Finance

Welcoming new member Christophe De Greift

Umbrex is pleased to welcome Christophe De Greift with NEXUSQUANTS. Christophe De Greift has 15 years of experience in management consulting, part of it at The Boston Consulting Group and more recently running his own consulting firm focused on business analytics. Christophe has led 75+ projects in Latin America and Europe and has particular expertise in marketing analytics and supply chain analytics in sectors such as media, finance, logistics, consumer goods, energy and mining.

He lives in Lima, Peru with his wife and two young children and will keep exploring Peru with them, as soon as lockdown ends.

Christophe is happy to collaborate in transforming data into business value, both remotely and in Latin America or Europe.

Welcoming new member Yevgeniy Rikhterman

Umbrex is pleased to welcome Yevgeniy Rikhterman.  Yevgeniy Rikhterman spent three years as the Director of Strategy at Herff Jones, a PE owned CPG company. Yevgeniy has experience in creating strategic plans, as well as an evergreen strategic planning processes. Yevgeniy led the strategic planned that helped to maximize the value of Herff Jones during a critical PE transaction.

He also led the corporate development, and M&A aspect, and as such has specific experiences that is applicable to mid-size companies looking to grow through partnerships and acquisitions. In addition, he led multiple product transformations, and is experienced in not only understanding root causes, but also guiding the implementation of the solution. Prior to Herff Jones Yevgeniy spent two years as a consultant at the Boston Consulting Group (BCG), working on a variety of projects in finance, retail, pharmaceuticals, telecom, industrial goods, and aviation.

Yevgeniy lives in New York City, and when not working enjoys travelling around the world, and outdoor activities. He is happy to work projects globally.

Digitization in Commodity Trading

 

This in-depth article from Boris Galonske explains how digitization helps improve resilience in commodity trading.

Commodity trading suffers from shrinking margins and in some commodity classes also from low price volatility. At the same time operating environments struggle with manual routines, legacy processes and systems resulting in high cost income ratios (CIR).

How can this challenge be addressed and how can the profitability and the resilience of trading businesses be increased?

Situation today

Commodity trading exhibits still several manual routines in its workflows, given the physical nature of the business and established processes in the industry. At the same time margin pressure increases as the inherent profitability of several trading businesses decreases. How can this be addressed?

Commodity trading business characteristics

Commodity trading businesses are typically lean by nature. Several years back, high performing businesses exhibited cost-income ratios (CIR) in the range of high 30% – medium 40%. These days these ratios are significantly higher. Large European commercial banks – as a comparison –  even exhibit cost income rations in the range of 70 % – 90% +.

In order to tackle the profitability gap, analytics and middle office activities have been scaled down.

However parts of the trading process have remained untouched.

 

Points covered in this article include:

  • How digitization can help
  • Reservations about digitization
  • How to approach trading digitization

 

Read the full article or download the PDF, Monetizing Digitization Levers, on the Silverberg Partners website.

 

Accessing the Innovation Funds

Robyn M. Bolton provides a few inside tips on how to work with resource constraints and the people who control them when you need to access the resources that will fund your innovation.

 

The process of setting annual goals and budgets can be frustrating and even demoralizing for employees and managers alike as their visions and budgets get slashed in each round of management reviews.

This process can be especially painful for Innovators who feel like they are expected to do more with less and, as a result, can’t even try to do anything new or game-changing because they barely have the resources to operate the current business.

Resource constraints are a reality in every organization. The trick is not to give up when you run into them, but to figure out how to work with them and, more importantly, the people who control them.

 

The steps are:

-Acknowledge reality

-Know where there’s flexibility

-Channel your inner Mick Jagger

-Make your case

 

Read the full article, 4 Steps to Get the Resources You Need to Innovate, on LinkedIn.