What’s your role at Aboria Capital, and what does a typical day look like for you?

Officially CFO, unofficially part-IT helpdesk, and sometimes just dealing with Q&A as we underwrite the portfolios we are working on.  My day can range from reviewing investment models and creating out governance frameworks, to writing policies and answering DDQs, all whilst trying to ensure I don’t come last in the Fantasy Premier League. At our core, we’re embedding a culture of institutional governance into the structure, but in a way that allows us to ensure the business runs as efficiently and smoothly as possible as we scale.

How do you approach building up a new venture?

The key for everyone at Aboria is the ability to adapt, learn quickly, and – as someone once said – leave any egos at the front door. We’re under a year old and things change fast, so being surrounded by a sharp, motivated team makes it possible to pivot without losing momentum.

How do you see AI enhancing financial decision-making or operational efficiency?

Even as a proficient Excel user, we see the potential every day. AI helps us make sense of larger datasets, spot trends that matter, and run scenarios far quicker than before. The endgame is to stress-test assumptions more thoroughly, so we can make decisions with even greater confidence.

What makes PBSA a compelling space for innovation or long-term growth, in your view?

Student demand is resilient, but expectations are moving quickly. It’s no longer just a case of ‘build it and they will come’ (excuse the misquote) – there is now a clear need to innovate in both design and operations. In a fully integrated model, that innovation becomes a genuine value differentiator. For investors, PBSA therefore offers a rare mix of stability and growth.