| Ticker | Direction | Speaker | Thesis | Time |
|---|---|---|---|---|
| LONG |
Ashu Khullar
CEO, Citi India / Global Co-Head of GAM, Citi |
The US-India trade agreement includes an intention for India to buy $500 billion worth of US goods. The speaker explicitly names "Defense" (rockets/new tech), "Civil Nuclear" (opening up), and "Energy" as key areas where India lacks domestic technology and must import. India's geopolitical pivot away from Russian arms and energy dependence necessitates massive procurement from Western allies. This creates a structural, multi-year order book for US Defense primes, Nuclear technology providers, and Energy exporters. Long US exporters in these specific sectors (Defense, Nuclear, Energy) as direct beneficiaries of the $500bn trade target. Bureaucratic delays in finalizing trade deal details; political shifts in the US or India. | 7:21 | |
| LONG |
Ashu Khullar
CEO, Citi India / Global Co-Head of GAM, Citi |
Gross FDI into India remains robust ($80-90bn/year). The government is aggressively pursuing "China + 1" manufacturing policies and trade deals with the EU and US. Despite "rich valuations" causing some capital repatriation, the structural inflows into manufacturing and infrastructure (supported by Western trade deals) underpin a long-term growth story for the Indian economy. Long Emerging Markets with a specific overweight on India to capture the manufacturing renaissance and consumption growth. "Rich valuations" in Indian equities could lead to a correction; Net FDI outflows if global rates remain high. | — | |
| LONG |
Ashu Khullar
CEO, Citi India / Global Co-Head of GAM, Citi |
Global companies are listing their Indian subsidiaries on local exchanges because "Indian valuations are really rich." There is a strong pipeline of IPOs for the next 12-24 months. High valuations and active capital markets are the perfect environment for Investment Banks and Exchanges. Increased IPO activity drives advisory fees, underwriting revenue, and trading volumes. Long Financials (specifically Investment Banks and Exchanges operating in India) to capture the fee pool from this IPO boom. Market correction freezing the IPO window. | 2:42 | |
| LONG |
Ashu Khullar
CEO, Citi India / Global Co-Head of GAM, Citi |
Citi exited its Indian retail business 3 years ago. Since then, institutional sales are up 25% and profitability is up 24% compared to the previous combined business. India is now Citi's 2nd largest global workforce, handling high-end "cutting edge" work (AI, Quant) rather than just low-cost processing. The market often views legacy bank restructuring with skepticism, but the data proves the "simplification" strategy is working in high-growth markets. Citi is effectively capturing the flow of foreign capital into India (FDI/FII) and corporate advisory fees (IPOs) while leveraging Indian talent to service 80+ global markets efficiently. Long Citi as a play on successful execution of its institutional pivot and exposure to Indian corporate growth without retail credit risk. Global recession reducing cross-border trade flows; execution risk in maintaining talent advantages. | 0:03 |