Ian Robertson

Subdivision Director, Process and Integration (PID)

Ian Robertson is the founder and current CEO of The Money Magus, a multimedia financial services firm that’s expanding into the wider software development field. Starting out as a simple investment newsletter, Roberson has overseen the transformation of the company into a wide-ranging social media and financial services website.

Robertson is also a Syndicate mage of a younger vintage than his fellow nominee Dr. Chism, and wants to apply his expertise in disruptive business models to Pentex as a whole — as a power-play against the SPD mages still embedded in the corporation. Having inherited Pentex stock from a distant relative, along with journals and a Cabinet of Curiosities, he wanted to gather a controlling interest in a number of subsidiaries, then gut them and sell off what remained. The Board of Directors had other ideas.

Attacked in the media and in person, he retreated to the Arizona desert. Studying the journals, he read descriptions of malign powers that matched up with what Pentex used against him. He also discovered individuals and groups that hunted these powers. Though the information is almost a century out of date, it was enough to connect him with Weaver-spirits, creatures from the Deep Umbra, and Garou monkeywrenchers. He used their influence to manipulate Pentex from without — twisting the markets against them and assassinating key personnel. They may be bigger than he thought, but he’s willing to go down fighting.

What he didn’t expect was a direct contact from Franklin Rubin. Director Rubin understood Robertson’s promise, and wanted him inside the tent, pissing out. If Rubin could examine the Cabinet of Curiosities, he would sponsor Robertson for election to the Board of Directors. After consulting with his various backers, Robertson reluctantly agreed. He distanced himself from the Syndicate, knowing full well the deals he’s been forced to make as a member of the Board of Directors would have them looking for his head.

Having secured the position of Director of Process and Integration, he works with individual departments and subsidiaries to make them work smarter. Reports that the workers have changed, becoming obsessed with the new business paradigm. He’s already managed to make major savings, which has mollified the rest of the Board against his caustic attitude. Enthusiastic to the point of mania, he refuses to accept that old-fashioned business practices have worth in the days of disruptive innovation. Other board members take his outright refusal to wear anything more formal than jeans and polo shirts as a direct challenge to their authority, but he’s proved too successful to move against — so far.