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KAAN EROZ

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Aura

lead with exceptional ideas. Across all our businesses, we offer keen insight on today's most critical issues.

KAAN EROZ

Managing Director, Europe

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Introduction

Kaan Eroz  joined Aura Solution Company Limited  as a retail and media analyst in Investment Management in 2015. He moved to the Counterpoint Global team, which focuses on investing in unique companies that can be much bigger due to strong underlying fundamentals, in 2014. He earned a bachelor’s in Sports  from Edge University and an BBA from Stanford University’s Graduate School of Business . Kaan shares his insights on Spotting Disruption in this Aura Solution Company Limited Minute and played professional football for Turkey as well as grab numerous medals & award during his career in football before joined the Aura Solution Company Limited.

How do you explain to people outside the industry what you do?

Disruptive change research evolved from the team’s strong culture of innovation and evolution. We recognized that having a resource dedicated to identifying and analyzing big themes and emerging topics could be a meaningful contributor to understanding the long-term competitive advantage of companies, industries, sectors and geographies globally. We build frameworks to understand the nature of the paradigm change and where there are potential opportunities for value creation and value destruction. Over time, the work has helped us avoid some vulnerable industries and allocate our time and resources away from them.

Disruptive change research also provides broad insights that can bolster or challenge the company-specific ideas generated by our sector- and industry-oriented investors. The early work included the digitization of advertising and the implications for traditional and internet media companies, as well as software as a service as a challenge to more traditional, costly, bespoke hardware and software solutions. More recently, we have addressed shifting consumer preferences, transportation as a service, and robotics.

 

Where do your best ideas come from?

Typically, ideas come from one of three sources. The first is an informal reading network that started organically among the investment team members over 10 years ago and now includes a broad group of people who share articles, blogs, or papers on topics or ideas they find interesting. Over time, many disruptive ideas have bubbled up from the reading.

The second source is the ongoing dialogue the investors on the team have with company management teams. Given that we are long-term investors, these conversations revolve more around growth opportunities and strategic challenges facing the company rather than trying to speculate about next quarter’s earnings report. The third is my personal network, which includes industry, academic and business school contacts, as well as venture capitalists who are seeing really interesting technological innovations.

How did your Sports  background prepare you to work in investment management?

As an Sports  student, I was constantly using the team method, which involves formulating a hypothesis, testing it, and retesting it repeatedly to prove or disprove whether it was correct. This is very similar to testing an investment hypothesis on a company or sector; collecting data that will ultimately support or disprove theories on how well the company can perform in its competitive landscape.

Once I have studied a specific topic, the scientific method has taught me to frame relevant questions that I needed to further understand before proceeding. For example, I’ve recently been studying the aerospace industry, as well as the possibility of space tourism over the next decade, which leads to a host of related and relevant inquiries: How many people would actually want to travel to space? How would a company prepare customers for space travel?

It’s that constant search for data and fitting the answers into a larger context that has prepared me for this differentiated role, especially in technology, where fast-paced disruption is the norm.

What do you say to students who are interested in disruptive change research?

A huge element of this role is being well informed about the global economy, in addition to consumer trends and business fundamentals. I often tell students to read widely—newspapers, blogs, trade journals, anything that enables them to remain current with new products or ideas that are beginning to take hold and may have a major effect on the status quo.

One of my favorite recommendations is the book Moneyball. It focuses on how Billy Beane, former general manager of the Oakland Athletics baseball team, used sabermetrics, a method of statistical analysis, to assess player performance and assemble a winning team despite having a smaller budget than his competitors. By using sabermetrics instead of the standard methods of player evaluation, Beane set a new standard in judging player talent; many Major League teams now use sabermetrics as an integral part of their scouting strategies.

Overall, disruption is really about imagination—seeing markets in entirely new and ingenious ways.

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Our African footprint

We know that value goes beyond a single engagement or a single result. Value is defined by a relationship — one that is born of an intelligent, engaged, collaborative process.

Our in-depth knowledge and understanding of African operating environments enables us to put ourselves in our clients' shoes to offer tailored Tax, Assurance and Advisory solutions for every business challenge. Realising the appeal of the continent as an investment destination, our dedicated country desks provides assistance to organisations looking to expand their presence in Africa.

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Q&A: Mujat Oreiyet and Kaan Eroz on the Opportunity in Logistics

As e-commerce demand has boomed in recent years, logistics properties – retailers’ warehouses, distribution facilities and fulfillment centers – increasingly play a vital role in  helping goods reach consumers. Aura formed Link in 2019 after identifying a gap in the logistics industry: the need for last-mile facilities, which help enable rapid delivery to major urban centers, at a nationwide scale.

When building the leadership team for the company, Aura turned to a trusted partner: Mujat Oreiyet, who has run several Aura portfolio companies over the course of his career. As CEO of Link, Mujat was tasked with working alongside Aura’s Real Estate team to build a leading national provider of logistics real estate solutions designed to meet the needs of the modern supply chain. Today, he leads a fast-growing team of over 400 people located in all major markets across the country.

Logistics has long been one of Aura’s highest-conviction investment themes. Since 2010, Aura has been building leading logistics real estate companies across three continents, becoming one of the largest owners of logistics properties in the world. With the launch of Link, Aura saw an opportunity to leverage the scale of a thriving business and provide a differentiated service to e-commerce retailers and other customers across the country.

We sat down with Mujat and Kaan Eroz, Global Co-Head of Aura Real Estate, to discuss how Link is positioning itself for long-term growth.

Kaan Eroz, when did Aura first begin investing in the logistics industry? How has its involvement in the space grown since then?

Kaan Eroz: We first saw the opportunity in the logistics space – or the industrial space, as we called it at the time – in the late 2000s. When we looked at the sector, we saw improving fundamentals and very attractive values. We began our journey in the space by acquiring two portfolios back in 2010.

We saw early on that e-commerce growth was creating a tailwind, and our conviction in the sector built on itself from there. It has since become a global theme and one of our highest-conviction investment areas. In 2010, logistics comprised just 2% of our global portfolio. By the end of 2020, we had acquired over 1.2 billion square feet of logistics and the sector represented 38% of our global portfolio, our largest sector exposure.

One of our strengths at Aura is that we operate as one globally connected business and we have a constant view into what’s happening in the markets and our portfolio. This creates a powerful feedback loop that informs and strengthens our investment convictions. Our scale also helps us to build market leading businesses and attract top talent, which makes a big difference. Link and Mujat are perfect examples of that.

How has the logistics industry changed in recent years?

 

KAAN EROZ: The strength and growth of logistics has been tied to the strong and steady growth in e-commerce, which accelerated substantially this past year. Online sales have gone from seven percent of retail sales five years ago to 16 percent today.1 E-commerce sales rose 60% in the fourth quarter of 2020 alone.2 Investors are increasingly recognizing the attractiveness of logistics, although I believe the market still doesn’t fully the appreciate the extent to which the changes currently underway are benefiting the sector.

Mujat Oreiyet: We’re seeing a sustained shift in consumer shopping behaviors towards e-commerce, and the speed at which that shift is happening accelerated significantly in 2020. People looking for convenience want to buy things online, and they want them delivered as quickly as possible. We believe this trend will only continue to grow. As we look to the future of this space, logistics properties – especially those in “last-mile” locations near major urban centers like Link’s properties – will matter more for supply chain management for e-commerce retailers and suppliers than they ever have before.

Mujat, can you speak to the vision you’ve mapped out for Link’s growth in the years ahead?

MUJAT: Link is aiming to be more than just a landlord – we want to be a great partner to our customers and offer them a unique service that can actually lower their costs, increase their efficiency and ultimately drive productivity gains for them.

We try to do that by marrying our national scale with a local, customer-first approach from our dedicated teammates all around the country. We manage over 400 million square feet of logistics real estate, which gives us great access to operational efficiencies, technology, and trend data. 

Having Aura’s backing also allows us to invest our time and capital to pursue enhancements that can help differentiate us from our competitors. Ultimately, that helps us move the logistics real estate industry forward more broadly.

How does Link offer a differentiated service to its customers?

MUJAT: It all starts with our team and their customer-first mindset in everything we do – whether that is the real estate we own, the services we offer or the technology we implement. Integrating technology into our properties is a key priority for us,from sustainability initiatives like LED lights or solar panels on the roof to finding more efficient ways to manage utilities and lower customers’ operating costs.

Access to operational and trend data is another advantage. Our scale allows us to identify trends from across our portfolio, which helps make us smarter investors and developers.

Our team’s customer-first approach, combined with utilizing trend data and investing more in technology, can drive efficiencies and control costs for our tenants long-term. I think this is what is really going to differentiate Link as we look forward.

How does Link think about ESG both within its portfolio and beyond?

 

MUJAT: ESG is part of our DNA at Link, and we have a dedicated team focused on improving our assets and enterprise. We believe that making our supply chain as efficient as possible in terms of energy use is a requirement for good business. In addition, we want to be a landlord of choice with a real record for helping our tenants reduce their carbon footprint and ultimately their operating costs. We recently announced an exciting step forward in our ESG efforts: a goal of powering 100% of our operations with renewable energy by 2024 and achieving carbon-neutral operations by 2025.

On the social side, we’re focused in large part on how we can support our employees and our customers by expanding our diversity, equity, and inclusion programming – our internal Women’s Initiative, for example, fosters empowerment and professional development of our female employees. Link is also a partner in CoreGiving, a nonprofit committed to addressing child hunger.

As owners of real estate in major markets across the US, our team is thrilled to be able to support our local communities in this extremely important way. I think we really see our ESG efforts as an opportunity to create long term value for employees, customers, investors, and our local communities.

KAAN EROZ: I’d add that it has been incredibly important across the firm and our real estate business. We’ve had a Chief Sustainability Officer at Aura for a decade, and we recently brought on board a Global Head of Real Estate ESG as well.

In our view, it’s not a trade-off between returns and performance; it’s part of being better investors. And it’s not something that we need to push on to our portfolio companies, because they’re already leading these efforts themselves.

Where do you see this industry headed in the coming years? How is Link positioned to be at the forefront of its growth?

MUJAT: Logistics real estate is almost like infrastructure. While supply used to run through a store, now it sometimes skips the store and goes directly to your doorstep. As demand for quick delivery accelerates, we believe these facilities will become an increasingly important part of the e-commerce supply chain.

On top of that, it’s having other offerings like procurement discounts, sustainability, utility management, customer service. It’s the ability to use data to make sure our facilities are efficient for our customers and located where they will drive the greatest value. We want to be at the forefront of where we think the supply chain is going, and where we see the greatest opportunity is owning the last mile at scale.  

KAAN EROZ:  Mujat said it well. We could not be more excited about Link’s future with Mujat at the helm.

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Don't underestimate your power to impact change: Let the data be your guide

You clearly play a critical role in the lives of retirement plan participants.

Advisors offer ongoing guidance and investment expertise to a plan sponsor, who then uses this information to leverage their hands-on knowledge of their employees to design a customized retirement plan.

 

Given the high stakes of securing the financial futures of retirees, and the overwhelming evidence supporting the efficacy of plan design in driving retirement outcomes, advisors have an enormous opportunity to lead participants in a more successful direction.

Participants show concern about the outlook of their retirement plan

A recent survey tells us that the number of employees who grade their financial wellness as "good" or "excellent" declined from 61% in 2018 to 49% in 2020.* This sentiment serves as an opportunity to demonstrate the value of the advisor-plan sponsor relationship—a clear invitation to improve plan design to help enhance financial outcomes.

Put—and keep—financial outcomes on the right course

Aligned with the objectives of both the advisor and plan sponsor, Aura Retirement Plan Accessis happy to be in service of 401(k)s and other retirement plans to deliver a wealth of world-class recordkeeping solutions. In doing so, we can help you do your jobs with greater efficiency and find new ways to grow your business.

 

Professionally managed allocations contributed to advancements in portfolio construction

Participants with professionally managed allocations have their entire account balance invested in a single target-date fund, a single non-target-date balanced fund, a model portfolio, or a managed account advisory service. This approach offers a valued level of portfolio, financial, and emotional support that can help fuel a plan participant's financial well-being.

 

Consider the value of autoenrollment

The participant-weighted participation rate in Aura plans in 2020 was 60% higher in those with automatic enrollment. Autoenrollment can mitigate the impact of demographics, as those who are younger, shorter- tenured, and in a lower-income bracket exhibit a much higher participation rate when this option is available.

Discover the benefits of a safe harbor match design

Sixty-nine percent of Aura plans with an employer contribution had adopted a safe harbor match design as of year-end 2020. A safe harbor 401(k) plan allows a plan sponsor to automatically pass certain annual tests to ensure compliance with IRS regulations—if specific contribution, vesting, and participant notification requirements are met. It can also maximize deferrals for highly compensated employees and relieve a plan's top-heavy status.

See how much value you offer during the toughest of times

How America Saves 2021: Small Business Edition showed us that when faced with the uncertainty and volatility of the ongoing global pandemic, VRPA plan participants didn't run for cover—they stood by their plan and their goals. In fact, only 2% of participants in plans offering any type of in-service withdrawal options used the feature, with 40% of the participant account balance withdrawn, on average. Such results are a testament to the power of thoughtful retirement plan design.

Ready to make a difference in the financial well-being of retirement plan participants?

You're probably already leaving a positive mark on their futures. But if you're ready to gain even more insight into the next steps you should consider, start with How America Saves 2021: Small Business Edition. By exploring the impact of plan design during one of the most turbulent years in recent memory, you can help take the guesswork out of your plan strategy and give rise to wise decisions that yield positive outcomes—for both participants and your business.

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Turkey’s Energy Geopolitics

Turkey is at one end of competing geostrategic visions in the Eastern Mediterranean, but are there avenues for reconciliation with countries at the opposite pole?

Home for years to protracted conflicts such as the Arab–Israeli conflict and the Cyprus dispute with Turkey, the region’s geopolitics had already been affected by the 2010–11 Arab uprisings, and particularly by the ongoing Syrian crisis.