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19 results for “capital allocation”
Topic5 mentions across episodes
capital allocation
Concept5 mentions across episodes
capital allocation
...allocation, and they'll say, okay. For this particular client, if we're going to have an allocation to merger arbitrage, here's the manager we're going to arbitrage, here's the manager we're going to use. And that's sort of a matrix where, you know,
30:45 / 31:47
from transcript30:45 – 31:47
...capital. Institutions typically are 30 to 50% allocated to alternatives. But what we find is often the largest institutions, the Harvards and the Yales, the CalPERS and the CalSTRS, will have substantially higher allocations because they can. We see
8:14 / 9:21
from transcript8:14 – 9:21
that allocators were going to give to large managers relative to small managers. If you looked at the amount of money allocated to hedge funds post the crisis, For the next three, four years, 95% of the dollars allocated to hedge funds globally went
46:27 / 47:31
from transcript46:27 – 47:31
...how their capital would compound under his models. That's credibility through quantifiable valuation. So for you, strengthen this by leading with what we call the bluff or the bottom line upfront. Stress testing your IRR and your NPV. Being explicit
6:40 / 7:46
from transcript6:40 – 7:46
...how their capital would compound under his models. That's credibility through quantifiable valuation. So for you, strengthen this by leading with what we call the bluff or the bottom line upfront. Stress testing your IRR and your NPV. Being explicit
6:00 / 7:00
from transcript6:00 – 7:00
...allocate capital. Institutions typically are 30 to 50% allocated to alternatives. But what we find is often the largest institutions, the Harvards and the Yales, the CalPERS and the CalSTRS, will have substantially higher allocations because they can
8:39 / 10:06
from transcript8:39 – 10:06
...people raise capital, learn fund management strategies, and serve our mission to help fund managers and deal syndicators to gain greater hope and focus as they build their empire. Alright. Let's get back to the show.
11:45 / 13:07
from transcript11:45 – 13:07
...call the risk allocation process, which says, okay. What are the expected risk adjusted, confidence adjusted returns from these different things? And then we can start allocating risk to them. And So that was the sort of the genesis of our risk budge
22:58 / 24:23
from transcript22:58 – 24:23
...allocation framework that these client representatives start with? There there is. And so they are guides, not rules. So there's no model portfolio. Just to give a sense, what do those look like across strategies? Sure. So all else being equal in pub
31:31 / 32:32
from transcript31:31 – 32:32
...capital so there are no retail driven constraints on governance reporting or exits. Let them know that they are in their own institutional fast lane and you are the one with your hands confidently on the wheel. That single sentence
2:59 / 4:15
from transcript2:59 – 4:15
But as a steward of the endowment, you actually have to work with your investment committee to show them exactly what we were just talking about, which is small differences in compounding over long periods of time add up to huge, huge numbers. So wha
12:36 / 13:51
from transcript12:36 – 13:51
...have venture capital capabilities, even better. There is a core that is those first three or four items where
1:12:38 / 1:13:46
from transcript1:12:38 – 1:13:46
I get the point that endowments are investing on a very long time horizon, but on the other hand, I feel like there must be moments where you do have to come up with the money. You know, you're you're pointing out something that a lot of people don't
12:00 / 13:10
from transcript12:00 – 13:10
how do we touch and make an impact on the most amount of people? Well, if we do it person by person, that's gonna be really tough. But if you go to the advisers who some advisers are managing tens of thousands of clients, Well, let's tool them to mak
16:21 / 17:31
from transcript16:21 – 17:31
The Singapore government and MAS, or Monetary Authority of Singapore, they promote it as a flexible structure for fund managers and family offices. So often, at that level, this sounds like something that a lot of families would benefit from. See, al
11:13 / 12:15
from transcript11:13 – 12:15
...capital raisers to reflect in their previous year and plan for the year ahead. December in New York City. CAU for IRBD is a closed door gathering for capital raisers to connect with peers, learn from allocators and other experts, and really share in
5:49 / 7:04
from transcript5:49 – 7:04
And it's all about making sure that you have the right message, you're going to the right people with the right things because the death of a Salesforce is that you're deploying your Salesforce with clients in regards to products they're not interest
13:22 / 14:35
from transcript13:22 – 14:35
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