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11 results for “career strategy”
...went through my career at CPP Investments. What are some of your favorite software skills that you picked up along the way? The one I would like to say is being really effective at giving feedback. I'm still working on that. I can be more timely and
10:30 / 11:38
from transcript10:30 – 11:38
...their whole career here, but I want everybody to always feel like they're part of the CPPIB family. In the situations where you've decided that you couldn't compete effectively internally, what does that look like, both the decision process and then
27:37 / 28:49
from transcript27:37 – 28:49
What should the portfolio look like? How should we populate it? And then who should we populate it with? These are great organizations, but they may not just fit. I don't have all the answers. But what I've learned over time is tapping into that list
16:35 / 17:39
from transcript16:35 – 17:39
So really educating yourself about the tactics and the processes that these LPs go through to make a decision and how they make decisions is pretty important to the GP. Did you share some examples of different criteria that these types of organizatio
11:08 / 12:16
from transcript11:08 – 12:16
that the average GP has twice as many businesses in their portfolio than they had ten years ago. That's a lot of companies to look after. GPs are not house flippers. Companies are organic things that need to actually be tended, and they need to sort
10:21 / 11:58
from transcript10:21 – 11:58
At our events, our scheduler opened two weeks ago for the LP side just yesterday for the GP side. We have 1,500 meetings scheduled already among those participants, and these people will spend the next six weeks scheduling another fifteen, sixteen th
11:10 / 12:19
from transcript11:10 – 12:19
That's the big question everybody's asking. What we know is that the average GP has twice as many businesses in their portfolio than they had ten years ago. That's a lot of companies to look after, and GPs are not house flippers. Companies are organi
45:17 / 46:53
from transcript45:17 – 46:53
or rapidly accelerate performance. That takes planning. That can take investment. That can take time. There are lots and lots of companies out there that are doing build ups. Build ups are, I started with a platform and I added one or two companies t
10:48 / 12:20
from transcript10:48 – 12:20
Our director levels have the decisions to promote someone to an analyst, and they have their frameworks and what they expect to reach that bar. You wanna be open and transparent to everyone about what it takes to reach that bar. So if you're a resear
18:01 / 19:03
from transcript18:01 – 19:03
correlations, one needs to be thinking about multidimensional scenarios and to think about how the portfolio behaves given those scenarios. Among the tried and true principles that have worked for a long time for some of the strategic asset allocatio
36:00 / 37:00
from transcript36:00 – 37:00
And so that's part of role modeling what it takes to reach the next level. When it comes to that prize partnership, what are those criteria that go into determining who will be the next partner from managing director? With all of our compensation and
19:28 / 20:35
from transcript19:28 – 20:35
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