Who we are.
Specialized boutique advisory firm solely to hedge funds, private equity and alternative asset management firms offering highly experienced in the trenches executive level expertise across the interconnected skill sets of executing, augmenting and growing an asset management organization.1 Our team’s complementary skill sets offer CEOs, GCs, COOs, CCOs, CFOs, and CIOs, the “hands on” executive solutions to problems across the entire forest not just the trees. Complementary and deep “real world” asset management business experience, expertise and relationships under one firm across strategy, fund offering structures, securities-corporate law, enterprise risk, diagnostic firm review, operations, benchmark to best practices infrastructure, regulatory-compliance, finance, investor due diligence, and marketing strategy-solicitation framework means economies of scale optionality to overcome today’s business growth challenges. 2,3
- Each AFC professional has two decades of c-level in the trenches and external advisory experience working within or advising cutting edge securities law firms, spectrum of hedge funds or complex global institutional alternative asset management firms.1
- Tailored, cost efficient, deep industry expertise to help facilitate informed client business decisions.
- We share the knowledge acquired from relationships and resources not otherwise available to a client organization.
- Nimble think out of the box solutions to problems that investors demand across high net worth, family offices, fund of funds and the spectrum of complex institutional investors.
What we do.
- As a specialized boutique firm to fund managers, we offer highly experienced “real world” expertise across the interconnected skill sets of executing, augmenting and growing an asset management organization.1
- No matter the scope of client need, we look at every issue through the lens of our eclectic “real world” experiences and deep relationships.
- We roll up our sleeves to provide the think out of the box solutions that help clients outperform peers.2
- Our teams complementary skill sets offers CEOs, GCs, COOs, CCOs, CFOs, CIOs, the hands on executive solutions to problems across the entire forest not just the trees.
- Complementary and deep “real world” asset management business experience, expertise and relationships under one firm across strategy, fund offering structures, securities-corporate law, enterprise risk, diagnostic firm review, operations, benchmark to best practices infrastructure, regulatory-compliance, finance, investor due diligence, and marketing strategy-solicitation framework means economy of scale options to overcome today’s business growth challenges.2,3
- Allocation of assets heavily weighted toward not only performance but both infrastructure and managing the safety of assets.1
- Fund managers can expand their target investor base, separate from the pack or improve the likely-hood of marketing success with scalable co-sourced or collaborative (executive) advisory support across the interconnected functions of growing and managing an advisory firm and its investor offerings.
- “Real world” business know how across the asset manager enterprise means economies of scale optionality to help fund managers overcome today’s business growth challenges.1
- Unlike firms with predictable commoditized solutions – a partner level professional works closely with a client executives (not a junior associate) to add value and make change happen.
- Our professional advisors’ share what works from two decades of deep fund industry insight, relationships, and resources not otherwise available to a client organization.
- Tailored to each fund manager, our collaborative c-level advisory support projects to investors, a more robust infrastructure and supports AUM growth in a highly viable manner.
1. SEI knowledge partnership – insight for investment management, 2013
What we also do.
For Emerging to Well Established Fund Managers.
- Best Practices Diagnostic Analysis, Proactive Investor Due Diligence Ready Recommendation or Solutions, (enterprise wide) or area of need best practices analysis. Augment efficiencies, curb investor reputational issues and project safety of assets to avoid rejection by peer selection. Better managed firms create better returns and increase the likely-hood of marketing success with sophisticated investors.
For Early Stage to Emerging Fund Managers.
- C-suite - Collaborative and Scalable Institutional Advisory Co-Sourcing, mitigate perceived reputational risk and expand sophisticated investor base with collaborative, scalable and cost-efficient co-sourced executive support from advising the spectrum of conventional, niche and complex asset management organizations.1
For Start-Up to Early Stage Fund Managers.
- Fund-Firm Conventional, Niche to Complex Product Execution & Strategy (domestic or offshore), Fund- Managed Account-Advisory Firm Formation, Best Practices Infrastructure, marketing, business strategy, to fund offering set-up and the connected launch expertise across the front, middle and back office to facilitate both initial and long term success.
Our Added Value Across the Enterprise.
- Business & marketing strategy, increase likely-hood of marketing success with our deep understanding of what works and does not with each target investor to proactively avoid the red flags that lead to sophisticated investor rejection by peer selection.
- Increase operational alpha, we leverage pragmatic industry know how and our deep industry relationships to augment operations and reduce fixed costs that can drag on returns.
- Counter-party expertise, deep knowledge and relationships across operational, counter-parties, enterprise risk management, legacy issues.
Proactive & Viable Support across the Enterprise to Overcome Today’s Business Growth Challenges
1. Outsourcing support for non investment key functions is common for the hedge fund industry generally, but even more so for emerging managers as they grow their business (Third Annual Due Diligence Survey, Deutsche Bank, 2014).
2. Notwithstanding capital to ever-larger fund management firms, new managers with excellent pedigree or expertise in market niches can find fundraising success with many allocators; however, many larger investors decline to commit capital until a fund can raise a threshold level of aggregate commitments, so as to be assured manager can maintain a sufficient fee stream to conduct operations with stable team of investment professionals. Schultz Roth&Zabel 3rd Annual Private Equity Fund Conference, June 9,2015.
3. There is now an enhanced appetite by institutions to develop relationships with newer smaller managers to mitigate growing concern larger managers deploying vast sums of capital may be unable to maximize performance. Schultz Roth&Zabel 3rd Annual Private Equity Fund Conference, June 9,2015.
4. The majority of studies show the higher failure for [newer Firms] compared to established Firms is often due to business mistakes rather than investment issues (Christany, Dauland Giraus), 2014.
5. Red flags: top five reasons an investor will veto an investment, unwillingness to provide adequate transparency, inadequate or inappropriate compliance policies and procedures, poor separation of duties, inadequate personnel or lack or relevant experience in critical roles, inappropriate valuation policy (Third Annual Due Diligence Survey, Deutsche Bank, 2014).
6. Outsourcing non investment key functions is common for the hedge fund industry generally, but even more so for emerging managers as they grow their business (Third Annual Due Diligence Survey, Deutsche Bank, 2014).
7. For more information, please see key professional bios under “who we are”.