>>> Anima (ANIMA IM) Announces partnership agreement with Banca Popolare di Pugl

Announces partnership agreement with Banca Popolare di Puglia e Basilicata 

Anima Holding and Banca Popolare di Puglia e Basilicata signed a partnership in the asset management business lasting eight years, according to which ANIMA Group is granted preferential access to the banks distribution network. Such access consists, in particular, training activities, product engineering and development according to the specific BPPBs clients needs. 

The agreement is similar in its guidelines to those signed by ANIMA with the other three strategic partners (BMPS, BPM and CreVal), and aims at further developing the asset management activities of the bank, which currently has 137 branches mainly concentrated in Southern Italy. As of December 31st 2013 BPPB indirect deposits reached €2.5 billion (of which around €450 million in mutual funds). - Source TradeTheNews.com

FT : Daimler targets China for Maybach revival

Daimler has targeted Chinese drivers to spur the revival of its moth-balled Maybach luxury brand, which returned on Wednesday with a global debut in the southern city of Guangzhou.
Maybach limousines once competed with luxury rivals such as Rolls Royce and Bentley, until Daimler axed the struggling brand three years ago.

The German carmaker revealed last week that it would relaunch the Maybach as a top-end variant of its Mercedes Benz sedans, and selected Guangzhou and Los Angeles as the debut venues for the new Mercedes-Maybach S-Class.
Daimler’s decision to launch the Maybach at this week’s Guangzhou Motor Show highlights the strategic importance of the China market, where its Mercedes unit is attempting to catch up with VW’s Audi division and BMW.
China is the world’s largest automotive market, with 18m passenger cars sold last year, and is on track to surpass the US as the world’s largest market for premium cars by 2020.
“It’s a smart move,” said Clemens Wasner, a Tokyo-based partner with automotive consultancy EFS. “If there’s any customer base in the world that could revive Maybach, it would be China’s.”
In 2013, Daimler posted a board member, Hubertus Troska, to Beijing to oversee operations in the world’s second largest economy and close a long-standing gap there separating Mercedes from its two main rivals.
Daimler sold 138,000 Mercedes sedans in China in the first half of this year, compared to unit sales of 269,000 and 225,000 respectively for Audi and BMW.
Speaking earlier this month at the formal opening of Mercedes’ new research and development centre in Beijing, Mr Troska said China sales increased 30 per cent over the first three quarters compared to the same period in 2013, and reiterated his company’s 2015 target to sell “significantly higher than 300,000 units” in China.
“We believe six per cent average growth over the next 10 years is highly likely for [China’s] passenger vehicle market, and premium cars tend to grow higher [than the industry average],” Mr Troska said. “There is a lot of catching up we can do, so even if there were not such strong growth I see no reason why Mercedes should not grow above average.”
Daimler sold just 200 Maybachs in 2010, the brand’s final full year before it was discontinued, compared with more than 2,700 units the same year for Rolls Royce and 5,000 for Bentley.
It is uncertain whether the new Maybach’s positioning as an S-Class “sub brand” will have the same appeal for Chinese drivers as Rolls Royce and Bentley, which maintain entirely separate brand identities from their parent companies.
Last month, Mr Troska said the company wanted Mercedes cars to “command a slight premium above the respective vehicles from our competitors”.

NYP - DreamWorks Animation boss can’t make a deal

In Hollywood, it’s not unusual to have a few failed marriages.
But for DreamWorks Animation and CEO Jeffrey Katzenberg, his two failed merger talks have taken the company stock down more than 30 percent this year.
Albert Fried & Co. analyst Rich Tullo told The Post that DreamWorks’ market cap at $2.2 billion should be in the same ballpark as other media industry stocks MSG and AMC Networks, which trade at more than double that valuation.
“It’s an example of the management team destroying value instead of creating it,” Tullo said. “These guys have a lot of good movies and good content. If someone else had these assets, the stock should be performing better.”
Shares closed Monday’s session at $22.31, down 14 percent. For the year, the stock is down 31.5 percent after investors signaled their disappointment that merger talks broke down with toy maker Hasbro on Friday. Earlier talks with SoftBank also stalled just weeks ago.

Katzenberg also gauged interest among other big media companies, including Time Warner, Comcast and 21st Century Fox in recent years.
More recently, he has been replacing senior management, naming a new chief financial officer, Fazal Merchant, who started in September.
Separately, sources wonder about DreamWorks’ possible role in the press leaks last Wednesday, when news of two potential deals — one with Hasbro and another joint venture with Hearst Corp. hit the Hollywood news outlet, Deadline.com.
In reporting the news, the Web site also floated that Katzenberg would take the chairman’s role at Hasbro, leading to finger-pointing at the DreamWorks camp.
The leaks, which freaked out Hasbro CEO Brian Goldner, also spooked his investors.
Meanwhile, Katzenberg owns 1.43 percent of the company and sold 20,700 shares on Nov. 6.
The company’s largest shareholder is Horizon Kinetics, which held 11 million shares on Sept. 30, while other big share owners include PrimeCap Management, which holds 9 million shares as of the same period.

NYT - When Is a Chocolate Shortage a Good Thing?

Milk chocolate, dark chocolate — or not enough chocolate? Link to article : {http://nyti.ms/1EZ2a4E}]

You might still be gorging on Halloween Twix bars or Reese’s Peanut Butter Cups, but according to two of the world’s largest chocolate makers, Mars Inc. and the Switzerland-based Barry Callebaut, your candy bowl might be a lot more bare around 2020.

“They cite a perfect storm of factors: Less cocoa is being produced as more and more people are devouring chocolate,” says Catherine Garcia at The Week.

And you might already be paying more for your favorite chocolate bar, with Hershey’s the first maker to raise prices, according to Roberto A. Ferdman at The Washington Post.

“The predicted forecast of consumption from Asia, India, China, Nigeria, Vietnam South Africa — i.e., the hot growth spots — are rising at an alarming rate,” Angus Kennedy, the editor of Kennedy’s Confection magazine, a British authority on chocolate and the global confection industry, told Op-Talk. “Nigeria at 217 percent, for example.”

Chocolate is also known for its healthful, in addition to its irresistible, qualities, such as aiding in memory, as Pam Belluck points out at The New York Times.

But while they’re still scrumptious, Mr. Kennedy points out that some chocolate products are changing their shape and taste. Consumers are getting less chocolate for their dollar, he says: “I call for an industry standard 100 gram chocolate bar, like a liter of wine or pint of beer. We must have standards with minimum chocolate levels to protect the consumers around the globe.”

He adds that we are buying “more packaging and less chocolate,” as well as nonchocolate ingredients in our chocolate such as nuts, almonds, raisins — not to mention lots of sugar. “My prediction is that they will develop more fake type chocolate products for the new markets.”

Why is less cocoa being produced? Some observers suggest that climate change has something to do with it, especially in Africa, where the majority of cocoa is grown.

“Dry weather in West Africa (specifically in the Ivory Coast and Ghana, where more than 70 percent of the world’s cocoa is produced) has greatly decreased production in the region,” says Mr. Ferdman. “A nasty fungal disease known as frosty pod hasn’t helped either.”

Dean Baker, at the Center for Economic and Policy Research blog, sees global warming as a probable culprit in reduced chocolate production. Perhaps, he says, rising prices are a “global warming tax on chocolate” and asks, “when we get people crying tears over the harm that will be done to people if carbon taxes or other restrictions on greenhouse gas emissions raise their energy prices, we have to ask where are their tears when people pay higher prices for chocolate or other foods due to the effects of global warming?”

Others have mentioned Ebola as a possible culprit. But according to a statement from the International Cocoa Organization, Ebola has had no or little impact, pointing to the countries with the most severe outbreak: “It is noted that harvesting and shipping of cocoa in Guinea, Liberia and Sierra Leone have been seriously curtailed. However, combined cocoa production in these three countries represents about 0.7 percent of global output and is likely to have a minor bearing on the global cocoa market.”

In the near-term, some observers are pointing out that reports of chocolate’s shortfall might be premature. According to the International Cocoa Organization, there is actually a surplus of 40,000 tons of cocoa in 2014.

So whether it’s today or 2020, when is a chocolate shortage a good thing? Symbolically, says Anne Steele at The Christian Science Monitor, the world’s insatiable appetite for chocolate “means more and more people can afford it. In a way, chocolate — as a luxury item — is an indicator of a growing world middle class.”

And much of that growth is in Asian countries, especially India and China. “The Chinese are buying more and more chocolate each year,” Mr. Ferdman writes at The Post. “Still, they only consume per capita about 5 percent of what the average Western European eats. There’s also the rising popularity of dark chocolate, which contains a good deal more cocoa by volume than traditional chocolate bars (the average chocolate bar contains about 10 percent, while dark chocolate often contains upward of 70 percent).”

Nevertheless, as Mr. Kennedy says, we are not going to run out of chocolate anytime soon: “The market will become more divided, more expensive chocolates will flourish as people believe it to be a bigger luxury and a splash out in cash.”

“Cocoa could be the new gold!” he says.

“It’s officially the U.S.’s favorite flavor,” he concludes, and offers words for chocolate lovers to live by: “My motto is, don’t buy chocolate to be healthy. Stay healthy so you can eat chocolate!”

FT Lex : The year in hedge funds: Dear loser

The year in hedge funds: Dear loser
Lala fans fear not, we will chase the winners of 2014
Dear investor in Lex Advanced Long/Short Advisers,
Time is an arbitrary concept. We draw your attention to this unappreciated point as we report performance year to date. Lala is active across the asset spectrum and we have seen what we at Lala call “complex” or “wrong-directional” movements in every asset category. This has depressed returns in this arbitrarily-defined reporting period, but our portfolios are set to capture significant alpha as the normal sequence of trading vectors resumes.

October’s sudden volatility is a riddle, wrapped inside a mystery, wrapped around a large rock which fell on us and – we should mention – many others. Shorting Treasuries has not created alpha in the timeframe we had anticipated, even before the sharp, painful rally of October 15. Not unlike our friends at the Paulson Advantage Fund (down a quarter this year, we note with sympathy), our event-driven fund was also driven, off a cliff, by AbbVie’s wrong-directional decision to cancel its merger with Shire.
We remain confident that the Lala process anticipates just those macroeconomic trends where there is no historical record of reliable prediction by anyone, ever. So our forecast date for the return of higher rates and volatility in 2014 has moved by a single-digit, to 2015. We will not, however, be passive in the remainder of 2014, waiting for our theses on 2015 to play out. Annual numbers are, after all, used for marketing, a circumstance the general partners at Lala accept with regret.
Happily, the unsustainable trading conditions this year have left other funds in a similar position, leagues below our high-water marks. Going forward, the predominant market dynamic is therefore clear. We and all our friends will chase whatever assets have had a half-decent 2014, in order to capture implied right-directionality. Apple has added almost $100bn in market capitalisation since October 15. Lala will therefore temporarily set aside its rigorous quantitative approach, and ride the Tim train. You pay us for performance. We chase it.

NYP - Dollar General may have to ax more than 4K stores

Dollar General may have to divest more than double the 1,500 stores it said it was willing to sell if it wants to gain regulatory approval to buy arch-rival Family Dollar, The Post has learned.
The Federal Trade Commission may require the country’s No. 1 dollar store chain to divest more than 4,000 stores to win approval of its stalled $9.1 billion merger proposal, two sources close to the situation said Tuesday.
There is concern among the FTC staff that the two chains are mainly in competition with each other — and not with Walmart, drugstores and supermarkets, the sources said.
“The question is whether the [vastly increased] number of divestitures will allow [Dollar General’s] deal to work financially,” according to one source close to the situation.
Getting the FTC to change its mind on what retailers are its biggest rivals could take as long as six months — but rival Dollar Tree, the No. 3 chain in the sector, wants a vote on its proposed Family Dollar merger by Dec. 31, according to insiders.
Without the time to fully explain its case in Washington, Dollar General could be forced to either raise its bid, throw in the towel on the merger — or live with the added number of divestitures, according to sources close to the situation.
Its offer for Family Dollar expires on Dec. 31.
Currently, Dollar General and Family Dollar operate a total of 20,000 stores. Regulators are concerned a merger would eliminate price competition.
In papers submitted to the FTC, Family Dollar indicated rival dollar stores are its chief competitors, a source said.
Dollar General CEO Rick Dreiling may have hurt his cause in August when he said in a call, “The hits we’ve taken on [competition with Wal-Mart] so far have actually been less than what happens when a Family Dollar opens up.”
Dollar General’s $80-a-share proposal is more than the $74.50 offer from Dollar Tree, the No. 3 dollar-store chain, which has been blessed by Family Dollar’s board.
Family Dollar shares closed Tuesday at $78.85, reflecting investor hopes that Dollar General is still in the running.
Regulators have been pressuring Dollar Tree, telling the chain it will have to sell a “substantial” number of stores to gain approval, two sources close to the situation said. Dollar Tree had believed it might not have to sell any stores.
Dollar Tree plans to accept the FTC remedy instead of giving regulators more information, which would take them more time to review, sources said.

>>> SOHN Conf in london today - Schedule - starting @ 1pm

{http://www.sohnconference.org/london/schedule/}


List of Speakers
Carson Block, Muddy Waters Research
Carson Block, Muddy Waters Research
Carson Block is director of research and founding partner of Muddy Waters Research. Muddy Waters is a due diligence-based investment and research firm that conducts extensive accounting and on-the-ground investigations of public companies. Bloomberg Markets Magazine named Mr. Block as one of the “50 Most Influential in Global Finance” in 2011. In 2012, Muddy Waters received the Financial Times Boldness in Business Award.
Muddy Waters gained fame following its research on Sino-Forest Corp., a China-based forestry company listed on the Toronto Stock Exchange. Shortly after Muddy Waters issued its report in June 2011, Sino-Forest lost nearly $6 billion in market capitalization, its auditor resigned, regulators halted its shares and charged former management with fraud. The company filed for bankruptcy and in June 2012, the Ontario Securities Commission filed formal fraud charges against Sino-Forest and its senior management for overstating its timber assets and misleading investigators. In total, Muddy Waters has issued 10 “strong sell” recommendations resulting more than $8 billion of downward market cap adjustments, four de-listings and at least six regulatory investigations into company managements.
Mr. Block appears frequently as a commentator on Bloomberg Television, CNBC and the BBC. He has written op-eds in the Wall Street Journal, Financial Times, and New York Times on various topics related to improving corporate governance and market transparency.
Prior to forming Muddy Waters, Mr. Block was an entrepreneur in China and worked as a lawyer in the Shanghai office of the U.S. law firm Jones Day. In 2007, he co-authored Doing Business in China for Dummies, a primer on doing business in China. He holds a B.S. in business from the University of Southern California and a J.D. from the Chicago-Kent College of Law, where he has also served as an adjunct professor.
Jim Chanos, Kynikos Associates LP
Jim Chanos, Kynikos Associates LP
Jim Chanos is the founder and Managing Partner of Kynikos Associates LP. As the world’s largest exclusive short selling investment firm, Kynikos Associates LP provides investment management services for domestic and offshore clients. Through investment funds, partnerships, corporations, and managed accounts – domestic and offshore – Kynikos Associates LP maintains private portfolios of securities for clients. The Ursus, Kriticos and Kynikos Opportunity funds seek to profit from the unusually high alphas found on the long and short side of the U.S. and non-U.S. equity markets.
Marc Chatin, Parus Finance
Marc Chatin, Parus Finance
Marc Chatin is a Partner at Parus Finance and a co-Portfolio Manager of the Parus Fund, a global long/short equity fund with a net annualized return of 17.3% since 2003. Investments are fundamentally based with a 3-5 year view, with a focus on growth companies with a competitive advantage on the long side and structurally declining companies on the short side. Alongside these investments, the Fund also takes positions in companies with cyclical, mean reverting characteristics. The Fund does not use leverage and has a variable net exposure through the equity market cycle.
Marc is one of the four portfolio managers and is involved in all aspects of the investment process. Marc has been investing in long/short equity since 2005 and has worked for several multi-billion dollar equity long short funds either as a generalist or as a portfolio manager focusing on TMT sectors. Marc also worked in corporate business development for Cisco, the technology company,and in M&A for Rothschild in Paris. Marc has an MBA from Wharton.
Mala Gaonkar, Lone Pine Capital
Mala Gaonkar, Lone Pine Capital
Mala Gaonkar is co-portfolio manager at investment firm Lone Pine Capital LLC, a role she has held since 1998. After graduating from Harvard in 1991, she worked for The Boston Consulting Group, primarily in Munich and Hong Kong, and completed her MBA at Harvard Business School before Lone Pine’s inception.
She is a trustee of the Clinton Health Access Initiative (CHAI), Ariadne Labs, The Harvard School of Public Health, and is a founding trustee of The Queen Elizabeth Prize for Technology. She also serves as a trustee of The Paris Review Foundation and of the Tate.
Ali Hedayat, Indus Capital
Ali Hedayat, Indus Capital
Ali Hedayat is a partner at Indus Capital and the co-CIO of the Indus Markor fund, a concentrated special situations vehicle focussed on overlooked opportunities globally.
Ali started his career at Goldman Sachs in 1997 as a sell side analyst, covering a number of industries in Latin America. He joined the Risk Arbitrage/Principal Strategies group in 1999, driving the development of the business both in Europe and across the non-Asian emerging markets. From 2007-2010, Ali was the co-head of Goldman’s Americas Principal Strategies Business, successfully leading it through one of the more turbulent periods in its history. Ali left Goldman in 2010 to start Edoma with a number of former colleagues and joined Indus in 2013.
Ali sits on corporate boards in the pharmaceutical and entertainment industries as well as on charitable boards focussed on Persian cultural and community causes. He holds a BComm with honours from McGill university and lives in London with his wife and two daughters.
Mans Larsson, Makuria Investment Management
Mans Larsson, Makuria Investment Management
Måns Larsson founded Makuria Investment Management, a European value fund, in April 2013. Makuria invests long and short across the capital structure in debt and equity driven by fundamental bottom-up analysis. Prior to establishing Makuria, Mr Larsson was the head of Canyon Capital’s London office. Mr. Larsson was responsible for Canyon’s European portfolio and focused primarily on European credit and distressed investment opportunities. Prior to joining Canyon in 2007, Mr. Larsson worked at Silver Point in London where he invested in distressed and special situation securities across the capital structure. Prior to that, Mr. Larsson invested in European private equity at Altor Equity Partners and Hicks, Muse, Tate & Furst. Mr. Larsson started his career in the private equity group at Goldman, Sachs & Co. Mr. Larsson graduated from Harvard University (B.A., magna cum laude) and Harvard Business School (M.B.A.).
Marc Lasry, Avenue Capital Group
Marc Lasry, Avenue Capital Group
Marc Lasry is the Chairman, Chief Executive Officer and Co-Founder of Avenue Capital Group, a global alternative investment manager focused on distressed and undervalued debt and equity opportunities in the U.S., Europe and Asia. In 1995, Mr. Lasry formed Avenue with his sister Sonia Gardner with less than $10 million in capital from friends and family. Today, Avenue is one of the largest distressed debt investors globally, managing assets of approximately $14.1 billion, with headquarters in New York City, and offices in London, Luxembourg, Munich, Madrid, and four offices throughout Asia.
Mr. Lasry is known as a pioneer in distressed investing which has been the focus of his professional career for over 30 years.
After law school, Mr. Lasry clerked for Edward Ryan, Chief Bankruptcy Judge for the Southern District of New York. He spent the following year practicing law at Angel & Frankel, which focused on bankruptcies. Mr. Lasry subsequently became the Director of the private debt department at R.D. Smith, the firm where he first became involved in “trade claims,” the market in purchasing and selling to investors the unsecured claims of vendors and other creditors against a debtor. In 1987, he moved to Cowen & Company where he was Co-Director of the bankruptcy and corporate reorganization department. It was at Cowen that he caught the attention of the Texas investor Robert Bass, who was a client of the firm. When he left Cowen, Mr. Lasry went to manage over $100 million for the Robert Bass Group, Inc., where he invested in bank debt, senior bonds, and trade claims. The Bass fund Mr. Lasry oversaw was called Amroc Investments, L.P., and, at the time, it stood as one of the largest distressed funds in the U.S. In 1990, he co-founded a boutique distressed keeping the Amroc name and maintaining the affiliation with the Robert Bass Group.
Mr. Lasry serves as a member of the Board of Trustees of The Mount Sinai School of Medicine and as a member of the Board of Directors of both The Clinton Global Initiative and the 92nd Street YMHA. Mr. Lasry received a B.A. in History from Clark University (1981) and a J.D. from New York Law School (1984).
Yaser Martini, Team Margot
Yaser Martini, Team Margot
Yaser qualified as a chartered surveyor in 1994 and was previously at leisure and hospitality property specialists, Fleurets for 18 years. He has since worked in the ultra high end residential property market, co-founded Miso Tasty Ltd and is a non-executive board member at Beds and Bars Group (backpacker hostels), Cirrus Inns (pub company), PubAid, Portman Square Holdings and Instinctive PR. He is married and father to three children, including Margot. Team Margot is Margot’s family & friends of the family who together raised awareness of Margot’s plight and that of others like her desperately seeking a blood stem cell donor match.
Team Margot launched Margot’s donor appeal on Christmas Eve 2013 and are credited as having run the most high profile global donor appeal anywhere in the world, embracing national and international TV, radio, print, online, outdoor media and Virgin America flights. Within the first 6 weeks of launch the charity, Delete Blood Cancer UK received over 50,000 requests for swab kits in the UK alone.
As a result of Team Margot’s efforts to date, statistically there will be over 500 people who will now have the option of a donor match that could potentially save their life.
Team Margot is committed to raising awareness around the need for more stem cell donor recruits and in particular more recruits with a mixed genealogy. Margot’s mixed family background was the key difficulty in finding her a perfect match.
Michael Messara, Caledonia
Michael Messara, Caledonia
Michael Messara is the Senior Portfolio Manager and an Executive Director of Caledonia, a $2.6 billion long short global equity management firm. Caledonia employs a long term, fundamental research and theme-based approach to its investments, taking concentrated positions in high conviction opportunities. Founded in 1992, Caledonia has offices in Sydney and New York.
Michael joined Caledonia in 2006 after spending five years with UBS AG in Sydney. While at UBS, Michael held a number of roles in equity research with a particular emphasis on the materials, healthcare, media, gaming and small-caps sectors. Immediately prior to joining Caledonia, Michael was leading a top-rated team of UBS analysts covering small- to mid-cap Australian companies.
Michael holds a Bachelor of Commerce from Bond University. He is a Non-Executive director of GraysOnline and Arrowfield Pastoral Company.
Prof. Christopher Nutting, The Royal Marsden Hospital
Prof. Christopher Nutting, The Royal Marsden Hospital
Professor Nutting is head of the Division of Radiotherapy and Imaging at the Institute of Cancer Research and Royal Marsden Hospital. He specializes in developing and testing new cancer treatments which integrate state of the art technology into radiotherapy. The goals of the research developments are to increase cancer control rates and minimize side effects of treatment.
Richard S. Pzena, Pzena Investment Management
Richard S. Pzena, Pzena Investment Management
Richard S. Pzena is the Founder, and Co-Chief Investment Officer of Pzena Investment Management. Pzena Investment Management is a global investment management firm that employs a classic value investment approach. The firm began managing assets on January 1, 1996 and has grown to manage approximately $27.0 billion (as of June 2014) for clients around the world. Rich is the architect of the firm’s investment strategy, conceived and developed our proprietary screening model and serves as co-portfolio manager on each of the firm’s US investment strategies. Prior to forming Pzena Investment Management, Mr. Pzena was the Director of U.S. Equity Investments and Chief Research Officer for Sanford C. Bernstein & Company. He joined Bernstein in 1986 as an oil industry analyst and was named to the Institutional Investor All America Research Team from 1988-1990. Prior to joining Bernstein, Mr. Pzena worked for the Amoco Corporation in various financial and planning roles. He earned a B.S. summa cum laude and an MBA from the Wharton School of the University of Pennsylvania in 1979 and 1980 respectively.
Guillaume Rambourg, Verrazzano Capital
Guillaume Rambourg, Verrazzano Capital
Guillaume Rambourg, prior to joining Verrazzano Capital as a Founding Partner, Guillaume was co-portfolio manager of the AlphaGen Capella, AlphaGen Tucana and AlphaGen Acamar hedge funds at Gartmore Investment Management where he co-ran $5 billion in assets under management (AUM) at the peak across both strategies (peaked in 2008 and again in 2009). Guillaume joined Gartmore in 1995 as an analyst and was co-manager from inception of both the AlphaGen Capella hedge fund (1999-2010) and AlphaGen Tucana (2005-10). In addition, Guillaume co-managed European long-only mandates, including Gartmore European Selected Opportunities Fund and Gartmore SICAV Continental European Fund, totaling AUM $8 billion at the peak. Guillaume graduated from ESSEC Business School in Paris (1993), majoring in Finance. The funds he co-managed were the recipients on various occasions of awards from Eurohedge for Best European Long Short Fund (Over $500m category): AlphaGen Capella 2001, AlphaGen Tucana 2006, AlphaGen Tucana 2009.
Bruno Rocha, Dynamo
Bruno Rocha, Dynamo
Bruno Rocha co-founded Dynamo in Brazil in 1993. Until 2006, the firm was exclusively dedicated to investing in Brazilian equities and Bruno was responsible for managing the portfolio. He then moved to London to set up an international fund mainly focused in European equities.
Dinakar Singh, TPG-Axon Capital
Dinakar Singh, TPG-Axon Capital
Dinakar Singh is the founding partner of TPG- Axon Capital, a leading global investment firm. Through offices in New York, London, Hong Kong and Tokyo, TPG-Axon invests across global markets and asset classes. The firm was founded by Mr. Singh in late 2004, in partnership with Texas Pacific Group.
He was previously a partner at Goldman Sachs, where he was co-head of the Principal Strategies department. During his 14 years at Goldman Sachs, he served on a number of the firm’s key leadership committees, including the Securities Division Operating Committee, Risk Committee, Partnership Committee, and Asia Management Committee.
He serves on the Yale University Investment Committee and the Boards of the New York Public Library, Columbia University Medical Center, The Rockefeller University and Cold Spring Harbor Laboratories.
Nicolai Tangen, AKO Capital
Nicolai Tangen, AKO Capital
Nicolai Tangen is the founder and CEO of AKO Capital, a $9 billion European equity manager. Before setting up AKO Capital, Tangen was a partner at Egerton Capital where he was voted Best Individual European Small Cap Fund Manager by finance directors in the Reuters Survey in both 1999 and in 2001. Prior to joining Egerton, Tangen worked as an equity analyst at Cazenove & Co., where he built up and headed the Nordic department.
Leah Zell, Lizard Investors