Margin Lending Wheel Strategy

  I’ve come far enough to say that the is year this strategy has worked crazily well for me.

The Wheel strategy is an old plain vanilla strategy and that seems to have paid off really well for me all through the year.

The strategy is simple: pick good solid stocks that I would like to own (though lately I have been a bit more aggressive with some speculative growth stocks), sell Puts at strike prices that I would not mind owning them if the stocks are assigned, then sit and wait. If assigned, I own the stocks at a good price, then I begin selling Calls on them until I get assigned. 

Rinse and repeat.

This strategy has been made even more successful as I have been doing it on my Saxo Margin Lending account which allows me to execute this less aggressive strategy on margin.

Long may the huatness continue!

Work

 I’ve stated that I’m loving my job this period.

Yes it is stressful.

In fact maybe more stressful than the whole of 2024 when I was parked to head a role that I was not strong at AnD didn’t really like.

Now, I have so much of senior leadership local and global trust. I stress over not living up to expectations and ambitions.

I am recognized as one of the best at what I do. I stress over the high standards I set myself so that everyone can look up to me.

I am leading so many things and changes that will make a difference to the business. I stress over not disappointing anyone.

I have a team of high performers who are helping me look even better than I work for, and I stress over having to ensure they get all the credit due to them

I wonder if all this is as healthy for me personally as it seems, but this is where I’ve always wanted to be and this is where I am at my element.

So long may this continue!

Saxo AutoInvest

  Here’s my very own magnificent seven AutoInvest portfolios!

I’m hoping with great discipline, these portfolios will help me FIRE earlier than planned!

1. Boglehead

2. China Power

3. Dividends

4. Greatest Risk

5. JIBVISC

6. Max Aggressive 

7. Purely CSPX

Fruits Friday Bar

 For once we had fruits for Friday Bar.

Can’t get more healthy than that really.

Singapore Fintech Festival 2025

 This year Saxo chose not to have a booth at SFF.

Instead we spent that budget elsewhere which IMHO was definitely more prudent and well spent.

Instead we bought delegate passes and a few of us went done to continue networking and all.

The event was still attracting a lot of people so that is good I suppose.

The first night’s networking event really blew me away tbh. The whole Boat Quay was booked out and everyone from the industry was there.

This robot really impressed me.

Copenhagen II, Denmark 2025

 Was in Copenhagen two weeks ago for work.

Another good trip locked in.

A lot of very good and useful meetings.

Very blessed to have been able to travel with Eugene, Danny and Benedict.

We did the cold dive into the sea in the Nordhavn public pool! At 10°C weather! We are Vikings now!

Got to coincide with J Day on that Friday too! It was the annual launch of their Christmas beer.

Here’re some pictures.

Channel News Asia Money Mind Appearance

 Made a brief appearance on CNA’s Money Mind series.

Was featured giving my opinion to a potential new investor.

It was fun but I really do not like to do stuff like this too often.

So paiseh when they aired the episode in the office!

Saxo Summer Party 2025

 After the DHS reunion, was the annual Saxo Summer Party!

Our parties have become less wild than before because we’re all a little older.

Also gone are the days we partied by the beaches at beach clubs.

This year was in a little shophouse in Little India where we gave out fantastic prizes and played really fun games.

To many more years of Saxo partying!

Another Saxo Farewell

 This time to Berwin, our Senior Legal Counsel.

Was good having drinks together.

From left, back round to front - John, Darren, Berwin, Ivan, Danny, Darius, Hay Thi, Summer, Mahesh, Joel, Janice, myself

To brighter days ahead!

Viktor Gyokeres

 Not an Arsenal fan but was actually quite proud that he was unveiled in Singapore’s Festival of Football game between Arsenal and Newcastle.

And I was there to catch Arsenal win 3-2!

Tower Club Singapore Skyline

 Had a corporate event at Tower Club recently.

Very nice views around Singapore.

Being A Better Manager 4

 If your staff member delivers results but has a consistently bad attitude, you’re dealing with a classic performance management challenge: high output paired with low emotional intelligence or poor behavior. Left unaddressed, this can poison team morale and undermine your leadership.

Here’s how to handle it strategically and fairly:

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✅ Key Principle: Attitude is Performance

Even if her outputs are good, behavior, teamwork, and professionalism are core components of performance. It’s valid to address them—even essential.

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1. Define What “Bad Attitude” Means in Clear, Observable Terms

Avoid labeling it as just a “bad attitude.” That feels personal and subjective.

Instead, translate it into specific behaviors, such as:

• Frequent eye-rolling or sarcasm in meetings.

• Dismissing others’ ideas or dominating discussions.

• Withdrawing from collaboration.

• Speaking to colleagues disrespectfully.

• Undermining your leadership through passive resistance.

➡️ This makes the feedback objective and harder to dispute.

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2. Tie Behavior to Team Culture and Impact

Frame the conversation around team norms, values, and the ripple effect:

“I appreciate that your work gets done on time and at a high level. That said, how we work together matters just as much. I’ve noticed behaviors that are affecting team morale and collaboration—like [example]. When that happens, it makes others hesitant to speak up or creates tension that hurts team effectiveness.”

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3. Separate the Person from the Behavior

This helps reduce defensiveness:

“I’m not questioning your competence or results. This is about how we show up as part of a team, and how that affects others.”

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4. Clarify Expectations Around Behavior

Make clear that professional conduct is non-negotiable:

“Part of performance in this team includes respectful collaboration, openness to others’ input, and maintaining a positive tone—even under pressure.”

If your company has a values statement or code of conduct, refer to it.

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5. Offer Support But Set Boundaries

You can say:

“If there’s something behind your frustration or stress, I’m happy to hear it and support you. But the current tone is not sustainable, and it needs to change.”

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6. Document and Track Progress

If behavior doesn’t improve:

• Start documenting incidents (dates, behavior, impact).

• Consider informal coaching first, then move to a formal warning or performance plan focused on behavior.

• Involve HR if needed to avoid legal or reputational risks.

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🧩 Optional Strategy: Use Peer Feedback (Carefully)

If appropriate in your culture, 360 feedback can help the staff member see that the issue isn’t just your opinion.

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🔥 Bonus: Reframe the “Toxic High Performer” Paradigm

Remind yourself—and her, if necessary—that results alone don’t excuse toxic behavior.

“I want you to keep succeeding here—but not at the cost of the team. We value high standards, and that includes how we treat one another.”

Being A Better Manager 3

This is a common yet difficult leadership challenge—managing someone who is unaware of (or in denial about) their underperformance and reacts defensively to feedback. Here’s how you can approach this constructively and professionally:

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1. Document Specific, Objective Issues

Before any conversation:

• Write down specific examples of underperformance. Avoid vague terms like “bad attitude” or “not proactive”—be precise (e.g., “Missed 3 deadlines in April,” “Submitted incomplete report on X project,” etc.).

• Tie the issues to impact: How did her performance affect the team, clients, or project outcomes?

This helps shift the focus from opinions to facts and makes your case more difficult to dispute.

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2. Set Up a Private, Intentional Conversation

Request a one-on-one and frame it around development:

“I’d like to check in on your recent work and talk through how we can align better going forward.”

This tone is less threatening and more collaborative.

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3. Deliver Feedback Calmly and Specifically

Use the SBI model (Situation – Behavior – Impact):

• Situation: “In last week’s client meeting…”

• Behavior: “You dismissed the client’s concern without acknowledging it.”

• Impact: “That hurt trust and made it harder to move the project forward.”

Focus on actions and impact—not her personality or intentions.

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4. Expect and Manage Defensiveness

Defensiveness is often a defense mechanism for feeling unsafe, misunderstood, or unappreciated. When it happens:

• Stay calm and neutral.

• Reflect what you’re seeing:

“I sense you’re feeling frustrated or attacked—that’s not my intention. My goal is to help you succeed here.”

If she continues deflecting or pushing back:

• Refocus on shared goals:

“We both want you to succeed and feel proud of your work. This feedback is about getting there.”

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5. Make Expectations Crystal Clear

If performance isn’t improving:

• Set clear, measurable expectations (e.g., “Submit reports by Friday noon with no missing sections”).

• Put it in writing and agree on a timeframe for improvement (e.g., 30 or 60 days).

• Let her know there will be follow-ups.

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6. Create a Feedback Habit (Not Just a Crisis Conversation)

Build regular check-ins where you give and ask for feedback. This normalizes performance conversations and reduces anxiety when they happen.

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7. Involve HR or Your Manager if Needed

If she continues to deny issues or shows no improvement, escalate constructively:

• Ensure your documentation is solid.

• Frame your goal as supporting her success and protecting the team’s standards.

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Sample Script (Start of the Conversation)

“Thanks for taking the time today. I wanted to have an open, supportive conversation about some challenges I’ve been noticing in your recent performance. My goal is to be transparent so we can work together on areas that need improvement—because I believe in your potential and want to help you succeed. Would it be okay if I shared some specific observations?”