金領域,管理者一直在尋找新的和更靈活的成本結構,特別是對於那些吸引資金會很受挑戰的小型經理。做生意的成本增加更大的壓力,特別是在監管和合規方面。這對於中小基金經理來說感受更為明顯,其中許多已作出回應,通過共享資源,如捆綁自己到基金經理的平台,利用共享受益降低合規、運營、支持等成本。結構性解決方案如主動管理證書為基金經理放棄建立一個完整的基金管理機構的成本提供可能。我們預計以下這些趨勢將持續,經理降低固定成本,提供更好的條件來吸引資金,特別是在起步階段。從市場的角度來看,中國是一個特別有意思的區域,因為它顯示了當地投資管理行業的發展和投資者的資金來源都有巨大的潛力。在中國對沖基金業仍處於早期發展階段,但從中國政府最近的信號表明,他們有意向使用更明確的監管框架來幫助發展。

 

你在2013加入Maybank Kim Eng之前是做什麼的?

在Maybank Kim Eng之前,我在新加坡MF Global, Cantor Fitzgerald,Kim Eng Securities工作過。我的工作主要集中在為零售和機構客戶提供差價合約產品。在從事金融服務之前,我曾在倫敦Marubeni的可再生能源部門做項目融資。

 

假如你沒有做金融,你會做什麼?

有趣的是,如果我不做金融工作,我將在非洲開展廉價航空公司的業務–諷刺的是我並不是一個狂熱的旅行者。從非洲的角度,旅行連通性不足和低效的國有航空公司的高成本一直是旅遊業增長的一個主要障礙因素。我相信在非洲的航空業應該私有化。以亞洲航空為例,它大大開闢了東盟航空旅遊市場。

(四月2017)

Maybank Kim Eng’s Ade Olopade on the changing prime brokerage business

Ade Olopade

Ade Olopade

The international prime brokerage industry has seen major changes happening in the past decade. HFC’s Stefan Nilsson recently had a chat with Ade Olopade, Regional Head of Prime Services with Maybank Kim Eng Securities in Singapore.

 

Tell us about Maybank Kim Eng’s prime brokerage services.

Maybank Kim Eng offers a multi-market, multi-asset prime services platform to emerging hedge fund managers, small-medium sized hedge funds, family offices and managed account platforms. As a boutique prime broker, Maybank Kim Eng’s offering provides access to more than 40 executable markets on both cash (nearest market being Singapore and furthest market being Mexico), exchange-traded derivatives as well as synthetic equities and options. Our offering ensures emerging managers have continued access to credit through our credit intermediation strategies. Additionally as probably the only bank-backed prime service platform in South East Asia, we offer cash management solutions to support the banking requirements of our hedge fund clients if so required. From a trading solutions perspective, our trading infrastructure ensures that we are agnostic to trading platforms given the multiple options available to ensure market connectivity (e.g. FIX, API and smart hub connections). From a service support perspective, we run two experienced prime services teams out of our Singapore and London offices.

 

How do you differ from the bulge-bracket prime brokers?
I guess a key differentiator for us lies in the vision of the House of Maybank which is humanising financial services. This means that we understand the days of little beginnings and putting a human face to how financial services are accessed. And as Basel III takes its toll on the allocation and use of the balance sheet, metrics like risk-weighted assets, leverage ratio denominator, and attributed equity become thematically important buzzwords for off-boarding small and medium-sized managers. Maybank Kim Eng’s boutique prime brokerage solution rests on the concept of aggregation. Aggregation ensures that small- and medium-sized managers benefit from collective bargaining power to overcome the prohibitive minimum revenue hurdles necessary to retain access to “balance sheet” if they had tried to individually on-board directly with a bulge-bracket prime broker.

 

Is it viable for you to service smaller and newer hedge funds in Asia?

Hedge funds in Asia have historically been smaller in terms of assets under management compared with those in the US or Europe. Comparatively, even the smaller hedge funds are smaller than their US or Europe counterparts. Asia has a large number of boutique funds that need access to prime services but increased capital requirements within the bulge-bracket investment banks have meant that these funds and their managers are being overlooked. Our aggregation model provides economies of scale which allow us to service smaller funds whilst remaining competitive in the market. Although we work with some more established managers, the majority our clients oversee less than $100m in assets. Notwithstanding, we are comfortable working with those managing a modest portfolio of $5m-$10m.

 

You are a well-established and known broker in South East Asia. What are you doing to target business in other parts of Asia, such as Hong Kong and Tokyo?

Maybank Kim Eng has a strong pedigree as an ASEAN broker-dealer franchise in both institutional and retail equities. This is helpful as it means that we have a brand that potential clients are familiar with and one that we can build on. From a counterparty risk perspective, being a member of the Maybank Group provides assurance to our clients as to the strength of our boutique prime services franchise.  With the commencement of our prime services business in late 2014, one would say that we are still relatively new entrants to this space. Regardless, the growth of our prime services franchise in the last three years has shown our ambitions and it is our intention to be very active in expanding our relationships within the hedge fund sector. The hedge fund sector as a whole is very much a relationship-based business where regular communication between funds and their service providers and personal interaction are key to both learning about the needs of clients and informing new prospects of our capabilities. In addition to direct dealings with fund managers, we maintain friendly relationships with other industry participants and this helps to facilitate meaningful introductions. As to how we intend to target business in other parts of Asia, Hong Kong for us is a very important market, home to the largest number of hedge managers in the region. Japan is another market that we have our eye on but given its intricacies and cultural nuances, one that requires a more tailored strategy. To give us a better sensing of Japan as an opportunity, one approach we seek to adopt is to leverage on targeted hedge fund centric events instead of the traditional corporate conferences that are not tailored to the specific requirements that hedge funds. Traditional conferences have this inherent desire to appeal to a wider audience consequently losing the bottom-up perspectives that hedge fund professionals see as more pressing. Events such as the Hedge Funds Club provide a specific forum for hedge fund professionals to meet and share ideas are ideal as they allow for a more direct and efficient approach.

 

What kind of presence does your PB team have in Asia?

Our PB team is headed out of Singapore and this provides us with a cost-effective platform to reach out to both our core regional markets in ASEAN as well as North Asia. Be that as it may, we also have an office in Hong Kong and this allows us a platform from which to actively engage the local hedge fund community. Having a presence in both countries places us in a strong position as these two markets make up a large share of the hedge funds in Asia.

 

How do you view the future of the Asian hedge fund industry?

Increased costs and pressure on fees are driving a lot of changes, not just in the hedge fund industry but in active investment management in general. The flow of money into passive strategies with low fee structures has forced active managers to re-think their business models. In the hedge fund space, managers have been looking at new and more flexible cost structures. This is particularly true for smaller managers where attracting capital can be very challenging. The increased cost of doing business, particularly with regard to regulation and compliance, has added further pressure. This is naturally felt more acutely by smaller managers, many of which have responded by pooling resources where possible, e.g. bundling themselves onto fund manager platforms to avail themselves of the shared benefits of reduced compliance cost, operation support etc. Structured solutions such as actively managed certificates offer benefits to managers who want to forego the cost of establishing a fully fledged fund entity. We expect these trends to continue as managers look to lower their fixed costs, particularly in the start-up phase, and to offer more competitive terms to attract new capital. From a markets standpoint, China is an area of particular interest as it offers tremendous potential both in terms of the development of the local investment management industry and as a source of investor capital. The hedge fund industry in China is still in the early stages of development but recent signals from the Chinese authorities indicate that they are interested in fostering its development under a more clearly defined regulatory framework.

 

You joined Maybank King Eng in 2013. What did you do before that?

Before Maybank Kim Eng, I worked at Cantor Fitzgerald Singapore, MF Global Singapore and Kim Eng Securities Singapore. My time was spent primarily in the Contracts For Differences space for both retail and institutional clients. Prior to the financial markets, I worked with Marubeni in London doing project finance for the renewable energy sector.

 

If you hadn’t worked in finance, what would you have been doing?

Interestingly, if I were not working in finance, I would be in the budget airline business in Africa – something that I find rather ironic given I am not an avid traveller. From an African perspective, the lack of adequate travel connectivity and the cost of inefficient national carriers has been a major crippling factor in the growth of the tourism sector. I believe the aviation sector in Africa should be privately led. Air Asia as an example is reflective of the power that aviation has in energising tourism markets given how it has opened up ASEAN.

(April 2017)

Clayton Heijman of Privium RKR on barriers to entry and institutional set-ups

Clayton Heijman with part of Privium RKR's Asian team in Hong Kong.

Clayton Heijman with part of Privium RKR’s Asian team in Hong Kong.

Privium RKR is fast growing its Asian business by providing investment teams with an institutional infrastructure right from the start. HFC’s Stefan Nilsson had a chat with industry veteran Clayton Heijman about Privium RKR’s business.

 

Tell us about Privium RKR’s services for fund managers and investors?

Since 2008 the final industry has seen an increase in regulations, compliance and checks. At the same time investors have started to conduct more due diligence on infrastructure and potential risks while applying pressure on management fees. We are also seeing regulators worldwide implementing more rules for the asset management industry. As a result of these developments, the barrier to entry for new asset management initiatives is increasing. The full scope of services that we are offering provides portfolio managers an institutional infrastructure that will allow them to be set up with a limited investment and full transparency. At the same time, it is scaleable for growth and globalisation.

 

How did the two firms Privium Funds and RKR Capital come together in this Asian venture?

Privium had developed a business in Europe with an AUM of over US$1.5 billion and offices in London, Luxembourg and Amsterdam. Our ambition is to grow our business also into Asia met with the regional expertise of RKR Capital. These conversations resulted in a strong combination that was welcomed by the market.

 

Where are you currently at with your Asian business and what are you trying to achieve?

We already knew that there was a desire from portfolio management teams to work with a global player. However the response has exceeded our expectations. The positive responses came both from international managers that want to grow, again, in Asia as well as Asian managers locally. All are reviewing the benefits we provide them. We have a very compelling business case for them. Privium RKR can help them to set up a solid infrastructure and provide access to various service providers and markets. Asian portfolio managers should want to set up their funds allowing them to reach investors across the globe. With our global coverage we can help them to achieve these goals.

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What kind of funds do you currently have on your platform in Asia? Can you give us some examples?

We have seen a lot of new initiatives over the last 12 months. This is an encouraging signal for the overall asset management industry. The teams managing private equity and venture capital are experiencing new regulation for their activities. In addition there are several funds starting with an equity long/short strategy, a quantitative strategy and a macro strategy. We have also seen traditional long-only managers and there is also a renewed interest for funds of funds. As for the location of the activities we obviously review initiatives that have a link to mainland China but basically see initiatives all over the Asian region.

 

You have chosen Hong Kong as your Asian headquarters and recruited an experienced team to manage it. Was Hong Kong an obvious choice?

Hong Kong has long played a role as a large asset management hub in the Asian region. The decision for a Hong Kong location was further strengthened due to the longstanding history that many people in our firm had with Hong Kong. For me personally it felt like I was coming home.

 

You personally have a solid background in alternative investments. Tell us about what you have done before you set up Privium and what led you to set up the business.

The set-up of this business has only been possible because of the different previous roles and experiences I had. Learning the ins and outs of the fund industry by working, amongst others, in the prime brokerage and equity finance group of Goldman Sachs in Asia, Europe and the US, having experience in fund operations at MeesPierson and setting up investment vehicles at Fortis. These experiences were all essential in Privium RKR becoming the single point of contact to discuss different matters for teams that want to set up or expand their asset management initiative. Our global team has a broad experience in the different areas of the asset management industry.

 

If you hadn’t been working in the fund management industry, what do you think you would have been doing?

Exploring and supporting new initiatives is part of my DNA. As a result I am a big fan of Sir David Attenborough and his work. My alternative career would probably have been accompanying him on his travels across the globe and unravelling the mysteries of nature.

(Apr 2017)

Mohammed Ali-Reda of Darkhorse Capital discusses his equity long/short strategy

Mohammed Ali-Reda

Mohammed Ali-Reda

Three years ago, Mohammed Ali-Reda founded Darkhorse Capital in Hong Kong to manage his own bottom-up emerging Asia and Middle East and North Africa equity long/short strategy. HFC’s Stefan Nilsson decided to have a chat with him about this journey so far.

 

You manage an equity long/short investment strategy focused on Asia as well as the Middle East and North Africa. What can you tell us about it?

Our strategy focuses on identifying quality companies that are run by honest and capable management who value shareholder creation. We look to capitalise on discrepancies between perceived value and underlying fundamental value of a company by adopting a rigorous and disciplined bottom-up research process. Our focus is on protecting capital while maintaining a sustainable long-term return profile. The portfolio is concentrated and will typically hold around 15 positions and currently has an estimated return on invested capital of 40%. In addition, virtually all my personal net worth is invested in the fund and I view all my investors as true partners in the fund.

 

What’s your edge? What sets you and your fund apart from the pack?

We focus on a business’ long term prospects, concentrate our holdings and focus on high-quality companies and management teams. This approach means we are able to delve deeper into a company versus a fund that has a shorter holding period. In essence we are looking to maximise the return on time invested for each position that we own and our target holding period is five years. Our investable universe is focused on companies between $500m and $10bn in market cap, with a preference towards ~$1bn range where there is little or no analyst coverage. This allows for us to really conduct differentiated primary research and unique view on the stock. We spend a lot of time on the ground talking to companies, suppliers, industry experts, regulators, other investors, etc. to help form that view – as an example I took over 40 flights last year. We are extremely focused in various sectors such as consumer, specialised manufacturing and specialised financial companies and our focus on the industry value chain provides a better understanding of the industry and competitive dynamics. I’ve spent a decade investing in Asia and most of my career looking at consumer companies. When you look at the world through the lens of trade and business as opposed to what the MSCI and other indexes outline, you find that the Asian and Middle East regions are very interconnected and show signs of further integration. In addition, the development of the capital markets and certain industries are following similar paths as they move from frontier to emerging to developed markets. We believe that ignoring benchmarks while focusing and analyzing companies using this approach provides us with a differentiated view and edge.

 

What can you tell us about your career prior to launching Darkhorse in 2014?

Prior to Darkhorse I was managing money for Asiya Investments in Hong Kong as Head of Consumer for the group, where I ran various portfolios that consistently generated alpha. I had joined the firm in early 2007 as the third member of the investment team and helped build out the firm. During that time the Kuwait government wanted to provide a way for the public to invest in Asia’s future, instead of opening another office for the sovereign wealth fund, Kuwait Investment Authority, in China. So the KIA and a few other institutions along with the public capitalised the firm. That’s how I got started and focused my career on Asia. Before that I was managing propriety capital for a large bank in Kuwait where we had a global mandate. Over the years I have also been actively involved with the CFA Society. I was a board member and treasurer of the Kuwait chapter.

 

You have launched your fund on the OPIM platform. Why did you choose to work with OPIM?

I found the OPIM platform was more focused on making sure all the middle and back office functions were taken care of by capable team members and systems. This allows me to focus on the portfolio and investing. The onboarding process was simple and having other mangers around also makes setting up the business part of the fund easier as you can talk to them about any questions, etc. Recently they have been helping a lot more on capital introduction and getting us in front of investors. I also like the people I work with, which is a big plus.

 

Why did you launch the fund with Hong Kong as a base?

Hong Kong geographically is situated well within Asia with a best-in-class airport infrastructure. Most cities are within a three-hour flight and a flight to Dubai is now around six-seven hours, so traveling is easier than if I lived in another city. The regulatory landscape in Hong Kong is very efficient and recognised globally, which is very important at a time when regulation is becoming more stringent. I also love the food and culture in Asia so I enjoy living here.

 

If you hadn’t been a fund manager, what would you have been doing?

Growing up I had started a few small businesses, the earliest already in middle school, so I always thought I would be an entrepreneur. I looked up to many successful entrepreneurs and read all their biographies. The notion of running my own business was very appealing to me. In a way I consider running a fund as an entrepreneurial venture within the financial services industry. On top of that, I get to be a part owner in many great companies through our investments as opposed to managing only one which can be a lot more interesting.

(Mar 2017)