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APAC Middle-Market Leaders Embrace External Financing for Growth

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APAC Middle-Market Leaders Embrace External Financing for Growth

We are in the midst of a working capital revolution — one that is increasingly driven by innovation and made more necessary by the macroeconomic backdrop, particularly for those middle-market firms generating annual revenues between $50 million and $1 billion.

As more firms seek out and put external capital to work, they are finding that today’s working capital solutions are providing them with the cash flow requirements needed to meet the day-to-day requirements of their businesses, as well as with the flexibility necessary to scale that business and thrive long term.

“The tightening of monetary policy and inflationary pressures have suddenly made a lot of these corporates realize they need working capital for two reasons,” Chavi Jafa, head of commercial and money movement solutions, Asia Pacific, at Visa, told PYMNTS. “One, for short-term working capital to make sure that they don’t have any operational disturbances. And two, for strategic long-term investments into newer technologies and digital solutions.”

“In a lot of emerging economies, [we are seeing] a leapfrogging of technology and digital-first solutions, and it’s this corporate segment that tends to drive a lot of the growth in digital economization — they need that working capital to invest,” Jafa said.

That’s why, when compared to traditional working capital solutions which include overdraft facilities and working capital loans, today’s innovative and alternative offerings, such as virtual cards, have emerged as a critical imperative for corporates seeking sustainable growth.

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Unlocking Working Capital Innovation in APAC Region

The rising tide of digitization in Asia-Pacific (APAC) economies presents an opportunity for working capital innovation.

With a growing preference for mobile-first experiences, digital solutions like virtual cards offer a seamless and user-friendly approach to managing working capital. As Jafa explained, by using the ubiquity of mobile devices and digital-first experiences, businesses can streamline their financial operations and gain greater control over their cash flows.

“When we think about a virtual card, it’s basically a credit line,” Jafa said. “And why is it becoming more interesting to a lot of these corporates? Well, for one, it’s a digital solution that comes with better data, which makes it very powerful. The second reason is around flexibility — it can be drawn upon, as needed, by a business. And thirdly, a lot of controls can be set on virtual cards, allowing them to be used for whatever purpose is needed.”

“The mindset has shifted around working capital solutions because of the value proposition that something like virtual cards bring,” Jafa added, underscoring the operational efficiency that comes with automating an entire working capital workflow end to end via a virtual card.

Recognizing the diverse needs of different sectors, industry-specific working capital solutions are gaining traction. Tailoring solutions to the unique requirements of sectors like eCommerce, healthcare and construction allows businesses to address specific pain points and optimize their working capital management strategies effectively.

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“Asia is a pretty disparate region,” Jafa said. “We have very digitally forward economies like Australia and Singapore, but we also have emerging economies like Indonesia, and then you have an economy like India, which is pretty large and quite digitally ahead.”

Businesses in each come with their own sets of needs and trends as they relate to embracing and deploying working capital solutions, she added.

Education, Awareness Needed to Scale Innovations

One of the primary challenges hindering the widespread adoption of alternative working capital solutions is the lack of awareness among businesses. Traditionally, overdrafts and working capital lines have been the go-to options, with many unaware of alternative solutions such as virtual cards.

Bridging this awareness gap requires concerted efforts from industry stakeholders to educate businesses about the diverse array of working capital solutions available to them, Jafa said.

Another transformative trend reshaping the working capital landscape is the concept of embedded finance, she noted. By integrating payment solutions directly into existing business platforms, such as enterprise resource planning (ERP) systems, businesses can enjoy a frictionless payment experience without the need to navigate external banking interfaces. This embedded approach not only enhances efficiency but also democratizes access to working capital across various industries, from eCommerce to healthcare to construction.

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“Within the context of the consumerization of B2B payments, everyone wants a seamless payment experience,” Jafa said. “They don’t want to leave the environment they are in.”

By embracing digital-first solutions, using embedded finance capabilities and fostering collaboration across sectors, businesses can unlock new efficiencies and propel their growth in an increasingly competitive landscape. As awareness grows and partnerships flourish, the future of working capital management in APAC looks promising, Jafa said.

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Paramount ally RedBird says using Middle East money to help buy Warner Bros. could be a good idea

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Paramount ally RedBird says using Middle East money to help buy Warner Bros. could be a good idea

  • Last year, Paramount said it would use $24 billion in funding from Saudi Arabia, Abu Dhabi, and Qatar to help buy WBD.
  • Now that Paramount has won that deal, it won’t say whether that’s still the plan.
  • A key Paramount backer suggests that Gulf money would be a good thing for this deal.

We still don’t know if Paramount intends to use billions of dollars from Gulf states like Saudi Arabia to help it buy Warner Bros. Discovery.

But if Paramount does end up doing that, it wouldn’t be a bad thing, says a key Paramount backer.

That update comes via Gerry Cardinale, who heads up RedBird Capital Partners, the private equity company that helped finance Larry and David Ellison’s acquisition of Paramount last year and is doing the same with their WBD deal now.

In a podcast with Puck’s Matt Belloni published Wednesday night, Cardinale wouldn’t comment directly on Paramount’s previously disclosed plans to use $24 billion from sovereign wealth funds controlled by Saudi Arabia, Abu Dhabi, and Qatar to help buy WBD.

Instead, he reiterated Paramount’s current messaging on the deal’s financing: The $47 billion in equity Paramount will use to buy WBD will be “backstopped” by the Ellison family and RedBird — meaning they are ultimately on the hook to pay up. The rest of the $81 billion deal will be financed with debt.

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Cardinale also acknowledged what Paramount has disclosed in its current disclosure documents: It intends to sell portions of that $47 billion commitment to other investors: “We haven’t syndicated anything at this time,” he said. “We do expect to syndicate with strategic, domestic, and foreign investors. But at the end of the day, that alchemy shouldn’t matter because it’ll be done in the right way.”

And when asked about concerns about Middle Eastern countries owning part of a media conglomerate that includes assets like CNN, Cardinale suggested that could be a plus.

“I think we want to be a global company,” he said. “You look at what’s going on right now geopolitically. What’s going on right now geopolitically out of the Middle East wouldn’t be, the positives of that would not be happening without some of those sovereigns that you’re referring to.”

He continued:

“The world is changing. We can stick our head in the sand and pretend it’s not, or we can embrace globalization and the derivative benefits both geopolitically and otherwise that come from that. Content generation coming out of Hollywood is one of America’s greatest exports.
I firmly embrace the global nature and orientation that we bring to this from a capital standpoint, from a footprint standpoint, etc. At the end of the day, I do understand some of the concerns that you’ve raised, but that will work itself out between signing and closing because at the end of the day, worst-case scenario, Ellison and RedBird are 100% of this thing.”

All of which suggests to me that Paramount still intends to use money from Gulf-based sovereign wealth funds to buy WBD.

What I don’t understand is why the company won’t say that out loud. Does that mean it’s still negotiating with potential investors? Or that it’s reticent to disclose outside investors, for whatever reason, until it has to? A Paramount rep declined to comment.

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Crypto bill hits new impasse, raising doubts over its future

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Crypto bill hits new impasse, raising doubts over its future
Talks on landmark crypto legislation have hit a new impasse after banks said they could not back a compromise pushed by the White House, a development that cast doubt on whether the bill will pass this year and sparked criticism from President Donald Trump ​who accused lenders of trying to undermine it.
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Stamford Finance Students Wow Judges, Take Home Trophy in Regional CFA Competition – UConn Today

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Stamford Finance Students Wow Judges, Take Home Trophy in Regional CFA Competition – UConn Today

A tenacious team of finance majors, who sacrificed most of their winter break to prepare for the CFA Institute Research Challenge, took first place in that regional competition last week.

Students Hunter Baillargeon, Dylan Fischetto, Richard Opper, Philip Ochocinski and Rushit Chauhan were tasked with researching and analyzing a major utility company, and then producing a 10-page report about whether to buy, hold, or sell its stock. They chose to sell.

One of the CFA judges said both the team’s report and presentation were among the best he had seen in many years.

“As a team, we were thrilled our hard work paid off and our many hours of work allowed us to achieve what we did,’’ Baillargeon said. “What we accomplished couldn’t have been done without working with such a cohesive and collective unit.’’

“From a technical perspective, I realize how valuable true analysis is and the importance of looking where others don’t for a differentiated approach,’’ Baillargeon said.

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The first round of competition featured 24 college teams from the Stamford-Hartford-Providence region. The Stamford team, composed of seniors all of whom all participate in UConn’s Student Managed Fund program, received its first-place award Feb. 26 in a ceremony in Hartford. The team will advance to the East Coast competition later this month.

Stamford Finance Program is Robust

“The Stamford team’s advancement in this competition reflects not only the students’ exceptional talent and work ethic, but also the rigor and applied focus of the UConn finance curriculum,’’ said professor Yiming Qian, head of the Finance Department.

“Our Stamford campus hosts approximately 200 financial management majors. The Stamford program is a vital part of the School and continues to demonstrate outstanding strength,” she said.

Professors Steve Wilson and Jeff Bianchi, who combined have 75 years of experience in the investment industry, were the team’s advisers and were supported by academic director Katherine Pancak.

Wilson said the task of analyzing a utility is particularly complex because of the company’s structure and the regulatory environment in which it operates.

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“I believe the Stamford team stood out because of the depth of their research, and willingness to take a bold stand, including the decision to ‘go out on a limb’ and recommend selling the stock,’’ he said. “They didn’t ‘play it safe.’’’

“This clean-sweep was a true team effort. They were tireless throughout, and sleepless too often, but they never wavered from their desire to always dig deeper and uncover any information that would strengthen our investment case,’’ he said. “What a phenomenal job they did!’’

Competition in Hong Kong Is Ultimate Goal

The Stamford team will compete against Loyola, Canisius, Sacred Heart; Seton Hall, Villanova, St. Michaels, Western New England, University of Maine, Fordham and Penn State next. In total, some 8,000 students are expected to participate in various competitions worldwide, culminating in a championship round in Hong Kong in May.

Wilson said the financial industry is always welcoming of new talent. And when one of the judges told him that the Stamford team produced some of the best work that he’d seen in years, Wilson felt tremendous pride for the students.

“Finance is an open playing field. In investments, the best idea wins,’’ he said.

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Baillargeon said he will always appreciate the whole team’s dedication.

“What I’ll remember most is the help of our advisers and our cohesive, close-knit team where everyone pulled their weight,’’ Baillargeon said. “We put in long hours, did a tremendous amount of research, and collaborated well together. I hope when I enter the workforce I get to work with a team as committed as this one is.’’

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