Remove Compliance Remove Math Remove Valuation
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Transcript: Tom Hancock, GMO

Barry Ritholtz

I’d say management consulting is any of the other thing that least at that time was the other career trajectory, just my personality, more of a math oriented introvert. And ev all the sort of compliance, client service, legal, kind of, everything was done sort of on the side by investment people. So I was at Harvard.

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Transcript: Luis Berruga, Global X ETFs

Barry Ritholtz

And I did the math, and I think at that point in time, roughly speaking, assets in ETS were roughly just 10 percent, 12 percent of assets in mutual funds and I was pretty convinced that that number was to increase significantly. I remember telling myself, why would anyone invest in mutual funds when you can buy an ETF instead? BERRUGA: Yeah.

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Transcript: Ted Seides

Barry Ritholtz

Let me say what your compliance wouldn’t allow you to say. RITHOLTZ: So hold the duration risk aside with those two, but just for an investor in treasuries, I know you’ve done the math before. What’s the valuation? And at the time, I was managing Protege Partners as a hedge fund of funds. RITHOLTZ: Right.

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Transcript: Albert Wenger

Barry Ritholtz

And from a public market, that sounds like it’s a compliance and conflict nightmare. So along those lines, there are some venture firms that don’t really seem to care a lot about valuations and others seem to focus on a little bit. We’ve seen valuations come way down for public companies.

Valuation 122
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Transcript: Mike Green, Simplify Asset Management

Barry Ritholtz

00:03:14 [Mike Greene] So that was actually an outgrowth from my experience coming out of Wharton and you mentioned the, the, you know, the transition of people who tended to be skilled at math or physics into finance. We built a company that was focused on valuation, initially, actually targeting corporate strategic planning departments.

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Transcript: Mike Wilson, Morgan Stanley

Barry Ritholtz

He has a very interesting approach to thinking about market valuations and strategies and when to deploy capital, when to go with the crowd, when to lean against the crowd, and has amassed and excellent track record. Second part of our framework is valuation fundamental work. Well, that means valuations are probably too high.

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Restructuring Compensation And Roles To Align For Growth

CFO News Room

You do the math and you’re like, “Okay, well, an advisor can handle about 100 clients, an associate advisor can help with some of those clients, you can leverage maybe an associate advisor with a couple of advisors, but there’s a capacity limit for each of the roles.” And so, we pivoted to more of a service team.