15. Investing in the right causes

Tandem Fund assists social enterprises in getting financing
TANDEM Fund calls itself a “patient investor” to social enterprises.
“For all their benefits, social enterprises find it difficult to obtain financing,” its website reads.
“On one hand, they generate returns that are too low for banks of traditional investors. On the other, they are often ineligible for foundation money as for-profit enterprises.
“Our role is to fill that gap. We act as a patient investor, providing capital to social enterprises that wouldn’t otherwise be able to gain investment.”
The venture fund, says its chief operating officer Kal Joffres, is the only one in Malaysia that invests exclusively in social enterprises.
As a not-for-profit fund, it differs from a conventional investment firm in that the returns from its investees are recycled into other social enterprises, rather than paid back as a dividend to shareholders.
A native Canadian, Joffres was a strategy consultant to non-profits and United Nations agencies prior to joining Tandem Fund.
The business and philosophy graduate from McGill University moved to Malaysia after helping a client here to start a social venture fund, which became Tandem Fund.
The fund has two sources of capital: the income from its subsidiary Tandemic, a social media consultancy, and a major banking group in Malaysia, who was the client that hired Joffres.
Tandemic – which has worked with consumer brands and government agencies – helps build social movements by organising communities around causes using social media and on-ground events.
“We started Tandemic because we thought some of our skills would be useful for companies and brands. The way we see it is a lot of organisations that are interested in social media aren’t doing it very well.
“They tell people, Here’s our latest deal, follow us on Twitter’, which is not effective. We try to engage people around causes they care about, we build communities around causes,” Joffres quips.
A portion of the Tandemic’s profit is used to finance Tandem Fund’s more experimental social enterprises.
On the second source, Joffres points out that the fund does not receive any cash for investment but rather acts as a conduit to identify social enterprises that meet several criteria, including financial sustainability and social impact. It is the bank that invests directly in the social enterprises, he says.
The social enterprises that are at a mature stage and can turn in a profit are put under Tandem Fund’s management, while the ones that more closely resemble a non-profit are directed to the bank’s philanthropic arm.
Tandem Fund has four projects under its belt: Design Change, Do Something Good, Sols24/7, and a yet unnamed mobile healthcare unit that aims to deliver medical care via waterways, especially in Sarawak.
Besides funding social enterprises, it helps streamline their operations, for example by customising a set of performance measures for each company.
On the challenges faced by fledgeling social enterprises, Joffres says this includes profitability, management skills, market access, and talent.
“A lot of social enterprises in Malaysia haven’t figured out how to make money yet. There’s still work to be done on the business model.
“They also tend to have very thin middle management. There are very passionate people running them, but it’s also important to have operational people in place to make sure things run smoothly,” he elaborates.
The country’s geography, he adds, can also be a hindrance as the people who need assistance are often deep in remote areas.
Disorganisation is another thing. “It’s easier to work with communities that are internally organised, but these are limited,” Joffres says.
“When you have one player that tries to do too many things along the value chain, instead of having a few to help you along the line, your risk increases. This is especially so if you are a start-up.”
In addition, he notes that there are talent acquisition issues in the sector, but insists that “just because you work for a social enterprise doesn’t mean you don’t get paid as well (as other companies)”. Some social enterprises do pay competitively, he says.
Nonetheless, he adds that “people love the fact they are working for social missions” in social enterprises.
“For the most part, it isn’t easy to get talent in any sector. We have a really passionate team and they get to pursue causes they’re interested in,” he says.
Joffres thinks that interest in the sector is growing among the youth and urbanites.
“If you have a strong social dimension you have an edge over companies that don’t,” he says.
“For instance, people don’t buy Body Shop products only because they’re good products, but also because of the social impact (they have). People who have spending power care about this stuff.”
Related Stories:
The rise of social enterprises
Creating an impact
SEA says some local enterprises are ready for investors

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DPG Investments Scores with New Advisory Partners for Global Multi-Strategy Investment and Advisory Platform

SCOTTSDALE, Ariz.–(BUSINESS WIRE)–DPG Investments, LLC, and affiliates are building bench strength with the addition of three well-known executives and operating partners to the DPG advisory team. The new team members bring defined, proven skill sets with significant track records and extensive global networks to assist the continued growth of DPG’s private equity and merchant-banking platform.
A.C. Green, three-time NBA Champion and All-Star, brings his leadership and mentorship qualities in addition to his significant network and global business platform to DPG’s partnerships. Prior to his financial career, Mr. Green spent 16 seasons in the NBA and won three world championships with the Los Angeles Lakers. A.C. Green played in more consecutive games than any other player in NBA history, and only missed three games in his professional basketball career. His current ventures include the A.C. Green Youth Foundation, which helps kids build character, strong bodies and minds, and teaches winning and losing with dignity, teamwork and sacrifice.
Tom Blinten, founder of Panamax Capital, adds his 25 years of experience with over $12 billion in executed transactions to DPG Investments. Mr. Blinten has a proven track record as a global dealmaker and financier across a multitude of sectors, along with significant capital market distribution capabilities. His experience supports DPG and its affiliate’s growth initiative to expand their diversified, multi-strategy merchant-banking platform into Latin American and Asia. The addition of Mr. Blinten is expected to provide immediate opportunities for DPG’s Alternative Investment practice, which focuses on cross-border M&A, capital advisory and capital formation strategies, with an emphasis on international large-scale energy and infrastructure project financing. DPG also has ongoing participation in the Panamax Capital platform.
Ziad Abdelnour, founder and CEO of Blackhawk Partners, brings yet another seasoned deal maker, trader, financier and merchant banker extraordinaire to the DPG team. Mr. Abdelnour’s 25 years of industry experience and $10 billion in transaction volume provide key enhancements to the existing DPG Corporate Private Equity practice. This practice specifically focuses on lower/middle market management-led and leveraged buy-outs, special-situation investing, renewable energy and large project financing. Mr. Abdelnour’s leadership provides a solid foundation for the growth of DPG’s Corporate Finance and Buy-Out practice. Mr. Abdelnour’s most recent book, “Economic Warfare,” is quickly becoming a must-read for anyone interested in the underpinnings of the U.S. economy. Daniel P. Galvanoni will serve as special partner to the Blackhawk Partners platform.
DPG Investments and its affiliates provide global alternative investment management and advisory services. With offices in Arizona and California, DPG specializes in the allocation of capital across various asset classes on behalf of its select high net worth and ultra-high net worth family offices and institutional private equity managers. DPG’s current focus in the alternative investment sector includes real estate lending and acquisition, renewable energy and natural resources, corporate private equity, asset management, fund-to-fund advisory and venture capital. Through its solid platform and disciplined approach, DPG maintains a predominant foothold in the capital markets, trafficking significant and high-quality opportunities on a consistent basis.
Currently, DPG works principally and in conjunction with its numerous domestic and international capital partners, which service a diverse scope of transactions on a co-investment and allocation basis. These partners include, but are not limited to, hedge funds, REITS, equity portfolios, private merchant banks, pension funds and life insurance companies. DPG maintains a strong focus on ultra-high net worth family office partnerships throughout the U.S., Asia, Latin America and Europe.
The statements contained herein may include statements of future expectations and other forward-looking statements that are based on management’s current views and assumptions, and involve known and unknown risks and uncertainties that could cause actual results, performance or events to differ materially from those expressed or implied in such statements. In addition to statements which are forward-looking by reason of context, the words “may,” “will,” “should,” “expects,” “plans,” “intends,” “anticipates,” “believes,” “estimates,” “predicts,” “potential,” or “continue” and similar expressions identify forward-looking statements.
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