Organisational Model
ViC is an angel investment group that is professionally managed and operates on a manager-led model. This means that there is a fulltime manager leading the organisation. In ViC’s case, the Executive Director also serves as the manager. The other stakeholders (Committee Members and Advisors) are involved on a volunteer basis, while angel investors are Members of the organisation.
Why a manager-led model?
While there are many models to run an angel investment group, we believe that the manager-led model is the most effective model for the current ecosystem in Malaysia.
There is a large pool of high net worth individuals in Malaysia. However, many of them are discouraged from investing in local early stage companies due to time commitment issues, lack of exposure to quality deals and the tediousness of the investment process.
ViC hopes to reduce some of these challenges for our local angel investors by having a dedicated and experienced investment professional (the manager) to initially screen incoming deals, thus ensuring that only companies that are suitable to be invested in are presented to angels.
To ensure fairness as well as a check-and-balance in the evaluation of companies, the manager will also consult with the Committee Members and Advisors of ViC.
Benefits of the manager-led model
Having a fulltime manager significantly improves the chances that ViC continuously meets its mission, objectives and goals. This is especially important since the other stakeholders of ViC only contribute on a volunteer or pro-bono basis.
The manager who is experienced with the investment process will conduct most of the upfront work including managing of deal flow, vetting of potential deals, conducting initial interviews with companies, as well as coaching entrepreneurs for pitching to angel investors.
With a dedicated manager running the organisation, its Members (angel investors) can focus on making investment decisions, while entrepreneurs have someone to consult with throughout the investment process.
