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Hilt
Tatum IV

Hilt Tatum IV serves as Chief Executive Officer of Oxford Consulting.

Panamá, Panama

Hilt Tatum IV has studied International Business at the University of Montana, Eckerd College, and the Institute for American Universities in France. Currently, Hilt Tatum IV leverages his extensive knowledge as Chief Executive Officer at Oxford Consulting in Panama. Hilt Tatum IV’s duties range from spearheading day-to-day operations to outlining strategic objects, and he remains a singularly valuable contributor to the company and his many clients. Among its other services, Oxford Consulting offers consulting in investment banking, private equity investing, international expansion, and global human resource management.

Alongside his current role at Oxford Consulting, Hilt Tatum IV concentrates on philanthropic activity, and he founded and remains engaged with Project Joy Panama. Hilt Tatum IV also makes generous donations to the American Red Cross, Save the Children, and the Panamanian nonprofit Children of Darien.

In his leisure time, Hilt Tatum IV prioritizes spending time with his family. Hilt Tatum IV also pursues a variety of pastimes and participates in the HJS Golf Association and the Game Fish Organization.


Hilt Tatum IV's Publications

  • Tips for Becoming a Consultant, Part 1, Oscar Hilt Tatum IV
    February, 2011
    by Oscar Hilt Tatum IV

    The life of a freelance consultant can be exciting: the ability to choose your own hours, select projects that interest you, and be your own boss. However, freelancers may find themselves floundering in debt and dearth of work if they do not first take these tips to heart.

    1. Be Ready for Independence
    Employee and employer are positions with their own individual upsides and disadvantages. As an employee, matters such as making payroll and keeping a company running smoothly are not your concerns. Employers, on the other hand, must answer to themselves if something goes wrong. Should you become a consultant, you will be in charge of finding work for yourself, without which you will have no income. Make sure you are ready for that level of responsibility.

    2. Examine Your Repertoire
    Consultants need not be experts in their field, but they are expected to know as much as their clients at a minimum; more knowledge is ideal. Once you have decided to become a consultant, carefully examine your skill set. In what areas are you lacking? Work hard to improve those areas to promote yourself as a versatile individual capable of handling many needs rather than one or two. Some consultants prefer to become known for their expertise in a few specific areas. Take this route if you feel it suits you, but you should make sure your knowledge in tertiary specialties is moderate. The more skills you possess, the more jobs you can undertake for your clients, and the more money you will likely earn.

    3. Expand Your Network
    The odds of bumping into someone in need of your skills are dismally slim. By utilizing your network of contacts and calling upon them for further contacts, your networking web will broaden considerably, giving you many more potential clients.

    4. Keep in Touch
    As you make contacts, keep in touch with them via meetings and personal communication such as a phone call or e-mail once a month to make small chat concerning business. Cement your name in their memories so yours is the first that springs to mind when they need someone in your field.

    Part 2 continued here.

  • International Labour Laws and Business Expansion Implications, Hilt Tatum IV
    April, 2011
    by Oscar Hilt Tatum IV

    Almost all companies seeking to expand internationally will need to hire workers in new markets. Countries can have vastly different labour standards as well as varying levels of enforcement that may create implications for the company expanding. At the very least, any business seeking to hire workers in other countries should be familiar with the labour rights that employees in that country possess.

    For a quick rule of thumb, businesses may turn to the International Labour Organization (ILO), which provides sets of standards for labour laws in international contexts. These standards are by no means accepted worldwide, however, so international HR strategy must also consider societal norms at home and abroad, as well as the labour laws in the target country.

    Companies should answer basic questions such as whether or not employees must receive a written employment contract prior to commencing work, on what grounds they may be legally dismissed, and how to minimize the potential for liability and the risk of legal action following the termination of a position. In addition, businesses should be aware of whether or not employees hold the right to form a union, what the legal requirements for maternal/paternal leave are, and the range of compensation expected by workers.

    Detailed answers to these questions can be found in documents published by national governments and nongovernmental organizations involved in international labour law. Once the company has a clear idea of its responsibilities and rights in terms of labour in a given market, it can develop a human resources policy designed to maximize employee efficiency, satisfaction, and productivity while reducing liability and cost.

    Oscar Hilt Tatum IV advises companies seeking to expand into emerging markets. He leads Panama-based Oxford Consulting Group, which provides expertise on international law, labour law, international finance, tax structures, and the sociopolitical aspects of expanding across borders.

  • Renewed Investor Interest in Emerging Markets By Oscar Hilt Tatum IV
    , Oscar Hilt Tatum IV on Bigsight
    May, 2011
    As CEO of Oxford Consulting Group, I head a firm that initiates business expansions overseas and advises clients invest in emerging markets. After a lull in early 2011, during which the U.S. briefly caught investors’ attention, emerging markets are hot again, continuing a trend that has gained momentum in recent years.

    The turmoil in the Middle East and North Africa is no longer prominent in investors’ minds, as funds are steadily flowing to the so-called BRIC countries: Brazil, Russia, India, and China. A key indicator of this trend is the exchange-traded iShares MSCI Emerging Markets Index Fund. This investment fund corresponds to price and yield performance of publicly traded emerging market securities, and is closely watched as international investment bellwether. Despite a slight reduction in Chinese growth and investor worries about rising inflation rates, emerging market bond and equity funds are currently more active than developed bond and equity funds.

    The reason for this shift in investor focus is difficult to pinpoint exactly, but certainly Europe’s sovereign debt crisis has put a dent in market trading in that region. America, on the other hand, is still wading through shaky housing and employment trends, with investors discounting news of rebounds. Japan has been hit with a double blow of earthquake and nuclear crisis, in addition to stagnating industrial trends.

    What strikes me as remarkable, considering the way Middle East turmoil has affected BRIC economic performance in the past, is the way in which investor knowledge of emerging markets has become multi-layered. Investors are now willing to separate what is occurring in one part of the world from another. To traders, Egypt’s uncertain future does not imply uncertainty in Russia or Brazil’s economy as well.

    Most emerging market investors take a broad, diversified approach to investment in developing countries. We take this approach as well, while also focusing on stocks and bonds in sectors where substantial profits are likely accrue. Oxford Consulting Group services offer clients focused investment strategies that minimize volatility and maximize return. Visit Oxford Consulting Group’s website at http://ocgglobal.com to learn more about our full range of international financial services.