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13 results for “lp perspective”
and those are all governance improvements. When you came into CalPERS with this thought from your experience, you'd like to shift the portfolio to total portfolio approach, What did you find in the portfolio in the process of trying to figure out thi
21:45 / 22:46
from transcript21:45 – 22:46
...LP's perspective and maybe go back to the narratives that are most popular for LPs. The dominant noun narratives for LPs are all around liquidity and constraint or changes in the market that might be eroding traditional LP control over this market. T
24:01 / 25:14
from transcript24:01 – 25:14
There's more value to be had here. Well, if you then turn around and sell the asset in less than a year, it really does kneecap some of the arguments that went into the industrial logic for doing the deal in the first place. So so that's one. But I I
10:33 / 11:34
from transcript10:33 – 11:34
...perspective. Some of our tools help LPs understand changes in the distribution environment, in the cash flow environment, and how that might impact their allocation level.
24:32 / 25:53
from transcript24:32 – 25:53
like, you know, DNA and brain. We always assume things go linear, and they don't. Yeah. And in in in in venture in particular, this is where it this this, is, most visible, and yet most difficult still to understand. So if I would wish, not only the
28:38 / 29:41
from transcript28:38 – 29:41
drawing on Stephen's experience at Australia and New Zealand and his plans for CalPerps. We covered the TPA mindset, its fostering of sound governance and accountability, comparisons to strategic asset allocation, challenges of implementation, and th
2:12 / 3:16
from transcript2:12 – 3:16
some closed sessions l p l p only where people are banging the DPI drum and I said, well, wait a minute. The DPI that seems like a you problem, not a me problem. Why are you asking our managers to sell their best companies, even parts of them in the
17:08 / 18:17
from transcript17:08 – 18:17
what's important to GPs. We're able to integrate those two sides of the coin to get a win win. You can't have a win lose transaction in the LPGP relationship. It's a relationship that's supposed to last over time and stand the test of time in an indu
24:43 / 25:53
from transcript24:43 – 25:53
...it's, you know, I buy 15 or 20 assets in my fund, and there are three of them that are terrific. And once I've held them for a while, I decide I wanna hold them because the value will keep compounding for another five plus years, and I'm willing to p
11:14 / 12:50
from transcript11:14 – 12:50
GPs, the folks like you, that LPs invest in, wanna know that their LPs permanent and and focused and smart and has their back. And, essentially, doesn't over get overly involved. And so we just looked at all those things, and we said, well, what's th
6:00 / 7:17
from transcript6:00 – 7:17
People internally don't see all that. At a place like PIMCO of such scale, if the core of that ultimate sale is the relationship, how do you scale relationships in an organization? It comes back to understanding the entire organization, making them a
11:18 / 12:21
from transcript11:18 – 12:21
They can call up whomever it is pension fund and try and get meetings. Some of these CIOs will be out for dinner, and they'll hold up their phone, and it'll just go tick tick tick for meetings. Once you understand them and you understand the directio
10:33 / 11:40
from transcript10:33 – 11:40
most people struggle with when assessing venture, as a part of their portfolio location is the long term characteristics of it. It's probably the asset class with the longest insecurity of the outcome, that you have to wait for, like, five, six years
27:54 / 28:57
from transcript27:54 – 28:57
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