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16 results for “institutional trust”
Concept9 mentions across episodes
Trust
Product2 mentions across episodes
trust
“Why nobody trusts institutions anymore: the Epstein files scandal explained”
...nobody trusts institutions or powerful elites or any of this garbage. Right? Like, it's a the the this thing is, like, trickling out over years, and people, like, wanna put it behind it, but you can't
11:10 / 11:36
contrarian take11:10 – 11:36
...trust in moments like that had been built up over a long period of time. I'm also a really, really big believer in, like, physical proximity. So spending time kind of shoulder to shoulder with people over twenty years. It matters, and it's really hel
18:03 / 19:03
from transcript18:03 – 19:03
...trustees where he wants you to have delegated authority, but there are, in theory, still some guardrails that the trustees have to monitor you within? No question. And it's very explicit in the declaration of trust and Bill's statement of philosophy.
27:00 / 28:03
from transcript27:00 – 28:03
solutions to that in the past. We previously had a centralized book, and and the local team would hold a pro rata piece, but a small piece, and the centralized book would hold another piece. To be honest, I don't know if there's any perfect solution
47:13 / 48:16
from transcript47:13 – 48:16
US equity manager that just happens to have a lot of conviction? No. Wait for it. These guys, you know, who, were many of our closest friends invest with them do, biotech stocks, fallen angel biotech stocks. Yep. So you're not just concentrating. You
38:15 / 39:23
from transcript38:15 – 39:23
...the trustees have to monitor you within? No question. And it's very explicit in the declaration of trust and Bill's statement of philosophy.
26:13 / 27:21
from transcript26:13 – 27:21
issue. And that's where a lot of this, again, is also a piece. If you've built up confidence in yourself, your own team, but also you've inspired, kind of, confidence from the governance structure. You can do those things. You can do those things. An
39:02 / 40:03
from transcript39:02 – 40:03
...trustees where he wants you to have delegated authority, but there are, in theory, still some guardrails that the trustees have to monitor you within? No question. And it's very explicit in the declaration of trust and Bill's statement of philosophy.
26:57 / 28:04
from transcript26:57 – 28:04
...the trustees have to monitor you within? No question. And it's very explicit
26:16 / 27:17
from transcript26:16 – 27:17
...We trust each other. We empower people to make decisions, and we have to support them with the right framework so they know what decisions they should be making and when they need to escalate something and how much risk they can take. We do vigorousl
1:03:45 / 1:04:51
from transcript1:03:45 – 1:04:51
...proven, institutional investment approach to our clients. The endowment model in our definition, and may not be your definition, may not even be David Swensen's definition, but it had three pillars. Number one, high static risk. So static means no ma
15:44 / 16:59
from transcript15:44 – 16:59
we gave it a shot, and we committed to it. And we even staffed it up, and we had to make that difficult, but I think well grounded and evidenced call within a few years that that was not a strategy. It was gonna be a big part of our longer term futur
1:02:48 / 1:04:03
from transcript1:02:48 – 1:04:03
...proven, institutional investment approach to our clients. The endowment model in our definition, and may not be your definition, may not even be David Swensen's definition, but it had three pillars. Number one, high static risk. So static means no ma
15:00 / 16:04
from transcript15:00 – 16:04
Yeah, the first thing is to acknowledge them. And so, you know, we're all very logical, analytical people here working in investment markets. And so, actually, we've got a really good chief culture officer, and she's led our thinking in this space. S
1:05:16 / 1:06:21
from transcript1:05:16 – 1:06:21
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