Rigas Dynasty

test-two

3 Key Questions

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Do you have a competitive commodities product?

It could be:

a solid trading desk
a commodities index
hedging structures
financing solutions…

Should it bring $5 – 15mio into your budget?

Who is monetising your product/platform this year?
Are you at max ROE?

Are you operating under heavy constraints?

in terms of:

Headcount
Cost Policy
Bureaucracy

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If the above three points apply to you, our suggestion is simple:

We will create a business plan based on your product and platform strengths

We will deliver you revenue, fuelled by our track record and energy.

We will operate flexibly within your business constraints.

who-is-rigas-dynasty

Who is Rigas Dynasty?

Rigas Dynasty is a network of business partners and clients created by George Danelia.

George Danelia

Director

■ SKILLS IN PLAIN ENGLISH: I enjoy adding value to demanding senior clients globally from the Asian region ■ HOW? Market Analysis, Trade idea inception, Deal advisory, Deal Execution, Business building ■ CLIENT EXPOSURE: 12 years of daily work with demanding global portfolio managers, physical traders, Forbes business creators ■ BUSINESS BUILDER: Energy and track record in developing a loyal client franchise and sustainable business ■ BROAD LINGUISTIC ABILITY and cultural background ■ STRENGTH: Perspective in markets and business, Freshness in pursuing a business plan, Harmony with my Clients across countries covering 30% of Earth’s population.

During my most recent tenure at Morgan Stanley, I had the pleasure to:

Private Equity

…win the largest hedging mandate in private equity mining in Asia (2015)

China arbitrage

…win first trade (2014) and significant volumes of Chinese Gold & Silver arbitrage trading (2015)

Oil options

…executed the largest oil option deal for MS as a result of a trade idea provided to an investor (2015)

Gold options

…execute the first Gold-EUR option for MS Commodities (2015)

How will it work?

”Cooperation

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Team work is important but organising internal meetings and conference calls does not contribute hard dollars to the bottomline. Masking individual performance in a vast organisational structure is what we all certainly witness everyday.

An independent consultant does not have that luxury and will need to deliver smart planning and bring the energy to execute independently and resourcefully.

Working on a consulting basis with variable success-dependent bonus, reduces overhead costs by more than 50%.

There are less Allocated costs into the department and Revenue per Headcount is higher.

Contractors do not require a headcount allocation and can be flexibly let go if business conditions change.

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[ut_button color=”purple” target=”_self” link=”https://why.rigasdynasty.com/#section-half-the-costs” size=”medium” title=”More on Effectiveness” ]Overheads Calculation[/ut_button]

[ut_button color=”purple” target=”_self” link=”https://why.rigasdynasty.com/#section-no-headcount” size=”medium” title=”More on Effectiveness” ]Contractor Arrangement[/ut_button]

full-effectiveness

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Achieving results by leveraging organisational resources well, yet finding the energy every day to do whatever it takes to realise a business plan autonomously is not easy.

The most recent example of planning and delivery of hard dollars:

At MS, George joined a solid prop platform without a client franchise. Development was needed on every front. George reported to 3 managing directors who expected progress in their segments: Flow energy and metals, Commodity index products and China flow & physical metals. In every one of these businesses, the desk was starting from a virtual 0. A partnership effort and team work were required.

In Year 1, RD desk contribution was $1.4mio and a significant increase in competitive activity and market share. Year 2 has seen a $5mio contribution, key milestone “Firsts” for the desk and the acquisition of top 3 market share in one of 3 segments.

Importantly, this result was achieved despite significant organisational changes along the way as well as regulatory headwinds.

Markets give and take opportunities continuously – and this is particularly so in Asia. RD has a track record in adapting to changes without losing effectiveness.

We continuously evaluated the business plan and, for example, redirected resources allocated to the China physical business into a focus on Institutional clients in Australia and private equity coverage.

half-the-costs

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The cost of seat of front office staff in a financial institution consists of direct costs, allocated costs and an opportunity cost.

In this calculation we leave out opportunity costs and take two scenarios of allocated costs because different institutions might operate under different cost structures.

One scenario is based on a real case in a top tier bank and another is based on assumptions for a lower cost player.

Even lower cost organisations assume ca. $1 mio as costs for a front office employee. Contractor arrangement with a 15% revenue share halves the cost of seat.

If revenue targets are not reached costs proportionally reduce – so the Contractor bears the risk of non-performance.

no-headcount

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Contractors are engaged to achieve specific project goals and to increase the productivity of existing Full-time staff.

Confidentiality

Contractors are similar to Full-time staff with regards to confidentiality. RD signs the agreements that HR requires.

Flexibility

There are simple severance arrangements should the business change or performance be inadequate.

portfolio-test

Business Theme Details

Each Business Theme requires a specific strategy.

A successful strategy requires CLIENT EXPERIENCE to see the most significant opportunity in any given year’s markets.

A specific amount of RESOURCES needs to be allocated to each Theme in a business portfolio.

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