Searching...
20 results for “calculated risk taking”
Concept2 mentions across episodes
risk-taking
“How DraftKings CEO keeps 5,600 employees thinking like scrappy entrepreneurs”
...afraid of taking calculated risks, and that's a core part of our culture.
23:56 / 24:43
tactical advice23:56 – 24:43
...risk management. Like, the wolf's always at the door. But I am a big believer in Nassim Taleb's definition of risk, probability, and severity. When we think about investing in China now, what's the probability that you're going to lose all your money
45:42 / 46:48
from transcript45:42 – 46:48
...say risk adjusted wealth because that really, you know, is like an intuitive concept. We could also call it certainty equivalent wealth. You know, how much return or wealth do we need in exchange for not making some risky investment, you know, with o
11:21 / 12:32
from transcript11:21 – 12:32
...perspective will compensate us for not only the visible cost of trading of spreads and commission, but the less visible cost of market impact. How do you assess the relative importance of the signal from the model to market impact in trading? We have
32:58 / 34:02
from transcript32:58 – 34:02
...that we're taking? Or are there risks in here that we are not aware of or that we don't wanna be taking? We first embed that risk management for sure in the fundamental analysis. By definition, if we're identifying a pool of alpha that we think exist
31:30 / 32:36
from transcript31:30 – 32:36
...low risk environment, we increase exposures by a third. That's it. How do we define a high risk and a low risk environment? Well, probably the simplest way that we could have done it was somehow to use market implied volatility from the options marke
29:13 / 30:31
from transcript29:13 – 30:31
...taking a lot more risk than normal in this market. I I can't envisage a view other than a very short term view, why you could support taking more than average risk at the moment, for example, for a long term investor. So going back to the beginning,
59:14 / 1:00:21
from transcript59:14 – 1:00:21
gets lucky and gets, you know, an inside straight or something. And the reflection was, ah, that was a stupid idea when in reality, it was the right idea. It just was was the outcome that happens on occasion and same same thing with markets. Tell us
27:03 / 28:07
from transcript27:03 – 28:07
...so you better be fairly certain that one of those variables you have high confidence on and the other one you have some visibility. And if the business has one variable and you have an inkling, lean right in. So a lot of this is just decomposed risk
1:08:58 / 1:10:07
from transcript1:08:58 – 1:10:07
...risk management? One way to think about it is taking this developed market, emerging market, dichotomy. In developed markets, you would say, what's my value or risk? What's one standard deviation, two standard deviations, blah blah blah. In emerging
43:31 / 44:31
from transcript43:31 – 44:31
...of risk because investors expect outsized returns and outlier returns. Yeah. We all know PC is a is a power law gain. So by taking on PC investment, you're gonna have to expect your board is gonna be pushing you for outsized returns even if the risk
38:16 / 39:25
from transcript38:16 – 39:25
...of taking risk to be able to buy companies more cheaply or just accepting the market is moving and they have to keep playing? As long as we thought our managers were gonna be delivering premiums to public market alternatives that we were okay with th
20:59 / 22:02
from transcript20:59 – 22:02
...then of taking risk to be able to buy companies more cheaply or just accepting the market is moving and they have to keep playing? As long as we thought our managers were gonna be delivering premiums to public market alternatives that we were okay wi
20:51 / 22:05
from transcript20:51 – 22:05
...good risk management, and just, you know, try and just do that a billion times. But it's it's crazy when you look think about it a tennis perspective because I you know, it's just you got you gotta be there when it's the tie breaker or what have you.
25:29 / 26:42
from transcript25:29 – 26:42
...is taken up or down. Management now becomes more accountable because under a strategic asset allocation, yes, the management can make a recommendation to the board on the SAA. The board adopts it, and the question is who owns it because it's combined
0:00 / 1:02
from transcript0:00 – 1:02
...taking more than average risk at the moment, for example, for a long term investor. So going back to the beginning, you have to have a clear set of objectives and risk parameters as a language that you can talk about with, in our case, our board and
59:14 / 1:00:19
from transcript59:14 – 1:00:19
The most likely situation is it's within 5% of that. If you ask me three years from now, I have almost no intuition about that. And a state machine is the same way. If you flash forward a whole bunch of states, you sort of lose predictability as you
1:01:28 / 1:02:32
from transcript1:01:28 – 1:02:32
...real risk is, judging judgment about where to apply your optimism, judgment to what to tolerate and what to not tolerate, and to judgment around the status quo that most people the kind of judgments most people don't even know they're making, and the
33:43 / 34:47
from transcript33:43 – 34:47
...using all the policy ranges. With the transition to a total portfolio approach, we weren't asking for that much active risk. We were asking for more flexibility in how we used it. The guardrails are still there in terms of the active risk.
16:29 / 17:43
from transcript16:29 – 17:43
Have a podcast?
Run your podcast through Clypt
Get ranked clips, hooks, and ready-to-post copy from your own episodes. Free to try.