With the beginning of the new financial year, many new investors who are looking to start their mutual fund SIP journey in this financial year, mutual fund experts recommend investing in a mix of large cap and flexi cap, consider gold for hedging against global uncertainties and silver can be avoided at this point.

Sagar Shinde, VP Research at Fisdom told ETMutualFunds that for FY27, SIP allocations should focus on a balanced mix led by large cap and flexi cap funds, which offer better stability and earnings visibility in the current phase of valuation consolidation.

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“Midcaps can be added selectively for growth, while small caps should be limited and approached only through SIPs due to higher volatility.”

In terms of commodities, gold can be considered (around 5–10%) as a hedge against global uncertainty and currency risks, silver can be avoided at this point, as a large part of its future expectations appears to be already priced into current valuations, limiting near-term upside, he further said.

Another expert, Arjun Guha Thakurta, Executive Director, Anand Rathi Wealth Limited shared with ETMutualFunds that investors should have a long term investment strategy in place which they will follow for the long term and can have a 55% exposure to large cap and the rest in mid and small caps.
Thakurta further said that investors can view gold as a defence asset in the portfolio, replacing debt. Hence exposure should be within the 20% allocation of debt in the total portfolio. Investment can be done through Gold ETFs. We do not recommend investing in silver due to its poor risk adjusted performance over the long term.

SIP strategy

With investors wondering whether to increase, decrease or maintain the same SIP amount and whether it is relevant to take international exposure during the ongoing geopolitical tensions, experts recommend continuing with ongoing SIPs and stepping up afterwards. Investors should avoid the mistake of cutting SIPs during volatile phases, as these periods aid long-term accumulation

Thakurta said that investors in FY26 should focus on disciplined investing and not change their strategy based on short term market movements and we recommend that 20-40% of one’s income inflows should be directed towards SIP investments, every month and if possible, stepping up your SIP every year is also an effective strategy for long term wealth creation.

He further said that international funds can offer exposure to global markets, but they do have a track record for volatility and uneven performance. Hence, investors are best avoiding relying heavily on them and they would benefit more from an SIP in diversified domestic equity funds over the long term, as they provide stronger long-term growth and better risk-adjusted returns.

To this, Shinde said that given the current market environment marked by valuation consolidation and resilient domestic fundamentals, the ideal approach for FY27 is to continue SIPs and gradually increase them rather than reduce exposure.

A limited international allocation (around 10–15%) can also be considered to diversify geographically, capture opportunities outside India, and benefit from currency depreciation. However, given the limited mutual fund options currently available, investors should be selective—evaluate the geography, underlying holdings, and strategy before allocating, and invest only if it fits the overall portfolio requirement. Alternatively, international exposure can also be explored through routes like GIFT City, Shinde further said.

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How to deal with SIPs in underperforming funds

Many mutual fund investors wonder what to do with the SIPs in the fund that are offering negative returns or are underperforming compared to their respective peers or benchmarks and when should one decide to book profits from their SIP investments.

In response to this, Shinde said SIPs in underperforming funds should not be discontinued solely based on short-term performance and if the underperformance is recent or driven by broader category trends, and the fund’s strategy and management remain consistent, it is prudent to continue. However, a switch should be considered if a fund has consistently underperformed over a short and longer period or ranks persistently in the bottom quartile, or exhibits style drift or management concerns.

He further said that profit booking in SIP investments should be guided by disciplined asset allocation rather than market timing and investors should rebalance when equity exposure exceeds their target allocation or when specific segments such as mid and small caps become disproportionately large. Gains can then be redeployed into safer assets like debt or gold, rather than exiting equity entirely.

While asking investors to define what an underperforming fund is, Thakurta said investors should look at the fund’s performance across various time periods and over the long term to see if the underperformance currently is due to market corrections, which is normal, or if the fund has consistently been in the bottom quartile of its category or failed to beat its benchmark over the long term so it is the latter, then they can consider switching.

Investors should also look at different parameters to assess whether a fund is suitable in their portfolio, such as market cap allocation, fund manager strategy, AMC track record, etc, he added.

Mistakes to avoid

Many mutual fund investors invest in any fund without realising if the fund aligns with their risk appetite, investment horizon, and financial goals. Most of them invest in NFOs or go with the options where others are investing.

While mentioning what mistakes to avoid, Tharkurta said while planning for SIPs for FY27, investors should ensure they have their investment goals in place and formulate their strategy accordingly. One of the top mistakes investors make is stopping or pausing their SIPs in times of volatility. Market swings are part of normal market cycles and investors should stay invested and not panic sell.

As a second mistake, Thakurta said that skipping SIPs is also common among investors, and instead they should prioritize investing before planning their expenses. Half yearly review of portfolio should be done to assess one’s asset allocation and goal alignment, and yearly review should be done to revisit financial goals, risk profile, income changes and tax planning. If there is any misalignment, they can bring it back to ensure it is in line with what was intended.

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Shinde said that investors should avoid common pitfalls such as stopping SIPs during market corrections, chasing recently top-performing funds, over-allocating to high-risk segments like small caps, or holding an excessively large number of funds, which leads to portfolio clutter.

He further said that ignoring asset allocation discipline is another critical mistake. Instead, investors should maintain consistency, focus on long-term compounding, and periodically rebalance their portfolios. SIP strategies do not require frequent changes; a review every six months is sufficient for monitoring, while a more detailed review and rebalancing exercise can be undertaken annually to ensure alignment with financial goals and market conditions.

(Disclaimer: Recommendations, suggestions, views and opinions given by the experts are their own. These do not represent the views of The Economic Times)

If you have any mutual fund queries, message on ET Mutual Funds on Facebook/Twitter. We will get it answered by our panel of experts. Do share your questions on ETMFqueries@timesinternet.in along with your age, risk profile, and Twitter handle.

Sydney — Sydney has solidified its status as a global coffee powerhouse in 2026, with four local venues earning spots on the prestigious World’s 100 Best Coffee Shops list released in February. The rankings, compiled from expert judges and public votes, highlight the city’s precision brewing, innovative sourcing, and vibrant café culture, outpacing rivals like Melbourne in top placements.

Leading the Australian contingent is Only Coffee Project in Crows Nest, debuting at No. 4 worldwide — a remarkable achievement for the North Sydney newcomer known for its laser-focused approach to high-quality single-origin beans and meticulous pour-overs. Close behind is Toby’s Estate Coffee Roasters in Chippendale, which held the global crown in 2025 but secured fifth place this year with its immersive “island bars” and transparent roasting processes that let patrons watch baristas at work.

Further bolstering Sydney’s dominance are Beta Coffee in Surry Hills at 13th and the enduring favorite Single O also in Surry Hills at 53rd. With seven Australian cafés making the top 100 overall — four from Sydney, two from Melbourne, and one from Brisbane — the harbor city claims the most entries of any single location worldwide, surpassing even the United States in per-city representation.

The 2026 list, announced at an industry event in Spain, crowned Onyx Coffee Lab in the United States as the world’s best, followed by Tim Wendelboe in Norway and Alquimia Coffee in El Salvador. Yet Sydney’s strong showing has reignited pride among locals and baristas, with New South Wales Premier Chris Minns declaring the results proof that “Sydney’s coffee is unbeatable.”

Specialty coffee enthusiasts and visitors alike flock to these standout spots for exceptional espresso, batch brews, and filter coffees. Only Coffee Project draws crowds for its precision and collaborations with top roasters like Market Lane and Artificer, offering a serene North Shore escape focused purely on the cup. Toby’s Estate remains a pilgrimage site for its educational vibe, where mirrors reveal the behind-the-scenes craft and diverse origins shine through in every pour.

Beta Coffee, tucked in Surry Hills, impresses with global roaster features and clean, balanced shots that have earned chef endorsements and consistent praise. Single O, a third-wave pioneer since the early days, continues to deliver reliable excellence in a minimalist setting that prioritizes bean quality over flash.

Beyond the global rankings, Sydney’s coffee landscape thrives with a mix of established icons and emerging favorites. Tripadvisor’s 2026 user reviews highlight Social Brew Cafe in the CBD for its hidden-gem atmosphere and consistently high-rated flat whites, while Joe Black earns acclaim for bold brews in a lively setting. La Renaissance Patisserie in The Rocks combines French pastries with strong coffee, appealing to tourists and locals seeking a classic experience.

Other notables include Room Ten in Potts Point, favored by top chefs for its precise roasts; Artificer in Surry Hills, known for innovative techniques; and Gumption by Coffee Alchemy in the city, where award-winning beans meet urban energy. Newer openings like Ard in Stanmore and Sandose in Peakhurst add fresh options with creative menus and specialty drinks, reflecting the scene’s constant evolution.

Sydney’s coffee culture stems from its immigrant history, particularly Italian and Greek influences that popularized espresso in the mid-20th century. Today’s third- and fourth-wave movement emphasizes direct-trade sourcing, experimental brewing methods like pour-over and cold brew, and sustainability. Many venues roast in-house or partner closely with ethical producers, ensuring traceability from farm to cup.

For visitors, the city’s geography enhances the experience: grab a flat white in Surry Hills’ laneways, a batch brew on the North Shore, or an iced latte in the CBD. Neighborhoods like Chippendale and Surry Hills form coffee corridors where multiple top spots sit within walking distance, ideal for a dedicated crawl.

Industry observers note Sydney’s edge comes from community support, barista talent, and a discerning clientele that demands quality. While global recognition boosts tourism, locals maintain the scene’s authenticity through daily patronage and word-of-mouth.

As 2026 progresses, new openings and seasonal bean releases promise continued innovation. Whether seeking a quick espresso or an hour-long tasting, Sydney’s coffee shops offer world-class experiences in one of the most livable cities for caffeine lovers.

From global podium finishes to neighborhood favorites, the harbor city’s brews prove that in the world of coffee, Sydney remains a leader worth savoring.

New York — LaGuardia Airport stayed shut early Monday, March 23, 2026, following a late-night collision between an Air Canada Express regional jet and a Port Authority fire truck on a runway, an incident that killed two pilots and injured at least four others, authorities and sources confirmed.

The crash happened around 11:38 p.m. Sunday when Jazz Aviation Flight 8646, operating as Air Canada Express from Montreal-Trudeau International Airport, struck the emergency vehicle on Runway 4 while slowing after landing. The Bombardier CRJ-900 sustained major front-end damage, with photos showing the nose crumpled and the aircraft stationary on the tarmac surrounded by emergency responders.

The Federal Aviation Administration issued a ground stop shortly after the incident, halting all arrivals and departures. Officials indicated the airport would remain closed until at least 2 p.m. ET on Monday to allow for emergency response, debris removal, runway inspection, and the start of a National Transportation Safety Board investigation. As of mid-morning Monday, no reopening had occurred, and flight tracking sites showed no active arrivals or departures, with diversions continuing to nearby hubs like Newark Liberty and John F. Kennedy International.

The Port Authority of New York and New Jersey, which operates LaGuardia, confirmed the collision involved a Jazz Aviation flight and a Port Authority Aircraft Rescue and Firefighting vehicle responding to an unrelated airfield matter. “Emergency response protocols were immediately activated,” a Port Authority spokesperson said. “The airport is currently closed to facilitate the response and allow for a thorough investigation.”

Initial reports varied on casualties, but sources familiar with the matter told NBC News and the New York Post that the plane’s pilot and co-pilot died in the impact. Two Port Authority officers or firefighters sustained serious injuries, including broken limbs, though they remained stable at a hospital. Four people total were reported injured in early accounts, with no immediate confirmation of passenger harm. The flight carried about 72 passengers and four crew members; passengers were evacuated orderly, many deplaning from the rear, and videos showed the aircraft’s nose lifting slightly after disembarkation.

The New York Fire Department and Port Authority Police responded swiftly, with fire trucks positioning around the scene. No fire broke out, but the low-speed collision—estimated at around 24 mph based on flight data—still caused significant structural damage to both the aircraft and vehicle.

LaGuardia, one of the nation’s most congested airports with tight airspace and short runways, faced added strain from the closure. The incident compounded existing disruptions, including TSA staffing shortages during a partial federal government shutdown that had already led to long security lines in prior days. Travelers reported widespread cancellations and diversions, with 18 flights affected according to Flightradar24. Airlines urged passengers to check status before heading to the airport, warning of major delays across the Northeast.

The FAA’s National Airspace System status page listed LaGuardia as closed due to the “aircraft emergency,” with high likelihood of extension beyond initial estimates. Some notices suggested potential reopening as late as 6 p.m. GMT (1 p.m. ET), but on-the-ground assessments took precedence. Cleanup crews worked through the night to clear the runway, while NTSB investigators arrived to examine wreckage, review air traffic control communications, cockpit voice and flight data recorders, and witness statements.

Aviation safety experts highlighted runway incursion risks at busy facilities like LaGuardia, where ground vehicle movements require precise coordination. The firefighting truck was on the runway for a separate response, raising questions about clearance protocols, visibility in nighttime conditions, and communication breakdowns. The FAA has pushed enhanced ground surveillance and training in recent years, but incidents persist amid rising traffic.

Air Canada and Jazz Aviation expressed deep concern and full cooperation with authorities. “We are devastated by this tragic event and our thoughts are with those affected,” the airline said in a statement. The carrier worked to rebook passengers and provide support.

The collision drew immediate attention from federal regulators and congressional leaders, who called for swift answers on prevention measures. LaGuardia’s history of operational challenges—exacerbated by its location near dense urban areas—amplified scrutiny.

As Monday progressed, airlines rerouted flights, and ground transportation options swelled with demand. Travelers faced uncertainty, with some opting for trains or driving amid the shutdown. The Port Authority promised updates as recovery advanced.

The incident underscored vulnerabilities in airport ground operations, even at low speeds. With fatalities confirmed, the focus shifted to supporting victims’ families and preventing recurrence. LaGuardia, a key gateway for domestic travel, remained offline into the day, disrupting thousands of itineraries in one of the busiest travel periods.

Final determinations on reopening depended on NTSB and FAA clearance. Officials emphasized safety over speed, vowing a comprehensive probe into the causes.

The modern world of business is demanding more of entrepreneurs and leaders than ever before; it’s no longer possible for a professional to lead purely on a technical basis, nor on an operational one. Few business leaders are able to become the hybrid executives that are so necessary to modern growth and transformation initiatives. The ones that rise to the challenge can’t help but stand out.

Henry Chen is one such example. As a seasoned finance professional and entrepreneur in the fintech and blockchain industry, his expertise with the technology that’s driving the modern world has been well-proven. When that is combined with another 15 years of experience across investment banking, private capital management, and digital asset markets, Henry Chen represents a unique bridge between traditional finance and modern digital ecosystems. His professional journey ranges from UBS and Goldman Sachs to KU Holdings (Parent of KuCoin) and Summer Capital, culminating in his current role as Chief Business Officer at SNZ Holding.

Henry Chen’s transition from global banking institutions into senior strategic roles at finance and fintech companies like KU Holdings and Summer Capital is not a common one for a reason. Being able to strike the balance between institutional discipline and digital innovation is a rare skill, but it’s one that’s becoming more important for business leaders every year. Well-rounded and holistic leadership is crucial in a world with increasingly globalized and technology-driven markets.

“The ability to ‘speak both languages’ is crucial,” Henry says. “You need to understand how bankers, regulators and institutional investors think, and at the same time appreciate how developers, founders and crypto‑native communities operate.”

Traditional Finance Vs. Digital Ecosystems

Having served in high-performing leadership roles in both traditional investment banking environments and high-growth digital asset ecosystems, Henry Chen has developed a well-rounded understanding of both fields—and how they intersect. Both environments left him with foundational understanding that could be leveraged elsewhere, and by synthesizing the two he was able to develop a leadership philosophy capable of bridging the gap between them.

“It has given me a 360‑degree view of how capital, technology, and financial markets correspond to each other,” Henry explains. “My philosophy today is about combining these worlds: being entrepreneurial, open to experimentation and caring about individual mentality, while still insisting on governance, operational efficiency, and commercialization models that can stand up to institutional scrutiny. I try to be a bridge between builders and institutions, translating highly technical concepts into clear business and regulatory language, and vice versa.”

So what are the big differences between these two environments? Put simply, the traditional financial institutions are highly structured and value predictability, while the fintech and digital ecosystems are defined by speed, scalability, and open-source collaboration. It’s an old dichotomy: structured, predictable, execution-focused institutions on one side; flexible, fast, disruptive, and innovative startups on the other. Banks and other traditional institutions are built around structured processes, well-defined product lines, and regulated workflows, with innovation following regulator guidance and client demand. In digital fintech and blockchain systems, the constant creation of new primitives, the prediction market, and real-world asset tokenization represent an iterative, experimental, and consensus driven environment.

“At global investment banks, I learned the importance of sustainable business model, market positioning and fundamental valuation methodology, institutional‑grade operational processes, cross-team collaboration, and long‑term client relationships, which has deeply influenced how I make decisions and mobilizes team resource even in fast‑moving crypto markets,” Chen recalls. “On the digital asset side, particularly at SNZ and Summer Capital, I was exposed to founder‑driven innovation, rapid product cycles, and community‑centric ecosystems and focus on humanity, that move at a very different pace from traditional finance.”

The hierarchical institutional stability, precision, and quality of traditional institutions focus on measurable success and maximal profitability. The open-source, freely experimental, and deeply creative blockchain environment focuses on speed and innovation. The two fields seem to have few things in common, but however dichotomous they may seem, the two environments’ strengths and values can in fact be brought together. It just takes someone who understands both sides, and Henry Chen has established himself as precisely that.

“Having operated in both worlds, I see my role as importing institutional discipline into crypto, while preserving the creativity and openness that make this industry so compelling,” he says. “At the end of day, any technology, business model, or project shall be built to serve some real purposes and use cases—which is essentially the human being, and organizations from the real world. It’s just a matter of differentiated or upgraded process, methodology or approach.”

A Strategic Blend Of Expertise

Henry Chen’s unique blend of leadership experience and expertise have made him uniquely valuable in a strategic role as the both traditional and blockchain financial ecosystems evolve. At KU Holdings (parent of KuCoin), Summer Capital, and in his current role with SNZ, his strategic priorities have been focused on branding and networking, with an eye for building long-term business sustainability and the creation of real economic value. Chen’s goal is to position SNZ as a long-term, credible, capable, and resourceful partner to both builders and institutions—whether they’re traditional finance or crypto natives—around the world, but particularly in Asia.

Henry’s rigorous foundation in financial infrastructure across both consumer and institutional markets—courtesy of his career at investment banks like Goldman Sachs and UBS—allows him to identify use cases for blockchain and crypto technologies, while his experience in those digital environments lets him draw clear connections between modern technology projects and cases he’s experienced in the past. The result is that he can identify viable business models, high-potential products, and feasible corporate strategies instead of getting drawn into interminable hype cycles or falling victim to crypto market price volatility and noise.

“Economic value is about making sure we are not only capturing short‑term trading or speculative upside, but also enabling new infrastructure, use cases, and revenue streams that benefit users, communities, and shareholders in a measurable way,” Chen says. “In such fast‑evolving markets, discipline on these three dimensions helps us avoid chasing noise and instead build something compounding and durable.”

It’s a skillset that Henry Chen expects to only grow more valuable in the coming years. He expects to see digital finance move from the periphery to the core of global capital markets over the next five years, driven by tokenization, programmable assets, and more mature regulatory regimes. Additionally, he predicts a convergence between traditional financial infrastructure and blockchain rails, where assets like securities, funds, and collateral are issued and managed on-chain (even if users don’t see the underlying technology).

“Experienced institutional leaders will play a key role in this transition by translating between regulatory expectations, risk frameworks, and the capabilities of decentralized technologies,” Chen explains. “Their job is not to slow innovation, but to shape it in a way that is sustainable, compliant, and accessible to a much broader set of participants.”

Asian equities plunged on Monday as mounting tensions between the United States and Iran rattled global energy markets. The Nikkei 225 in Tokyo fell 3.6%, South Korea’s Kospi dropped nearly 6%, while Hong Kong’s Hang Seng and Shanghai’s Composite Index lost 3.5% and 2.5% respectively. Investors fled risk assets amid fears of prolonged disruption to oil and gas supplies.

At the heart of the crisis is the Strait of Hormuz, a narrow waterway through which nearly 20% of global crude and liquefied natural gas (LNG) shipments pass. Since late February, the strait has been effectively blocked following US–Israeli strikes on Iran. Washington has threatened further military action unless Tehran reopens the passage, while Iran has vowed retaliation against regional energy and desalination infrastructure.

The International Energy Agency (IEA) warns the standoff could trigger the worst energy crisis in decades, drawing comparisons to the 1970s oil shocks and Russia’s 2022 invasion of Ukraine. Oil prices remain above $110 per barrel, compounding inflationary pressures across Asia.

Regional economies are particularly vulnerable:

• Japan relies on the Middle East for 95% of crude imports, with 70% transiting Hormuz.
• South Korea sources about 70% of its crude from the region.
• India depends on the Gulf for 58% of imports, though Russian supplies provide partial relief.
• China imports roughly half its crude from the Middle East, with Iran alone supplying 11%.

LNG disruptions are also hitting South Asia hard. Pakistan and Bangladesh face acute shortages, with reserves covering only two to three weeks of consumption.

The escalating conflict underscores Asia’s heavy reliance on Gulf energy and highlights the fragility of global supply chains. Analysts warn that prolonged instability could force governments to consider rationing, accelerate diversification of energy sources, and intensify inflationary pressures across the region.

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The war has seen large oil and gas facilities attacked and it has effectively closed a key shipping channel, the Strait of Hormuz, which runs close to the Iranian coast. One fifth of the world’s oil passes through here, so the disruption has sent global oil prices soaring, and the price of diesel has followed.