Icelandic Banking Renaissance

In the frost-kissed heart of Reykjavik, where the Northern Lights dance with the aurora of capital markets, emerges Icelandic Banking Renaissance (IBR): a phoenix arising from the ashes of the Great Freezer Crisis.

An opco/propco split so sharp, it’d make even Viking navigators proud; our operations arm prowls the financial fjords, while the property division guards our amortizing tranche like dragons hoard gold.

Our duration hedge? A secret blend of sea salt and fermented shark – a recipe steeped in tradition and just as effective against market volatility. And we wouldn’t dare to skimp on liquidity, maintaining a subscription line as steady as the ocean tides that cradle our island home.

But we haven’t always been so sensible (or so the legend goes). Legend has it that IBR was born when a young fund manager, seeking solace in a geothermal spa, struck upon the idea of creating a fund with an internal KPI: the number of hot dogs consumed during quarterly meetings.

Yet, amidst the laughter and the lore, remember this: at IBR, we don’t just chase profits; we capture them like seafarers reeling in the catch of a lifetime. And that, dear investor, is what we call capital efficiency – or as we call it here at Icelandic Banking Renaissance, ‘fishing with smartphones’.