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13 results for “client consulting”
How have you tried to bring that culturally from what you've seen to operate in that type of collaborative way? One of the things we've done at the level of the leadership team is to call out collaboration. When people are assessed for performance, c
43:28 / 44:30
from transcript43:28 – 44:30
Getting to know people is important, and that's how you create networks and collaborative networks. People really wanna collaborate. And so how does someone who comes into Wellington really form those networks is important over time. And then over ti
14:11 / 15:20
from transcript14:11 – 15:20
So that's one part of the evaluation process. So if you take our director of research, Mary Prishak, who's responsible for all of the analysts, she will get feedback on the 60 plus global equity analysts, and it'll be very rich and robust feedback. T
15:02 / 16:04
from transcript15:02 – 16:04
a broader extension of your team. Right? Something that people need to take very seriously and do a lot of due diligence on on all of the partners they're working with. What is sort of your your best advice to founders when when thinking about it lik
35:50 / 37:02
from transcript35:50 – 37:02
You have to have this process. It has to continue to follow it. Being a public company will take care of itself if you do all these things right, and that's where I focus. Through all the conversations you have with institutional investors, what piec
44:20 / 45:25
from transcript44:20 – 45:25
What did you come to learn were ways that you as an LP could be a great partner to your GPs? We're all biased by our own experiences. Being a GP was helpful. It could be as simple as it's a GP who you really like, you wanna be supportive. Looking at
21:43 / 22:46
from transcript21:43 – 22:46
...client is with you for thirty years, you are essentially selling something of significant value. Your preparation and planning and knowledge of that and listening before you go in, I think the only purpose of the first meeting is to get the second me
32:17 / 33:21
from transcript32:17 – 33:21
So we try to be available and not a pest, but an available and helpful LP. When you're working through a new GP, so not a GP that people want access to, how do you go about doing your work to underwrite a new manager? It starts entirely with integrit
50:15 / 51:25
from transcript50:15 – 51:25
So we try to be available and not a pest, but an available and helpful LP. When you're working through a new GP, so not a GP that people want access to, how do you go about doing your work to underwrite a new manager? It starts entirely with integrit
50:15 / 51:17
from transcript50:15 – 51:17
it's exactly that. It it's exactly taking the knowledge that is embedded in that funds team and driving it through the organization, not only providing an access to opportunities, but also an access to knowledge and access to information. Obviously,
29:59 / 31:02
from transcript29:59 – 31:02
I was learning every day. Also, finding a way to be a great partner sitting on the LP side. How do you be a great partner to the GPs to figure out how to build relationships that are enduring, and you can do many, many things with GPs? I thought I'd
20:59 / 22:11
from transcript20:59 – 22:11
...I think why clients gravitate to the approach and the team that I've assembled, is this is not an academic exercise. Yes, you will feel good afterwards. Yes, you will feel energized. Yes, there'll be intentionality, more intentionality of your action
18:36 / 19:57
from transcript18:36 – 19:57
groups that are external allocators. In the hedge fund world, it's our external portfolio management group and that's a focus group and they really allocate to external managers. And on the private equity side, we have a funds group that allocates to
29:06 / 30:15
from transcript29:06 – 30:15
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