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accurately comparable) industry benchmarks to compare themselves with, so that the fees they charge for the services they provide are in alignment with what they are actually worth. Just the math of an advisory firm only goes so far at the end of the day.” I could do the rough math on his firm. just to make the math easy.
Retail earnings may have long been looked upon as a benchmark for measuring the growth of the economy but not anymore. This is calling for a change in the ways that economists calculate numbers, pushing them to widen their data sets for measuring the state of consumer spending, WSJ noted. economy — retail.
How firms can best leverage their internal data to improve the number of client referrals they receive. We also have a number of articles on retirement planning: While weak stock and bond market performance has challenged advisors and their clients this year, these trends have likely increased the ‘safe’ withdrawal rate for new retirees.
But when you look at emerging markets and when you look at value, the opportunity for alpha is much, much greater than it is in traditional large cap growth stocks in the US And a lot of managers in that space actually beat their benchmark. And I did a lot of options math, which I thought was interesting. What’s that like?
As it turns out, there are ways you can use data to your advantage, even if you’re not a math wizard. For example, you can see what’s the biggest drawdown, how long did it last, how long and how often did a strategy beat its benchmark, and by what magnitude. Barry Ritholtz : So let’s compare evidence versus stories.
He co-chairs a number of the asset management investment committees. So I interviewed with a bunch of banks, got a number of job offers by the end of the week, and joined Goldman Sachs in October 1998. I ended up being hired onto the high yield desk as a research analyst and did that for a number of years, a couple of years.
She has a really fascinating background, very eclectic, a combination of math and law. She has run a number of firms and a number of divisions at large firms and traced a career arc that’s just very unusual compared to the typical person in finance. It is something, math has always come easy to me since a child.
One, one is true and I’ve always said is that I wanted people to stop, ask if I could doing math. And no one asked me if I can do math anymore with a degree from Booth, particularly in econometrics and statistics. So people really ask you, you take French and can you do math. New York is number one. Two reasons.
Their benchmarks were down. I’m good at math and science and you know, I always had an idea what go into business, but I felt that electrical engineering would be a good foundation. And so there was a number of less liquid markets that made for quite wide spreads. And so we have a number of business lines.
And it worked out and had multiple job offers coming out of school from a number of different insurance companies. I had a number of relationships that I built up and had another job lined up in New York City. They create the benchmark. RITHOLTZ: How’d you end up at Merrill Lynch in the 1990s? DAVIS: Yes, exactly.
SEIDES: If the S&P is your benchmark, which it isn’t for these pools of capital. RITHOLTZ: What should be their benchmark? So the proper benchmark for those pools has to look a little bit like the underlying assets they’re investing in. So what do you use for a benchmark? 14, 15% a year? RITHOLTZ: Right.
And they also have a unique approach to feeds when they’re generating alpha, when they’re outperforming their benchmark, they take a performance fee. So I, I did a math degree at Oxford, which is more pure math. Graham Foster] : 00:02:54 That was a number, that was number theory, pure number theory.
I wasn’t that typical person that did a number of, you know, internships during the summer, had that …. I — I loved math, but really, I was going to go down that literature route more than anything else and — and study Spanish literature. One, we also saw a record number of credit card openings in Q1 and Q2.
Heather comes from with a fascinating background, having previously been in a number of other places, most notably Morningstar, and, and she has a very specific approach to investment management and thinking about stock selection. They do a number of things at Diamond Hill that many other investment shops don’t.
And like I say, that’s part of why it’s translated to a number of people coming to BlackRock and be with me today. RIEDER: So I had known Larry Fink and Rob Caputo, our CEO and president, for a number of years. And because remember, Lehman had the Lehman Agg and that was the benchmark. You said BlackRock absorbed R3.
And the advice that he gave to David Einhorn about it that helped lead Einhorn to start really kicking the benchmark’s butt again for the past couple of years. The problem is that model, the wisdom of crowds actually requires everybody to have what’s called equal endowment or the same number of votes.
He has absolutely crushed his benchmark over that period. He’s crushed the Russell 2000, whatever benchmark you want to talk about. And I was a math nerd as a kid. And because my mother and grandmother were looking at these trying to figure out what was going on, I was curious about the sea of numbers. Much better.
Not only has she been named to a number of hundred most influential women in finance, I don’t know many people who have seen as much of this industry on the front lines as she has for as long as she has, and is now in a position to very much drive change within the industry as CEO. Natalie Wolfson is CEO of Orion.
But if you buy low multiples and sell high multiples, either in a long-only beat the benchmark sense, whether over and underweight, and you did the same thing everyone does and call me a hedge fund manager. And value and momentum do, whether it’s relative outperformance against a benchmark or absolute performance in a hedge fund.
I’m kind of in intrigued by the idea of philosophy and math. So I found myself getting kind of bored with my math problem sets, and then I could shift to philosophy and then go back and forth. It’s kind of a silly number, but people are going to think you’re smart or dumb based on that number.
00:17:50 You wanna know why Dara reported for Uber that again, their number of employees was down quarter of over quarter. It’s 10 blue links, but it’s an infinite number of blue links. So remember data and data infrastructure, that is the number one primitive to ai. Sales centers are, are more productive.
I have lots of different ways I can get that number to go up. It’s still a fairly small number. It seems like an easy one, but there’s a lot of missed benchmarking that goes on. We’re going to make a benchmark much easier. I read all those academic papers, I understand where the math comes from.
And I, and I really like the application of math and statistics and computer science to markets. You learn the math that can help you with, with market making operations. Honest back testing, really looking at the numbers versus exaggerating returns and, and making up the claim that something’s live when it’s not.
I wasn’t really that interested, but I gutted through it and I started interviewing for the first internships, and I started, you know, I had a number of them. I started out math and, and physics, and in high school I was a rock star in math and physics. I had a number of other things as well.
You’re doing a lot of math in your head on the Fly. I’m doing, I’m doing an awful lot of math in my head on the fly. So, you know, we, we, we got involved and created a benchmark, a commodity indices at the time. You know, my, my number one priority was to operating the firm on a day-to-day basis.
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