Dianna Raedle (CEO) to moderate and speak at Harvard Business School: Intro to Cryptocurrencies and ICO’s – What, Why, When?

Harvard Business School welcomes Dianna Raedle to the HBS Club of New York on Thursday, September 13 to moderate and speak at a Cryptocurrency and ICO panel. This panel will discuss what an ICO is, its utilization unique to cryptocurrencies, as well as the future of the volatile and polarizing crypto-industry. This panel discussion should be both informative and provocative, and seeks to turn crypto skeptics into believers.

Click here to learn more about the panel discussion and the Harvard Business School Club of New York.

 

Concrete Addressable Market Enhances Credibility & Success – 3 Test Questions

Financial wisdom (Venture Capital?) often says that when thinking about company growth and growth plans, it is important to have a large total addressable market.  The thought process is that if an addressable market is large enough, then company success and financial payout will also be large.

However, total addressable market should be further defined as broad market and addressable market.   A broadly defined addressable market does enable visualization of growth opportunities.  However, a go to market strategy is rarely successful if it is too broad and hard to define; however alluring a broadly defined market might be in terms of presenting upside potential.

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Usually revenue/marketing success is built upon a concrete plan that builds upon micro success and short term execution.  The more clearly the addressable market that can actually be executed, the more likely that short term execution will be success.

Therefore, a credible total addressable market has to balance the growth potential of a broad market and the execution of a concrete addressable market.

3 ways to check to see if total addressable market is the right balance between scale and execution:

  • Is it possible to identify a concrete pipeline?
  • Is the pipeline aligned with the broader market definition?
  • Are the revenue projections aligned with pipeline and market scale?

Should you want to discuss your broad and addressable market, feel free to contact us.

 

Dianna Raedle to speak at Princeton University: How to Raise Capital – Think Like an Investor

Princeton University’s Keller Center once again welcomes Dianna Raedle ’84 to the Entrepreneurial Hub on Friday, March 9 for a workshop on How to Raise Capital- Think Like an Investor. This workshop will help put you into the shoes of potential investors so that you can understand how investors think about making an investment as well as the information that they need in order to make a positive investment decision.

Click here to read more about the workshop and The Keller Center.

Dianna Raedle, Deer Isle CEO, Appointed to OceanGate Board

FOR IMMEDIATE RELEASE

OCEANGATE INC., APPOINTS DIANNA RAEDLE, CEO of NEW YORK-BASED DEER ISLE GROUP, LLC to BOARD OF DIRECTORS

EVERETT, WA – February 1, 2018 – OceanGate Inc., a provider of manned submersible services has elected Dianna Raedle, CEO and Founder of Deer Isle Group to serve on its Board of Directors.

“We are pleased to welcome Dianna to our board,” notes Stockton Rush, OceanGate Chairman and CEO. “Dianna brings a wealth of experience and knowledge in areas key to advancing OceanGate’s mission of opening the oceans to manned submersible exploration and research. Her diverse background and understanding of global markets will be a tremendous asset as we continue to grow and pursue a growing number of strategic opportunities.”

Raedle founded Deer Isle Group, a New York City investment advisory firm, specializing in growth strategies and complex capital solutions with a focus on global markets, emerging markets, with a specialty in advising CEO’s and companies in the financial services, asset management, innovation and technology, real assets, real estate and oil and gas industries. Since founding in 2007 Deer Isle Group has raised over $5 billion in capital through its SEC regulated broker dealer.

Prior to Deer Isle Group, Dianna was co-founder, co-managing member and on the investment committee of Millennium Americas, a sub-advisor to the Millennium Americas Special Situations Fund, which invested in private capital transaction across the Americas with a focus on Latin America. Dianna spent the early part of her career in structured finance at institutions that included CS First Boston, where she worked in London and Switzerland, SBC Warburg, and Citibank.

Dianna received an MBA from Harvard Business School and a BA from Princeton University. She serves on the Princeton University Entrepreneurship Council Alumni Advisory Board and teaches workshops at the Princeton University Keller Center for Entrepreneurship. She is co-chair of the strategy committee for the Harvard Business Club of New York and is Board Emeritus/former co-chair of the HBSCNY Community Partners program which does pro bono consulting for non-profit organizations.

“I am excited to be part of the OceanGate board” says Dianna, “I believe that privately-owned manned submersibles capable of reaching depths as great as 4000 meters is a game changer in terms of opening the oceans – one of the last great global unknowns, for human visitation, exploration and potential habitation.”

OceanGate recently completed construction of Cyclops 2, a manned-submersible capable of reaching depths as great as 4,000 meters, and the first of its kind that is not government owned. Constructed of titanium and filament wound carbon fiber, it is designed to withstand the enormous pressures that are found at the very depths of the oceans. Cyclops 2 is a research class vessel used to conduct undersea missions such as site inspections, environmental assessments, equipment testing, sonar mapping and data collection. In June 2018, Cyclops 2 will be used to conduct the first manned submersible to the RMS Titanic wreck site and debris field since 2005.

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About OceanGate

OceanGate Inc. is a privately held company based in Everett, Washington. Founded in 2009, the company provides manned submersible services for industry, research, and exploration. OceanGate 5-man submersibles provide deep sea access for underwater site survey and inspection, scientific research and data collection, technology testing, and film production.

Media Contact

OceanGate Inc., Dana Hall, Marketing Manager, dana@oceangate.com, +1 425-249-2719

Capital Raising Needs? Are You Ready to Take the Leap? Reach Institutional Investors…

Have you decided or are you thinking about raising capital?  Taking the leap into the institutional capital market will provide the capital catalyst that you require in order to realize your growth plans.

Deer Isle Group has raised over $5 Billion since its founding in 2007 from institutional investors and focuses on growth strategies and complex capital solutions.

Fund raising from institutional investors which include family offices, endowments, foundations, pension funds, venture capital and private equity funds requires an institutional approach.

Deer Isle with its successful track record will provide the guidance, advisory, strategy, support and capital contacts to help ensure a successful fund raise.

Deer Isle has existing relationships as well as proprietary information on over 10,000 investors.  This proprietary information allows an efficiently targeted capital raise so that your capital is raised as quickly as possible.

Please feel free to contact us at info@deerislecap.com to further discuss your capital raising requirements.

Reflections on 2017, Continued 2018 Emerging Markets Driven Global Growth

2018 is here and the global economy is stronger and more robust than many expected. In October, the IMF revised up their global growth projections to +3.7% for 2018 (from +3.6% in 2017).

These strong global growth numbers have been driven by global emerging market and developing economies where real GDP is expected to grow at +4.6% versus advanced economies expected growth at +2.2%.

It can be expected, barring any unforeseen global conflict escalation or currency debacles, that global emerging and developing countries will continue to see GDP growth outperform advanced economy growth given the following 4 trends:

  • Wide spread global growth should provide support for stable global growth. According to the IMF, all countries (with data) have experienced positive real GDP growth in 2017 with the exception of 12 countries including Venezuela and South Sudan at -6.0% and -3.4% respectively. The IMF expects all countries except 6 to experience positive real GDP growth in 2018.
  • Fast growth emerging and developing countries, including China, represented ~40% of the world’s GDP in 2017 (IMF data) and are expected to grow to ~42% in 2020.  As these countries continue to invest in infrastructure and create legal systems to attract global investment, it is evident that global growth will continue to be driven by emerging and developing country development. Global growth trends are also reflected in the world’s largest economies. For instance, China represented +15% of global GDP in 2017 and is expected to represent +16% in 2020 while the U.S. represented +24% of global GDP in 2017 and is expected to represent +23% in 2020.
  • Emerging and developing countries have increasing and stable significance in the world’s economy which will mean that the variability of their performance will become linked to individual country characteristics rather than broad risk on/risk off trades. For instance in 2007, emerging market and developing economies represented only ~28% of world GDP (versus ~40% currently) and the U.S. represented ~25% of world GDP (while China represented ~6%). Following the 2008 global economic crisis, in 2009, emerging and developing countries represented ~31% of world GDP while the U.S. represented ~24% (China represented ~8%).
  • Between 2015 and 2030 three-quarters of global consumption will be driven by individuals spending more – much of this growth is historically significant and in global urban centers, i.e., +91% of global consumption growth will be generated by people living in cities (see this McKinsey Report).
    • ­ Until the turn of the century, population growth generated half of all global consumption.
    • ­ Retiring and elderly in developed economies will generate +51% of urban consumption and will account for +60% of total urban consumption growth in Western Europe and Northeast Asia.
    • ­ China’s working age population will expand by +20% by 2030. By 2030, China’s working age population will account for +12% of every dollar spent in cities worldwide.
    • ­ Global demographic (rising middle class) and wealth distribution trends will drive tailored products as spending power is globally distributed and income inequality forces complex pricing and brand management strategies.

Many companies and portfolios are domestically oriented and under-exposed to these large global growth trends.  As technology and increasing global equalization continue to develop, most countries and portfolios should have a global strategy.  Should you want to discuss your growth strategies, please feel free to contact us.

Turn Safe Spaces into Safe Conversations

I was at a dinner party with  a number of elite private colleges administrators and professors when the discussion  turned to  campus “Safe Spaces”.

Everyone seemed to agree that college “Safe Spaces” was an abdication of the college’s  responsibility to teach and provide a place for for open inquiry but that promoting safe spaces provided administrative cover for the social media firestorm that can be ignited by a few tweets, YouTube videos and/or other social media instigation.

After thinking about the discussion, it seems that the real answer to what colleges and other institutions should be providing is a framework for “Safe Conversations”.

“Safe Conversations” mandate that people talk to each other rather than disappear into their own Safe Space where they never learn to engage with others who do not agree with them.

A Safe Conversation:

  • can be messy (but not make anyone feel emotionally at risk)
  • can have disruptive ideas (but not be disruptive or engage in harmful actions)
  • can be disagreeable (but not hostile or make anyone feel physically at risk)

In order to achieve the ability to converse about difficult ideas or concepts, a Safe Conversation has certain rules or etiquette and this is what should be taught on college campuses.

Safe Conversation rules and etiquette include:

  • Trying to find areas of compromise and understanding
  • Keeping the conversation centered around the idea rather than making it about a person or individual
  • Providing multiple solutions

The skills learned in Safe Conversations are lifelong skills that are required in order to become successfully integrated into society.  Safe Space skills are no longer required and maybe a hindrance once leaving the enclosed and elite atmosphere of an elite educational institution.

And, the most important skill of all maybe the skill to respectfully disagree and then move onto ways to continue to cooperate.

Dianna Raedle, CEO, Deer Isle Group, LLC

Business/Financial Strategy Alignment: 6 Step Success Framework

Often when company management is seeking to grow their business they focus on market size and penetration (total addressable market).  However, to successfully grow a business, financial considerations must be an integral part of the growth plans.

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  • Market size/total addressable market sets the stage for creating revenue prospects and growth projections.
  • However, the revenue model is limited by and dependent upon the industry landscape and the company’s competitive position within the landscape.
  • A company’s competitive position is informed by a company’s expense model and capital resources.
  • The company’s strategic growth plans are constrained by the company’s expense model and access to capital at maximum valuation.
  • Maximum valuation is obtained when the strategic growth plan is highly aligned with the market opportunity, revenue projections, competitive position, and expense model.

All of these strategic/financial aspects are tightly linked and need to be highly aligned in order to assure maximum growth prospects and fund raising success.

A formal assessment can be done in order to analyze each piece of the framework to ensure that each piece is well considered in a growth strategy.

Please feel free to contact us should you have any questions.

Dianna Raedle, Deer Isle Group CEO, to speak at Global Fund Distribution Seminar

Dianna Raedle, CEO of Deer Isle Group, is speaking at the KB Associates Global Fund Distribution seminar on Thursday, November 30, 2017. In the seminar, Dianna joins a distinguished panel of experts to share her insight and experience into the unfolding nature of fund distribution and how managers may be affected in the changing regulatory environment.