Monday, October 28, 2019

Jassim Mohammed Al Seddiqi: Renaissance Man In The Gulf

Jassim Mohammed Al Seddiqi

https://www.marketscreener.com/business-leaders/Jassim-Mohammed-Al-Seddiqi-0C4FQM-E/biography/ He received a graduate degree from Cornell University and an undergraduate degree from the University of Wisconsin.

https://www.gfh.com/board-of-director/jassim-alseddiqi/ He brings extensive investment expertise, and is known for his dynamic and innovative approach, having pioneered investment strategies in the region.


https://www.cnbc.com/2018/04/18/cnbc-interview-with-abu-dhabi-financial-groups-ceo-jassim-alseddiqi.html

https://twitter.com/jassimalseddiqi

https://www.arabnews.com/node/1175136/business-economy In just a few years, Jassim Al-Seddiqi has become the “go to” financier in the UAE capital Abu Dhabi, and made the company he runs — Abu Dhabi Financial Group (ADFG) — one of the most important investing institutions in the Arabian Gulf. ………. Now Al-Seddiqi, 33, is increasingly switching his attention outside the UAE, and the new economic environment in Saudi Arabia is certain to play a big part in that global focus. “The Saudi privatization program and Saudi Aramco share sale will have a massive spillover effect for all of us,” the ADFG chief executive said. …….. ADFG has gone global in the real estate business, with high-end residential and commercial property, warehouses, shopping malls and hospitality assets across the UK, Middle East and Eastern Europe. …… The “Goldilocks” concept is a new one for regional investors. Al-Seddiqi aims to replicate the strategy of “activist shareholders,” where a shareholder actively influences management toward optimizing the value of the shares, which is something quite common in Western markets. He calls it “constructivism,” or constructive activism, and he has used the tactic in relation to Shuaa and to GFH Financial, the Bahrain-based firm whose shares are listed in Bahrain, Kuwait and Dubai. …….. “Typical opportunities which Goldilocks invests in are companies whose intrinsic values are not recognized by the public market due to complex corporate or capital structures, asset mispricings, under-researched or ‘below the radar’ coverage, inefficient management and the lack of industry or market expertise in extracting value. We seek to add value through board representation and management engagement while investing for the short- to medium-term,” Al-Seddiqi said. ……… Abu Dhabi could also be a model for how the Saudi Arabian financial center might develop over the coming years in the course of the Vision 2030 transformation away from an economy based on oil and public sector dependency. ……. the Kingdom’s $200 billion privatization program launched as part of the transformation program. …….. Lifting the driving ban was a very big thing ……… The Saudi economy is very important for the region. If you’re not involved there, you are not doing the job properly ……. Al-Seddiqi’s rise has been fast, and his ambition is big. One foreign banker in Abu Dhabi said: “He’s the rising force in the UAE financial scene, and could make ADFG into a regional financial powerhouse. He’s the face of the next generation in the Gulf.”

http://www.gfh-capital.com/board-of-director/jassim-al-siddiqi/

https://www.arabianbusiness.com/banking-finance/408595-master-of-the-turnaround Abu Dhabi Financial Group founding CEO Jassim Alseddiqi on what it takes to succeed - no matter what the economic conditions …….. how he’s gone about establishing and leading ADFG to become one of the largest private institutional investment houses in the Gulf region in just eight years. …….. ADFG has grown its assets under management to $20bn, with investments across platforms including debt, private equity, public markets, real estate and technology. And often there is a focus on special situations. Distressed debt? Bring it on. Event-driven situations requiring capital? Out comes the cheque book. “At the right price, we buy.” he insists. …….. We wait and see how markets or companies go up and down and then catch things as they fall ……. Bahrain-based investment bank GFH had lost 92 percent of its market value between 2008 and 2015. But since ADFG executed its turnaround strategy, the stock has gained 208 percent on a total returns basis. ……. “We call them fallen angels.” ……. ADFG is a brand that was born in adversity. …….. In November 2010, Alseddiqi was busy working with two colleagues to put together plans for a growth fund in the Middle East. “We prepared all the documents and in January 2011 we officially started the firm. And then the Arab Spring started,” he recalls. “So there went our growth thesis!” …….. Instead of rueing their bad luck, they pivoted to work with distressed opportunities. ……. “Those initial circumstances made it relatively easy for us to succeed in the subsequently difficult times that we have witnessed,” he says. ……. ADFG’s strong network, holistic platform and track record has made it easy to devise great opportunities that have become part and parcel of the firm’s operations. …….. “Origination sometimes is more important than execution and exit,” he adds. “It used to be more difficult in the past, especially when we started. But since everything was in shambles when we started, origination was really anything you touch.” ……. But what really goes wrong at these companies for them to land in trouble in the first place? The master of turnarounds chalks it all down to just the one thing: management. …… Asked if market conditions are also to blame, Alseddiqi’s response is an emphatic ‘no’. …… Turnaround tactics to weather these storms include the popular US-style zero-based budgeting process, leveraging the power of the ADFG network and its companies for business development, and a management overhaul. “Zero-based budgeting means you start from zero and then add incrementally to reach a stage where you can function, rather than starting with a budget and then cutting-down from it,” the CEO explains. “Turning around is really two things: stopping the bleeding – cost cutting – and then growing,” he adds. …….. In the case of Shuaa, for instance, ADFG took over the company’s board in the December of 2016 when it bought a 48 percent stake. Between 2009 and 2016, Shuaa had lost a total of AED2bn. “We looked at the cost of the firm,” Alseddiqi discloses. “Then we eliminated almost all the fat. But that doesn’t mean you are firing people. In fact, we have more people in Shuaa today than two years ago. We go for cost efficiencies, and we also started using our platform to give it the business. Plus we shut down some non-performing units and revived others that were failing.” ……. “We pushed and recovered assets from ex-management of about $500m, and we gave it a lot of business,” Alseddiqi says. “We supported their investment products by bringing clients to invest in them.” ……. The result, he adds, is that GFH is today the most profitable listed investment bank in the Middle East. …… “There’s nothing Middle Eastern about Abraaj,” he asserts, adding that it is “unfortunate” and “disappointing” that the scandal is being linked with the region. …… “It’s not like a gang of Middle Eastern people are running Abraaj. The board is made up mostly of Western figures and the team is not majority Middle Eastern. They have an office in New York, in London, in Columbia, Brazil, Singapore... the base is in the Cayman Islands. So what is Middle Eastern about Abraaj? ……. “If you invest in a growing company then you keep on growing,” he says. “But what’s special is turning around something. It proves that what was coal can also become a diamond.” ………. In addition to his prime designation at ADFG, Jassim Alseddiqi is also a sought-after board director and chairman for major companies, actively participating in the development of these companies’ strategic plans and leading their growth and development. …….. He was appointed to the advisory board of the MIT Technology Review Arabic and been an observer member of Hyperloop since 2017.










































Turnaround Artist

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In the first nine months of 2019, our revenues hit US$254 million – marking a 23.7% increase from the same period in 2018. Additionally, we recorded a net profit attributable to shareholders of US$73.6 million, indicating a growth of 61.4% from the same period in 2018 when excluding one-off recovery income and restructuring income in the first nine months of 2018. These results were supported by solid contributions from our diversified business lines, including our investment banking, real estate activities, treasury and proprietary investments. Follow the link in our bio for more details. خلال التسعة أشهر الأولى من عام 2019, بلغت إيراداتنا 254 مليون دولار أمريكي – و ذلك يمثل زيادة 23.7 ٪ عن نفس الفترة من عام 2018. بالإضافة إلى ذلك ، سجلنا ربحا صافياً يؤول إلى المساهمين قدره 73.6 مليون دولار أمريكي ، مما يشير إلى نمو بنسبة 61.4 ٪ مقارنة بنفس الفترة من عام 2018 مع استبعاد الدخل المحقق لمرة واحدة من الاسترداد وإعادة الهيكلة خلال التسعة أشهر الأولى من عام 2018. كانت هذه النتائج مدعومة بمساهمات قوية من خطوط أعمالنا المتنوعة ، بما في ذلك الخدمات المصرفية الاستثمارية وأنشطة العقارات والخزينة والاستثمارات الخاصة. للمزيد حول الأداء المالي للربع الثالث 2019 تفضل بزيارة الرابط في البايو. #DeliveringDistinction #TeamGFH

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Sunday, October 27, 2019

My Real Estate Tech Startup Has A Loan Investment

12/19/2019 Update: Fraud Alert: No Harm Done




On October 7, 2019, an investment firm out of Bahrain approved my loan request for $6.1 million. The terms of the loan are excellent. Thank you Noor Almuna Investments Company.

Status of the loan: Approved but pending.

Efforts are also underway to get some real estate companies in the region to invest in the form of convertible debt. At this end, I am also looking to raise a small Seed Fund.

The Next Wave In Innovation: Reimagining Entire Industries
Noor Almuna Chairperson: Jassim Al Seddiqi, the Michael Jordan of Gulf Finance.

There is tremendous pressure in the Middle East to diversify. On the other hand, tech entrepreneurs like me with a Global South background see the confluence of capital and technology as the hope rainbow that will allow for a fundamental uplift for the Global South masses in socio-economic terms.

I have seen numerous rejections over the years and decades. And the ratio of pitch emails that did not even see replies is even larger. But the rejections allowed me to ride wave after wave of changes in technology, intellectually speaking. They allowed me to study the tech startup as if it were some biological specimen. And, because what will happen in tech over the next 25 years is at least 100 times bigger than what has happened over the past 25, all those rejections make for perfect timing in hindsight. There never has been a better time to be a tech entrepreneur than right now.

It takes a lot to build a successful company. In recent years, I have undertaken spiritual journeys that shape what I call the six core values of my company’s corporate culture. Corporate culture is everything. Corporate culture is make or break.

As I see it, tech entrepreneurship is the best way to do the most good for the largest number of people on the planet. If you think the Internet is big, know that the Blockchain is going to be at least 100 times bigger. The Internet has democratized media. The Blockchain will democratize money.

My real estate tech startup is going to be the first of my several tech startup companies. But the real estate space is great because it attracts major investments. Concepts and ideas are harder to explain. But land and houses, most people understand.

The next wave in innovation is reimagining entire industries. You turn atoms into bits. Not literally. But by adding tremendous intelligence. My gameplan is to do that in real estate and revolutionize homeownership in the 100 biggest cities in the world, starting in NYC. We used to make clothes with hands. Then we started using textile mills. We still make houses with hands. We need to start using factories. Costs come down dramatically. Quality goes up dramatically. This is not real estate like the Trump Organization. This is tech like AirBnB.

After my loan was approved, but before it is formalized through the money transfer gives me a narrow window of opportunity to raise a Seed Fund. Usually, you go into round one not knowing if round two will ever happen. That is the risk you take. But here round two is already in the bag. And I still have found it near impossible to get people in my immediate circles to invest. At some level, I found it perplexing. On the other hand, being a successful angel investor is a rare skill. Successful angel investors are much rarer than heart surgeons. How many heart surgeons are there in my immediate social circles? Well, how many angel investors?

Homeownership is a major pain point for most New Yorkers. I see it fundamentally as a demand-supply problem. There is this huge demand and meager supply. My company would like to revolutionize that. We start in NYC and go to cities across the world.

The techies are in India. The money is in the Middle East. And Silicon Valley is no longer geography. It is wherever there is internet access. What is the optimum city culture for tech and innovation? I believe the answer is still out there.

Africa and South Asia are the next two Chinas. And Dubai could be for both what Hong Kong has been for China. More than 60% of the Foreign Direct Investment that goes into China goes through Hong Kong. That number used to be larger.

$6.1 million is a lot of money to raise. And I am thankful to my investors. Thankful enough that I have promised them I will give them first preference during the next two phases. But I am already thinking in terms of much bigger raises and much bigger ventures. I intend to build a city inside the city of Dubai, a tech city that will aim for the optimum city culture for tech and innovation.

The Gulf countries have a 10-year window to diversify or face decline. Clean energy technologies are seeing exponential advances. At some point oil simply gets priced out of the market. But money is the new oil. I see room for a Blockchain-based effort to take identity and the basic financial services to the final billions. That idea deserves 100 billion dollars more than does Masa Son’s Vision Fund. The tech city I will build inside Dubai might be the best location for the idea.





























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Turnaround Artist





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