Searching...
17 results for “talent costs”
...to get a talented person and tell them that you're going to be unleashed in this wonderful place that's going to, you know, you're going to get to do what you think makes sense and create a lot of value and, you know, be proud of that value created.
50:58 / 52:05
from transcript50:58 – 52:05
...the talent and compensate them as much or competitively enough as to what they might get away? How have you gone about compensating the internal team both directly for their book and then also with this potential misalignment of position sizing with
48:42 / 49:52
from transcript48:42 – 49:52
That said, the level of compensation is generous. It is substantial, and the caliber of professionals that we can hire with that overall level of compensation, I think, very clearly allows us to run the investment strategies that we do. Are most of t
49:32 / 50:32
from transcript49:32 – 50:32
what the compensation packages cost for our traders who execute this, even though we I think we pay them in a well in a manner that that they're happy and motivated and it's reasonable and competitive, that compared to management fees on a similar am
47:15 / 48:19
from transcript47:15 – 48:19
This is a highly compensated activity for those that are really good at it, and that is probably 60% of the weight that most people will consider is, I think, their unique feature of Wellington in that context, in addition to the way we think about c
22:35 / 23:35
from transcript22:35 – 23:35
And in particular for your high potential leaders, those that you want to continue to rise up in the organization, I will tell you, it's really easy for them to rise up in their functional area, but to give them cross functional experiences, to meet
1:46:29 / 1:47:30
from transcript1:46:29 – 1:47:30
how do you hire and retain the people you want? How has that played out over the last several years? Yeah. Nothing sharpens the mind like compensation. This will always be a challenge. We don't pay carry. We don't have the same pay structure as a gen
25:30 / 26:38
from transcript25:30 – 26:38
When all of a sudden, you had video screens, The technology helped us make sure that it didn't become siloed too. As you built out, particularly in some of the alternatives, say, starting even in hedge funds in the nineties, the compensation scheme i
32:12 / 33:22
from transcript32:12 – 33:22
between our private equity and our credit group, and there's a natural synergy there where they're in the same areas. You obviously have to be careful with information at times. The level of connectivity between our credit and our private equity team
24:38 / 25:46
from transcript24:38 – 25:46
...per CEM. Our costs on average are about half those of our peers. And does that mostly come from that internal management piece? That's a big part of it. And the other thing is scale. Better team, better terms, better fees, very powerful. I think thos
46:25 / 47:37
from transcript46:25 – 47:37
once or maybe maximum twice a year, people actually get feedback. So it's totally unfair to the employee, and it's also just unfair to top performers who are not actually getting differentiated reviews and differentiated compensation. I was just abou
29:08 / 30:16
from transcript29:08 – 30:16
equity compensation and how you've evolved your I mean, started out as a search fund. Right? A rigid mode to that. How'd the company's approach to equity compensation evolve over time as you're bringing in these a players? This is where we benefited
1:47:16 / 1:48:16
from transcript1:47:16 – 1:48:16
expenses to employee stock compensation, but profitable back again in the 2024 and also in the 2025. So they've resolved that. Now they've moved on and back in profit territory, which makes it all very interesting. I'm very curious to see what they e
5:14 / 6:21
from transcript5:14 – 6:21
it shows up. And Mhmm. Yeah. So but even without that kind of billion dollar boost that they got, you can see that this you know, in this last year, they're generating really strong revenue. I mean, Figma is a design software business of choice for m
4:18 / 5:33
from transcript4:18 – 5:33
Like, these job descriptions are so generic. Ten years of experience selling SaaS software into developers. Like, that's not helpful. You know? That's not the job. That's just table stakes. Right? And we need this person to do these things because th
15:45 / 16:52
from transcript15:45 – 16:52
And our point in that note thanks for reading our note last February. Our point was really the idea that when you're buying the S and P today, you can compare its multiple, however you value it, to the S and P of 1980 because today, 50% of the benchm
3:04 / 4:09
from transcript3:04 – 4:09
k in total spend because they build signature office space, they have other kinds of infrastructure, they have conservators. Free food. Free food, all this stuff. You know what the free food bill is at those big companies? It's like $10.20 k per empl
47:56 / 49:00
from transcript47:56 – 49:00
Have a podcast?
Run your podcast through Clypt
Get ranked clips, hooks, and ready-to-post copy from your own episodes. Free to try.