The Rebus Platform is designed to operate through a channel of financial houses, asset managers, funds, etc., that sell financial instruments to end customers. In the case of Medigest, the customers are large, institutional investors like pension funds. Medigest provides services that identify and evaluate new, long-term opportunities in the market. In short, Medigest operates as an innovative business development department for these larger financial houses. Founder and CEO Filippo de Jorio sat down with us to discuss his business and why he’s bullish about his partnership with Rebus.
A: Medigest is a Swiss-based company focused on new, unique business lines that meet the needs of larger institutional investment organizations.
We are seeking new start-up financial tools/opportunities to provide our clients with solid background information they can rely on and follow.
My Team knows how important it is that our customers understand how they can implement, manage and adopt these new applications into their day-to-day business.
A: We have clients thinking about their company’s future in 20, 30, and 50 years from now, a point of view shared by ourselves. Our evaluation criteria are the basis for building trust and achieving success.
Our market niche is to provide a long-term opportunity for businesses. If you think of our clients as large vessels, we are the stubborn little bully icebreaker, paving the way to the future for major institutional investors.
A: Mainly institutional investors like Pension Funds, Family Offices and Foundations.
They have an extensive and diversified portfolio with a long-term horizon of investment.
Therefore, they are also interested in new types of investments, but they must fulfill some requirements:
Right now, the crypto world only satisfies point 5.
Rebus’ goal is to fulfill points 1 and 2, which are obligatory for our clients and allow traditional investors to access the crypto world. Participating in a liquidity pool offers my clients a good balance between return and risk and access to more challenging investments by providing a solid regulatory framework.
A: It’s a matter of splitting the focus.
Most of our clients have dedicated teams to do this work, but as we can focus entirely on this task, they join us after taking some initial steps to free up their own teams’ time to focus on their active business. In addition, these entities’ technical and business sides are often asymmetrical and complicated to manage if you don’t have experience in this field.
A: We have been involved with Bitcoin and cryptocurrencies since the beginning.
The Blockchain is a secure way to conduct transactions, and it makes sense to open it up for all investors to enlarge DeFis access to the general public and investors.
I am fascinated by blockchain ledgers. Assuming we live in an open business world, having the ability to verify information independently from a decentralized system has become necessary; therefore, it allows a more “democratic” way to verify the correctness and sources.
A: An ongoing anthropological transformation is happening right before our eyes.
If you are 35 years old today, your life has been digital since at least high school.
If you are 25 years old, your life has always been digital.
A 20-year-old, on the other hand, have no problem understanding the value of digital products because they have grown up with the concept of a digital currency and can quickly grasp it.
From a technology perspective, blockchain is a secure way to conduct transactions that can solve many problems that we see in the world of business. We believe digital financial instruments are here to stay for the long term, and we are only at the beginning of this change.
A: I have been working with Paolo Baroni, founding partner of LIBRA, for many years. He approached me with this concept and asked me what I thought about the idea and notion of Rebus. It stood out and met all our criteria to move forward with a more purposeful-driven relationship.
A: Innovation is challenging but not unpredictable. As we see at Rebus, one of the most important criteria is the team behind it.
They have a well-thought-out, long-term mission to drive the entire industry forward and an experience that has already demonstrated the necessary persistence to succeed in a new and growing market.
A: Medigest serves as a business development partner for larger Institutional Investment organizations. We keep them on the leading edge by seeking new, unique opportunities. We use robust evaluation criteria that we provide to our clients, including how to manage and deliver these new instruments. Essentially, if a client says, “We need new financial instruments to provide our clients that are still early but with enough traction to show promise over the long term, what should we do?” We can go to work and provide answers they can trust and understand.
A: We’re not competing with firms like Blackrock. Our niche is to provide firms with long-term opportunities, beginning in the early minority adoption phase. If you think of our clients as large ships, we are the ice-breaker paving the way to the future for major institutional investors.
A: We serve institutional investors like Pension Funds. Pension funds have a vast and diversified portfolio. They aim to reach a long-term goal to fund their associates’ retirement.
Their criteria for new investments include:
Currently, the crypto world only satisfies #5 — just 20% of the requirements. Our clients are interested now but haven’t moved. They also want access to more advanced instruments beyond buying and selling BTC. That’s why a platform like Rebus is exciting. It satisfies the first two requirements, which are non-negotiable. Next, it facilitates satisfying cost-effectiveness and efficiency criteria. This is what our clients are asking of us.
For example, one investor may see a liquidity pool as a good ratio between reward and risk, and another may be more interested in staking or lending. The platform’s flexibility to create instruments to meet these needs is a big requirement.
A: It comes down to a split of focus on their end. Nearly all of our clients have teams of people to do this type of digging and analysis, but because this is our focus 100%, they come to us after they make a few first steps. In addition, the technical and business sides of these organizations are often split, making the job of designing and implementing the infrastructure to manage and deliver new financial instruments quite tricky.
For us, it’s all we do. It’s more cost-effective to give that work to us and keep their teams focused on their active clients. They know they can trust and understand our reliability, long-term sustainability, compliance, and cost-effectiveness evaluation framework.
A: We’ve been across Bitcoin and crypto since the beginning, but the most intriguing part is the use of blockchain ledgers. This industry can be complex, and trust is everything. Complexity breeds issues. Blockchain is a safe way to make transactions. It makes sense to open this opportunity to all investors to have safer transactions.
A: There is an anthropologic change happening before our very eyes. Today, If you are 35, your life has been digital since at least high school. If you are 25 years old, your life has always been digital. A 20-year-old has no issue understanding the value of digital-only products. This age group has been raised with exposure to in-game economies, so the concept of a digital currency is easily understood. To us, digital financial instruments are here to stay for the long term, and we’re at the very beginning of that change.
From a technology point of view, blockchain is a safe way to make transactions that can solve many problems we see around the world. So, we believe that this technology will be with us from here on out. The mission is to find a long-term partnership and opportunity that shares our vision. Blockchain tech by itself is not enough. It must still prove itself and answer basic questions about reliability, long-term viability, and cost-effectiveness.
A: I’ve worked with Paolo Baroni for many years. He came to me with this idea and asked if it made sense. Not only did it make sense, but it has since satisfied all of our criteria before deciding to move forward with a more formal relationship.
A: First, our focus is strictly on identifying long-term opportunities. Our clients are thinking about their future 20, 30, and 50 years ahead. Our evaluation criteria are how we develop trust and find success; it’s critical to our whole business. There are the standard types of criteria you always look for, like expertise. The people involved must know what they’re talking about. But innovation is challenging. It’s volatile.
One of the most important criteria when we look at truly innovative missions like we see with Rebus is the team behind the mission. Do they have the resilience to push through adversity? Have they pushed into new markets before? Humans are critical to our reliability measure. Determined people landed humans on the moon but not without a trail of failures. The Rebus Team has a well thought, long-term mission that will elevate the entire industry. They have the expertise and have demonstrated a track record of the tenacity required to succeed in a new and growing market.