Can you tell us a bit more about your role at Cogress?
Cogress, as a company, is totally unique meaning my role as a CFO moves away from the traditional context. My responsibilities are extremely diverse and multifaceted. Working in a complex and highly regulated environment, it is my department’s responsibilities to cater the needs of all our stakeholders from our investors, to our developers and partners.
I position my role to safeguard the firm’s assets, assure compliance with financial regulations and facilitate complete and utter transparency with our investors and board. Lastly, it is my responsibility to take the company’s goals and future aspirations and make them a reality.
What led you to take the position of the Chief Financial Officer at Cogress?
The challenge and excitement of attempting something that has never been done before. Cogress’ model is undoubtedly one of a kind. The fact that such an exclusive market has opened its doors to investors with lower funding capacity, I believe has revolutionised the way equity investment is perceived. Cogress defines its own boundaries, providing total transparency and accountability to all its partners. It is the vision, the business acumen, and constant market proliferation that led me to take this position as CFO.
How do you accomplish strategic synergy between all Cogress’ departments from dealing with developers to liaising with investors and family offices?
It’s not difficult to accomplish a strategic synergy in Cogress since it is something that has been embedded in the company’s culture from the very beginning. Irrespective of that, I would say by understanding our investor’s needs, by listening to each department’s ideas, concerns and aspirations and by being inspired by them. I want to make sure that Cogress’ model and vision is conveyed in the clearest way possible. From our developers to our investors, if they don’t understand what we really offer – we are not doing our job correctly.
I am not only interested in getting the numbers right, but also shaping the company’s strategy for the future. In order to do so, we are not here just to offer a model, a service, an investment opportunity but to create strategic partnerships, to build trust and confidence in our community of partners and investors.
What are your key strategic goals for the future of the company?
To realise its full potential. To create a one-stop-shop brand, the go-to place for investors and developers alike. In order to do so, we need to build a long-lasting strategy and to constantly raise awareness. I believe Cogress is what you would consider as a disruptive company – a company that is constantly reinventing itself and with it, the investment landscape, something that we need to convey to the world.
As a property investor yourself what are the key factors your consider before investing?
I always seek independent advice before investing in anything. It is imperative for me to stay on top of property market trends. As Warren Buffet once said “risk comes from not knowing what you are doing” and an investor should always feel that he has made an informed decision!