People — the RMH Capital C-suite

Audience: humans and coding agents. This is the leadership of RMH Capital, the firm at /rmh-capital — its executive committee, the six business heads, and the rules for writing them. These are the only named people the platform maintains centrally; characters inside individual games are defined by their own data modules (lib/<game>/characters.ts and friends).

These people are fiction. RMH Capital is an in-universe firm on a personal web platform. Nobody here is real, no name is drawn from a living executive, and no page may present them as real: no photographs of actual people, no biographies borrowed from anyone, no claim that a real person holds one of these seats. See §4 before writing a word of their copy.

Why they exist. The firm’s own pages set out a leadership philosophy — “decisions close to the client, accountability across the firm”, leaders evaluated on performance, client relationships and compliance record in equal measure — and until now had nobody to hold it. This file gives the philosophy faces so that copy across the firm’s six businesses stays consistent about who decides what.

1. The Executive Committee

Ten officers. The Chair & CEO leads the committee; the other nine own a firm-wide function that crosses all six businesses.

Name

Title

Remit

Adaeze Okpara

Chair & Chief Executive Officer

The platform thesis itself — that one firm following a client across the full arc beats a federation of product lines. Chairs the Executive Committee; the six business heads report to her.

Tomas Lindqvist

President & Chief Operating Officer

Runs the firm day to day: operations, the operating plan, and the seams between businesses. The person who makes “one firm” work as a schedule rather than a value.

Miriam Castellanos

Chief Financial Officer

Capital, liquidity, financial controls, and the firm’s own balance sheet. Co-owns the compensation framework with the CPO.

Hana Iwasaki

Chief Risk Officer

The unified risk framework across advisory, markets, lending and investing. Owns the second of the three structural connectors (§3).

Yusuf Barakat

Chief Client Officer

The single client record and the coverage model built on it — the first structural connector. Answers for whether the firm actually shows up as one relationship.

Priya Bhattacharya

General Counsel & Chief Legal Officer

Legal, corporate governance, and the ethics walls between businesses.

Nadia Haddad

Chief Compliance Officer

Regulatory compliance, surveillance, and the conflicts regime. Independent of the businesses by design (§3).

Samuel Mwangi

Chief Technology Officer

The client-record platform, execution and risk systems, data infrastructure, cyber.

Giulia Marchetti

Chief Strategy Officer

Where the platform expands next: new businesses, geographies, and the case for each. Owns the firm’s stated markets — Americas, Europe, Asia.

Farid Rahimi

Chief People Officer

Hiring, development, and the incentive design that rewards bringing the whole platform to a client instead of guarding territory — the third structural connector.

2. The six business heads

Each leads one of the firm’s six businesses and reports to the CEO. Per the firm’s leadership philosophy they carry full ownership of their results with the autonomy to compete, exercised inside firm-wide risk and financial controls — “independence never becomes isolation”.

Name

Title

Business

Stage in the client arc

Beatriz Quintero

Head of Investment Banking

Investment Banking — RMHan Stanley (01/06)

Advise & raise

Daniel Halvorsen

Head of Markets

Markets — RMH Street (02/06)

Execute & access

Ingrid Bergström

Head of Corporate Banking

Corporate Banking (03/06)

Fund & grow

Chidi Nwosu

Managing Partner, RMHCombinator

Venture Capital — RMHCombinator (04/06)

Back & build

Anouk Achterberg

Managing Partner, RMHcKinsey

Management Consulting — RMHcKinsey (05/06)

Strategize & transform

Marco Sandoval

Managing Partner, RMHstone

Private Equity — RMHstone (06/06)

Own & compound

The venture, consulting and private-equity leaders carry Managing Partner rather than Head — those three businesses are partnerships in the firm’s telling, and the title difference is deliberate. Don’t normalise it.

Regional leadership is deliberately unnamed. The firm lists a global headquarters plus EMEA and APAC offices; no regional CEO exists yet. Leave that seat open rather than filling it in passing — it is the kind of detail that wants a decision, not an improvisation.

3. Governance — who answers to whom

Three things about this structure are load-bearing, because the firm’s own copy already promises them:

  1. The control functions are independent. Risk (Iwasaki), Legal (Bhattacharya) and Compliance (Haddad) report to the CEO and carry a direct line to the Board’s Audit & Risk Committee. A business head cannot overrule them. This is what “a unified risk and compliance framework runs across every business” and “ethics walls are non-negotiable” mean in practice, and copy must never show a revenue leader winning an argument against a control function.

  2. The three structural connectors have named owners. The firm claims integration is “engineered, not hoped for” and rests it on three connectors — so each has someone accountable: one client record → Barakat (CCO); one risk framework → Iwasaki (CRO); one incentive → Rahimi (CPO), with Castellanos (CFO) on the compensation mechanics.

  3. Everyone is measured on the same triad. Performance against plan, the strength of client relationships, and an unblemished compliance record — in equal measure. “Get one without the others, and you have not done the job.” That line is the firm’s, and it applies to the Executive Committee as much as to the businesses.

4. Writing these people

  • Never present them as real. No stock headshots implying a real person, no borrowed biography, no LinkedIn-shaped detail that invites verification. If a page needs a face, use the firm’s existing abstract gold-line SVG treatment.

  • No advice in their mouths. The firm’s contact page already disclaims material non-public information; an executive quoted forecasting a market, a rate or a return turns set dressing into something that reads as financial advice. Keep quotes about the firm’s philosophy and its clients.

  • Titles exactly as written here, including “Chair & Chief Executive Officer” (not “CEO & Chairman”) and the Managing Partner distinction in §2.

  • Every string through t() with a defaultValue, in the c-rmh-capital namespace, like the rest of the firm’s pages. Names included — transliteration matters in the 16 shipped locales.

  • Voice: the firm speaks in short declaratives and avoids superlatives (“A firm built around the client, not the product”). Its people should sound the same — considered, unshowy, faintly severe. Nobody at RMH Capital is excited.

  • RMH PMC stays unnamed. The other in-universe organisation lists role archetypes and no individuals, and that remains deliberate — a named commander for a private military contractor is a different kind of claim than a named banker. Don’t mirror this file over there.

5. Adding or changing someone

  1. grep the name across lib/, components/ and data/ first. The platform is one universe to a reader, and the games already collide with each other — Vesper is both a casino hostess in House Always Wins and a Breakpoint agent. Don’t make an executive the third.

  2. Give them a remit, not just a title. Every row above answers “what would this person be accountable for when something goes wrong?”

  3. Update this file and the firm’s pages in the same commit, so the roster and the rendered site never disagree about who holds a seat.