Mission Statement

The mission of R3X Global Capital Group, Ltd. is the methodical elicitation of a value creation ecology structurally capable of creating and distributing value within the corporate governance/capital formation ecosystem in a non-zero-sum fashion. This New Value Creation EcologyTM is premised on the transparency of governance practices and the elimination of preventable judgemental errors in the design and execution of competitive strategy – results that inure to the benefit of all stakeholders of the ecosystem.

This apparently ineffable mission becomes intelligible by decomposing it into three critical elements. The first element is the reengineering of the corporate governance ecosystem so that investors, directors and managers can operate with singleness of purpose rather than the conflicted relationship that has characterized the agency problem for decades, with the collateral benefit of identifying what it is that fiduciaries and regulators should manage, control and regulate.

The second element of the mission is reengineering the concept of ownership of corporate securities. Equity ownership has historically been expressed via two primary dimensions – voice participation on a limited menu of issues and financial participation in the issuer’s upside economic outcomes. Both clusters of statutory rights have been muted in an era in which boards have cavalierly underperformed their fiduciary duties and CEOs have assumed the imperial mantle of self-serving and, sometimes, cult-like figures. The consequent disadvantage to shareholders has been egregious and indefensible.

The third element of the mission is the reengineering of the valuation metric meant to describe the value of the commercial enterprise underlying the security. Though relative supply and demand for an item have been historically used to determine price and, hence, an inference of value, we know that buyers frequently misestimate value and correspondingly, overpay or underpay for securities. This “casino-effect” is a troublesome feature of supply and demand-driven pricing protocols that ultimately misleads investors, delivers false and misleading feedback to the directors and officers of the issuers and signals, as a performance benchmark, a fuzzy and corruptible standard.

To achieve this mission we define a strategy that requires reengineering the infrastructure and business practices of boardroom-fiduciaries, institutional investors and securities’ exchanges.

Craig Mulch
Chief Executive Officer