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Author Archives: vascopatricio

How Asset Managers Cultivate Behavioral Institutionalization

The concept of “behavioral institutionalization” and what it means for different asset management professionals.

Superior Investment and Research Team Support – The GCUR Framework

The GCUR framework, a set of four key processes/activities asset managers can undertake to empower their investment and research processes on their way to institutional-quality operations.

Hedge Fund Career Development Roadmap and Progression

From young analysts to traders and PMs, or more senior fund managers and/or CEOs/CIOs, finance professionals seek growth at different stages of their careers in asset management. Hedge fund career development starts with taking stock of the expected asset management career path, but also the required specialized skills in order to proceed at each stage […]

Emotional Intelligence Activities in Asset Management

A short overview of the applications of emotional intelligence in asset management operations, such as for example resolving trader-analyst conflicts or internal emotional issues.

Interview with Harry Järn, CSO, Movi

A good board member takes into account the company context. Early stage ventures need very different help from a board than more mature companies. So being an experienced board member even from the same industry doesn’t necessarily mean the person is the right board member for your company.

Asset Management in COVID-19 Times

With violent market whipsaws and opinions diverging by the day, it’s important for an asset manager to keep a level head and rethink their strategy in turbulent times. We have compiled a list, divided into four major parts, of what asset managers should take into account while navigating this complex scenario: Part 1: Market Outlook […]

The PPP Model for Raising Capital from Allocators

A short article on the PPP Model (Performance, Processes and Persuasion) to raise capital from allocators after your capital introductions.

Interview with Richard Webb, CEO, Cataliize

“We believe the best cultures are ones which empower the founders to be focused and collaborative. We have simplified and productised our management reporting systems which give all stakeholders access to consistent objective data. Our partners success is directly related to the founders and all stakeholders interpretation of the same operating data”

Interview with Dr. Walter Tonetto, Founder and CEO, Nusantara Trust

“Burnout should be staved off if at all possible. It’s better to take frequent breaks and be productive than to burn the candle at both ends. Different individuals will desiderate different remedies, so being sensitive to individual needs (without getting burdened by micromanagement) is always to the fore”

Interview with Matthew Le Merle, Managing Partner, Fifth Era

“Every investor is different and their personal skill sets will also be different. Good investors know what they are good at and what they are not good at. Then they figure out how to get their companies everything they need. Even if they themselves are not good at it”

Interview with Nell (Eleanor) Watson, Co-Founder, QuantaCorp

“Many excellent firms have their follow-on funding pulled simply because the market needs time to mature until they can cross the chasm, and the VC needs to close the fund. All of that technology, carefuly nurtured team, and a great culture ends up wasted, or acqui-hired for a pittance, whilst the staff ‘phone it in’ until they can vest and escape”

Interview with Russell Covarrubia, Managing Partner, Covarrubia and Company

“Most businesses we purchase have a succession CEO in place who’s a professional CEO but has a tremendous amount of loyalty to the business and we typically require the exiting parties to stay in 10% to 25% so that loyalty is carried over”.

Interview with Keith Teare, US Managing Partner, Accelerated Digital Ventures

“A top performing manager will always challenge everything insofar as the strategy or tactics are incomplete or imperfect. That means always. In that sense tension is a constant, and a requirement of being a top performer”.

Interview with Ashley Brasier, Partner, Lightspeed Venture Partners

“The individual culture of a board varies greatly. The best boards are efficient – they involve a pre-read, have a set agenda, set aside time for strategic discussions, and have a clear decision making process.”

Interview with Tim Mayeur, Angel Investor

“Realize first and foremost that they are people; treat them as such. If I’m making an early stage investment, I’m making an investment in the founders and I only benefit when they succeed. With exits averaging 5-7 years, that’s one hell of a journey that I’ll be a part of and I go into it considering them friends”

Interview with Jing (Gabriel) Zhong, Investment Director, Cash Capital

“The relationship often falls in two ways: sometimes investors become micromanagers haunting the growth of the companies, sometimes investors can’t even get involved. The first thing to remember is to keep the right distance, stay on board, but don’t give companies the feeling of being micromanaged. Try give a call every other week on daily matters, give some advice but control the big picture”.

Interview with Alberto Furger, Founder, Amara Holding Ltd

“Whoever comes up with an idea must present a business case to the team that lays out how the idea aligns with the strategic objectives of READ based on factual argumentation, i.e., data-driven research. The business case is then circulated and discussed within the team”

Interview with Giuseppe Donvito, Partner, P101 Ventures

“In my experience adding value as a board member has always been key; this means contributing to value creation with a very pragmatic, hands-on approach. Giving strategic counselling to companies’ boards, looking for potential clients and partnerships and contributing to the development of strategic business agreements.”

Interview with Marc Wesselink, Co-Founder, VentureRock

“We only work with seasoned entrepreneurs who went through the rocky ride themselves and will always adding value during board meetings. These board meetings are always as transparent as possible and is only focusing around strategy”.

Interview with Pedro Ceia, Managing Director, Faraday Venture Partners

“We deal with eventual conflicts and/or lack of alignment with the CEO, before we enter the deal. Our approach to deals is made in such way that everyone’s interests are fully aligned, and we use very straight forward and measurable metrics regarding performance. We keep an open channel with all our portfolio, so these issues can be approached in different angles”

Interview with Tom Horsey, Co-Founder, Connected Mobility HUB, StartupLabs Spain

“At the end of a day we are startup in effect, so the main focus is the team, and part returns are proof of our ability. The specific “unique” angles and specialisms that we follow at any one time need to adjust to environmental conditions (regulatory, economic, competitive, cyclical..) and the fund’s ability to pivot depends entirely on our ability as a team”.

Interview with Bradley Tusk, Managing Partner, Tusk Ventures

“For us, we really try to focus on and add value around our core skill set both because founders want and need it and it’s something we know really well. That can happen as a board member (we have seats currently on four boards) but doesn’t necessarily need to – we just need to be able to offer our expertise and ideas and make sure they’re taken seriously. Obviously, transparency and honesty is the key to a healthy relationship between the board and the CEO”.

Interview with Dennis van der Veen, CEO & Founder, Hamster

“I’m a people person and I care about my team and the individual members. That means in good times and in bad times. I’m a strong believer of reciprocity. Give and take. I give individuals and teams a responsibility and trust. If they can handle that I’m easy on people if they can’t perform on their normal level because of circumstances.”

Interview with Brad Feld, Managing Director, Foundry Group

“The best board members “work for the CEO as long as they support the CEO.” If they don’t support her, they should do something (which could mean changing the CEO, or working hard with her to get back to a place of support). For me – that’s the fundamental “trick” to being an effective board member”

Interview with Jason Kraus, Partner, EQx Fund

“It is crucial to every board that the relationship be clear and transparent and avoid the two extremes we have seen cause problems in startup ventures: being the cheerleader board with not enough oversight like WeWork and Theranos or being the board with an adversarial approach that fires a strong leader like Steve Jobs. The key is maintaining distinct roles, transparent communication and creating an environment where both successes and failures of the business can be discussed.”

Interview With Yogesh Gaikwad, Managing Director, YuviDigital Capital Partners

“Many board members and VCs do not add value to a startup or founders. Many are just burning money or want 10x returns without the right efforts, dedication and patience. I prefer GPs, investors to be more empathetic and understanding with entrepreneurs”

Interview with George Georgopoulos, Hedge Fund Manager, Silverstone Investments LP

“A coach should be a player to get in the mentality of its players otherwise the game is lost before it begins. The basic approach should be first being a player to handle the different and diverse strategies they may apply to different trade levels.”