Dimitry, or Dima as he is called by his friends and family, is a phenomenal dealmaker. I was introduced to him one evening several years ago at London’s Arts Club and we have been friends ever since.

He runs a very successful mining-focused investment company, headquartered in London, and spends much of the year travelling the world in search of exciting investment opportunities.

While in Paris on business, I accidentally bumped into Dima near Place Vendôme. We greeted one another and agreed to meet for breakfast the following morning at the hotel he was staying in, right around the corner.

The setting

The next day I arrived at the Meurice Hotel, which is located near Musée du Louvre on rue de Rivoli. The hotel is part of the Dorchester Collection, which is owned by the Brunei Investment Agency (BIA). I know the BIA quite well and am in regular contact with a few of their investment teams.

Dima was wearing blue jeans and a dark green-coloured polo. His watch I couldn’t quite name but by the looks of it I would have said its price was north of $100,000. Easy. On the table in front of him rested a Vertu phone, a luxury mobile with concierge service. Next to it was a money clip with a stack of freshly minted €500 notes. A bit of loose change.

I noticed a tall man with dark glasses standing in a far corner of the room. I recognised him. It was the same intimidating giant who was always around when I met Dima. His bodyguard. I smiled at him and he just nodded blankly.

The conversation started… [READ MORE…]


(click on image to enlarge)


“To answer or not to answer. That, my dear ibanker, is the question you must ask yourself.”

- Jean-Pierre (A senior investment banker)

Those were the very words that came out of Jean-Pierre’s mouth one Thursday evening at quarter to eight as he got up from his chair to head home after a long day. He was my line manager and, as with people in the business, never gave a moment’s thought to anyone but himself.

I had pulled an all-nighter the night before with but only one little break – when a taxi drove me home at 5:30am so that I could shower, shave and put on a fresh suit. The driver just sat in his car while the meter ran. I was then driven right back so that I could be at my desk by 7:30am. I slept for no more than ten minutes en route to Canary Wharf. Colleagues had already started calling.

So here I am sitting at my desk, having missed out on a much-needed night of sleep, when, just as I’m beginning to think about the lovely prospects of packing up to head home, one of the phone lines on our desk area begins to ring. Oh God.

At this time, there are three of us junior bankers still working away. Custom has it that one of us should answer the phone and do so quickly. You never know, it could be a client, someone from the New York office or another team within the building that needs immediate help. It was an unwritten rule that a phone line should not go unanswered for more than three rings. I’ve seen Managing Directors yell across the room at junior bankers for not jumping at the opportunity to answer. [READ MORE…]


The world is teeming with millions and millions of dealmakers, entrepreneurs and ibankers. Each unique as a snowflake yet invariably fuelled by the ambition to do mighty things. Meeting a new one is usually quite a pleasant experience. It helps me forge new friendships and partnerships while allowing me to rethink the way I carry out the work I do. I always learn from a fellow businesswoman or businessman.

One should appreciate these motivated individuals as one would art.

We all have our own tastes. Some of us prefer Contemporary Southeast Asian Paintings over Pre-Columbian Art. Others enjoy only Islamic Art or perhaps Sporting Art, a genre which may include paintings that depict great hunts in the plains of Africa. There are also people who obsess over old Master Paintings and who may adore with great fervour a particular artist, like the great Canaletto. To have one’s preference is no crime. However, it’s important to try and nurture curiosity about other styles, approaches and methods. You can learn a great deal from exposure to different art forms. The same holds true of business.


In the paragraphs that follow I’ll briefly touch on the following:

  • Two individuals who do seemingly different yet similar deals
  • A new way of looking at today’s ibanker
  • A remarkable young entrepreneur I met in Singapore’s Changi airport en route to Bali
  • The ibankerpreneur mindset and how to cultivate it

Mrs. & Mr. Smith

Just as there is sometimes commonality between two art forms, so can parallels arise between magicians of business when you observe them carefully. You notice that, though their modus operandi differs, they’re actually similar creatures with often equal aims. Allow me to illustrate by referring to Mrs. & Mr. Smith (they are real people though not married).  [READ MORE…]


It’s true, information is power. But what you do with it is far more important.

And so it happened that one day, not too long ago, I had an epiphany. I was walking down a street in Mayfair holding a Perrier bottle in one hand, a briefcase in the other and a folded City A.M. newspaper under my right arm. I arrived at a street crossing and joined other pedestrians waiting to traverse the street.

As I waited for a signal change, I briefly looked at the people around me and then lifted my gaze to meet one of the most beautiful real estate assets in the world. A magnificent 5-Star hotel steeped in history. I must sell this building.

Creating a market

Who could I sell this to? I didn’t have a buyer in mind. Clearly, it would have to be someone for whom money was no object. Someone who was more interested in the prestige element of having a trophy asset. Someone who wanted more than anything to point and say “I own this”.

What about the hotel owner? Was his hotel for sale? Luckily, I knew that almost anything is for sale. For the right price.

Neither the hotel owner nor the billionaire investor knew what was coming. I told the owner, “Someone would like to buy your hotel”, and the billionaire, “There is a hotel for sale.” And both were told, “This is a unique opportunity”.

See the video.


How to orchestrate a £500 million deal.

- Approach owner of an amazing 5* hotel.
- Tell them you have a buyer who wants to pay a lot of money to buy it.

- Approach a Saudi billionaire and tell them one of the most beautiful hotels is on sale and that owning it will be a great source of prestige.

- Introduce the two.

Take your cut!


At any one time, I may advise anywhere from a few to ten families, each with a net worth above USD1billion. They are mostly based in London because anyone who lives here knows that the city simply attracts a lot of money, is far more international than most other gateway cities, is geographically central, has an undeniable prestige about it and so on and so forth. Having said that, some of these families also have bases abroad, depending on where they are from or spend a lot of their time.

The sheer amount of wealth these families possess is flabbergasting. Few people actually know who they are and what they own exactly. They not only have drivers, private jets, yachts and other goodies the rest of us only come close to via music videos, magazines and movies, but also an army of specialists ready to serve them such as private bankers, security companies (to look after their personal safety and that of their assets), house staff and more.

Often, their money is managed through what’s called a Family Office, an organization that manages the wealth of an ulta-high net worth individual or a family. A Family Office can be comprised of less than a handful of people, including the individual or family to whom the wealth belongs, up to twenty or more individuals. It varies on a case by case basis.

Different families different cultures

Family Offices allow very few people into their circle for obvious reasons.

Those I presently work with are a colourful bunch. They include: a secretive English family with its hands in multiple sectors in the UK and Europe; an Indian family which owns some of the most luxurious hotel assets in India; a funny Swiss individual whose significant wealth came from technology investments; the Family Office of one of Saudi Arabia’s wealthiest merchant families; a powerful Azeri family with billions in assets; a Mongolian ultra high net worth individual with, amongst other things, mining, hospitality and banking assets; an American family that is one of the largest real estate owners in the nation; and more.

Through my work, I have come to know many more Family Offices from all over the world. Some I interact with regularly, in person either in London or another international city, while others I see once in a while.

Family Offices differ from larger, more institutionalised organizations in so many ways that it would be far too difficult for me to show it one post (more on Family Offices in later posts). One chief example I could quickly provide is how they go about investing their money. Let’s set aside the type (debt or equity), sector (Oil & Gas or Technology), size (USD5m or 50m) and structure of investments they make, and touch on the process they go through in order to arrive at a decision to proceed ahead.

I’ll provide two examples: [READ MORE…]


Dear readers,

First of all, I wanted to take the opportunity to thank you for taking the time to read my posts and engaging with me. I’ve met some fantastic people since launching the blog. I’ve also received lots of funny, quirky and unusual e-mails from many of you. It’s been interesting! I look forward to meeting many more of you in the near future.

The communication exchange has greatly helped guide the makeup of my posts.

Secondly, I wanted to update you on the direction the blog is going to take starting very soon. I will be adding, in addition to posts similar to the ones which have already been published, a new type of post which will focus on strategies, hacks and tips relating to business and personal life.  I believe they may be of use to you. You don’t have to be an investment banker to benefit and gain from that advice or draw useful conclusions from it. Even a blogger or entrepreneur could benefit from this new type of post. [READ MORE…]


Once upon a time, Roman gladiators fought against one another in massive arenas surrounded by the deafening cries of thousands of blood-thirsty spectators who craved to see no less than blood carpet the ground, gouged eyes brandished like a cowboy’s lasso and decapitated heads affixed to the sharp end of swords like kebabs on skewers.

One would need to momentarily turn a blind eye to the fierce brutality of what was once upon a time considered a magnificent sport, if they are to truly perceive the noble elements of the game. Just as the crowds used to. For in their hearts, the audience longed for more than just the sight of blood. With determined eyes, they religiously followed each swing of the mighty sword as it cut through the air toward their opponent’s body. With each breath the audience impatiently waited to witness the manifestation of ideals and virtues which long confirmed the elegance of the sport.

The crowd held strong admiration for those who fought valiantly and displayed great courage. When a gladiator put on a good show and revealed integrity, he or she was showered with gifts, honours, sexual partners and even freedom. In other words, the gladiator received a bonus.

Though those days have long gone, except in the imagination of a few poor yet ambitious Hollywood scriptwriters aspiring to bring to life the next great Ancient Roman blockbuster, some practices remain.

Just as many forms of punishment, once open to the public, moved behind closed doors, so too have some of today’s modern gladiator fights disappeared from the public eye. Particularly those of financial gladiators.

The punishments, however, remain. Even though they are out of sight…

Origins and the present

Gladiators usually came from one of two sources. They were captured soldiers who had fought and lost against Rome. Or they were slaves. Through their status as gladiators they would have the opportunity to redeem themselves and potentially attain freedom. Perhaps even fame.  [READ MORE…]


Sometimes it’s the painful, annoying and ridiculous things that happen to you at work that turn out to be positively important ingredients in your personal development.

New joiners beware

I can tell you that for me and all of my former colleagues in ibanking, and I’d say many people who work for a large powerhouse investment bank, there was no instruction manual to refer to when, on our first day and not long after we seated ourselves comfortably on what was to become an extension of our rears, some senior banker appeared unannounced and barked an order to have this or that done “NOW!”

You were nearly always approached with everything but a gentle or friendly “hello”, “excuse me”, “would you mind”, “can you please” or any of that fluffy, time-wasting nonsense. There were exceptions of course, when someone put their hand on your shoulder, smiled and kindly asked you to do something for them. But those events which were few and far in between occurred when you daydreamed for a few seconds at your desk as a coping mechanism before another urgent deadline landed on your desk like a meteor.

Generally, someone just commanded you to “get X done in 10 minutes”. And trust me when a managing director stares right at you with bloodshot eyes, a threatening open mouth and bulging neck veins you begin to stress very quickly. And as soon as he’s done giving his request and turns around you get to work and you call on every single cell in your brain to get their shit together and perform at 100%.

Parkinson’s law

There’s a saying that goes, work expands so as to fill the time available for its completion. That’s Parkinson’s law. The time pressure and urgency to complete a task of epic propotions in 10 minutes leads you to become more efficient than you’ve ever thought imaginable.

But it’s not just about a 10-minute deadline which normally takes five people working together an hour to complete. What makes the situation highly challenging and significantly more stressful, is that you’re not given directions on how to do the task. Nothing.

No directions? Isn’t that counterintuitive? Given ibankers work on such important deals wouldn’t it make sense to be instructed properly on what to do? You may ask yourself plenty questions like these. The reason why instructions are not given will be the subject of another article. However, for the purposes of this post, I’d like to highlight how much of a good thing it can be for you not to receive any direction.

If you look past the momentary hell it puts you through and the spike in stress levels your body must adjust to, not to mention the greying of two or three additional hairs on your scalp or the probable onset of an ulcer, it can actually be a very good thing for you in the long run. Before things get good there will be pain. More often than not, lots of it.

Does anyone really think that the superior skills and abilities an ibanker comes to possess through years of experience on the job are intangibles acquired by way of a comfortable and soothing journey? Perhaps similar to a lovely evening stroll along the beach somewhere in North Goa? If only.

Project PORTO

One could fill thousands upon thousands of pages with incidences of tasks assigned with no direction or instruction. As I am in Portugal at present, I am reminded of the time Adam, a senior investment banker covering Portugese banks, appeared at my desk one fine Wednesday morning. [READ MORE…]


You got so used to seeing people get yelled at Paris Berkeley Capital that after six months on the job someone two seats away could get machine gunned with insults and be on the verge of tears and you wouldn’t even turn your eye in their direction. Like a song that you overplay, it gets relegated to the low-priority area of your brain.

Think of the general who’s spent so many years in battle that he is able to calmly give himself a straight razor shave outdoors as explosives violently go off around him and his subordinates run frantically for cover. You were so used to witnessing abuse it would have to be bloody spectacular for you to raise an eyebrow. Even then you’d probably let out a long sigh and look back at your computer screen.

When terror hits home

So when Amit, a few rows down from me, got yelled at I was tempted to turn around as he’s a friend and there are emotional motivations at play. But that very moment I was preoccupied with stealthily updating my resume ahead of a meeting with a hedge fund recruiter. Come on, I had priorities.

Therefore, I could not really be bothered. I figured I’d have a chat with him later and find out what happened. The only reason I did end up turning around was because I heard something unusually absurd:

“What kind of stupid stapling job is that? Do it again.” The senior banker looming over Amit then proceeded to slam what sounded like a large dumbbell on my poor friend’s desk and walked away. A 70-slide presentation can get heavy.

Amit had done the unthinkable. He had stapled the presentation horizontally, allegedly making it difficult to neatly flip through the pages during a sit-down session. God Forbid one of us would make a client’s life difficult! It was our religious mission in life to make the contemplation of deals as smooth and easy as possible for our precious clients in order for us to get a mandate quickly and efficiently. And as a result see lots of big numbers enter our bank accounts. So was the senior banker’s wise thinking. [READ MORE…]

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