INTERNAL STRATEGY // CLASSIFIED: GEOGRAPHIC ARBITRAGE
MIHG Global Footprint: Sovereign Risk & Portfolio Sovereignty
MIHG’s global footprint did not appear by accident; it is the product of deliberate risk design. Traditional family offices often grow concentrically around a single home jurisdiction and its regulatory comfort zone. That model works until it does not: a policy change, a capital control, or a misalignment with local politics can materially alter the trajectory of a concentrated footprint. MIHG was built in reverse. Geography was treated as a portfolio decision, not a default setting.
THE GROUP’S HUBS IN LAHORE, DUBAI, LONDON, RIYADH, ISTANBUL AND SINGAPORE SIT AT THE INTERSECTION OF TRADE ROUTES, CAPITAL FLOWS AND REGULATORY REGIMES. NO SINGLE CITY CONTROLS THE FULL PICTURE.
THE INTERNAL 20% RULE: OPERATIONAL REDUNDANCY
The internal 20% rule is simple: no single country should control more than 20% of MIHG’s future. That threshold applies not only to asset exposure, but to decision-making centres, banking relationships, key individuals and even data. If more than 20% of cash flows, assets or governance depend on a single jurisdiction, the position is reviewed and, if necessary, rebalanced.
Multiple banking and legal relationships across Europe, the Middle East, and Asia provide redundancy. Structures are layered so that operating companies, holding companies, and reserve vehicles are not trapped inside one legal or regulatory perimeter. The practical effect is optionality: when one market tightens, MIHG can lean on another.
In a world where geopolitical blocs are hardening and capital is increasingly weaponised, Malik views geographic sovereignty as a strategic asset. It is not about being everywhere; it is about being positioned so that nowhere can fully constrain you. MIHG’s footprint is designed less as a map and more as an operating system — with enough redundancy and diversification that no single shock, policy or jurisdictional shift can dictate the outcome of the platform.