INTERVIEW: SoftBank reveals new investment strategy after WeWork debacle

Rajeev Misra, chief executive of SoftBank Investment Advisers. (Supplied)
Updated 28 October 2019
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INTERVIEW: SoftBank reveals new investment strategy after WeWork debacle

  • The demise of the WeWork IPO has meant a financial hit for Vision Fund and for SoftBank
  • Softbank Vision Fund also determined to push on with its commitment to job creation and company startups in Saudi Arabia

Vision Fund, the biggest startup investor in the world, is to toughen up governance procedures and slow the pace of initial public offerings (IPOs) in the wake of the WeWork debacle and the disappointing market performance of Uber, Arab News can reveal. 

The fund is also determined to push on with its commitment to job creation and company startups in Saudi Arabia, where it is in partnership with the Kingdom’s Public Investment Fund (PIF).

In an exclusive interview in Riyadh ahead of the Future Investment Initiative gathering this week, Rajeev Misra, chief executive of SoftBank Investment Advisers, which manages the $100 billion fund, said that it learned lessons from the abortive IPO of the US-based work space group, and the departure of its founder Adam Neumann.

“We believe that the founder’s integrity is critical. WeWork was not ready to be IPOd.  Sometimes portfolio companies need to incubate for longer,” Misra said.

Neumann stepped down as chairman of the company and gave up his high voting shares after SoftBank, the Japanese financial giant headed by Masayoshi Son, organized a multibillion-dollar rescue of WeWork.

Neumann, who came under fire for personal eccentricities as well as governance lapses at the company he founded nine years ago, could receive as much as $1.7bn for ceding control of WeWork.

SoftBank is proposing to pay him $185m for a four year consulting contract and non-compete agreement, make available a $500m repayable loan, and buy out his shares in the loss-making company.

The WeWork problems will lead to an overhaul of governance procedures at all the companies held in the Vision Fund portfolio. “We are enhancing governance structures across all portfolio investments. We are serious about implementing policies and procedures, without exception,” Misra said.

Despite the problems at WeWork, Vision Fund is convinced of the long-term potential of the business, which it regards as a unique global company disrupting the real estate market and the way people work, and that it will thrive under new leadership.

The demise of the WeWork IPO has meant a financial hit for Vision Fund and for SoftBank.

Once valued at $47 billion in an earlier round of valuation, WeWork is now valued at just $8 billion.

Once the share transactions are completed, it will end up 80 percent owned by SoftBank and Vision Fund, with a multibillion-dollar capital injection in lieu of proceeds from the aborted IPO.

In Tokyo next month, SoftBank will report third quarter figures, and analysts are expecting write-downs in the value of its Vision Fund investments. But the overall value of the investments is still expected to be ahead, having shown a $20 billion increase at the last financial reporting period at the end of June.

SoftBank has to find cash to pay interest on the preference shares held by some of the Vision Fund investors, notably the two big contributors from the Middle East, the PIF and Mubadala of the UAE. Misra was confident that Vision Fund has the resources to meet these commitments.

 “Out of our commitments of $100 billion in the first Vision Fund, we have only invested around $80 billion. There is uncalled capital capacity. The balance is here to be used primarily for ‘follow-on’ investment in existing portfolio companies, and to meet other liabilities including the interest payment on the preference shares held by limited partners (investors),” he told Arab News.

The pace of IPO offerings by Vision Fund is expected to slow, in light of a more difficult market for public share offerings, which led to a difficult market debut for Uber. SoftBank’s Rajeev Misra was confident that further share flotations — “realizations” in investment terminology — would be forthcoming.

“We are still in a very early stage of the investment cycle. Of course, realizations generate growth, and those will come in time,” he said. Guardant Health, the US oncology company that listed last year, is seen as a model for successful long-term performance.

HIGHLIGHTS

  • Vision Fund has returned $6.4 billion to investors in its first two years of operations.
  • SoftBank has $108 billion of commitments from a group of investors to the second fund
  • It is in the process of raising Vision Fund 2.
  • SoftBank has around 14 portfolio companies that are considering opening or expanding in Saudi Arabia.

He pointed to another company in the Vision Fund stable — the drugs manufacturer Roivant — as a well-run and cash generative company that could be an appropriate IPO vehicle sometime in the future. US-based Roivant recently signed a $3 billion deal with Sumitomo Pharma of Japan.

Vision Fund has returned $6.4 billion to investors in its first two years of operations, including a $2.9 billion gross gain on US technology group Nvidia and a $1.3 billion profit on Indian e-commerce company Flipkart.

SoftBank is in the process of raising Vision Fund 2, potentially with an even bigger budget than the first.

SoftBank has $108 billion of commitments from a group of investors to the second fund, but so far neither the PIF nor Mubadala have committed to the second fund.

“The partnership with PIF transcends the Vision Fund, WeWork or Uber. Conversations with PIF and Mubadala are constructive and ongoing,” Misra said.

SoftBank has around 14 portfolio companies that are considering opening or expanding in Saudi Arabia, including construction group Katerra and hotels business Oyo.

“The investment objective of Vision Fund for the Kingdom of Saudi Arabia is beyond financial performance. We have a focused program of portfolio company expansion in the Kingdom, and we are already seeing evidence of that in terms of company establishment which is in turn leading to economic development and job creation,” Misra added.


AI will never replace human creativity, says SRMG CEO 

Updated 30 January 2026
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AI will never replace human creativity, says SRMG CEO 

  • Speaking to Maya Hojeij, senior business anchor at Asharq with Bloomberg, Jomana R. Alrashid expressed pride in SRMG platforms that had absorbed and adopted AI

RIYADH: Jomana R. Alrashid, CEO of Saudi Research and Media Group, highlighted how AI cannot replace human creativity during a session at The Family Office’s “Investing Is a Sea” summit at Shura Island on Friday. 

“You can never replace human creativity. Journalism at the end of the day, and content creation, is all about storytelling, and that’s a creative role that AI does not have the power to do just yet,” Alrashid told the investment summit. 

“We will never eliminate that human role which comes in to actually tell that story, do the actual investigative reporting around it, make sure to be able to also tell you what’s news or what’s factual from what’s wrong ... what’s a misinformation from bias, and that’s the bigger role that the editorial player does in the newsroom.”

Speaking on the topic of AI, moderated by Maya Hojeij, senior business anchor at Asharq with Bloomberg, the CEO expressed her pride in SRMG platforms that had absorbed and adopted AI in a way that was “transformative.”

“We are now translating all of our content leveraging AI. We are also now being able to create documentaries leveraging AI. We now have AI-facilitated fact-checking, AI facilities clipping, transcribing. This is what we believe is the future.”

Alrashid was asked what the journalist of the future would look like. “He’s a journalist and an engineer. He’s someone who needs to understand data. And I think this is another topic that is extremely important, understanding the data that you’re working with,” she said.

“This is something that AI has facilitated as well. I must say that over the past 20 years in the region, especially when it comes to media companies, we did not understand the importance of data.”

 

The CEO highlighted that previously, media would rely on polling, surveys or viewership numbers, but now more detailed information about what viewers wanted was available. 

During the fireside session, Alrashid was asked how the international community viewed the Middle Eastern media. Alrashid said that over the past decades it had played a critical role in informing wider audiences about issues that were extremely complex — politically, culturally and economically — and continued to play that role. 

“Right now it has a bigger role to play, given the role again of social media, citizen journalists, content creators. But I also do believe that it has been facilitated by the power that AI has. Now immediately, you can ensure that that kind of content that is being created by credible, tier-A journalists, world-class journalists, can travel beyond its borders, can travel instantly to target different geographies, different people, different countries, in different languages, in different formats.”

She said that there was a big opportunity for Arab media not to be limited to simply Arab consumption, but to finally transcend borders and be available in different languages and to cater to their audiences. 

 

The CEO expressed optimism about the future, emphasizing the importance of having a clear vision, a strong strategy, and full team alignment. 

Traditional advertising models, once centered on television and print, were rapidly changing, with social media platforms now dominating advertising revenue.

“It’s drastically changing. Ultimately in the past, we used to compete with one another over viewership. But now we’re also competing with the likes of social media platforms; 80 percent of the advertising revenue in the Middle East goes to the social media platforms, but that means that there’s 80 percent interest opportunities.” 

She said that the challenge was to create the right content on these platforms that engaged the target audiences and enabled commercial partnerships. “I don’t think this is a secret, but brands do not like to advertise with news channels. Ultimately, it’s always related with either conflict or war, which is a deterrent to advertisers. 

“And that’s why we’ve entered new verticals such as sports. And that’s why we also double down on our lifestyle vertical. Ultimately, we have the largest market share when it comes to lifestyle ... And we’ve launched new platforms such as Billboard Arabia that gives us an entry into music.” 

Alrashid said this was why the group was in a strong position to counter the decline in advertising revenues across different platforms, and by introducing new products.

“Another very important IP that we’ve created is events attached to the brands that have been operating in the region for 30-plus years. Any IP or any title right now that doesn’t have an event attached to it is missing out on a very big commercial opportunity that allows us to sit in a room, exchange ideas, talk to one another, get to know one another behind the screen.” 

The CEO said that disruption was now constant and often self-driving, adding that the future of the industry was often in storytelling and the ability to innovate by creating persuasive content that connected directly with the audience. 

“But the next disruption is going to continue to come from AI. And how quickly this tool and this very powerful technology evolves. And whether we are in a position to cope with it, adapt to it, and absorb it fully or not.”