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15 results for “investing”
So there's a lot that makes sense when you're saying from the perspective of your businesses and trying to compete. How important is growth to what you're delivering for your clients? Absolutely critical. Absolutely critical. Growth at our firm has a
9:00 / 10:11
from transcript9:00 – 10:11
Yeah. I think especially with the allocator playbook, that was the sentiment from managers that that was an eye opening behind the scenes peek of what happens in the investment office. On the manager playbook, I heard you said recently the asset mana
7:32 / 8:36
from transcript7:32 – 8:36
incentivizing them, properly describing their roles so that expectations are aligned and and performance is is rightly assessed? So, we work on that throughout the entire investment period. We also focus a lot on growth and on operations optimization
14:10 / 15:17
from transcript14:10 – 15:17
...public equity investing, as you'd expect us to, because that's deep fundamental analysis and that's the only possible explanation for how you could have security selection alpha. That worked actually from about 2005 to about 2009 when it stopped work
19:52 / 21:19
from transcript19:52 – 21:19
...investing for long term investors. We'll see how a lot of these CIOs like Stephen Gilmore and others implement it. When so much of the long term drivers
16:27 / 17:32
from transcript16:27 – 17:32
A lot of the same dynamics, having the OCIO business and growing that over the last decade helped us with scale. It's not true scale. It's better scale than classic advisory consulting, but it's far from all the way there. And Simon made the point ab
10:32 / 11:37
from transcript10:32 – 11:37
...investing for long term investors. We'll see how a lot of these CIOs like Stephen Gilmore and others implement it. When so much of the long term drivers of strategic asset allocation returns have been private market investments, venture capital and p
17:16 / 18:19
from transcript17:16 – 18:19
asset class a is offering better relative value than asset class B. Then the department heads and the portfolio managers need to understand that this is how we're gonna operate. That capital can be a little bit fluid. The challenge of that is you bui
23:14 / 24:16
from transcript23:14 – 24:16
Ideally, you don't get overweight one versus the other. So you try to keep it within some tolerances or ranges. Within that, you're competing with a sharp ratio. You're trying to find strategies that have a sufficient sharp ratio that clears your cos
41:55 / 43:04
from transcript41:55 – 43:04
So you have to go really deep in knowing what you own. We understand the underlying stocks that most of the portfolios have. We get all that data, and then we run it through our factor models to know where we've got over and underweights. Because one
27:40 / 28:47
from transcript27:40 – 28:47
of the operating budget, and so you have to be able to control that to make sure that the CFO and the finance teams of these institutions can draw a stable amount of capital every year. And, it also has a behavioral element, which is how much can the
11:17 / 12:21
from transcript11:17 – 12:21
you better build a culture, a team, a capability, but it starts with attracting, retaining the best talent and that is by sharing more than you probably need to. Have you joined in an asset size that feels like it's within that sweet spot for what yo
55:30 / 56:30
from transcript55:30 – 56:30
...investing that way, it's hard to develop a super narrow view about how something will behave in a certain market environment. And that's really one of the reasons why we think it's so challenging to drive value through asset allocation as opposed to
15:46 / 16:57
from transcript15:46 – 16:57
Maybe we do a budget based management fee. They can offset we can be creative to make sure they can cover their budget, and we'll say, okay. You can get over a three x return, 25% carry. Over five x net return, you can get a 30% carry. That might be
1:03:00 / 1:04:11
from transcript1:03:00 – 1:04:11
My training under Dave Swenson was always the optimal money manager is a boutique single strategy, doesn't grow, optimizes on performance, doesn't optimize on business profits. And while that's pristine, there's a part of that that doesn't consider t
6:42 / 7:48
from transcript6:42 – 7:48
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