Leading Innovation in Finance: Bas Kooijman, CEO, DHF Capital

Bas Kooijman, CEO and Asset Manager of DHF Capital S.A. discusses how innovation, technology, and human expertise are reshaping asset management, offering unique solutions to enhance client experience and financial success.

Can you discuss a recent innovation that has made an impact on your operations, the larger industry, or your customers?

One of the most significant innovations we’ve implemented at DHF Capital has been the development of our proprietary asset management software. This system integrates advanced algorithms that allow us to rebalance client portfolios in real time, ensuring that we are always adjusting to market volatility while aiming for steady returns. In the world of financial management, especially in markets like Forex, this is a game-changer. It enables us to offer a level of risk management and efficiency that was previously only available to high-net-worth individuals or large institutional investors. Our goal with this tool has been to democratize wealth creation by making sophisticated asset management strategies more accessible to a broader audience.

The innovation also aligns with our broader vision of blending human expertise with cutting-edge technology. While the software handles the day-to-day intricacies of portfolio management, it’s still overseen by our experienced traders who can step in during market shifts that require more nuanced decision-making. The combination of automation and human oversight ensures that we maintain a competitive edge while minimizing risk for our clients.

It has had a ripple effect on the larger financial industry as well, pushing other firms to reconsider how they approach risk management and client accessibility. Ultimately, it’s about providing our clients with peace of mind, knowing that their investments are being managed with the highest level of care and innovation.

What were the biggest lessons while implementing this innovation?

One of the key lessons we learned while developing and rolling out our proprietary asset management software was the importance of blending technology with human expertise. In the early stages, we began with a more manual approach to trading and gradually integrated automation. While automation has enhanced efficiency and accuracy, particularly for entry points, it still requires human oversight. Our traders play a critical role in monitoring the system, assessing market conditions, and making judgment calls when necessary.

Another significant lesson revolves around communication and transparency. To build trust, we prioritize open dialogue with our clients, explaining the functionality and advantages of our established systems. This commitment to transparency has facilitated smoother interactions and greater confidence in our processes.

We realized that implementing innovation extends beyond the technology itself. The true challenge lies in integrating it into the company’s processes and culture. Ensuring that our team is fully trained and comfortable with the evolving system is as important as the software’s development.

How do you foster a successful work environment?

Creating a successful work environment, in my view, starts with fostering a culture of trust, accountability, and innovation. At DHF Capital, I believe in empowering our team members to take ownership of their responsibilities and make decisions independently. Autonomy, combined with clear accountability, allows people to feel more invested in their work, which leads to better outcomes both for the individual and for the company.

One of the ways we promote this is through open communication. I make it a point to ensure that every team member, regardless of their role, feels comfortable sharing their ideas and feedback. This creates a collaborative environment where innovation can thrive. We’re constantly looking to improve, and often the best ideas come from within. Encouraging an open exchange of ideas helps us stay ahead of market trends and challenges.

Flexibility is another key factor. We live in a world where the lines between work and personal life are increasingly blurred, so offering flexibility helps our team maintain balance. This is crucial for overall well-being and productivity. Whether it’s allowing remote work or offering flexible hours, I’ve found that when people have control over their schedules, they’re more motivated and effective.

Lastly, continuous learning is something we prioritize. The financial industry is always evolving, and staying informed is essential. We encourage our team to pursue professional development opportunities, whether through courses, seminars, or certifications. A culture of learning not only keeps us competitive but also keeps the team engaged.

What inspired you to enter the investment and financial management industry?

My entry into the financial management industry wasn’t exactly planned, but it was inspired by necessity. During my time running a telecom company, I was managing operations in over 35 countries, which brought with it a host of financial complexities. Navigating multi-currency exchanges, managing cash flow across various markets, and hedging against risks were all part of my day-to-day responsibilities. It was during this time that I realized just how intricate and vital financial management is, particularly for a global company.

After selling the telecom business in 2015, I was eager to take what I had learned about financial complexity and apply it in a way that could benefit others. The transition into the financial world felt natural because, in many ways, I had already been practising financial management on a large scale. I saw an opportunity to not only build wealth for myself but to help others do the same. That’s when I co-founded DHF Capital, with the vision of making wealth creation more accessible, transparent, and tailored to individual needs.

What really drives me in this industry is the challenge and the responsibility. Managing people’s investments is a huge responsibility, but it’s also incredibly rewarding. Knowing that we can help people achieve their financial goals, whether it’s for retirement, education, or just building a safety net, is what keeps me motivated.

Can you share a particular moment in your career that significantly influenced your leadership style?

The sale of my telecom company in 2015 was a turning point in my career and significantly shaped my leadership style. The process of selling the business was intense, requiring a lot of rapid decision-making and strategic thinking. It was during this time that I learned the importance of remaining calm under pressure and thinking several steps ahead. I had to ensure that every decision was calculated, not just for the short term but also for the long-term health of the business and the people involved.

This experience taught me that leadership is about more than just managing the day-to-day—it’s about being prepared for critical moments and navigating them with clarity and confidence. It also reinforced the importance of having a strong, reliable team around you. The sale was successful not just because of my decisions, but because I had a team that I trusted to execute those decisions effectively.

Moving into the financial industry, I brought these lessons with me. At DHF Capital, I emphasize the importance of building a strong team, taking calculated risks, and always being prepared for market shifts. These principles have been central to my leadership approach and have shaped how we operate as a company.

In hindsight, is there anything you wish to have done differently in your career or as a leader?

Looking back, I recognize that my approach to technology adoption could have evolved differently. While we’ve embraced innovation at DHF Capital, I believe we could have explored some advanced technologies earlier. Our proprietary asset management software has significantly impacted our growth, but the gradual development of this software has been key in ensuring its effective integration and functionality alongside human oversight.

Regarding market expansion, I recognize the importance of calculated risk-taking. We made substantial investments four years ago to initiate our growth in the GCC, particularly in Dubai, and we expanded to Bahrain when opportunities arose. Opening an office in Switzerland earlier this year also reflects our commitment to strategic growth. Instead of solely focusing on stability, I believe a more proactive approach to seizing opportunities could have further accelerated our expansion.

Ultimately, every decision and experience has shaped my journey as a leader. While there are areas where I might have approached things differently, I appreciate the lessons learned along the way and how they have contributed to my growth.

What is your strategy to manage and avoid burnout?

Burnout is something I take seriously, both for myself and for my team. The demands of running a company, especially in the high-stakes world of financial management, can be overwhelming. My strategy to manage burnout is to maintain balance in all aspects of life. Personally, I make sure to take regular breaks to disconnect from the daily pressures. Whether it’s spending time with family or simply stepping away from the office for a few days, those breaks help me reset and come back with a clearer perspective.

Another important strategy is delegation. I trust my team implicitly, and I’ve structured DHF Capital in such a way that I can delegate responsibilities without worrying about things falling apart. Having a reliable team in place gives me the flexibility to focus on the bigger picture and take time off when needed.

For the team, I emphasize the importance of work-life balance. We offer flexible working conditions and encourage people to take time for themselves. I believe that when people are well-rested and mentally healthy, they’re more productive and more innovative. Burnout isn’t just bad for individuals—it’s bad for the company. That’s why it’s something we actively work to avoid.