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16 results for “investment committees”
Topic5 mentions across episodes
investment committees
“We'll work with the institution to understand risk appetite, return objectives, liquidity needs, codify that with an investment committee and investment policy statement, and then we're off and running and we're responsible for deploying the capital and managing it day in and day out across every single asset class.”
...that with an investment committee and investment policy statement, and then we're off and running and and we're responsible for deploying the capital and managing it day in and day out across every si
4:14 / 4:32
Business Mechanics4:14 – 4:32
...investment committees at organizations like ours frankly exist to rubber stamp ideas. And it's very easy to get into that model because you meet with them quarterly, and you're meeting with your team weekly. And it's hard to find the right balance, B
44:08 / 45:34
from transcript44:08 – 45:34
“When asked a hard question, you say, that was debated in our investment committee. Let me walk you through how we thought about it. That sentence shifts you from fundraiser to operator, and they love investing in operators.”
...investment committee and your decision in voting. You can use that as a competitive advantage if you do it right. See, that sentence shifts you from fundraiser to operator, and they love investing in
5:35 / 6:15
Practical Framework5:35 – 6:15
“The governance mistakes that make VCs tear their hair out”
...is on the investment committee? How do you decide? So when you build your CVC, get this right, communicate it clearly out to the ecosystem And act like one. Right? And basically tell the VCs how you o
14:41 / 15:15
tactical advice14:41 – 15:15
“The two things that make VCs tear their hair out about corporate venture”
...committee? Who is on the investment committee? How do you decide? So when you build your CVC, get this right,
14:20 / 14:54
tactical advice14:20 – 14:54
...It's all 16 investment professionals sitting around the table. Everyone's gotten a packet, for what we're calling the Bull Bear Session. We've assigned not just proponents, but some people to play devil's advocate. And they go at it and kind of prese
54:47 / 55:48
from transcript54:47 – 55:48
...from one investment to another. It didn't make perfect sense to me. Other institutions have done fabulously with it, so I don't wanna be critical. So we followed a pretty conventional approach of having five or six senior people address each of the o
21:46 / 22:49
from transcript21:46 – 22:49
And so we began to do and we hired a team to do it, some direct private equity investing in both corporate stuff and then also with a different team in real assets, oil and gas and real estate. And that now comprises a reasonably meaningful part of o
24:01 / 25:02
from transcript24:01 – 25:02
delegating that allocation decision to a manager to do for you? It's one of the big challenges because, inevitably, if you are investing in managers that you think are super talented, typically, they have a reasonably broad remit. We tend to focus on
15:46 / 16:57
from transcript15:46 – 16:57
...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 market timing, and that
15:00 / 16:04
from transcript15:00 – 16:04
...investment. But he basically took what was a small staff, but he took essentially all of it with him. So I I showed up here and there was one colleague who was pretty frustrated that she hadn't been given the nod to lead the office. Two secretaries a
15:01 / 16:02
from transcript15:01 – 16:02
...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 what I did and with my team, we would constantly show them over ten, twent
12:00 / 13:10
from transcript12:00 – 13:10
...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 market timing, and that
15:44 / 16:59
from transcript15:44 – 16:59
I'd say, like, top down, it hasn't changed that much. If you think we're roughly a third public equities, which bounces around, we're probably a little bit overweighted in privates. That's probably 45% of the portfolio today just because privates, pa
33:46 / 34:53
from transcript33:46 – 34:53
...investment horizon over which you can build your strategy. And if the reality is is that, you know, what that really has compressed to the point where it's only a year or two and we need to prove results from that window, that's that's fine. But you
30:04 / 31:06
from transcript30:04 – 31:06
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