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Indian wealth firm InCred expands with Singapore deal

InCred Capital said on May 12 it plans to integrate Singapore fund manager S Cube Capital into InCred Global Wealth in Singapore, subject to regulatory approval.

The move will help to expand InCred’s offshore investment offerings across Singapore, Gulf Cooperation Council, and India.

S Cube Capital is regulated by the Monetary Authority of Singapore.

Its founders, Balaji Swaminathan and Hemant Mishr, will join InCred Global Wealth as joint vice chairmen of its global asset management business.

The move follows InCred Capital’s acquisition of Dubai-based Arrow Capital DIFC.

The company said it has about US$10.5 billion in wealth assets under management and about US$1 billion in asset management assets.

🔗 Source: InCred Capital

🧠 Food for thought

Implications, context, and why it matters.

InCred’s global expansion includes acquisitions and a planned Singapore integration

  • Buying Dubai-based Arrow Capital (DIFC) Limited took InCred Global Wealth’s assets above US$2 billion 1.
  • The Arrow Capital deal broadened InCred’s work in wealth management, investment banking, and asset management, while adding to its reach across the Middle East and Africa 2.
  • The transaction also brought in a large group of client-facing relationship managers plus support staff 3.
  • Arrow Capital later adopted the name InCred Global Wealth (DIFC) Limited 4.

Indian wealth managers are building an India–GCC–Singapore offshore corridor

  • InCred Capital plans to fold Singapore-based S Cube Capital into InCred Global Wealth in Singapore, pending regulatory approval, to grow its offerings across the Singapore–Gulf Cooperation Council (GCC)–India corridor 5.
  • That move is meant to add regulated fund vehicles and expand offshore products across the same corridor 5.
  • InCred’s purchase of Arrow Capital (DIFC) Limited in the Dubai International Financial Centre (DIFC) offers one example of how Indian financial firms can use mergers and acquisitions (M&A) to grow abroad, though the available sources do not describe it as an industry-wide playbook 6.

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