
VM Investments advances ‘future ready’ strategy to build more resilient & diversified earnings model

VM Investments Limited (VMIL) is accelerating its transformation into a more diversified investment company as it executes a long-term strategy designed to strengthen earnings stability, reduce exposure to market volatility and position the business for sustainable growth.
Speaking at the company’s Annual General Meeting on Thursday, June 4, Chairman Michael McMorris said VMIL remains focused on building a more durable business model capable of delivering value across varying economic and market conditions.
“The 2025 financial year unfolded within a complex global environment marked by tighter monetary policy, moderating inflation, geopolitical uncertainty and constrained financial conditions,” McMorris said. “Against this backdrop, VMIL remained concentrated on executing its strategic priorities while navigating the realities of the market and responding to the needs of its clients.”
Central to that strategy is the deliberate repositioning of the company’s earnings model through the expansion of fee-based income streams, continued growth of its wealth management platform and increased participation in alternative investment opportunities, including private equity and real estate.
“This repositioning is intended to enhance earnings stability, reduce exposure to market volatility and position VMIL to capitalise on opportunities across local and regional markets,” McMorris said.
The strategy reflects broader shifts occurring within the financial services industry, where firms are increasingly seeking diversified revenue streams and scalable business models that are less dependent on short-term market cycles.
Throughout 2025, VMIL continued to strengthen its wealth management capabilities, deepen its participation in alternative investments and maintain an active presence in the capital markets, supporting clients through a range of advisory and transaction services.
The company also continued to invest in technology, talent and risk management capabilities to support future growth and operational efficiency. Importantly, these investments were undertaken while maintaining a disciplined approach to costs, with total operating expenses increasing by only 3.7 per cent year over year. According to McMorris, this reflects VMIL’s commitment to balancing strategic investment with operational efficiency as it builds a more scalable and future-ready organisation.
The company’s transformation strategy aligns with the theme of its 2025 Annual Report, Future Ready, which reflects VMIL’s commitment to strengthening its foundation while preparing for emerging opportunities in a rapidly evolving financial landscape.
Despite challenging market conditions during the year, including reduced liquidity, changing interest rate dynamics and the effects of Hurricane Melissa, VMIL reported total assets of $35.1 billion, up from $30.5 billion in the prior year. When adjusted for a one-time gain from the sale of the Group’s private equity interest in Carilend in 2024, profit after tax increased by 24.1 per cent, reflecting improving performance across the company’s core operations.
McMorris said the Board remains confident in the Company’s strategic direction and its ability to create long-term value for shareholders.
“As we look ahead, we will continue to focus on deepening client relationships, expanding our investment offerings and pursuing opportunities that support sustainable growth, while maintaining a disciplined approach to risk and capital management,” he said.
He noted that the positive momentum generated during 2025 has continued into 2026, with VMIL reporting first-quarter net profit of J$70.1 million, compared to a loss of J$32.5 million in the corresponding period of the prior year, alongside operating revenue growth of 16.8 per cent. These results, he said, reflect the benefits of disciplined execution and the Company’s ongoing efforts to strengthen and diversify its business model.
Syndicated from Our Today · originally published .
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