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WE ARE AN INDEPENDENT MULTIFAMILY OFFICE OFFERING SERVICES TO SELECT FAMILIES AND INSTITUTIONS

 

As the Indian economy rides the growth trajectory and the tide of the wealthy surges, there is a felt need for the experts to advise the experienced. The wealth creators and wealth preservers-all rolled into one Multi Family Office. The range and complexity of financial services demanded by Ultra-HNWIs is  rising. Many of these financial services are either not available from private banks or are not customized enough to meet their specific needs. Credence Investment Office effectively addresses this void by offering convenient one-stop solutions. You deserve the best. 

 

That is why we are special - that is why we are Credence Investment Office. 

WHO WE ARE

   About Us

Credence Investment Office has been set up by Ranjan Bakshi, Raj Mundul and Ashutosh Soman.

We are a team of experienced professional with over 80 years of cumulative relevant experience. Our team has worked across economic cycles in a variety of geographies including, India, South East Asia, Australia and Europe. Over the years, we have built deep relationships over several years with Indian business families in India and overseas. We have established networks of contacts with regulators, service providers, banks and intermediaries.

 

Our Team

Ranjan Bakshi

 

Ranjan has more than 35 years of experience in funds management, investment banking and risk management across India, S.E. Asia and Europe. Before founding Credence Investment Office, Ranjan was  the Managing Director at Strategic Value Partners’ (a US based $5.5bn Hedge Fund) Indian operations. Earlier, he spear headed Deutsche Bank’s Central & East European distressed assets business out of London. He was also Head of Credit Analysis for Deutsche Bank’s India business for 7 years. In addition he has held key portfolios like Head, Portfolio Management with Standard Chartered Bank in India and Chief Dealer, SBI Mutual Fund. Ranjan was a senior member of the Industrial Rehabilitation Cell of the State Bank of India handling a large portfolio of NPAs, undertaking work-outs, restructuring and negotiating bankruptcies. At CIO, Ranjan is in charge of Investment management. He will also be in charge of CIO’s structured credits strategy. Ranjan will work with Raj and Ashutosh on the strategic growth plans for the business.

 

 

Ashutosh Soman

 

After completing his MSc. in Investment Management from CASS Business School, London, Ashutosh joined AXA Investment managers as an analyst for their Talents group of funds. Ashutosh focussed on the groups emerging markets funds with special focus on India, Malaysia, Indonesia, South Korea and Thailand. He was involved in  fund raisings as well as managing key clients. After leaving AXA Investment Managers, Ashutosh also worked as an independent consultant for the same group of funds. He has also worked with an Indian logistics firm on fund raising.

AT CIO Ashutosh will be in charge of day to day management of the firm. He will also be responsible for strategic growth of the firm.

 

 

Raj Mundul

 

Raj has 35+ years experience in Investment Banking  across geographies including New York, London, Mumbai and Sydney. He has been based in Sydney for the past 18 years. Raj has successfully conducted cross border M&A transactions for clients like GIO Ltd., AIG Asset Management Services NY, Dexia S.S Belgium/France, AXA Asia Pacific and ING HK. Prior to settling in Sydney, Raj was Director, Lazard Brothers, London, and Founder Director of Lazard India, - India’s first joint venture investment bank with Lazard Brothers of London. He was also the representative in India for UBS and Credit Agricole.

At CIO, Raj will be in charge of corporate advisory. He will also be responsible for the strategic growth plans of the business.

WHAT WE DO

Our Thinking

At Credence Investment Office, we work on the twin principles of wealth preservation and wealth creation. We are independent managers, offering unbiased objective advice and solutions customized to our client’s specific requirements.

In a rapidly evolving world, there are tremendous opportunities. But so are the risks. We aim to help our clients capitalize on these opportunities with a very sharp eye on the risk reward paradigm. Our team has the ability to advise on various asset classes like equities, debt, private equity and real estate. We monitor the market closely and use the best in class research resources to ensure top quality investments.


Each client portfolio is custom built, based on the clients goals and objectives. Performance is monitored closely and reported to clients in a detailed and transparent manner. We conduct regular meetings with clients to make sure we are abreast of the changing circumstances around our clients. We invest along with our clients and are compensated by a transparent fee structure.


We lay great emphasis on building long term relationships with various organizations, thus benefiting our clients. We work with the best managers to enable our clients get access to promising opportunities and advice including top quality legal and accounting professionals. We are happy to work with our clients advisors and create synergies with the sole purpose of achieving our clients’ objectives.

Our Services

INVESTMENT MANAGEMENT

 

We design portfolios for a limited number of clients based on their circumstances and requirements. We take a long term view of our client’s requirements and design portfolios to suit individual preferences.

We have an opportunistic approach to investment and are sector agnostic and flexible - driven solely by the underlying principle of wealth creation and it’s preservation.

We aim to maximize value by aggregating orders and aim to hold positions of influence via our investments.

Depending on client risk profile and liquidity preferences, portfolios are designed so as to exceed industry bench marks and provide superior returns both in terms of quality and quantity.

 

 

CORPORATE FINANCE ADVISORY

 

At Credence we can work with our clients on a wide range of services including capital raisings, M&A and divestments. We offer independent advice and are measured by the value we create for our clients.

Extensive relationships within the financial services industry helps mobilize relevant resources to cover project advisory, due diligence and legal advice. Strategic inputs from the team to implement advice from industry experts. Incisive analysis in support of growth strategies covering choice between organic/inorganic options, identification of suitable targets and devising acquisition strategies in line with risk reward paradigm. Cost cutting measures including resources optimization, inventory and supply chain management.

Enterprise risk management, especially credit and operational risk – developing risk matrix, identification of incipient signs of potential threats and devising strategies for the containment, management and elimination of risk.

Help devise appropriate funding options for green-field projects and brown field expansions. Advice on raising international finance including private equity and preparation of data room and offer documents for institutional placements

 

 

REAL ESTATE ADVISORY

 

Real estate forms an important investment avenue and we aim to guide our clients to find the right investment opportunities in this promising but challenging sector.

While avoiding Greenfield projects, we aim to work with the best developers and housing finance companies and advise on opportunities in both residential and commercial property.

 

 

RISK MANAGEMENT

 

At Credence we offer Risk Management advisory service to clients for their existing and/or proposed ventures in the areas of Credit, Operations and Market risk. Our services include:

Risk Management Planning:  In this area project risk infrastructure is established and a project specific risk management plan is generated.
Risk Identification: Events that will have potentially negative or positive impacts on projects are clearly identified.
Risk Qualification: Risks are evaluated according to nonnumeric assessment protocols.
Risk Quantification: The most significant risks are evaluated according to their numeric probability and impact. The paradigm covers probability of default, loss given default and Risk adjusted return on credit.
Risk Response Planning: Strategies to deal with or preclude risks are evaluated and communicated.
Risk Monitoring & Control: Risk management and response plans are put into action.

 

 

 

The following services are being outsourced for the present:

  • Tax Planning  

  • Succession Planning

  • Estate Management

     

WHO WE ARE
WHAT WE DO

KNOWLEDGE CENTER

Why a Family Office

"The very wealthy are in unprecedented numbers turning to family offices to address many of their financial and life issues... This client-intense renaissance is a function of the appeal of the family office model to the wealthy" - Russ Alan Prince in Forbes.

 

 

The MFO business is one of the fastest growing verticals in the financial services space and India is one of the fastest growing markets in the world for this business. Currently the US alone has more than 150 multifamily offices with assets between USD $400-$450 bn. The Asia-Pacific region is growing in terms of wealth and has surpassed that of Europe with the Ultra-HNWI population in Asia now standing at 23k with a total wealth of $2.6 trillion. In Europe, there are 22k Ultra-HNWI individuals worth a total of $2.3 trillion. According to a Bloomberg survey, 77% of the family offices are in the Americas, 18% in Europe and 5% in Asia.

 

Over the last twenty years, the role of a family office has evolved considerably. While early family offices can be traced to Europe, it was in the early 19th century that wealthy merchants along the east coast of the United States started hiring advisors to protect their family interests. The demand for family office services kept growing as the number of Ultra-HNWIs increased over the years. The financial crisis of 2008-2009 proved to be a boon for family offices. With a lot of HNI’s loosing trust in banks and other traditional managers, family offices started gaining at their expense. Wealthy families rely on family offices for full time professional management of their personal fortune.

 

Advantages of a family office:

 

The range and complexity of financial services demanded by Ultra-HNWIs is rising. Many of these financial services are either not available from private banks or are not customized enough to meet their specific needs. Family offices are a convenient one-stop solution.

 

They can be easily adapted to varying requirements of wealth preservation and wealth creation by calibrating the components of risk tolerance, liquidity preference and time restrictions. There are no restrictions as to class of investments and within each class they can invest across the balance sheet structure. Being open ended entities, there are no hard limits on the fund size and can be ramped up or reduced on short notice providing easy entry and exit options. Add-on services can be out-sourced or developed in-house per levels of requirement and cost implications. There is an option to grow at graded pace.

 

Family Offices are simple legal structures with minimal regulatory restrictions and easy compliance. They have the benefit of pooled investment vehicles, thereby giving them the requisite economies of scale and professional investment techniques, while retaining the exclusivity of customized financial solutions for individual clients.

 

A family office has several advantages over a traditional wealth management firm. By acting as a central financial management solution, a family office meets all wealth management needs of the family, and serves as a central source of information and advice on all of the family financial affairs. Family offices provide privacy and confidentiality to ultra-wealthy individuals and better meets client needs due to their familiarity with client risk profile, assets, and investment history. They provide a dedicated team of professionals who are focused on client goals and also provides access to professional advisors and fund managers to oversee the financial affairs of a family. Finally, family offices help reduce costs by achieving a full balance sheet financial management and investment solution in one place and can therefore be more efficient as compared to wealth management firms.

 

IN THE NEWS

Views of founding partner Ranjan Bakshi on the Asset Reconstructions Companies in India published in The Mint (Indian franchise of The Wall Street Journal). 

Article Reproduced.
 

Asset reconstruction at crossroads

Traditional asset reconstruction companies are facing stiff competition from vulture funds in an open market.

 

It’s been a long time coming, but the Reserve Bank of India’s (RBI’s) latest pronouncements in the Framework for Revitalizing Distressed Assets in the Economy, issued in January, is finally beginning to set the asset reconstruction companies (ARCs) conundrum in perspective. The central bank has moved decisively on mechanisms for early detection and redressal of stress in the financial system, but ARCs have been neglected for a long time. RBI has finally woken up to this struggling infant, but in trying to make amends, has it inadvertently penned its requiem?

Over the years, watchful regulators across the world have struggled to mop the party floor after nights of excessive credit binges. Developed economies such as the US and UK have developed a well honed legislative and regulatory regime seamlessly operating with its financial system and creating a healthy market for high yields. ARCs in India were set up at the turn of the century against the backdrop of the Asian meltdown and the dotcom bust. Recalcitrant borrowers reneged with impunity as banks whistled for their money. Gross non-performing assets (NPAs) of public sector banks hovered at an alarming 16%. The long overdue Securitization and Reconstruction of Financial Assets and Enforcement of Security Interest (Sarfaesi) Act heralded seminal changes by providing much needed succour to banks reeling under an unresponsive and overburdened legal system. However, not content with handing the banks a stick to beat defaulters with, RBI decided to go the extra yard. It, very sensibly, handed out seven ARC licences.

The recorded tale of ARCs has since been a litany of woes. The deputy governor of RBI, in his address to BANCON in July 2013, lamented the reluctance of the banks to part with their NPAs and noted that divestments were down from Rs.13,000 crore in 2008 to Rs.6,000 crore in 2012. Gentle prodding is now beginning to take on ominous overtones as RBI is clearly not amused. NPA pricing has become a perpetual bone of contention between the banks and ARCs. Against global averages of between 10-20 cents, current Indian auctions clear well over 40 cents. Barring Asset Reconstruction Company (India) Ltd (Arcil), which has big boys as sponsors, most ARCs continue to be fledglings, grateful for whatever crumbs come their way. Universal application of Sarfaesi Act provisions to all banks was a long overdue necessity. However, imagine for a moment if the Sarfaesi Act were restricted to ARCs alone. Suddenly they would’ve taken on a whole new meaning with clear differentiation between where banks left off and ARCs stepped in. Creating specialized agencies without exclusive powers and instead placing them on par with banks wasn’t quite designed to secure their niche. Unfortunately that is all in the realm of conjecture now and banks today cannot be faulted for questioning the value added by ARCs to the resolution process. In short, what can ARCs do that the banks cannot; more so, if resolution skills are seen to be restricted to mere asset stripping? Viewed in this light, the bank’s reluctance to part with assets to ARCs at deep discounts becomes apparent.

Unlike developed markets, where term financing has primarily been via public issuance of bonds and debentures, term debt in India has historically been the sole preserve of banks and financial institutions. Asset accretion driven balance sheet building inhibits secondary trading of debt. This, in turn, inhibits transparent price discovery. A host of operational issues continued to dog the industry’s faltering steps. Tackling wilful defaulters without the power to change managements or take board room control was akin to entering a mortal combat with one arm firmly tied behind your back. Raising equity and funding was severely constrained by caps on foreign institutional investor participation. This left out the larger international fund managers with the requisite know-how and appetite to contribute effectively to the resolution effort. The passage of the Enforcement of Security Interest and Recovery of Debts Laws (Amendment) Bill, 2011, has attempted to plug these loopholes. While allowing ARCs to convert debt to equity, it not only established the primacy of ARCs but additionally provided meaningful exit options to beleaguered investors in distressed assets. Ability to acquire underlying securities insured ARCs against distress sales and reduction of consent of lenders to 60% of total borrowings has provided some relief against the merry-go-round called aggregation.

But RBI has now gone a step further. In its press release of 30 January, the central bank seems to suggest now that the playing field has been levelled; it is time to open up the market. In slow measured steps it has now permitted private equity funds/non-banking finance companies to participate in auctions by banks. Sarfaesi protection will, ipso facto, be made available to these entities for resolving the auctioned cases and also for resolving their own NPAs.

ARCs are now up against a far more formidable challenge than an apathetic regulatory regime. These distressed asset/vulture funds are not licensed ARCs with a limited mandate to negotiate purchases from banks. They are free birds with choice of assets, diversified revenue streams, deep expertise and large pools of funding. This is as it should have been from the outset—Sarfaesi applicable to all and NPA resolution open to anyone with the requisite resources. So, whither ARCs? Will they, like an appendix, be reduced to footnotes or will they reinvent themselves to stay relevant and morph into the very funds they now feel threatened by.

 

Link to the article: http://www.livemint.com/Opinion/NxwpRJriYZVqyCOW2TmAEL/Asset-reconstruction-at-crossroads.html

 

KNOWLEDGE CENTER

CONTACT

Ashutosh Soman

asoman@credenceio.com

+91-9890621027

Ranjan Bakshi
Raj Mundul
CONTACT
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