DazRisk was founded by Peter N.C. Davies in 2009.
Educated as a Zoologist at Oxford University, England, Peter first worked as part of a Euroloan syndications team at Swiss Bank Corporation, London. He then took an MBA from London Business School before moving to the United States.
Trader and Trading Management Experience
Peter joined Bankers Trust as a trader, including starting a New York-based international bond desk. This was the first such multi-currency, multi-asset book of any major bank or investment bank in New York. The need for multi-asset analytics and a multi-currency portfolio led him to learn programming and to develop his own bond calculators and portfolio system. It then became clear in 1983 that a full multi-currency and multi-asset risk model was needed. His ability to understand how technology could be used to transform the business led to his moving to the newly-created front-office technology group as one of three senior managers who developed the next generation of global trading systems for the bank.
He joined Merrill Lynch Capital Markets as co-head of US Government securities, foreign exchange and foreign bonds. There he was responsible for all non-trading activities including technology, risk management, credit, technology, operations and regulatory relations as one of two Executive Vice Presidents for the Merrill Lynch International Bank group.
Risk Management Companies
Peter founded Sailfish Systems in 1990. In 1992 Sailfish introduced the first full-valuation, historical simulation, multi-asset class, multi-currency risk system with the United Bank of Kuwait and Mobil Corporation as the two initial clients at a time when the top banks were just beginning to look at variance/covariance models. This system was licensed by JP Morgan at the same time Sailfish was invited to introduce RiskMetrics with JP Morgan in 1994. Sailfish Systems was sold to Reuters in 1995, where it continues as part of the Kondor+ system.
Peter then founded Askari, which developed a three-dimensional risk model that included dynamic portfolios changing over time. The initial clients were Mobil Corporation, the Development Bank of Canada and State Street Bank. The system was particularly focused on asset and liability managers but the use of a precise valuation library led trading banks and hedge funds to use it for both valuation and risk. Askari was sold in 1998 to State Street Bank, where he continued to work for four years, including running the development of the technology platform for the institutional investment management outsourcing business. Askari was later sold to the software company DST Systems, where is remains today.
In 2003 Peter joined his old colleagues and competitors at RiskMetrics Group as Vice Chairman with a strategy role across the business prior to the recapitalization of the company. This lead to the emphasis on services and outsourcing as well as a new generation of risk products.
Return To Being A Practitioner
It was clear to Peter that risk systems now exist with plenty of good choices. What is also clear is that businesses do not know how to use these tools effectively. He returned to become a consultant and practitioner: a tool user rather than a tool builder.
He has spent the next six years as a consultant and executive for a large quantitative investment firm (First Quadrant), a diversified fund-of-funds group (Dorchester Capital), a small hedge fund (COR Capital) and a large family office with proprietary hedge funds (Strome Group). In every case he found that people have tools but do not know how to apply them. Numbers are cranked out and checked diligently but they have no impact on how the real risk decisions are made.
There are two reasons for this. First, the numbers are usually consultant-compliant check-box standards with no thoughtfulness as to how these are, or usually are not, relevant to the processes being managed. Secondly, there is no understanding of where risk management fits into the overall management process. It stops at “We have a risk report”. There is no consideration as to where the value-added is: better investments, more consistent portfolio alpha, more predictable return volatility, more balanced expectations with investors, more sustainable product development, etc.
We should be asking ourselves: How do we know where we create value in our process? How do we demonstrate this to our managers or clients? Is this luck or is this skill? How do I show that I have a disciplined, controlled and managed process that can deliver consistent results?
Today Peter is living in Geneva, Switzerland, after spending 30 years in the United States.