Dubai-based Alexander MacDonald-Vitale is head of investor relations for the Middle East region at HSBC Bank Middle East, a subsidiary of HSBC.
1. How long have you been in IR?
I have been in investor relations since 2008.
2. What did you do before joining the profession?
A passion for creative invention led me to set up a design company in the UK, which I still maintain as a hobby. Following a period of study I shifted focus to international and public relations, serving in the diplomatic service with the UK Foreign Office.
3. What are your qualifications?
I am a certified IRO, now also working toward a full CFA qualification, with a focus on frontier/emerging markets.
4. How is your IR team set up?
The global team, based at HQ in the UK, is supported by IROs in Hong Kong, MENA, North America and Latin America. I manage IR for the group across the MENA region, covering equity, debt and ratings. Locally I have one deputy, though links across our network here draw support from CFOs and business teams across 10 countries in the Middle East and North Africa. I also oversee the IROs at our listed entities in Oman and Saudi Arabia.
5. How many roadshows and investor conferences do you take part in each year?
Usually between two and five, depending on activity. These are mostly debt-related here, though I can join equity roadshows in other regions.
6. Do you hold investor days?
We do at group level. To reduce complexity and avoid any dilution of our message, we have intentionally centralized investor communication at HQ level. Based on demand, we might also run investor days or attend reverse roadshows for the Oman and Saudi entities.
7. Do you use social media as part of your IR program?
Not yet, though we do monitor all active social media.
8. Do you receive support from any external IR firms?
Only to support logistics around our events.
9. Who do you report to?
I report to our global head of IR as well as to our regional CFO and CEO.
10. What is the most popular question from investors and analysts right now?
What impact do you expect regulatory change to have on your business? How sustainable is this type of (global) franchise in the current environment?
11. What’s been your biggest challenge over the last year?
Ensuring the market understands our new strategy and the positive structural changes it will enable, while maintaining recognition for shareholder and customer value over the longer term.
12. What are youR favorite and least favorite things about IR?
My favorites are connecting with the market, networking and understanding the broader view. I don’t really have a least favorite part, as long as it is a value-adding role – convincing senior management of the value IR brings (or preserves) remains the greatest challenge!
13. What do you enjoy doing outside of work?
Travel, sports, art, music, time with friends and family.
14. How do you feel the role of IR is changing?
If IR remains focused on its role as a function of best practice in corporate governance and supporting regulatory change/development, it will become ever-more relevant and important. This applies across all markets, as frontier, emerging and developed markets gradually equalize. Developed correctly, IR should be both a voice of a company to its market and a voice from the markets to executive management.
15. If you could pass on one IR lesson, what would it be?
IR is complementary to the company secretary, strategy, corporate communications and marketing functions. While those departments may sit under IR, given its corporate governance role, IR should never sit within these departments.
This article appeared in the fall 2015 print issue of IR Magazine