WEBVTT - Michelle Seitz on Alternative Investments (Podcast)

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<v Speaker 1>M This is Mesters in Business with very Renaults on

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<v Speaker 1>Bluebird Radio. This week on the podcast, I have an

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<v Speaker 1>extra special guest. Michelle Sites runs Russell Investments. She's chairman

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<v Speaker 1>in chief executive Officer. Russell is a investing giant. They

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<v Speaker 1>manage three thirty billion dollars or more. They do almost

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<v Speaker 1>three trillion dollars a year in annual trades. They advise

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<v Speaker 1>on another two point eight trillion dollars. UH. They're just

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<v Speaker 1>a giant firm. About half of their business comes from overseas,

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<v Speaker 1>from outside of the US. She is a highly regarded

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<v Speaker 1>executive and a member of a small club of women

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<v Speaker 1>who run giant asset management firms. We talk a little

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<v Speaker 1>bit about that. We talk about how they've expanded out

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<v Speaker 1>of beta and and indexing into a broader range of investing.

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<v Speaker 1>Outsourced c I o IS is a large and fast

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<v Speaker 1>growing business line of THEIRS, as well as alternative investments,

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<v Speaker 1>and how they're expanding their platform to include that. UH.

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<v Speaker 1>This is really a very much investing industry conversation if

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<v Speaker 1>you're at all interested in what it's like to run

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<v Speaker 1>a giant UH company that's in dozens and dozens of

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<v Speaker 1>countries and have thousands and thousands of employees. You're gonna

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<v Speaker 1>find this to be absolutely fascinating. So, with no further ado,

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<v Speaker 1>my conversation with Michelle Sites of Russell Investments. This is

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<v Speaker 1>mesters in Business with very Renaults on Bluebird Radio. My

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<v Speaker 1>extra special guests this week is Michelle Sites. She is

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<v Speaker 1>the chairman and chief executive officer of Russell Investments. The

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<v Speaker 1>firm manages over three d thirty one billion dollars, with

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<v Speaker 1>an additional two point eight trillion under advisement. They trade

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<v Speaker 1>over two point six trillion dollars in equities a year.

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<v Speaker 1>Half of their revenues comes from outside of the United States.

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<v Speaker 1>Michelle Sites is a member of all the usual lists

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<v Speaker 1>Most Powerful Women in Finance, the Power one hundred, Most

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<v Speaker 1>Influential Women in US Finance. I'll stop right there, but

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<v Speaker 1>we'll add Michelle Sites. Welcome to Bloomberg Berry. Thank you

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<v Speaker 1>very much for having me. So let me jump to

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<v Speaker 1>my first question. So you spent about twenty one years

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<v Speaker 1>at William Blair. Tell us a little bit about how

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<v Speaker 1>you got into the finance industry. Sure, sure, Um, well,

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<v Speaker 1>going going back, Um, I decided early on that it

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<v Speaker 1>was what I wanted to do, so before I applied

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<v Speaker 1>to colleges, I decided that I wanted to go into business,

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<v Speaker 1>and that was the cumulative impact of several things. Like

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<v Speaker 1>many people in life, influenced by my parents. UM. First,

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<v Speaker 1>my my father was very influential in my formative years,

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<v Speaker 1>but especially as it revolved around business and dealing with people.

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<v Speaker 1>He was a second generation entrepreneur, and from the age

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<v Speaker 1>of twelve I worked by his side after school on

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<v Speaker 1>the weekends during summer, and he really was quite impactful,

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<v Speaker 1>and how I decided to pursue a degree in which

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<v Speaker 1>college to go to UM. On the On the flip side,

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<v Speaker 1>my my mother was very influential, and I would say

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<v Speaker 1>more from the standpoint of the impact I wanted to

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<v Speaker 1>have and and kind of I guess I would say

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<v Speaker 1>control UM for financial stability. She worked very hard, but

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<v Speaker 1>it was a long and difficult path for her. My

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<v Speaker 1>parents divorced when I was young, and so I just

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<v Speaker 1>I saw firsthand UM the need UH to leverage people's

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<v Speaker 1>hard work and drive them toward financial security. And so

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<v Speaker 1>I wanted to master money, I guess is the best

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<v Speaker 1>the best way to phrase it. So I read all

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<v Speaker 1>those money master books by I think it was John Train, buffet,

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<v Speaker 1>shareholder letters, um et cetera. But I was just fascinated

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<v Speaker 1>with the miracle of compound interest and the like. But

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<v Speaker 1>but really what hooked me on investing was a high

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<v Speaker 1>school field trip. Um So. I grew up in a

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<v Speaker 1>small town in Indiana. We took a bus trip to Chicago.

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<v Speaker 1>It was with my advanced chemistry class actually, and the

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<v Speaker 1>main show was the Museum of Science and Industry, but

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<v Speaker 1>we took a quick detour fortuitously for me, at the

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<v Speaker 1>Chicago Board of Trade, and I was hooked. I love

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<v Speaker 1>the passion, the energy from the floor and when I

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<v Speaker 1>decided that investing was what I wanted to do, so

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<v Speaker 1>um so that that set me on my trajectory early on,

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<v Speaker 1>and before I even set off for college. So interestingly,

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<v Speaker 1>post college, one of your first jobs in finance was

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<v Speaker 1>in I've had a few guests who began their career

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<v Speaker 1>the year the market took that horrific crash. Tell us

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<v Speaker 1>about what that was like. Uh so early in your career.

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<v Speaker 1>What do you remember from that? Yeah, well, it was

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<v Speaker 1>you know, baptism by fire. So I had just graduated.

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<v Speaker 1>Um I loaded up all my my worldly goods in

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<v Speaker 1>a U haul and drove down to Charlotte, North Carolina

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<v Speaker 1>to work with what was then MCNB, which turned into

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<v Speaker 1>Nation's Bank and Bank America. Um but um, but it

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<v Speaker 1>was a phenomenal culture. So I stepped foot into the

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<v Speaker 1>investment industry in June of so a few months before

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<v Speaker 1>the Baptism by Fire. Um. But but I would say

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<v Speaker 1>the first leading up to that, I will just say

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<v Speaker 1>what I remember the most about that year, as it

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<v Speaker 1>was a tale of all kinds of uh cities. Um.

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<v Speaker 1>The first was I thought I'd missed it, right. I mean,

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<v Speaker 1>we had a tremendous bowl market from eight two to

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<v Speaker 1>eighty seven. The del Jones had tripled, and I would

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<v Speaker 1>sit there and talk with the veterans of the industry.

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<v Speaker 1>All you know, I was younger by a factor of

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<v Speaker 1>ten years anyone else managing money. Um. But I really

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<v Speaker 1>did think that I missed it. That you know, this

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<v Speaker 1>was the best we'd we'd ever had, and you wonder

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<v Speaker 1>how much better it could get? And then you quickly

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<v Speaker 1>found yourself or I found myself uh in Baptism by

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<v Speaker 1>Fire Um with that faithful day which was Black Monday,

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<v Speaker 1>October nineteenth, when the market fell in a single day

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<v Speaker 1>and I'll age myself with this story, but what I

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<v Speaker 1>what I remember most were the lines at the quotron.

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<v Speaker 1>Do you remember quotron? So quotrons you had to you

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<v Speaker 1>didn't have anything at your desk, and you didn't have

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<v Speaker 1>twenty four or seven TV. So you did line up

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<v Speaker 1>at a quotron UM, which were stationed in each of

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<v Speaker 1>the major corners of the of the trading desk and

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<v Speaker 1>the in the hallways, and you punch in your ticker symbols.

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<v Speaker 1>And I remember I was dutifully punching in my ticker

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<v Speaker 1>symbols because even with only three months under my belt,

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<v Speaker 1>I was managing UM a few hundred million dollars UM

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<v Speaker 1>and so I was very busy focused on not losing

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<v Speaker 1>my client's money and how to lean in and make

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<v Speaker 1>them money. And behind me stood the CEO of the

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<v Speaker 1>bank UM. He was quite an imposing figure within financial services,

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<v Speaker 1>but Hugh McCall, and he was asking me all kinds

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<v Speaker 1>of questions, and I was, you know, being very serious

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<v Speaker 1>and uh answering them all without turning around and looking

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<v Speaker 1>at who was posing the question the questions to me.

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<v Speaker 1>And I was, you know, I was twenty three years old,

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<v Speaker 1>and UM he Finally, he finally said, who are you

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<v Speaker 1>and what do you do? What do you do here? Started? Yeah,

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<v Speaker 1>I started rattling off my resume and he said, he said,

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<v Speaker 1>what qualifies you to manage money? Which was a which

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<v Speaker 1>was a legitimate question, you know, three months three months

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<v Speaker 1>out of school. Um. But but anyway, I guess, I

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<v Speaker 1>guess that baptism by fire and uh and being being

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<v Speaker 1>asked the question what does qualify you to do? This

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<v Speaker 1>had had me take it incredibly seriously. UM. I number

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<v Speaker 1>one understood that this is this is real money for

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<v Speaker 1>real people who have real needs, and the emotions of people,

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<v Speaker 1>UM can be the greatest destroyers of wealth. And as

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<v Speaker 1>a professional investor, that's what you've got to learn to

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<v Speaker 1>um harness or eliminate from the decision making process. UM.

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<v Speaker 1>But it also made it the purpose of the industry

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<v Speaker 1>quite real to me, very very fast. So when you're

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<v Speaker 1>talking with people who really are fearful of being able

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<v Speaker 1>to retire, being able to send kids to college, the

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<v Speaker 1>markets are in a free fall. It was it was

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<v Speaker 1>a very good baptism by fire. UM. So I'm glad

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<v Speaker 1>I saw what I thought was the peak. I'm glad

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<v Speaker 1>I was was so early in my career trajectory that

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<v Speaker 1>I under stood that this wasn't a game, UM, and

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<v Speaker 1>I'm glad that I was that close to the clients

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<v Speaker 1>rather than being disintermediated, you know with a mutual fund

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<v Speaker 1>where you never talked with the end clients UM as much,

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<v Speaker 1>and so it just made it. It made it very serious.

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<v Speaker 1>It made it very real, very quickly, and you received

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<v Speaker 1>the firm's Rookie of the Year award. Tell us about that,

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<v Speaker 1>Oh well, UM, well that was fun. It was. It was.

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<v Speaker 1>There was a big celebration on the top floor of

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<v Speaker 1>the building. Hugh came, UM, all of the executive team

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<v Speaker 1>came to celebrate the top investment performers in the investment

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<v Speaker 1>division and so UM I was invited to that. It

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<v Speaker 1>was my first it was my first year UM, and

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<v Speaker 1>I would say that, you know, I didn't I understand

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<v Speaker 1>the import of it, to be honest, until several very

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<v Speaker 1>senior portfolio managers came up and said, you do understand

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<v Speaker 1>how important it is to be seen here, right, And

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<v Speaker 1>I said, of course, but I really I really didn't.

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<v Speaker 1>But it was most important, I would say, for my

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<v Speaker 1>street cred to be part of that UM, to be

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<v Speaker 1>part of that group and to give me credibility, especially

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<v Speaker 1>given you know my um, disproportionate youth, uh and frankly inexperience.

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<v Speaker 1>I mean I did do well. One year does not

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<v Speaker 1>prove skill, to be quite frank but um, thirty five years.

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<v Speaker 1>Hence I think I learned a lot from that time period. Um.

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<v Speaker 1>And I was a student too of of the I

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<v Speaker 1>would say, of the profession, and so that was very

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<v Speaker 1>very helpful to me. And understanding how important it was

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<v Speaker 1>to deliver on the value proposition to the clients and

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<v Speaker 1>have it celebrated in the way that they did was

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<v Speaker 1>was really important, but it was it was a great way. Frankly,

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<v Speaker 1>the crash and being Rookie of the Year was a

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<v Speaker 1>was a great way to start my career. So the

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<v Speaker 1>first I don't know if I should call it half,

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<v Speaker 1>but certainly the first part of your career. You're on

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<v Speaker 1>the asset management side. You eventually rise to the leadership

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<v Speaker 1>of William Blair and now you serve as CEO of

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<v Speaker 1>Russell Investments. How did managing assets and being part of

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<v Speaker 1>a larger corporate entity helped prepare you for your present

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<v Speaker 1>leadership role. That's a really good question, especially the way

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<v Speaker 1>you phrase it, um, you know, not not many people

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<v Speaker 1>ask me about the similar charities or the leverage from

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<v Speaker 1>being an investor to being a leader. UM. So so

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<v Speaker 1>that's a poignant question because I think I think there

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<v Speaker 1>are strong similarities. UM. You know. First of all, I

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<v Speaker 1>would say that just what energizes me aligns to the role,

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<v Speaker 1>both the investing role as well as the leadership role.

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<v Speaker 1>And so I would say that solving solving problems energizes me.

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<v Speaker 1>Trying to figure out what the root cause UH problems

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<v Speaker 1>are and making sure that there's a there's a level

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<v Speaker 1>of human connection that makes the work meaningful. UM. It

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<v Speaker 1>inspires me. And so I think that just as a touchstone, UM,

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<v Speaker 1>that's that's been critically important both to being able to

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<v Speaker 1>be a lifelong learner as an investor, um, but also

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<v Speaker 1>as a as a leader in a people and knowledge

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<v Speaker 1>worker industry. UM. The second, the second thing I would

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<v Speaker 1>say is that as a as a PM as an investor,

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<v Speaker 1>where I was most additive two my peer discussions. I

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<v Speaker 1>do believe investing as a team sport and UM, you

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<v Speaker 1>make each other better by coming at problem solving and

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<v Speaker 1>the puzzle of investing with different perspectives and and mine

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<v Speaker 1>was um that I was a very structured and strategic thinker.

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<v Speaker 1>UM I could do the analyst role and the modeling role,

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<v Speaker 1>but it didn't excite me as much as digging into

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<v Speaker 1>the problem that a company was solving for and how

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<v Speaker 1>was it creating a durab both sustainable franchise that was

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<v Speaker 1>frankly in some large way additive to society and filling

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<v Speaker 1>a societal need. And so that that was really what

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<v Speaker 1>I enjoyed, and it aligns very much with being a

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<v Speaker 1>CEO as well, and so I think I think that

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<v Speaker 1>part was very important. I think also just being data

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<v Speaker 1>driven in your decision making, but being very understanding of

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<v Speaker 1>how important people and teams are, whether they be management

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<v Speaker 1>teams for the companies that you're investing in UM or

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<v Speaker 1>the culture of an organization, or the ability to execute

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<v Speaker 1>on a strategic plan, all has to be with a

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<v Speaker 1>very strong people component and the desire and and understanding

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<v Speaker 1>of the import of human connection. And I think that

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<v Speaker 1>as an investor as well as a leader, I've hopefully

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<v Speaker 1>been able to marry those two in a very in

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<v Speaker 1>a very real way. Let's talk a little bit about Russell,

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<v Speaker 1>which I used to associate with indexes the Russell two thousand,

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<v Speaker 1>most famously, but that's no longer the focus of your business.

0:16:24.720 --> 0:16:29.400
<v Speaker 1>That that particular line was sold a couple of years ago.

0:16:29.600 --> 0:16:32.560
<v Speaker 1>Tell us a little bit about your current state of

0:16:32.560 --> 0:16:38.480
<v Speaker 1>your business, who your clients, and what is your key focus? Sure, um, well,

0:16:38.560 --> 0:16:41.840
<v Speaker 1>I would say that the as an investor, the most

0:16:41.880 --> 0:16:45.760
<v Speaker 1>insightful questions you could ever ask a management team is

0:16:46.040 --> 0:16:48.960
<v Speaker 1>is tell me about how the firm started and how

0:16:49.000 --> 0:16:51.080
<v Speaker 1>you got to where you are. So I won't do

0:16:51.120 --> 0:16:54.240
<v Speaker 1>a whole a whole history of Russell, but the fact

0:16:54.280 --> 0:16:57.480
<v Speaker 1>that you bring up the indicase is a pretty critical

0:16:57.640 --> 0:17:04.040
<v Speaker 1>part of who Russell is today and and where the

0:17:04.160 --> 0:17:08.480
<v Speaker 1>um competitive advantage comes from. So so let me start there.

0:17:08.880 --> 0:17:12.320
<v Speaker 1>You know, we're eighty five years young, um, and Frank

0:17:12.400 --> 0:17:16.480
<v Speaker 1>Russell opened the doors of our firm. Uh. And he

0:17:16.680 --> 0:17:21.119
<v Speaker 1>did so, um under the umbrella of investing, you know,

0:17:21.200 --> 0:17:25.199
<v Speaker 1>for people's financial security. So he started with individuals. But

0:17:25.359 --> 0:17:30.960
<v Speaker 1>his grandson, George Russell, really was a pioneering spirit. That's

0:17:31.000 --> 0:17:36.600
<v Speaker 1>true generally now that I lived there of the Pacific northwest. Um.

0:17:36.680 --> 0:17:41.600
<v Speaker 1>But but where we where we developed, uh, the indices

0:17:41.720 --> 0:17:44.679
<v Speaker 1>along the way was really at the core of what

0:17:44.800 --> 0:17:48.480
<v Speaker 1>makes the firm tick, and that's putting client problems at

0:17:48.480 --> 0:17:52.119
<v Speaker 1>the center of innovation. And so we we did start

0:17:52.160 --> 0:17:56.359
<v Speaker 1>with pension consulting, so we we were a pioneer in

0:17:56.400 --> 0:18:01.000
<v Speaker 1>developing the pension consulting world. Uh, then we moved on

0:18:01.960 --> 0:18:08.480
<v Speaker 1>to also creating indices and manager selection was it at

0:18:08.480 --> 0:18:12.240
<v Speaker 1>the core of our consulting practice. And but we didn't

0:18:12.280 --> 0:18:17.679
<v Speaker 1>have good indicase to measure the ability and the skill

0:18:18.480 --> 0:18:24.960
<v Speaker 1>and remove factors from the influencing UM the alpha derived

0:18:24.960 --> 0:18:27.879
<v Speaker 1>from the individual managers. So that's where the Russell indicase

0:18:27.960 --> 0:18:32.159
<v Speaker 1>came from. And factor investing is still core to what

0:18:32.320 --> 0:18:34.680
<v Speaker 1>we offer and do. We do it in the form

0:18:34.720 --> 0:18:38.080
<v Speaker 1>of direct indexing and overlays and the like. But but

0:18:38.240 --> 0:18:43.800
<v Speaker 1>that was really an important academic process but also just

0:18:43.960 --> 0:18:47.800
<v Speaker 1>core to the firm being UM kind of a client

0:18:47.960 --> 0:18:52.480
<v Speaker 1>centric innovative core. UM. The other parts of what we

0:18:52.560 --> 0:18:59.960
<v Speaker 1>do manager selection, advice, UM, portfolio construction, assembly, risk management,

0:19:00.680 --> 0:19:05.639
<v Speaker 1>implementation and execution are all now UM a part of

0:19:05.680 --> 0:19:09.119
<v Speaker 1>what we do. But really how I define the firm

0:19:09.320 --> 0:19:14.480
<v Speaker 1>today is an investment solutions firm. That's the only thing

0:19:14.560 --> 0:19:20.200
<v Speaker 1>we do is provide investment solutions with end to end capabilities,

0:19:20.720 --> 0:19:24.880
<v Speaker 1>so that we are either an extension of an investment staff,

0:19:25.480 --> 0:19:29.240
<v Speaker 1>whether it's a corporate dB plan, a DC plan, sovereign

0:19:29.280 --> 0:19:33.000
<v Speaker 1>wealth fund, or if you're an advisor in the wealth space,

0:19:33.480 --> 0:19:38.240
<v Speaker 1>we're either an extension of your investment staff and capabilities,

0:19:38.800 --> 0:19:42.040
<v Speaker 1>or we're a full outsource of your staff, which is

0:19:42.080 --> 0:19:46.480
<v Speaker 1>commonly referred to as the O c i O industry

0:19:46.560 --> 0:19:51.520
<v Speaker 1>or fiduciary management. So that's really interesting. The I think

0:19:52.000 --> 0:19:58.639
<v Speaker 1>the average non financial professional understands UM consulting. You you

0:19:59.040 --> 0:20:01.879
<v Speaker 1>want to know more about how to do something, you

0:20:01.960 --> 0:20:05.160
<v Speaker 1>hire somebody with an expertise and they come in and

0:20:05.320 --> 0:20:08.360
<v Speaker 1>will work with your staff to set up your four

0:20:08.400 --> 0:20:11.120
<v Speaker 1>oh one K plan for the company or things like that.

0:20:12.080 --> 0:20:15.400
<v Speaker 1>Tell us more about the O c i O role.

0:20:15.600 --> 0:20:19.520
<v Speaker 1>How fast is that area growing? Who are those sorts

0:20:19.560 --> 0:20:23.280
<v Speaker 1>of clients? It sounds like a very robust business line

0:20:23.359 --> 0:20:29.240
<v Speaker 1>that the average person is probably less familiar with. Yeah, well, um,

0:20:29.440 --> 0:20:33.960
<v Speaker 1>so uh the answer is yes, you you are right

0:20:34.280 --> 0:20:40.639
<v Speaker 1>that people are less familiar with it. I do believe that, um,

0:20:40.720 --> 0:20:45.840
<v Speaker 1>the industry is headed here quickly. So it may it

0:20:46.000 --> 0:20:52.879
<v Speaker 1>may take on different terms, but allowing allowing us the

0:20:52.960 --> 0:21:02.000
<v Speaker 1>industry to effectively personalize at scale in a very institutionally

0:21:02.160 --> 0:21:07.840
<v Speaker 1>sophisticated manner is what I believe is the future of

0:21:07.880 --> 0:21:12.840
<v Speaker 1>the industry UM and so and so people refer to

0:21:12.920 --> 0:21:15.000
<v Speaker 1>it as a product. I don't think of it as

0:21:15.040 --> 0:21:18.600
<v Speaker 1>a product. I think it's the core of the of

0:21:18.680 --> 0:21:21.760
<v Speaker 1>the purpose of the industry and solving for client needs

0:21:21.760 --> 0:21:23.840
<v Speaker 1>and so. Let me so, I'll back up a little

0:21:23.840 --> 0:21:26.680
<v Speaker 1>bit and say, yes, it is one of the fastest

0:21:26.720 --> 0:21:32.440
<v Speaker 1>growing segments in the asset management industry. It's called solutions outcomes,

0:21:33.040 --> 0:21:39.520
<v Speaker 1>goal oriented investing. But when you choose to truly outsource

0:21:39.680 --> 0:21:44.439
<v Speaker 1>the activities if it's not core to what you do,

0:21:45.680 --> 0:21:49.200
<v Speaker 1>if you are you know, Boeing as a client, Uh,

0:21:49.359 --> 0:21:53.240
<v Speaker 1>they are not in the business of investing, but they

0:21:53.320 --> 0:22:00.840
<v Speaker 1>do have very large UM pension plans BENEF that plans

0:22:01.080 --> 0:22:07.359
<v Speaker 1>for to secure their employees retirements UM and that increasingly

0:22:07.560 --> 0:22:11.439
<v Speaker 1>has been an area that we've been helping, not just

0:22:11.600 --> 0:22:15.960
<v Speaker 1>smaller midsize companies. It used to be that it's more

0:22:16.440 --> 0:22:21.159
<v Speaker 1>the sub ten billion dollars in assets UM plans that

0:22:21.240 --> 0:22:26.880
<v Speaker 1>would outsource this activity UM. But even there UM seventy

0:22:27.040 --> 0:22:32.480
<v Speaker 1>I think it's over seventy of asset owners with assets

0:22:32.520 --> 0:22:36.680
<v Speaker 1>up to ten billion have not yet outsourced UM. There's

0:22:36.840 --> 0:22:42.239
<v Speaker 1>also an incredibly large trend which we're benefiting from. Uh

0:22:42.400 --> 0:22:46.520
<v Speaker 1>we just one and will make public a mandate that's

0:22:47.119 --> 0:22:52.360
<v Speaker 1>over ten billion US in the UK that has decided

0:22:52.440 --> 0:22:57.840
<v Speaker 1>that they would outsource their pension scheme to Russell Investments

0:22:58.520 --> 0:23:02.439
<v Speaker 1>UM and then BCG also you know tags. This is

0:23:02.480 --> 0:23:07.200
<v Speaker 1>one of the fastest growing UM categories within the industry,

0:23:07.280 --> 0:23:10.520
<v Speaker 1>even faster frankly than private markets, which is kind of

0:23:10.560 --> 0:23:15.320
<v Speaker 1>astounding given how much private markets UM gets played in

0:23:15.359 --> 0:23:20.840
<v Speaker 1>the press relative to O C I, O and and

0:23:20.840 --> 0:23:27.120
<v Speaker 1>and fiduciary management. Really really quite interesting. So you mentioned

0:23:27.240 --> 0:23:31.680
<v Speaker 1>factor investing earlier UM and again I think of Russell

0:23:32.359 --> 0:23:36.399
<v Speaker 1>is most associated with small cap as a as a factor.

0:23:37.040 --> 0:23:40.160
<v Speaker 1>Is the cheap beta story over now or is there

0:23:40.160 --> 0:23:43.919
<v Speaker 1>still some juice left to be squeezed from uh smart

0:23:44.040 --> 0:23:48.280
<v Speaker 1>beta factor investing, whatever we want to call it. Well,

0:23:48.320 --> 0:23:55.320
<v Speaker 1>I do believe that as the industry has evolved UM,

0:23:55.359 --> 0:24:02.480
<v Speaker 1>you know, factor investing has been UM very important in

0:24:02.600 --> 0:24:09.040
<v Speaker 1>terms of delivering value in the form of exposures two factors,

0:24:09.080 --> 0:24:12.280
<v Speaker 1>whether it be through you know e t s or

0:24:12.480 --> 0:24:17.000
<v Speaker 1>passive mutual funds or direct investing. And I don't believe

0:24:17.080 --> 0:24:22.720
<v Speaker 1>that's going away. UM, It's been a core of how

0:24:22.880 --> 0:24:30.520
<v Speaker 1>we build portfolios for big institutions as well as for individuals.

0:24:32.320 --> 0:24:35.480
<v Speaker 1>Of our business is in the wealth channel where we

0:24:36.080 --> 0:24:39.360
<v Speaker 1>have advisors as our clients. So we're the number one

0:24:39.960 --> 0:24:45.000
<v Speaker 1>third party third party models provider in that channel. And

0:24:45.080 --> 0:24:50.080
<v Speaker 1>so I do believe that this will still be a

0:24:50.200 --> 0:24:57.560
<v Speaker 1>sustainable and consistent part of how of how individuals and

0:24:58.200 --> 0:25:04.280
<v Speaker 1>UM in business his build portfolio. So so Number one

0:25:04.640 --> 0:25:07.720
<v Speaker 1>is it's not over. I think it's now just become

0:25:07.760 --> 0:25:13.240
<v Speaker 1>a core part of portfolio construction. But I do believe

0:25:13.320 --> 0:25:16.359
<v Speaker 1>I often get asked the passive versus active and the

0:25:16.920 --> 0:25:22.280
<v Speaker 1>demise of the active asset management industry, and I believe

0:25:22.400 --> 0:25:27.600
<v Speaker 1>that this is a continuum. The The real story is

0:25:27.800 --> 0:25:31.960
<v Speaker 1>a client outcome story. The real story is the need

0:25:32.760 --> 0:25:38.040
<v Speaker 1>to solve for financial resilience, financial stability. UM. The real

0:25:38.160 --> 0:25:42.240
<v Speaker 1>need is about putting the clients at the center of

0:25:42.320 --> 0:25:46.800
<v Speaker 1>our of our innovation to ensure that we are delivering

0:25:47.600 --> 0:25:52.800
<v Speaker 1>on the goals that are quite individually driven. And so

0:25:53.040 --> 0:25:55.840
<v Speaker 1>that that's what I believe the real story is rather

0:25:55.920 --> 0:25:59.840
<v Speaker 1>than a cheap data story. But I don't believe that

0:26:00.160 --> 0:26:04.159
<v Speaker 1>factor exposure however it is you get it within a

0:26:04.240 --> 0:26:07.199
<v Speaker 1>portfolio is over by any stretch. I think that the

0:26:07.240 --> 0:26:13.000
<v Speaker 1>conversation will turn more quickly with the use of technology

0:26:13.080 --> 0:26:17.040
<v Speaker 1>and better hyping, which which we can talk about. But

0:26:17.040 --> 0:26:22.560
<v Speaker 1>but I do believe that technology and streamlining the delivery

0:26:22.640 --> 0:26:27.800
<v Speaker 1>and access points and fractionalization of shares word will drive

0:26:28.800 --> 0:26:36.280
<v Speaker 1>access to factor exposures to become more scalable, uh for

0:26:36.520 --> 0:26:41.480
<v Speaker 1>smaller accounts, and I believe that's a very exciting development

0:26:41.640 --> 0:26:46.360
<v Speaker 1>which will deliver more value and more importantly allow us

0:26:46.400 --> 0:26:52.359
<v Speaker 1>to personalize at scale using both factor exposures, which is

0:26:52.400 --> 0:26:55.960
<v Speaker 1>what I refer to as data but allows you to

0:26:56.480 --> 0:27:00.840
<v Speaker 1>really fine tune a portfolio for factor expos posures, but

0:27:00.960 --> 0:27:06.280
<v Speaker 1>also customize for individual outcomes, whether it be income or

0:27:07.040 --> 0:27:13.439
<v Speaker 1>total return or e S g UM or values based investing,

0:27:13.600 --> 0:27:17.280
<v Speaker 1>things like that. And in that vein active investing is

0:27:17.320 --> 0:27:21.320
<v Speaker 1>still very much alive. Yeah, I think there's a misunderstanding

0:27:21.760 --> 0:27:26.200
<v Speaker 1>because half of e t fs and mutual funds are

0:27:26.240 --> 0:27:30.040
<v Speaker 1>now indexed. But when you look at the broader asset

0:27:30.119 --> 0:27:34.399
<v Speaker 1>management universe, the vast majority of management is still pretty active,

0:27:34.440 --> 0:27:41.159
<v Speaker 1>isn't it. Well, it is pretty active, and frankly with

0:27:41.280 --> 0:27:47.320
<v Speaker 1>the growth of private markets generally speaking, UM, both both

0:27:47.359 --> 0:27:52.400
<v Speaker 1>credit and equity growing very quickly, right, and so you've

0:27:52.440 --> 0:27:59.520
<v Speaker 1>got this this ground swell of entrepreneurial activity and private

0:27:59.720 --> 0:28:03.480
<v Speaker 1>mark it's investing more generally, which I'm sure we'll talk about,

0:28:04.600 --> 0:28:10.520
<v Speaker 1>but but that that growing sleeve UM has been very

0:28:10.560 --> 0:28:15.560
<v Speaker 1>impactful and democratizing access to that but doing so responsibly

0:28:16.600 --> 0:28:22.080
<v Speaker 1>will be another imperative for the for the industry. And

0:28:22.080 --> 0:28:27.879
<v Speaker 1>and being able to drive engagement UM around d s

0:28:27.920 --> 0:28:33.400
<v Speaker 1>G and also make it more customer customized around personal

0:28:33.680 --> 0:28:40.560
<v Speaker 1>personal values UH necessitates UM active management. And so I

0:28:40.960 --> 0:28:44.920
<v Speaker 1>believe it's it's always been an end for me, not

0:28:45.040 --> 0:28:50.920
<v Speaker 1>an either or, and it's always been a component of

0:28:50.960 --> 0:28:55.000
<v Speaker 1>the story about delivering client value, which is lowering cost

0:28:55.600 --> 0:29:00.800
<v Speaker 1>and allowing more control of how to build portfolio construction

0:29:01.080 --> 0:29:07.080
<v Speaker 1>alpha and allow for better execution ALPHA. And so I

0:29:07.800 --> 0:29:13.520
<v Speaker 1>really do believe that portfolio construction assembly, tapping into all

0:29:13.680 --> 0:29:20.480
<v Speaker 1>asset classes and leveraging technology for personalization at scale is

0:29:20.600 --> 0:29:24.960
<v Speaker 1>the story UM of the asset management industry. But it

0:29:25.040 --> 0:29:30.120
<v Speaker 1>doesn't make the factor exposure story go away. It just

0:29:30.200 --> 0:29:34.880
<v Speaker 1>makes it an an instrumental part of the equation. Huh.

0:29:35.040 --> 0:29:39.640
<v Speaker 1>Really quite interesting. We'll talk about E s G in

0:29:39.680 --> 0:29:42.680
<v Speaker 1>a bit. I'm curious if you have any thoughts on

0:29:42.880 --> 0:29:47.320
<v Speaker 1>direct indexing. We've seen Morgan Stanley and Van Gord and

0:29:47.360 --> 0:29:51.360
<v Speaker 1>black Rock make acquisitions to enter that space. What are

0:29:51.360 --> 0:29:55.680
<v Speaker 1>your thoughts on the concept of using software to kind

0:29:55.680 --> 0:30:02.400
<v Speaker 1>of modify passive indices. Absolutely, we are all in so

0:30:02.520 --> 0:30:07.440
<v Speaker 1>we do direct indexing very actively and have for quite

0:30:07.440 --> 0:30:09.960
<v Speaker 1>a long time. We do it for the largest asset

0:30:10.000 --> 0:30:14.000
<v Speaker 1>pools in the world. But we've also been able with

0:30:14.040 --> 0:30:18.960
<v Speaker 1>the use of technology, much like UH the acquisition acquisitions

0:30:18.960 --> 0:30:23.400
<v Speaker 1>that others have made in the industry, We've we've honed

0:30:23.440 --> 0:30:27.360
<v Speaker 1>our capabilities to do that over time. Again, it came

0:30:27.400 --> 0:30:32.400
<v Speaker 1>from the core of UH index investing in general for

0:30:32.560 --> 0:30:36.560
<v Speaker 1>us UM, but that factor exposure investing, has now been

0:30:36.640 --> 0:30:39.600
<v Speaker 1>driven down into the tens of millions of dollars that

0:30:39.680 --> 0:30:43.080
<v Speaker 1>we can do direct investing for. I believe that's also

0:30:43.200 --> 0:30:48.160
<v Speaker 1>true of of these other firms you you talk about

0:30:48.320 --> 0:30:52.400
<v Speaker 1>and what they're entities or their act acquisitions have been

0:30:52.440 --> 0:30:55.960
<v Speaker 1>able to do. And we're all racing very quickly UM

0:30:56.000 --> 0:31:00.200
<v Speaker 1>again to be able to use technology as well. Is

0:31:00.240 --> 0:31:05.720
<v Speaker 1>the pipes within the industry to gather data in real

0:31:05.760 --> 0:31:11.120
<v Speaker 1>time from our clients, incorporate the data UM and then

0:31:11.600 --> 0:31:16.040
<v Speaker 1>UM and then make it less of a two UM

0:31:16.160 --> 0:31:22.600
<v Speaker 1>dimensional risk return efficient frontier conversation and very quickly make

0:31:22.640 --> 0:31:26.240
<v Speaker 1>it three dimensional. And the reason I mentioned that is

0:31:26.240 --> 0:31:28.360
<v Speaker 1>it goes back again to what I was saying about

0:31:28.400 --> 0:31:37.440
<v Speaker 1>personalization at scale, fractionalized shares, direct investing, technology, UH, data UM,

0:31:37.680 --> 0:31:42.960
<v Speaker 1>data gathering is all coalescing to a very very exciting

0:31:43.480 --> 0:31:48.720
<v Speaker 1>and I would say value enhancing UH contribution back to society.

0:31:48.840 --> 0:31:53.280
<v Speaker 1>And that's and that's allowing us to really do you know,

0:31:53.840 --> 0:31:58.720
<v Speaker 1>tax efficiency down to the individual level. UH. Direct investment,

0:31:58.800 --> 0:32:02.520
<v Speaker 1>direct indexing allow you to do that UM, but direct

0:32:02.600 --> 0:32:07.160
<v Speaker 1>investing overall allows you to do that UM, allowing for

0:32:07.560 --> 0:32:13.840
<v Speaker 1>personalization to your values and understanding how that changes your

0:32:13.960 --> 0:32:16.760
<v Speaker 1>risk return profile and how to get you back on it.

0:32:16.920 --> 0:32:22.440
<v Speaker 1>So I actually believe that vehicles as we know them

0:32:22.480 --> 0:32:28.080
<v Speaker 1>today UM could change pretty dramatically as we head into

0:32:28.080 --> 0:32:31.600
<v Speaker 1>the future UM, and that's a good thing. We shouldn't

0:32:31.600 --> 0:32:36.200
<v Speaker 1>be trying to protect protect vehicles. We should be trying

0:32:36.320 --> 0:32:42.080
<v Speaker 1>to distribute what it is we all do and can

0:32:42.160 --> 0:32:47.320
<v Speaker 1>give access to, so that again, UM, you can achieve

0:32:47.520 --> 0:32:52.680
<v Speaker 1>personalization at scale and really drive to individual outcomes. And

0:32:52.760 --> 0:32:56.520
<v Speaker 1>by definition, you know, a target date fund says that

0:32:56.600 --> 0:33:00.240
<v Speaker 1>all you know, fifty five year olds are exactly the same, right,

0:33:00.400 --> 0:33:04.240
<v Speaker 1>And we all know it's a vast improvement over over

0:33:04.320 --> 0:33:08.640
<v Speaker 1>defaulting to cash to have plans to fault to target

0:33:08.720 --> 0:33:11.120
<v Speaker 1>date funds. But we have a long way to go,

0:33:12.000 --> 0:33:14.760
<v Speaker 1>uh to to make it to the point that frankly,

0:33:15.080 --> 0:33:19.960
<v Speaker 1>many UH consumer oriented companies have gotten to already with

0:33:20.120 --> 0:33:23.720
<v Speaker 1>being able to customize the experience that you have as

0:33:23.760 --> 0:33:27.400
<v Speaker 1>well as outcome. And I think that direct indexing, direct indexing,

0:33:28.320 --> 0:33:32.800
<v Speaker 1>but also just direct investing is core to that. Do

0:33:33.120 --> 0:33:35.880
<v Speaker 1>you want to explain the difference between the two direct

0:33:35.920 --> 0:33:39.920
<v Speaker 1>indexing pretty straightforward? Instead of buying the S and P

0:33:40.080 --> 0:33:44.520
<v Speaker 1>five hundred spiders, you buy all five hundred of those companies,

0:33:44.560 --> 0:33:46.920
<v Speaker 1>and you can say, hey, I don't want to own

0:33:47.280 --> 0:33:52.120
<v Speaker 1>gun manufacturers or royal companies, or companies that have no

0:33:52.240 --> 0:33:55.080
<v Speaker 1>women on their boards. You can tune it in just

0:33:55.200 --> 0:33:59.959
<v Speaker 1>about any way imaginable. How does that contrast with direct

0:34:00.120 --> 0:34:05.960
<v Speaker 1>investing versus direct indexing? Uh? Well, well, indexing is indexing, right,

0:34:06.000 --> 0:34:08.239
<v Speaker 1>I mean, so you're trying to get your trying to

0:34:08.400 --> 0:34:13.920
<v Speaker 1>when you index your indexing to something UM and typically UH,

0:34:13.960 --> 0:34:18.200
<v Speaker 1>that's that's a risk return, that's a risk return profile

0:34:18.560 --> 0:34:22.640
<v Speaker 1>and UM and a factor exposure. What what I'm talking

0:34:22.680 --> 0:34:28.920
<v Speaker 1>about is doing another layer, which means you're optimizing for

0:34:29.120 --> 0:34:36.640
<v Speaker 1>a third um, a third dimension which could be optimizing

0:34:36.719 --> 0:34:43.600
<v Speaker 1>for taxes, optimizing for environment or social or government or

0:34:43.880 --> 0:34:47.759
<v Speaker 1>governance issues. But you do have to decide what it

0:34:47.920 --> 0:34:52.560
<v Speaker 1>is you're optimizing for, and you can either do it

0:34:53.160 --> 0:34:59.399
<v Speaker 1>through pure indexing and factor exposure or you can lean

0:34:59.440 --> 0:35:03.759
<v Speaker 1>into act of which frankly, I don't believe that E

0:35:04.040 --> 0:35:11.480
<v Speaker 1>s G investing is fully captured or utilized in a positive, proactive,

0:35:12.840 --> 0:35:17.839
<v Speaker 1>forward leaning way so that you're measuring impact rather than

0:35:18.040 --> 0:35:22.520
<v Speaker 1>measuring risk exposure. So we can talk about that, but

0:35:22.520 --> 0:35:30.960
<v Speaker 1>but you you really do that best with active engagement

0:35:31.400 --> 0:35:39.440
<v Speaker 1>and fundamental judgment rather than backward looking data, which is

0:35:39.719 --> 0:35:46.760
<v Speaker 1>which is ultimately where indices don't do the forward looking

0:35:46.800 --> 0:35:52.359
<v Speaker 1>impact role as well. So so direct indexing would be

0:35:53.040 --> 0:35:59.080
<v Speaker 1>mimicking factor returns. Direct investing, in my mind, opens up

0:35:59.080 --> 0:36:05.920
<v Speaker 1>the aperture for everything, both factor exposures as well as

0:36:06.040 --> 0:36:12.520
<v Speaker 1>leaning into active and personalization at scale. So I want

0:36:12.560 --> 0:36:16.240
<v Speaker 1>to talk about the transformation you've helped to affect it Russell.

0:36:16.760 --> 0:36:19.640
<v Speaker 1>But I have to start with your time at William

0:36:19.719 --> 0:36:24.440
<v Speaker 1>Blair from whence you were recruited to Russell. What was

0:36:24.520 --> 0:36:28.839
<v Speaker 1>that process like, how did you come to realize Hey, uh,

0:36:29.320 --> 0:36:33.120
<v Speaker 1>I've enjoyed my time at Blair, but Russell looks kind

0:36:33.120 --> 0:36:38.399
<v Speaker 1>of interesting. Well, UM, I would say that when I

0:36:38.440 --> 0:36:44.080
<v Speaker 1>was approached about a role at Russell UM, it happened

0:36:44.200 --> 0:36:50.400
<v Speaker 1>organically and slowly. I had known uh Tier Associates, which

0:36:50.440 --> 0:36:54.480
<v Speaker 1>is one of the private equity firms that UM invests

0:36:54.800 --> 0:36:59.600
<v Speaker 1>UH and and sponsors Russell UM for quite a long

0:36:59.640 --> 0:37:04.640
<v Speaker 1>time UM. And then, like many things in life, it uh,

0:37:04.840 --> 0:37:08.960
<v Speaker 1>it happened slowly and then all at once, And it

0:37:09.120 --> 0:37:13.400
<v Speaker 1>was ultimately one of the hardest decisions that I've ever made.

0:37:13.800 --> 0:37:19.480
<v Speaker 1>And I would say first because I enjoyed my time

0:37:19.520 --> 0:37:23.640
<v Speaker 1>at William Blair immensely. After twenty plus years, it becomes

0:37:23.680 --> 0:37:27.480
<v Speaker 1>part of the fabric of who you are. And we

0:37:27.480 --> 0:37:32.560
<v Speaker 1>we grew together UM as a as a team. We

0:37:32.880 --> 0:37:37.200
<v Speaker 1>had a fivefold increase from two thousand and one when

0:37:37.239 --> 0:37:40.920
<v Speaker 1>I took over and drove it with our team, a

0:37:40.920 --> 0:37:46.719
<v Speaker 1>phenomenal team who were close personal friends. Today. UM, you know,

0:37:46.800 --> 0:37:49.719
<v Speaker 1>to over seventy five billion when I left a fivefold

0:37:49.760 --> 0:37:53.759
<v Speaker 1>increase and and took a start up institutional business that

0:37:53.920 --> 0:37:57.560
<v Speaker 1>was only a few couple of billion dollars to eight

0:37:57.560 --> 0:38:00.719
<v Speaker 1>fold increase. So it was a it was a tremendous,

0:38:00.800 --> 0:38:05.560
<v Speaker 1>tremendous ride. UM. But I would say the difficulty and

0:38:05.600 --> 0:38:08.239
<v Speaker 1>the reason it was the hardest decision for me to

0:38:08.280 --> 0:38:12.640
<v Speaker 1>make is I have five children, UM. Four of them

0:38:12.680 --> 0:38:17.799
<v Speaker 1>were in high school and one was in UM was

0:38:17.880 --> 0:38:24.000
<v Speaker 1>in elementary school when this opportunity came around. And you know,

0:38:24.760 --> 0:38:27.520
<v Speaker 1>uprooting your family after you've been in a in a

0:38:28.280 --> 0:38:33.000
<v Speaker 1>community for twenty six years, UH is no small decision.

0:38:33.640 --> 0:38:38.040
<v Speaker 1>My husband was incredibly supportive. H he views life as

0:38:38.040 --> 0:38:42.080
<v Speaker 1>an adventure, and he's very supportive of of me uh

0:38:42.080 --> 0:38:44.560
<v Speaker 1>in my career, and he knows how much energy I

0:38:44.600 --> 0:38:49.520
<v Speaker 1>get from it. But but you know, uprooting everyone, plus

0:38:49.520 --> 0:38:53.600
<v Speaker 1>my mother and extended family was was no small was

0:38:53.640 --> 0:38:57.240
<v Speaker 1>no small feat. But we took the caravan to Seattle,

0:38:57.960 --> 0:39:02.120
<v Speaker 1>and I was ready for the for a new challenge,

0:39:02.280 --> 0:39:06.000
<v Speaker 1>and it was incredibly exciting, But it was a it

0:39:06.040 --> 0:39:08.759
<v Speaker 1>was a very difficult decision to make. It's been a

0:39:08.760 --> 0:39:14.400
<v Speaker 1>great decision in retrospect, but but I always remind myself

0:39:14.440 --> 0:39:17.719
<v Speaker 1>to be comfortable with being uncomfortable, and I would say

0:39:17.760 --> 0:39:20.479
<v Speaker 1>that was one of those times for sure. Yeah, good,

0:39:20.600 --> 0:39:24.760
<v Speaker 1>good advice. So William Blair was more of an investment bank,

0:39:24.880 --> 0:39:28.719
<v Speaker 1>Russell is more of a pure asset manager. What did

0:39:28.719 --> 0:39:35.399
<v Speaker 1>you learn at William Blair that translated well to Russell UM? Well, well,

0:39:35.440 --> 0:39:39.560
<v Speaker 1>two things. The first. The first is that the best

0:39:39.800 --> 0:39:42.760
<v Speaker 1>kept secret I guess that's still a best kept secret

0:39:42.960 --> 0:39:47.040
<v Speaker 1>is that Blair UM the asset management business did grow

0:39:47.200 --> 0:39:52.279
<v Speaker 1>to be the largest UM business at William Blair UM,

0:39:52.480 --> 0:39:55.919
<v Speaker 1>and so UM as much as we were well known

0:39:56.040 --> 0:40:00.120
<v Speaker 1>for our investment banking activities, UM it grew to be

0:40:00.200 --> 0:40:03.840
<v Speaker 1>a powerhouse and and still is UH in the asset

0:40:03.960 --> 0:40:08.600
<v Speaker 1>management side UM. But but you are right that UM.

0:40:08.719 --> 0:40:12.880
<v Speaker 1>While William Blair was a multi line firm, Russell is

0:40:13.800 --> 0:40:18.479
<v Speaker 1>hyper focused and only focused on one business, and that's

0:40:18.520 --> 0:40:25.480
<v Speaker 1>investment solutions. We do everything that's required to manage UM portfolios,

0:40:26.200 --> 0:40:29.640
<v Speaker 1>but it's only one business. And I did love the

0:40:29.680 --> 0:40:34.960
<v Speaker 1>beauty of that. I loved the focus, UH, the attention

0:40:36.000 --> 0:40:42.799
<v Speaker 1>of UH the entire organization on one deliverable UH two

0:40:42.840 --> 0:40:46.040
<v Speaker 1>different clients around the world. So the last mile is

0:40:46.160 --> 0:40:51.080
<v Speaker 1>always localized and personalized. But but that that that level

0:40:51.120 --> 0:40:56.000
<v Speaker 1>of focus was is a luxury. Not many firms have it,

0:40:56.280 --> 0:41:00.280
<v Speaker 1>and so I very much appreciated that. But you also,

0:41:00.560 --> 0:41:04.720
<v Speaker 1>what what did I learn from Blair that I carried

0:41:05.040 --> 0:41:08.840
<v Speaker 1>to Russell? And I think there are many similarities that

0:41:09.000 --> 0:41:12.600
<v Speaker 1>The first is that I had known Russell for a

0:41:12.719 --> 0:41:18.919
<v Speaker 1>very long time. Culturally I understood stood the culture quite well.

0:41:19.080 --> 0:41:24.920
<v Speaker 1>The value structure which was very similar to William Blair UM,

0:41:24.960 --> 0:41:30.360
<v Speaker 1>and it was client centric UH fiduciary UM at its core.

0:41:31.040 --> 0:41:35.759
<v Speaker 1>So while William Blair was in the security selection business

0:41:36.520 --> 0:41:42.319
<v Speaker 1>and Russell is in the portfolio construction, portfolio assembly, risk

0:41:42.480 --> 0:41:48.520
<v Speaker 1>management business slightly different, UM, you still had at your

0:41:48.680 --> 0:41:55.280
<v Speaker 1>core a value structure of non negotiable integrity UH client

0:41:55.719 --> 0:42:00.880
<v Speaker 1>centric alignment. Frankly, both at Blair as well at Russell,

0:42:01.080 --> 0:42:06.160
<v Speaker 1>so much so that growing UM growing. I had to

0:42:06.200 --> 0:42:11.320
<v Speaker 1>convince my partners at Blair early on and also convinced

0:42:11.400 --> 0:42:16.440
<v Speaker 1>Russell that growing is good. You know, growing, growing the

0:42:16.520 --> 0:42:20.640
<v Speaker 1>business is good for clients. You can't impact clients if

0:42:20.680 --> 0:42:24.000
<v Speaker 1>you aren't getting more of them UM, and so growing

0:42:24.160 --> 0:42:27.800
<v Speaker 1>is good. But the client centric focus was so strong

0:42:28.520 --> 0:42:32.120
<v Speaker 1>that there was a bit of a resistance and and

0:42:32.239 --> 0:42:36.239
<v Speaker 1>not as much alignment to grow because we would make

0:42:36.280 --> 0:42:40.520
<v Speaker 1>more money. Um. That didn't motivate either firm. It was

0:42:40.640 --> 0:42:46.600
<v Speaker 1>more uh curating um, the outcome for the client and

0:42:46.760 --> 0:42:51.439
<v Speaker 1>ensuring that you were protecting performance and serving those clients well.

0:42:51.800 --> 0:42:57.239
<v Speaker 1>And sometimes, especially in a profession like the investment industry,

0:42:57.360 --> 0:43:03.320
<v Speaker 1>delivering a service at scale versus selling a product. UM.

0:43:03.400 --> 0:43:07.600
<v Speaker 1>You know, size can be the enemy of the best outcome,

0:43:07.680 --> 0:43:11.480
<v Speaker 1>and so making sure that we do that uh and

0:43:11.560 --> 0:43:15.239
<v Speaker 1>manage the business in a way that growth actually a

0:43:15.360 --> 0:43:18.520
<v Speaker 1>nurse to the benefit of the clients has been a

0:43:18.600 --> 0:43:21.600
<v Speaker 1>key a key focus during the time that we grew

0:43:22.320 --> 0:43:25.399
<v Speaker 1>the business at Blair, and it's also been a key

0:43:25.480 --> 0:43:29.840
<v Speaker 1>focus uh and the core touchstone as we've transformed the

0:43:29.840 --> 0:43:32.960
<v Speaker 1>business at Russell. Huh. So let's talk a little bit

0:43:33.000 --> 0:43:38.160
<v Speaker 1>about that transformation. You've described having to work hard to

0:43:38.239 --> 0:43:42.920
<v Speaker 1>change the firm's corporate culture. Tell us about what it

0:43:42.960 --> 0:43:46.560
<v Speaker 1>was like to do that and why corporate culture is

0:43:46.640 --> 0:43:52.799
<v Speaker 1>so important. Well, UM, the bottom line is that why

0:43:52.800 --> 0:43:57.000
<v Speaker 1>it's so important is that people matter. You can't in

0:43:57.080 --> 0:44:01.440
<v Speaker 1>a people driven business, you can't instatutionalize anything to the

0:44:01.480 --> 0:44:06.440
<v Speaker 1>point that people don't matter, and so UM, Ultimately, any

0:44:06.520 --> 0:44:11.080
<v Speaker 1>great firm is a collection of individuals that work as

0:44:11.120 --> 0:44:14.839
<v Speaker 1>a high functioning team for a purpose. So I do

0:44:15.000 --> 0:44:19.479
<v Speaker 1>believe that culture is a competitive advantage. There's no one

0:44:19.600 --> 0:44:25.960
<v Speaker 1>recipe for success. But starting with a very clear value

0:44:26.000 --> 0:44:32.359
<v Speaker 1>structure that's aligned to the client and the health of

0:44:32.400 --> 0:44:36.200
<v Speaker 1>the individuals, I think is you've won nine tenths of

0:44:36.239 --> 0:44:39.839
<v Speaker 1>the battle. So I will just start by saying that

0:44:39.960 --> 0:44:45.560
<v Speaker 1>Russell had that, UM, it's a venerable, iconic firm in

0:44:45.640 --> 0:44:50.960
<v Speaker 1>our industry. UM, I'm very proud to be affiliated with it.

0:44:51.480 --> 0:44:56.560
<v Speaker 1>And what what I what I did less than change it. Hopefully,

0:44:56.800 --> 0:45:02.520
<v Speaker 1>hopefully I've just enhanced it and understood what what we

0:45:02.640 --> 0:45:05.879
<v Speaker 1>absolutely And actually it was a question I asked when

0:45:05.880 --> 0:45:09.160
<v Speaker 1>I did my tour around the world for four months

0:45:09.360 --> 0:45:13.640
<v Speaker 1>and logged five hundred plus thousand miles on a plane

0:45:14.320 --> 0:45:18.440
<v Speaker 1>is just the listening tour is what what do do

0:45:18.480 --> 0:45:22.879
<v Speaker 1>I absolutely need to be careful not to break? And

0:45:22.960 --> 0:45:25.440
<v Speaker 1>what do I need to change? And so it was

0:45:25.480 --> 0:45:29.560
<v Speaker 1>a question that I asked clients. It was a question

0:45:29.640 --> 0:45:33.200
<v Speaker 1>that I asked all of the associates around the world.

0:45:33.719 --> 0:45:37.520
<v Speaker 1>We did surveys, I got feedback in any forum that

0:45:37.600 --> 0:45:42.160
<v Speaker 1>I could. When I first introduced myself to the firm,

0:45:42.200 --> 0:45:45.480
<v Speaker 1>I put the values and the purpose of the firm

0:45:45.560 --> 0:45:49.160
<v Speaker 1>up on the screen and talked about those UM so

0:45:49.360 --> 0:45:53.360
<v Speaker 1>I leaned in to the strengths of the firm. But

0:45:53.520 --> 0:45:57.000
<v Speaker 1>what I what I what I agreed with all of

0:45:57.040 --> 0:46:03.000
<v Speaker 1>my associates was that we need did too align the

0:46:03.120 --> 0:46:10.920
<v Speaker 1>firms activities around values that things that the clients valued

0:46:12.080 --> 0:46:16.520
<v Speaker 1>more than just liked. So we were such a client

0:46:16.640 --> 0:46:21.120
<v Speaker 1>centric firm that we personalized for every single client. And

0:46:21.200 --> 0:46:27.279
<v Speaker 1>you can appreciate that that UM ultimately undermines quality and

0:46:27.360 --> 0:46:31.600
<v Speaker 1>delivery of service because you can't customize everything and you

0:46:31.719 --> 0:46:39.720
<v Speaker 1>definitely can't grow a durable, profitable franchise by UM by

0:46:39.760 --> 0:46:46.240
<v Speaker 1>individualizing every single thing without it being scalable. And so

0:46:46.600 --> 0:46:49.879
<v Speaker 1>what what I changed as part of the culture was

0:46:50.200 --> 0:46:54.920
<v Speaker 1>making sure that everyone understood that even though we were

0:46:54.960 --> 0:47:00.680
<v Speaker 1>academically and intellectually very rigorous in how we solve problems

0:47:00.719 --> 0:47:05.600
<v Speaker 1>for clients, it wasn't enough to be right with with

0:47:05.800 --> 0:47:09.799
<v Speaker 1>just an individual client. We had to be equally effective

0:47:10.480 --> 0:47:14.200
<v Speaker 1>and how we delivered that at scale and leverage the

0:47:14.239 --> 0:47:18.719
<v Speaker 1>i P of the global capabilities for the benefit of

0:47:18.760 --> 0:47:23.200
<v Speaker 1>all clients and then customized UM at the last mile.

0:47:23.280 --> 0:47:29.440
<v Speaker 1>And that was that commercial instinct that UM that why

0:47:29.440 --> 0:47:32.160
<v Speaker 1>of why growth was good? Why do we need to

0:47:32.239 --> 0:47:36.799
<v Speaker 1>change our behaviors so that we can get scalable, durable,

0:47:36.840 --> 0:47:40.800
<v Speaker 1>sustainable growth for the clients as well as high quality,

0:47:40.920 --> 0:47:45.160
<v Speaker 1>frictionalist service for them was what needed to change. And

0:47:45.239 --> 0:47:50.160
<v Speaker 1>so that's not a small undertaking. But culturally it was

0:47:50.680 --> 0:47:58.480
<v Speaker 1>being less independent in the delivery of of client service

0:47:58.960 --> 0:48:05.400
<v Speaker 1>and UM manufacturing capabilities and more about leveraging one Russell

0:48:06.080 --> 0:48:11.319
<v Speaker 1>and getting global scale as an organization. And and that

0:48:11.400 --> 0:48:15.279
<v Speaker 1>was a cultural change, but one that everyone understood and

0:48:15.360 --> 0:48:18.760
<v Speaker 1>brought into So let's talk about something that didn't change.

0:48:19.040 --> 0:48:23.960
<v Speaker 1>And you reference this earlier. The firm's core purposes to

0:48:24.120 --> 0:48:29.359
<v Speaker 1>quote improve people's financial security unquote. Tell us a bit

0:48:29.360 --> 0:48:33.880
<v Speaker 1>about that purpose. Well, I think that every every company

0:48:33.960 --> 0:48:38.800
<v Speaker 1>benefits from asking the question why do you exist with?

0:48:39.080 --> 0:48:42.600
<v Speaker 1>What problem are you trying to solve? For? You know,

0:48:42.680 --> 0:48:46.319
<v Speaker 1>how big of a problem is it? And are you

0:48:46.400 --> 0:48:51.520
<v Speaker 1>making it easy for clients to execute upon it? And

0:48:51.640 --> 0:48:56.800
<v Speaker 1>so those are just pretty core questions I believe, for

0:48:56.800 --> 0:49:02.000
<v Speaker 1>for any business and for for our history. But fortunately

0:49:02.239 --> 0:49:08.440
<v Speaker 1>for our company, we we had a founding family that

0:49:08.640 --> 0:49:13.560
<v Speaker 1>understood that years ago, and so I didn't have to

0:49:13.640 --> 0:49:19.000
<v Speaker 1>change a thing. And it actually was part of kind

0:49:19.040 --> 0:49:23.319
<v Speaker 1>of my my mantra as an industry leader, even when

0:49:23.360 --> 0:49:26.240
<v Speaker 1>I was at Blair, that we needed to get back

0:49:26.440 --> 0:49:30.200
<v Speaker 1>to the roots of what our industry was built for

0:49:31.280 --> 0:49:35.080
<v Speaker 1>and why it existed. And and that's too, you know,

0:49:35.760 --> 0:49:42.600
<v Speaker 1>efficiently invest um people's savings for ultimately their financial security,

0:49:42.640 --> 0:49:46.960
<v Speaker 1>which we're not doing a great job at as an industry. Uh.

0:49:47.000 --> 0:49:49.759
<v Speaker 1>And it's also for the effective deployment of capital. And

0:49:49.840 --> 0:49:54.480
<v Speaker 1>so that why is really important. I can't tell you

0:49:54.719 --> 0:49:57.919
<v Speaker 1>how many times I talk about it, how I bring

0:49:57.960 --> 0:50:01.839
<v Speaker 1>it to life with the individuals, the companies, and ultimately

0:50:02.000 --> 0:50:06.680
<v Speaker 1>the individuals that rely on those company benefit plans for

0:50:06.760 --> 0:50:11.800
<v Speaker 1>their own financial security and their future. I talk about

0:50:11.840 --> 0:50:16.160
<v Speaker 1>it all the time, and it does make its way

0:50:16.200 --> 0:50:19.640
<v Speaker 1>into everything that we do. It makes its way into

0:50:19.680 --> 0:50:23.520
<v Speaker 1>how we think about creating products and how we service

0:50:24.360 --> 0:50:29.480
<v Speaker 1>um our clients. UM We don't talk about um we

0:50:29.520 --> 0:50:33.600
<v Speaker 1>don't talk about selling products or beating benchmarks. We talk

0:50:33.719 --> 0:50:41.440
<v Speaker 1>about servicing um our clients and creating strategies for outcomes.

0:50:41.440 --> 0:50:44.200
<v Speaker 1>And I think all of that goes back to being

0:50:44.320 --> 0:50:49.319
<v Speaker 1>very grounded and why why we exist and what we

0:50:49.400 --> 0:50:52.640
<v Speaker 1>do and how we do it. So I just believe

0:50:52.680 --> 0:50:57.440
<v Speaker 1>it's it's core to any business, it's core to our industry. Unfortunately,

0:50:58.440 --> 0:51:02.960
<v Speaker 1>it's been core to Russell since the day the Russell

0:51:03.000 --> 0:51:07.360
<v Speaker 1>family opened the doors. Really kind of interesting. Let's discuss

0:51:07.400 --> 0:51:12.839
<v Speaker 1>your strategic partnership with Hamilton's Lane. Tell us about your

0:51:12.880 --> 0:51:17.480
<v Speaker 1>thoughts on private equity and alternatives and what motivated uh

0:51:17.560 --> 0:51:22.200
<v Speaker 1>this new relationship. Well, I think it ties. It ties

0:51:22.280 --> 0:51:29.440
<v Speaker 1>into UM again being agnostic about how you define adding

0:51:29.560 --> 0:51:32.719
<v Speaker 1>value to the clients, right, I mean you you want

0:51:32.760 --> 0:51:40.560
<v Speaker 1>to provide access to every asset, class, capability vehicle UM

0:51:40.719 --> 0:51:44.120
<v Speaker 1>passive versus active that you possibly can in order to

0:51:44.239 --> 0:51:48.480
<v Speaker 1>deliver upon the promise you're making the clients, which is

0:51:48.520 --> 0:51:53.240
<v Speaker 1>to understand their objectives and and deliver access and tailored

0:51:53.280 --> 0:51:58.040
<v Speaker 1>solutions to meet that. UM. Private markets has has grown

0:51:58.120 --> 0:52:05.440
<v Speaker 1>in its criticality to investing and capturing the illiquidity premium,

0:52:05.640 --> 0:52:09.760
<v Speaker 1>especially when you're trying to solve for long dated liabilities

0:52:10.239 --> 0:52:14.120
<v Speaker 1>like you are in a defined benefit plan, like individuals

0:52:14.160 --> 0:52:19.840
<v Speaker 1>are with defined contribution plans. Most people have much longer

0:52:20.800 --> 0:52:27.440
<v Speaker 1>dated time horizons than our industry is measuring for and

0:52:27.920 --> 0:52:34.279
<v Speaker 1>is geared toward and so the lack of exposure to

0:52:34.480 --> 0:52:41.680
<v Speaker 1>private markets to date has been UM a missed opportunity,

0:52:42.160 --> 0:52:46.480
<v Speaker 1>both for institutions as well as individuals, and this was

0:52:46.560 --> 0:52:52.080
<v Speaker 1>an area of UH number one criticality of access in

0:52:52.120 --> 0:52:57.160
<v Speaker 1>a responsible but very broad manner. UM Russell has been

0:52:57.239 --> 0:53:01.000
<v Speaker 1>investing in private markets for decades. So it's not as

0:53:01.000 --> 0:53:03.680
<v Speaker 1>though we were new to the assets space or new

0:53:03.840 --> 0:53:08.040
<v Speaker 1>or to the asset class or introducing it to our clients.

0:53:08.040 --> 0:53:13.520
<v Speaker 1>But we we and I felt the sense of urgency

0:53:13.640 --> 0:53:19.120
<v Speaker 1>to deliver more co investments secondary investments, but do so

0:53:19.200 --> 0:53:25.120
<v Speaker 1>an open architecture format. And so I did start down

0:53:25.160 --> 0:53:29.320
<v Speaker 1>this path frankly fully assuming that we would either acquire

0:53:29.680 --> 0:53:34.400
<v Speaker 1>for capabilities that we felt we needed to ramp more quickly,

0:53:35.080 --> 0:53:40.160
<v Speaker 1>or I would build for it strategically. Partnering for it

0:53:39.800 --> 0:53:45.040
<v Speaker 1>is not the norm, at least for our industry. We

0:53:45.080 --> 0:53:48.319
<v Speaker 1>tend to acquire or build UM, but this is a

0:53:48.400 --> 0:53:51.400
<v Speaker 1>very different time for our industry. And again tying it

0:53:51.440 --> 0:53:55.000
<v Speaker 1>back to the purpose, if our purpose is to deliver

0:53:55.680 --> 0:53:59.640
<v Speaker 1>on financial security UM, the sense of urgency and that

0:53:59.800 --> 0:54:04.400
<v Speaker 1>NED is very very high UM, and so a strategic

0:54:04.480 --> 0:54:09.360
<v Speaker 1>partnership specifically with Hamilton's Lane fit for many many reasons,

0:54:09.600 --> 0:54:13.319
<v Speaker 1>and that is just the full power of a firm

0:54:13.440 --> 0:54:16.040
<v Speaker 1>UH number one that's been doing it for eighty five

0:54:16.120 --> 0:54:21.200
<v Speaker 1>years in total portfolio solutions across all asset classes, paired

0:54:21.200 --> 0:54:24.560
<v Speaker 1>with a firm that's been doing only private markets for

0:54:24.600 --> 0:54:28.759
<v Speaker 1>the last thirty years in an open architecture fashion. So

0:54:28.880 --> 0:54:33.200
<v Speaker 1>looking for the best of breed UH managers in venture,

0:54:33.400 --> 0:54:38.400
<v Speaker 1>private equity, private credit, UM, infrastructure, real estate, UM just

0:54:38.520 --> 0:54:43.960
<v Speaker 1>across the board real assets was incredibly important to us.

0:54:44.480 --> 0:54:48.240
<v Speaker 1>We're not saying that UM Hamilton's Lane is the only

0:54:48.320 --> 0:54:54.480
<v Speaker 1>source of our capabilities. We still have all fiduciary um

0:54:54.600 --> 0:55:00.120
<v Speaker 1>UH power to operate with Hamilton's Lane as well as

0:55:00.520 --> 0:55:04.640
<v Speaker 1>tap into other areas of expertise as we believe that

0:55:04.680 --> 0:55:09.160
<v Speaker 1>we need to. But Hamilton's Lane is a very powerful

0:55:10.040 --> 0:55:15.840
<v Speaker 1>partner for us to offer access as well as manager

0:55:16.000 --> 0:55:21.400
<v Speaker 1>research data and most importantly, risk controls looking across the

0:55:21.680 --> 0:55:27.319
<v Speaker 1>entire UH total portfolio public to private markets. So you know,

0:55:27.360 --> 0:55:32.360
<v Speaker 1>it's it's just an incredibly important time in the industry. UM.

0:55:32.440 --> 0:55:36.319
<v Speaker 1>You've reported I think in in past UM podcast, but

0:55:36.400 --> 0:55:39.440
<v Speaker 1>also I think you might have had Hamilton's Lane CEO

0:55:39.600 --> 0:55:43.839
<v Speaker 1>Mario um on the on the podcast as well. UM,

0:55:43.960 --> 0:55:47.480
<v Speaker 1>but it's it's you know, there are more private companies

0:55:47.600 --> 0:55:51.920
<v Speaker 1>seventeen thousand, to be exact, over a hundred million dollars

0:55:51.920 --> 0:55:57.239
<v Speaker 1>in revenues relative to hundred in the public markets, and

0:55:57.320 --> 0:56:04.880
<v Speaker 1>so limiting yourself to only of the investable large company

0:56:05.040 --> 0:56:08.920
<v Speaker 1>universe if you're only a public markets investor, just makes

0:56:08.920 --> 0:56:13.240
<v Speaker 1>no sense. And so as quickly as we can responsibly

0:56:14.080 --> 0:56:20.080
<v Speaker 1>offer this and democratize access to private markets, UM, with

0:56:20.239 --> 0:56:23.759
<v Speaker 1>the power of Hamilton's Lane, is what we want to do,

0:56:23.840 --> 0:56:28.080
<v Speaker 1>both for the individual Welsh market, UM, but importantly the

0:56:28.120 --> 0:56:33.040
<v Speaker 1>middle market for institutions as well as even large markets. Yeah.

0:56:33.120 --> 0:56:38.520
<v Speaker 1>The the interview with Mario Giannini was October, which is

0:56:38.560 --> 0:56:41.359
<v Speaker 1>what made that jump off the page when I saw

0:56:41.400 --> 0:56:46.200
<v Speaker 1>you guys had a strategic partnership. Let me ask you

0:56:46.560 --> 0:56:51.279
<v Speaker 1>a somewhat related question about a quote of yours. I've

0:56:51.320 --> 0:56:56.240
<v Speaker 1>interviewed a number of female CEOs over the years, Christina

0:56:56.280 --> 0:57:00.200
<v Speaker 1>Hartzeller Zavoya, Gene Hynes at Wellington, Catherine Keating at b

0:57:00.320 --> 0:57:04.319
<v Speaker 1>n Y, Melon, Penny Pennington at Ed Jones, But you

0:57:04.440 --> 0:57:09.360
<v Speaker 1>had to quote that really caught my ear, which involved

0:57:09.960 --> 0:57:15.040
<v Speaker 1>the rarity and responsibility of your position. Could you explain

0:57:15.719 --> 0:57:18.280
<v Speaker 1>what you mean by that? What what is the rarity

0:57:18.320 --> 0:57:25.120
<v Speaker 1>and responsibility of a female CEO in the financial services industry? Well,

0:57:25.280 --> 0:57:28.880
<v Speaker 1>I would say, first, UM, you know, we we all

0:57:28.880 --> 0:57:32.880
<v Speaker 1>know it's a rarity. Um, they're all of the women

0:57:32.960 --> 0:57:37.160
<v Speaker 1>you mentioned, plus many many more are coming through the ranks.

0:57:37.880 --> 0:57:40.760
<v Speaker 1>Kate L. Hillo, I would mention as well, UM, my

0:57:40.880 --> 0:57:44.400
<v Speaker 1>global ce IO that I was proud to bring on

0:57:44.480 --> 0:57:47.880
<v Speaker 1>board from Goldman UM. So I'm very I think we're

0:57:47.920 --> 0:57:50.920
<v Speaker 1>even in more rarefied air to have a woman CEO

0:57:51.040 --> 0:57:57.280
<v Speaker 1>and a woman ce IO UH running a major investment institution.

0:57:57.400 --> 0:58:00.360
<v Speaker 1>So I'm excited about that. But she was the the

0:58:00.400 --> 0:58:05.880
<v Speaker 1>best person for the job. And I think the responsibility

0:58:05.920 --> 0:58:14.280
<v Speaker 1>is too is to give voice to authenticity and two

0:58:15.560 --> 0:58:23.160
<v Speaker 1>certainly learn from every leader and person that you come across.

0:58:23.320 --> 0:58:27.920
<v Speaker 1>And I've had the great benefit of being surrounded by

0:58:28.040 --> 0:58:34.920
<v Speaker 1>mostly men, but wonderful mentors and important leaders, and my

0:58:35.080 --> 0:58:39.960
<v Speaker 1>approach I've felt very self assured in, but it was

0:58:40.720 --> 0:58:46.600
<v Speaker 1>very uniquely mine uh. And I think the responsibility is

0:58:46.680 --> 0:58:51.120
<v Speaker 1>to ensure that you're leading in a way that's authentic

0:58:51.280 --> 0:58:55.960
<v Speaker 1>to you. But I do believe that it makes it UM,

0:58:56.000 --> 0:59:01.320
<v Speaker 1>it makes it a more inclusive conversation. Uh, it makes

0:59:01.360 --> 0:59:07.360
<v Speaker 1>it more focused on outcomes and purpose. And I'm not

0:59:07.440 --> 0:59:12.280
<v Speaker 1>saying that that's a gender specific thing, UM, but but

0:59:12.360 --> 0:59:17.600
<v Speaker 1>I do believe that operating in a manner that takes

0:59:18.160 --> 0:59:23.880
<v Speaker 1>into account the responsibility of the seat is incredibly important

0:59:23.960 --> 0:59:31.160
<v Speaker 1>because people are watching, UM. And whether you're UM, ethnicity

0:59:31.280 --> 0:59:35.280
<v Speaker 1>is different, UM, or your gender is different. You know

0:59:35.360 --> 0:59:38.960
<v Speaker 1>when you're when you're at the table, you you're required

0:59:39.040 --> 0:59:44.880
<v Speaker 1>to speak, and you're required to bring the diversity of thought,

0:59:45.080 --> 0:59:49.360
<v Speaker 1>the diversity of view, and and and make sure that

0:59:49.560 --> 0:59:56.000
<v Speaker 1>you're that your voice flows with the magnitude that it

0:59:56.040 --> 1:00:04.000
<v Speaker 1>should have to represent h your thoughts. UM. You know,

1:00:04.320 --> 1:00:09.320
<v Speaker 1>again constructively, appropriately, collaboratively. UM. But I but I've just

1:00:10.040 --> 1:00:14.520
<v Speaker 1>I actually said somewhere along the way that I've I've sometimes, frankly,

1:00:14.560 --> 1:00:18.320
<v Speaker 1>even most of the times, I didn't notice that I

1:00:18.440 --> 1:00:22.120
<v Speaker 1>was the only along the way because it was more

1:00:22.160 --> 1:00:28.480
<v Speaker 1>about solving the problem than it was about UM individuals

1:00:28.520 --> 1:00:33.000
<v Speaker 1>at the table. So the the the group intellect took

1:00:33.080 --> 1:00:37.560
<v Speaker 1>over more than UM, more than me feeling like the

1:00:37.640 --> 1:00:40.800
<v Speaker 1>spotlight was on me as the only Unfortunately, I'm no

1:00:40.880 --> 1:00:43.960
<v Speaker 1>longer and only, and I think that's just going to

1:00:44.000 --> 1:00:48.400
<v Speaker 1>continue to change it at warp speed. So historically finance

1:00:48.480 --> 1:00:53.920
<v Speaker 1>has been wildly underrepresentative of both women and people of color,

1:00:54.200 --> 1:00:57.280
<v Speaker 1>and it's been a long, slow transition, but it's pretty

1:00:57.320 --> 1:01:02.200
<v Speaker 1>clear that it's been changing. It's still behind where it

1:01:02.200 --> 1:01:05.200
<v Speaker 1>should be, but there can be little doubt that it

1:01:05.320 --> 1:01:08.080
<v Speaker 1>is so much better than it was when I started

1:01:08.120 --> 1:01:12.440
<v Speaker 1>my career twenty five or so years ago. You know,

1:01:12.520 --> 1:01:16.920
<v Speaker 1>we alluded to E s G investing earlier. Let's let's

1:01:16.960 --> 1:01:20.480
<v Speaker 1>talk a little bit about it. There's been some criticism

1:01:20.560 --> 1:01:25.040
<v Speaker 1>about how subjective the screens are. Uh, some end up

1:01:25.120 --> 1:01:28.400
<v Speaker 1>just looking like plain vanilla indexes. What do you say

1:01:28.400 --> 1:01:33.200
<v Speaker 1>to this criticism about the state of environmental, social and

1:01:33.320 --> 1:01:39.560
<v Speaker 1>governance investment? Well, it's burgeoning. Uh, there is no question,

1:01:40.160 --> 1:01:44.040
<v Speaker 1>um that this this is not slowing down in its

1:01:44.120 --> 1:01:50.160
<v Speaker 1>momentum um or its import Uh. And again I believe

1:01:50.360 --> 1:01:54.880
<v Speaker 1>that this one, like many others, is a very complex

1:01:55.160 --> 1:02:03.520
<v Speaker 1>topic that we've tried too hard to simplify into messages

1:02:03.560 --> 1:02:08.520
<v Speaker 1>and products. UM. But I do believe it's only the beginning,

1:02:08.840 --> 1:02:13.600
<v Speaker 1>So I'll start there. Your your question was more about indices,

1:02:13.800 --> 1:02:18.720
<v Speaker 1>and um, the fact that there's been a spotlight on

1:02:19.440 --> 1:02:25.760
<v Speaker 1>UM the understanding of what these various indices or managers

1:02:26.280 --> 1:02:30.880
<v Speaker 1>for that matter, m have actually been been doing. And

1:02:30.960 --> 1:02:33.840
<v Speaker 1>I think that's that that is a responsibility of the

1:02:33.920 --> 1:02:40.200
<v Speaker 1>industry to more effectively communicate both the complexity and the

1:02:40.280 --> 1:02:45.840
<v Speaker 1>transparency of what the indexes do and what they what

1:02:45.880 --> 1:02:49.760
<v Speaker 1>they don't do. So let let me start with that first. First,

1:02:49.960 --> 1:02:54.320
<v Speaker 1>any index gives you a starting point, but the whole topic,

1:02:54.480 --> 1:02:56.800
<v Speaker 1>I mean, we're talking about E, S, g as it

1:02:57.080 --> 1:03:00.360
<v Speaker 1>if it were one thing, it's it's clearly three very

1:03:01.640 --> 1:03:11.200
<v Speaker 1>nuanced and complex um UH desires or impact that one

1:03:11.280 --> 1:03:16.840
<v Speaker 1>wants to have, and not everyone cares equally about the

1:03:16.920 --> 1:03:21.360
<v Speaker 1>E or the S or the g UM. Typically there's

1:03:21.440 --> 1:03:26.880
<v Speaker 1>more of a focus for investors on some component where

1:03:26.920 --> 1:03:31.520
<v Speaker 1>they want their money to have an impact upon society

1:03:31.640 --> 1:03:35.479
<v Speaker 1>or they definitely don't want to be exposed to the risk.

1:03:36.360 --> 1:03:40.200
<v Speaker 1>And so I would say that while indexes give you

1:03:40.280 --> 1:03:44.760
<v Speaker 1>a starting point, you do need to get to the

1:03:44.880 --> 1:03:50.280
<v Speaker 1>core of what UM investors are trying to solve for.

1:03:51.120 --> 1:03:56.000
<v Speaker 1>And so I believe that that UH number one is

1:03:56.040 --> 1:04:00.400
<v Speaker 1>difficult to find out. Number two, it's difficult to fine

1:04:01.400 --> 1:04:05.760
<v Speaker 1>and it's also difficult to measure and it's difficult to predict.

1:04:06.160 --> 1:04:11.680
<v Speaker 1>So we we have we have complexity, we have demand,

1:04:12.720 --> 1:04:19.080
<v Speaker 1>and we have enormous need UM and so the drumbeat

1:04:19.160 --> 1:04:22.680
<v Speaker 1>for the industry and we all take it very seriously,

1:04:23.440 --> 1:04:29.120
<v Speaker 1>is very high to make advancements in e s G.

1:04:29.360 --> 1:04:35.880
<v Speaker 1>Investing and personalizing to those values at scale in a

1:04:36.000 --> 1:04:42.440
<v Speaker 1>manner that goes beyond managing the investment risk, which is

1:04:42.480 --> 1:04:45.800
<v Speaker 1>where I think these indicries get a get a bad rap.

1:04:46.640 --> 1:04:49.120
<v Speaker 1>And the reason I say it that way is that

1:04:49.440 --> 1:04:54.560
<v Speaker 1>you know they are reliant upon data that's disclosed by companies,

1:04:55.520 --> 1:05:01.800
<v Speaker 1>which isn't always disclosed UM, or there isn't clarity of

1:05:01.840 --> 1:05:06.680
<v Speaker 1>the metrics they should be disclosing or the materiality of

1:05:06.720 --> 1:05:10.840
<v Speaker 1>those things. So that's that's fast changing and I know

1:05:11.000 --> 1:05:15.200
<v Speaker 1>that UM the chairman Gendler is very focused on that,

1:05:15.280 --> 1:05:18.880
<v Speaker 1>and we should have something coming out with more guidelines

1:05:19.320 --> 1:05:23.360
<v Speaker 1>in the near future that will be helpful. UM. The

1:05:23.560 --> 1:05:27.880
<v Speaker 1>second main thing within diseases their backward looking and that's

1:05:27.880 --> 1:05:30.880
<v Speaker 1>a problem with the data. Right, so we do have

1:05:30.960 --> 1:05:35.000
<v Speaker 1>a data problem capturing the data from companies. How do

1:05:35.080 --> 1:05:37.240
<v Speaker 1>we define it, how do we measure it? How do

1:05:37.280 --> 1:05:42.360
<v Speaker 1>we define materiality. Then you have the complexity of you know,

1:05:42.520 --> 1:05:45.840
<v Speaker 1>is it is it Scope one? You know Scope two

1:05:45.920 --> 1:05:48.720
<v Speaker 1>or Scope three? You know, is it is it the

1:05:48.760 --> 1:05:53.600
<v Speaker 1>company's own carbon footprint? Is it? How scope to it

1:05:53.760 --> 1:05:59.400
<v Speaker 1>makes its way into uh the distribution UM or the

1:05:59.600 --> 1:06:04.640
<v Speaker 1>client UM and then Scope three as suppliers And so

1:06:04.960 --> 1:06:08.320
<v Speaker 1>this is this is just a it's a fast changing

1:06:09.640 --> 1:06:19.320
<v Speaker 1>critical UH and clearly societal UM demand that I would

1:06:19.360 --> 1:06:23.920
<v Speaker 1>say the desires are out stripping the capabilities at the moment,

1:06:24.520 --> 1:06:26.600
<v Speaker 1>and you've got to go back to how do we

1:06:26.680 --> 1:06:30.680
<v Speaker 1>all make it better? And how are we clear in

1:06:30.760 --> 1:06:36.520
<v Speaker 1>our messaging about what our current tools enable us to

1:06:36.600 --> 1:06:41.080
<v Speaker 1>do versus not and all pause there, But I'd love

1:06:41.120 --> 1:06:43.080
<v Speaker 1>to talk a little bit more about what we're doing

1:06:43.480 --> 1:06:46.640
<v Speaker 1>specifically in that. So let's get into that, because I

1:06:46.680 --> 1:06:52.919
<v Speaker 1>think that's that's really important. How can you make investments

1:06:53.080 --> 1:06:59.080
<v Speaker 1>that are reflective of your values and yet move the

1:06:59.080 --> 1:07:04.479
<v Speaker 1>needle still maintaining decent returns. Well, this this all goes

1:07:04.560 --> 1:07:06.880
<v Speaker 1>back to what I said at the beginning, which is

1:07:07.360 --> 1:07:11.840
<v Speaker 1>um Russell is dominant where the puck is headed UM.

1:07:11.840 --> 1:07:15.200
<v Speaker 1>It's part of the reason I chose and was very

1:07:15.240 --> 1:07:19.960
<v Speaker 1>excited to come on board to lead Russell because I

1:07:20.000 --> 1:07:21.960
<v Speaker 1>do believe we're at the tip of the spear for

1:07:22.160 --> 1:07:26.360
<v Speaker 1>change within the industry and and that is in the

1:07:26.440 --> 1:07:32.280
<v Speaker 1>area of the s G bringing to bear our enormous

1:07:32.400 --> 1:07:38.960
<v Speaker 1>capabilities to focus on the total portfolio across all asset classes,

1:07:39.760 --> 1:07:46.400
<v Speaker 1>agnostic to whether you passively or actively invest. But nowhere

1:07:46.440 --> 1:07:51.200
<v Speaker 1>active investing can lead to the desired outcomes and be

1:07:51.320 --> 1:07:54.960
<v Speaker 1>worth the price that you pay for the act of investing.

1:07:55.160 --> 1:07:58.160
<v Speaker 1>And that is no truer than in E s G.

1:07:59.160 --> 1:08:06.480
<v Speaker 1>And so this is where active engagement UM active data capture.

1:08:07.160 --> 1:08:13.640
<v Speaker 1>I'm not I'm not just avoiding risks or excluding companies

1:08:14.240 --> 1:08:20.200
<v Speaker 1>because of their industry classification, but actively leaning into judgment

1:08:20.800 --> 1:08:27.000
<v Speaker 1>and fundamental analysis and allowing engagement i e. Your investing

1:08:27.120 --> 1:08:33.680
<v Speaker 1>dollars to influence how companies think about UH, their allocation

1:08:33.800 --> 1:08:38.160
<v Speaker 1>of resources and their management to net zero or whatever

1:08:38.240 --> 1:08:41.559
<v Speaker 1>the goals might be. Maybe it's diversity on their board, whatever,

1:08:41.920 --> 1:08:45.680
<v Speaker 1>whatever goals are important to you as an as an investor,

1:08:46.200 --> 1:08:51.920
<v Speaker 1>and you want to move beyond UM climate risk, social risk,

1:08:52.240 --> 1:08:56.400
<v Speaker 1>or governance risk being an investment risk and moved toward

1:08:57.280 --> 1:09:01.280
<v Speaker 1>UH investing with your values and wanting to make more

1:09:01.280 --> 1:09:06.840
<v Speaker 1>of a sustainable, positive impact on the planet, on society UM.

1:09:07.000 --> 1:09:10.920
<v Speaker 1>Whatever the issues, maybe you absolutely have to lean in

1:09:11.680 --> 1:09:15.520
<v Speaker 1>UH to active management because that's the level of engagement

1:09:16.320 --> 1:09:21.200
<v Speaker 1>UH that allows you to UM use your voice and

1:09:21.479 --> 1:09:27.639
<v Speaker 1>your dollars UM to discuss with companies how they will

1:09:28.240 --> 1:09:32.880
<v Speaker 1>change or manage UH their companies to align to those

1:09:32.920 --> 1:09:37.599
<v Speaker 1>goals or not UM and that and that again comes

1:09:37.640 --> 1:09:42.000
<v Speaker 1>down to how you are choosing to build a portfolio

1:09:42.479 --> 1:09:44.960
<v Speaker 1>to that third dimension, and in this case with an

1:09:45.000 --> 1:09:47.160
<v Speaker 1>E s G investor where this is one of their

1:09:47.240 --> 1:09:51.719
<v Speaker 1>highest desires, which is what we find with trustee boards

1:09:51.760 --> 1:09:56.240
<v Speaker 1>and big institutional investors specifically in Europe and in Australia

1:09:56.280 --> 1:09:59.760
<v Speaker 1>and other areas around the country. But coming quickly to

1:10:00.000 --> 1:10:07.040
<v Speaker 1>the US, UM is there um there um bar for

1:10:07.160 --> 1:10:10.679
<v Speaker 1>reporting back to their board on progress that they're making

1:10:10.880 --> 1:10:14.439
<v Speaker 1>on net zero portfolio commitments and the like, not just

1:10:14.560 --> 1:10:18.080
<v Speaker 1>at scope one, but Scope two and Scope three. UM

1:10:18.240 --> 1:10:23.960
<v Speaker 1>is absolutely necessary and we've teamed with people like Planetrics

1:10:24.000 --> 1:10:28.000
<v Speaker 1>and other data providers to really give us that forward

1:10:28.160 --> 1:10:32.519
<v Speaker 1>leaning level of data. And you can only make use

1:10:32.560 --> 1:10:37.360
<v Speaker 1>of that and best use of that through active investing,

1:10:37.439 --> 1:10:41.479
<v Speaker 1>an active engagement really interesting stuff. One of the things

1:10:41.479 --> 1:10:45.400
<v Speaker 1>you said previously I thought was very interesting, which is

1:10:45.520 --> 1:10:50.360
<v Speaker 1>about half of people being born now, Uh, this this

1:10:50.439 --> 1:10:54.760
<v Speaker 1>decade might live to a hundred or longer. What does

1:10:54.800 --> 1:10:57.040
<v Speaker 1>that mean for the economy, What does that mean for

1:10:57.080 --> 1:10:59.879
<v Speaker 1>our health care system? And what does it mean for markets?

1:11:00.040 --> 1:11:02.800
<v Speaker 1>Oh my goodness. We could talk about this one for

1:11:02.840 --> 1:11:07.200
<v Speaker 1>a long time. But I I love the quote, uh

1:11:07.439 --> 1:11:11.960
<v Speaker 1>that demographics is the future that already happened. UM it

1:11:12.520 --> 1:11:18.479
<v Speaker 1>barring UM. You know, outbreaks like the pandemic. UM. We

1:11:18.479 --> 1:11:21.720
<v Speaker 1>we we do know that this this is our this

1:11:21.800 --> 1:11:25.439
<v Speaker 1>is our world UM. And you know, on the on

1:11:25.520 --> 1:11:28.200
<v Speaker 1>the healthcare front, I do sit on a corporate board

1:11:28.439 --> 1:11:33.840
<v Speaker 1>UM sona biotechnology. It's a fascinating, fascinating field to talk

1:11:33.880 --> 1:11:38.800
<v Speaker 1>about UM life spans, but we importantly need to talk

1:11:38.880 --> 1:11:43.720
<v Speaker 1>about the infrastructure around the world to deal with this

1:11:43.840 --> 1:11:48.920
<v Speaker 1>aging demographic UM. And that comes in lots of different forms.

1:11:48.960 --> 1:11:51.800
<v Speaker 1>But but I'll focus it on the work we do,

1:11:52.080 --> 1:11:56.880
<v Speaker 1>which is I envision UM that you know, with increasing lifespans,

1:11:57.400 --> 1:12:03.160
<v Speaker 1>you certainly want UM equally health spans UM, which which

1:12:03.240 --> 1:12:08.559
<v Speaker 1>is very UM dependent upon science and much of the

1:12:08.560 --> 1:12:13.280
<v Speaker 1>work that's being done with with biotech and vaccinations and

1:12:14.080 --> 1:12:18.000
<v Speaker 1>helping this live better lives for longer. But it's also

1:12:18.520 --> 1:12:21.280
<v Speaker 1>ties into what we do, which is I think about

1:12:21.320 --> 1:12:26.000
<v Speaker 1>his wealth spans and ensuring that we could afford to

1:12:26.120 --> 1:12:29.320
<v Speaker 1>live to be a hundred and twenty right, And that

1:12:29.360 --> 1:12:31.560
<v Speaker 1>may not happen for me, but I'm pretty convinced it

1:12:31.600 --> 1:12:36.280
<v Speaker 1>will happen for uh, my kids and that generation. And

1:12:36.360 --> 1:12:39.120
<v Speaker 1>so from from that perspective, you know, it goes back

1:12:39.160 --> 1:12:42.679
<v Speaker 1>to purpose. Um. But but I've talked about this a lot,

1:12:42.960 --> 1:12:45.160
<v Speaker 1>and um you may have seen it in some of

1:12:45.200 --> 1:12:47.960
<v Speaker 1>your work, but you know, it was a couple of

1:12:48.040 --> 1:12:56.400
<v Speaker 1>years ago that the that the UMU Davos reported on

1:12:56.439 --> 1:13:00.680
<v Speaker 1>this that um, there was a seventy trillion dollar existing

1:13:00.800 --> 1:13:06.200
<v Speaker 1>gap in what people need a retirement versus what they

1:13:06.280 --> 1:13:10.519
<v Speaker 1>have and growing quickly just because of demographics and math

1:13:11.120 --> 1:13:16.120
<v Speaker 1>to four hundred trillion by now. Those numbers are so big.

1:13:16.160 --> 1:13:18.599
<v Speaker 1>I see that people just like their eyes gloss over,

1:13:18.640 --> 1:13:21.840
<v Speaker 1>and so I always try to make things relative, to

1:13:21.960 --> 1:13:24.559
<v Speaker 1>make it, to make it relative to something, and put

1:13:24.600 --> 1:13:31.360
<v Speaker 1>it in context that that that annual gap is equal

1:13:31.400 --> 1:13:36.719
<v Speaker 1>to a hundred and fifty percent of the developed world's GDP.

1:13:37.920 --> 1:13:43.640
<v Speaker 1>So it's a huge number, uh, that we cannot afford

1:13:43.840 --> 1:13:48.000
<v Speaker 1>to ignore, and we also cannot have afford to ignore

1:13:48.120 --> 1:13:53.240
<v Speaker 1>that we are retirement infrastructure uh was was set up

1:13:53.960 --> 1:13:57.360
<v Speaker 1>at the late eighteen hundreds and then reaffirmed during the

1:13:57.400 --> 1:14:01.400
<v Speaker 1>Depression when most people didn't live past sixty. So it's

1:14:01.520 --> 1:14:05.920
<v Speaker 1>never We've never funded as a society, nor did we

1:14:06.040 --> 1:14:13.160
<v Speaker 1>ever intend for people not to be productive uh, productive

1:14:14.080 --> 1:14:18.960
<v Speaker 1>citizens for nearly of their lives. I mean we we

1:14:19.080 --> 1:14:23.200
<v Speaker 1>just we just can't can't do that, and we also

1:14:23.280 --> 1:14:28.719
<v Speaker 1>need to have infrastructures that that can accommodate that. So

1:14:28.960 --> 1:14:33.200
<v Speaker 1>it uh, it's a it's a big question. Uh, it's

1:14:33.280 --> 1:14:38.439
<v Speaker 1>deserving of solving, which is why I talked so much

1:14:38.479 --> 1:14:43.479
<v Speaker 1>about outcomes. I do believe in financial literacy. It's part

1:14:43.520 --> 1:14:47.920
<v Speaker 1>of why this became a very personal UM endeavor for

1:14:48.000 --> 1:14:52.600
<v Speaker 1>me is making sure that people understood the power of

1:14:52.720 --> 1:14:56.479
<v Speaker 1>compound interests. They understood the power of leveraging their hard

1:14:56.479 --> 1:15:01.720
<v Speaker 1>working activities to provide for their financi security. UM. That

1:15:01.880 --> 1:15:05.000
<v Speaker 1>went for my family, but also UM a lot of

1:15:05.000 --> 1:15:09.439
<v Speaker 1>other people that I've counseled over my thirty five year career. UM.

1:15:09.479 --> 1:15:12.559
<v Speaker 1>But but you can't you can't educate someone out of

1:15:12.560 --> 1:15:17.720
<v Speaker 1>a crisis. And I would say for our aging boomer generation.

1:15:18.040 --> 1:15:22.040
<v Speaker 1>It absolutely is a crisis that will pay for as

1:15:22.040 --> 1:15:25.519
<v Speaker 1>a society because it's the only way we can pay

1:15:25.520 --> 1:15:28.400
<v Speaker 1>for it. UM. But it's the next generation and the

1:15:28.439 --> 1:15:31.799
<v Speaker 1>generation after that that we need to interrupt the pattern.

1:15:32.520 --> 1:15:37.360
<v Speaker 1>And that's why I feel so strongly about making innovation

1:15:37.439 --> 1:15:42.639
<v Speaker 1>within the industry centered around client needs because it's quickly

1:15:43.240 --> 1:15:48.080
<v Speaker 1>as we can help people understand in real time what

1:15:48.160 --> 1:15:52.519
<v Speaker 1>they have, what they need, how long they need to work,

1:15:53.120 --> 1:15:56.559
<v Speaker 1>and define what their goals are, the quicker we can

1:15:56.600 --> 1:16:00.719
<v Speaker 1>put them on the path to financial resilience and enable

1:16:00.840 --> 1:16:04.519
<v Speaker 1>them to be empowered with data so that they can

1:16:04.600 --> 1:16:08.679
<v Speaker 1>make better choices for themselves. And we have not done

1:16:08.720 --> 1:16:12.080
<v Speaker 1>that well as an industry. And I'm very excited for

1:16:12.120 --> 1:16:14.200
<v Speaker 1>all the things we've been talking about in terms of

1:16:14.240 --> 1:16:19.880
<v Speaker 1>manufacturing and access, but I'm even more excited about having

1:16:19.920 --> 1:16:24.800
<v Speaker 1>an interface with the clients that allows them to um

1:16:25.880 --> 1:16:30.639
<v Speaker 1>to not be educated in a finance degree or an

1:16:30.680 --> 1:16:33.559
<v Speaker 1>investment degree or go get a c f A. In

1:16:33.680 --> 1:16:37.000
<v Speaker 1>order to figure out the complexity that we've made of

1:16:37.040 --> 1:16:41.520
<v Speaker 1>this system while still not solving the root caused problem

1:16:41.560 --> 1:16:45.680
<v Speaker 1>of financial security for people around the world, really intriguing

1:16:46.280 --> 1:16:49.639
<v Speaker 1>UM so so let's take that concept of the gap

1:16:50.400 --> 1:16:55.280
<v Speaker 1>in retirements savings and talk a little bit about the

1:16:55.439 --> 1:17:00.280
<v Speaker 1>lowered expected returns we see in the public markets. What

1:17:00.320 --> 1:17:04.040
<v Speaker 1>are your thoughts on other alternatives We briefly touched on

1:17:04.120 --> 1:17:07.360
<v Speaker 1>private equity. What are your thoughts on on pe on

1:17:07.520 --> 1:17:11.800
<v Speaker 1>venture capital and hedge funds as a way to offset

1:17:12.760 --> 1:17:18.479
<v Speaker 1>possibly lower returns from stocks and bonds. Absolutely critical UM

1:17:18.600 --> 1:17:23.920
<v Speaker 1>we should we should allow and avail our clients of

1:17:24.400 --> 1:17:30.240
<v Speaker 1>responsible access within their parameters and goals, responsible access to

1:17:30.360 --> 1:17:37.679
<v Speaker 1>as many forms of UM of investing as possible. And

1:17:38.240 --> 1:17:42.360
<v Speaker 1>certainly the advancements that are being made UM in the

1:17:42.920 --> 1:17:44.720
<v Speaker 1>you know, I don't want the conversation to go off

1:17:44.840 --> 1:17:47.360
<v Speaker 1>in these areas, but the the advancements that are being

1:17:47.400 --> 1:17:54.200
<v Speaker 1>made UM with um UM access to potentially different asset

1:17:54.240 --> 1:17:59.160
<v Speaker 1>classes that may grow over time through UH digitization, through

1:17:59.200 --> 1:18:03.560
<v Speaker 1>blockchain AP peer to peer investing, I think are very exciting.

1:18:04.080 --> 1:18:07.920
<v Speaker 1>And while they're highly speculatives and pockets at the moment,

1:18:08.360 --> 1:18:11.760
<v Speaker 1>I do believe that that also is a course of

1:18:12.080 --> 1:18:19.160
<v Speaker 1>technological change that will influence positively access to lots of

1:18:19.240 --> 1:18:24.439
<v Speaker 1>different vehicles and asset classes that haven't existed today. But

1:18:24.560 --> 1:18:29.040
<v Speaker 1>the here and now is very real in alternatives, I

1:18:29.120 --> 1:18:33.040
<v Speaker 1>really don't even like that term because it's such a

1:18:33.400 --> 1:18:40.000
<v Speaker 1>it's such a big category that gets lumped into one bucket,

1:18:40.680 --> 1:18:47.080
<v Speaker 1>and the individual asset classes underneath alternatives quote unquote couldn't

1:18:47.080 --> 1:18:51.080
<v Speaker 1>be more different. UM. But the the other reason I

1:18:51.120 --> 1:18:55.000
<v Speaker 1>don't like it is we've traditionally talked about portfolio construction

1:18:55.040 --> 1:18:58.760
<v Speaker 1>as a sixty forty you know, balanced mix of you know,

1:18:58.840 --> 1:19:02.720
<v Speaker 1>stocks and bonds, and then we bolt on alternatives, and

1:19:02.840 --> 1:19:07.120
<v Speaker 1>that's just not how we construct portfolios today, and it's

1:19:07.240 --> 1:19:12.560
<v Speaker 1>not how any portfolio for an individual should be constructed.

1:19:12.640 --> 1:19:16.000
<v Speaker 1>So it should tap in to everything that you mentioned

1:19:16.520 --> 1:19:21.519
<v Speaker 1>as appropriate. We use hedge funds, venture real assets, real estate,

1:19:22.040 --> 1:19:27.920
<v Speaker 1>private credit, private UM, private equity, so all forms co

1:19:28.080 --> 1:19:33.439
<v Speaker 1>investment secondaries have to be managed very purposely UM, but

1:19:33.640 --> 1:19:38.120
<v Speaker 1>with a risk control and an understanding of how those

1:19:38.200 --> 1:19:42.680
<v Speaker 1>various parts of the portfolio actually work together. So, for instance,

1:19:43.200 --> 1:19:47.599
<v Speaker 1>you don't want to spend all of that money and

1:19:47.840 --> 1:19:53.680
<v Speaker 1>alpha exposure to a private equity managers say it's a

1:19:53.680 --> 1:19:58.400
<v Speaker 1>growth equity manager, for instance, and not know how it

1:19:58.479 --> 1:20:03.680
<v Speaker 1>relates to your public markets or your factor exposures or

1:20:03.720 --> 1:20:09.960
<v Speaker 1>your indexing exposures. And most risk systems have not incorporated

1:20:10.000 --> 1:20:15.200
<v Speaker 1>a total portfolio view so that you understand those exposures

1:20:15.240 --> 1:20:19.600
<v Speaker 1>down to the individual level. What we've done instead is

1:20:19.680 --> 1:20:24.679
<v Speaker 1>just put a risk a liquidity or illiquidity risk premium

1:20:24.960 --> 1:20:28.479
<v Speaker 1>on many of these other asset classes and alternatives, and

1:20:28.520 --> 1:20:35.280
<v Speaker 1>that's that's just a very blunt tool that we've outgrown,

1:20:36.120 --> 1:20:40.200
<v Speaker 1>and so all of our efforts, again powered with the

1:20:40.600 --> 1:20:43.479
<v Speaker 1>partnership with Hamilton Lane, but wife felt a sense of

1:20:43.560 --> 1:20:47.200
<v Speaker 1>urgency to do it. This will be a critical area

1:20:47.840 --> 1:20:52.200
<v Speaker 1>to tap into in order to solve for this societal

1:20:52.320 --> 1:20:57.559
<v Speaker 1>financial resilience or financial security need and not availing yourself

1:20:57.600 --> 1:21:02.160
<v Speaker 1>in a responsible way so that all investors can gain

1:21:02.240 --> 1:21:07.519
<v Speaker 1>access either through their employer plans, even if it's a

1:21:07.560 --> 1:21:12.720
<v Speaker 1>small or midsize employer um or eventually we're not there

1:21:12.800 --> 1:21:17.599
<v Speaker 1>yet um but eventually tap into it through the wealth channel.

1:21:18.080 --> 1:21:22.439
<v Speaker 1>We've given people access, we haven't, in my opinion, yet

1:21:22.560 --> 1:21:26.200
<v Speaker 1>given them all of the tools to ensure that they

1:21:26.240 --> 1:21:32.639
<v Speaker 1>have responsible access and they understand how alternatives broadly speaking,

1:21:33.120 --> 1:21:37.760
<v Speaker 1>exposure is inter relating with the other investments that they've

1:21:37.800 --> 1:21:42.120
<v Speaker 1>already made in their portfolios. Really intriguing and as long

1:21:42.160 --> 1:21:46.160
<v Speaker 1>as we're talking about the state of investing today. What

1:21:46.240 --> 1:21:50.120
<v Speaker 1>are your thoughts on things like defy and crypto. Do

1:21:50.200 --> 1:21:53.519
<v Speaker 1>they have a place in investors portfolios? Or is this

1:21:53.600 --> 1:22:01.040
<v Speaker 1>still too new and speculative UM twofold answer The first

1:22:01.160 --> 1:22:05.960
<v Speaker 1>is when we talk about crypto, uh, there clearly our

1:22:06.040 --> 1:22:12.400
<v Speaker 1>speculative bubbles UM, and I think unfortunately the conversation, whether

1:22:12.439 --> 1:22:17.800
<v Speaker 1>it be around doage coin or bitcoin, distracts from the

1:22:17.840 --> 1:22:26.200
<v Speaker 1>innovation that truly is occurring within UM, the technology and

1:22:26.320 --> 1:22:32.280
<v Speaker 1>the platforms and the concept of peer to peer networks.

1:22:32.520 --> 1:22:35.960
<v Speaker 1>So UM, I think you've had several guests on over

1:22:36.000 --> 1:22:40.639
<v Speaker 1>time UM and and and lots of discussion taking place

1:22:40.720 --> 1:22:44.760
<v Speaker 1>in the industry. I believe it's real. I believe it

1:22:44.840 --> 1:22:50.719
<v Speaker 1>will be incredibly disruptive to the ecosystem, but I believe

1:22:50.840 --> 1:22:55.880
<v Speaker 1>that it will be very additive and ultimately the core

1:22:56.120 --> 1:23:01.120
<v Speaker 1>of innovation efforts as we move forward. However, like any

1:23:01.360 --> 1:23:07.000
<v Speaker 1>um burgeoning field, and again again I aged myself back

1:23:07.000 --> 1:23:12.120
<v Speaker 1>in the eyeball days of where every company was launching.

1:23:12.280 --> 1:23:16.400
<v Speaker 1>It was highly speculative. Everyone thought that bricks and mortar

1:23:16.439 --> 1:23:19.800
<v Speaker 1>businesses were going to go out of business, and it

1:23:19.920 --> 1:23:24.120
<v Speaker 1>just wasn't It wasn't true. It was that every company

1:23:24.200 --> 1:23:28.120
<v Speaker 1>needed to figure out how to incorporate the Internet. There

1:23:28.120 --> 1:23:33.679
<v Speaker 1>weren't necessarily standalone Internet companies that truly turned the world

1:23:33.880 --> 1:23:38.400
<v Speaker 1>upside down. There were a few, but they blended both

1:23:38.520 --> 1:23:43.280
<v Speaker 1>the traditional business models with the new business models. And

1:23:43.479 --> 1:23:46.880
<v Speaker 1>I do believe that that will be the outcome, and

1:23:46.920 --> 1:23:50.040
<v Speaker 1>it will be a good outcome of the advancements that

1:23:50.080 --> 1:23:54.000
<v Speaker 1>are being made with technology at its core for the finance,

1:23:54.479 --> 1:23:58.479
<v Speaker 1>UH and investment industry. But I believe it's a it's

1:23:58.600 --> 1:24:05.000
<v Speaker 1>um higher level impact than simply um distilling it down

1:24:05.000 --> 1:24:09.240
<v Speaker 1>to cryptocurrencies. Um. But I but I do believe that

1:24:09.320 --> 1:24:13.719
<v Speaker 1>there are there places for lots of innovation within the industry.

1:24:13.800 --> 1:24:18.400
<v Speaker 1>We haven't incorporated crypto into our strategic asset allocation for

1:24:18.479 --> 1:24:22.040
<v Speaker 1>our for our dB plans, we still deem it to

1:24:22.080 --> 1:24:25.680
<v Speaker 1>be early innings, but clearly there will be a lot

1:24:25.720 --> 1:24:29.000
<v Speaker 1>of winners and a lot of carnage along the way.

1:24:29.040 --> 1:24:34.719
<v Speaker 1>And I would just differentiate speculation from responsible innovation within

1:24:34.760 --> 1:24:37.080
<v Speaker 1>the industry, and I think both are occurring right now

1:24:37.120 --> 1:24:40.640
<v Speaker 1>in that segment. So I know I only have you

1:24:40.720 --> 1:24:43.640
<v Speaker 1>for a limited amount of time. Let me jump to

1:24:43.800 --> 1:24:47.000
<v Speaker 1>my favorite questions that I ask all of our guests,

1:24:47.600 --> 1:24:50.840
<v Speaker 1>starting with especially these days, since it looks like we're

1:24:50.840 --> 1:24:57.040
<v Speaker 1>going back, um into more defensive crouch with COVID. Tell

1:24:57.120 --> 1:25:01.240
<v Speaker 1>us what you're streaming these days? What's keeping you entertains

1:25:01.320 --> 1:25:05.800
<v Speaker 1>at home? Um? Well, several things. We're a big podcast,

1:25:06.200 --> 1:25:10.920
<v Speaker 1>uh family. Um. But but since you mentioned longevity and

1:25:11.600 --> 1:25:17.639
<v Speaker 1>health spans Peter Atilla, the Drive is one that I

1:25:17.680 --> 1:25:23.280
<v Speaker 1>listened to with regularity. Um. The other one, uh is

1:25:23.320 --> 1:25:26.080
<v Speaker 1>Sam Harris. He has a couple of different apps. One

1:25:26.120 --> 1:25:29.280
<v Speaker 1>it's making Sense, but the one I listened to with

1:25:29.400 --> 1:25:36.800
<v Speaker 1>equal regularity is Waking Up, which is a meditation philosophy

1:25:37.000 --> 1:25:41.120
<v Speaker 1>app um, which I find very interesting. And since it's

1:25:41.160 --> 1:25:43.400
<v Speaker 1>top of mine, I'll give you the guilty pleasure one.

1:25:43.439 --> 1:25:46.000
<v Speaker 1>While I was rapping gifts last night for my uh,

1:25:46.200 --> 1:25:48.720
<v Speaker 1>for my for my kids and my family, I was

1:25:49.320 --> 1:25:55.040
<v Speaker 1>watching the latest episode of Succession. I'm a season behind it,

1:25:55.240 --> 1:25:58.599
<v Speaker 1>and I don't think I've ever seen a show where

1:25:58.800 --> 1:26:02.440
<v Speaker 1>there isn't a single care Do you actually like everybody

1:26:02.560 --> 1:26:06.559
<v Speaker 1>is just such a contemptible human being? Exactly? Um, let's

1:26:06.560 --> 1:26:12.679
<v Speaker 1>talk about let's talk about mentors who helped shape your career. Um, well,

1:26:13.040 --> 1:26:15.800
<v Speaker 1>you know for most people, uh, and for me as well.

1:26:15.880 --> 1:26:18.920
<v Speaker 1>It's it starts with with my family. My father was

1:26:19.360 --> 1:26:24.040
<v Speaker 1>UM was an instrumental figure in my life. I lost

1:26:24.120 --> 1:26:27.519
<v Speaker 1>him six years ago. UM, but he was my my

1:26:27.560 --> 1:26:30.840
<v Speaker 1>best friend, my confidant, uh in in my career, in

1:26:30.840 --> 1:26:35.519
<v Speaker 1>my life, but also my mother. Early mentor in hard

1:26:35.520 --> 1:26:41.760
<v Speaker 1>work and the human aspect of approaching of approaching business. UM.

1:26:41.800 --> 1:26:44.680
<v Speaker 1>But but I would say early mentors from just a

1:26:44.760 --> 1:26:49.080
<v Speaker 1>pure career standpoint, I had many. I learned from everybody.

1:26:49.240 --> 1:26:52.360
<v Speaker 1>I feel like I still have mentors, and I know

1:26:52.400 --> 1:26:56.080
<v Speaker 1>you're asking about early, but I really it's equal opportunity.

1:26:56.640 --> 1:26:59.840
<v Speaker 1>When I think about mentors, I would say probably one

1:26:59.880 --> 1:27:02.240
<v Speaker 1>of the most pivotal ones that you think of in

1:27:02.240 --> 1:27:07.519
<v Speaker 1>a traditional sense though, would be Conrad Fisher UM, who

1:27:07.600 --> 1:27:10.760
<v Speaker 1>is one of the greatest investors that frankly the world

1:27:10.880 --> 1:27:15.320
<v Speaker 1>doesn't know. But he UM is phenomenal and was my

1:27:15.520 --> 1:27:21.200
<v Speaker 1>predecessor um as um as head of William Blair Investment

1:27:21.240 --> 1:27:26.559
<v Speaker 1>Management and very responsible for for many of the things

1:27:26.600 --> 1:27:31.160
<v Speaker 1>I went on to grow from and impact while I

1:27:31.240 --> 1:27:34.200
<v Speaker 1>was at Blair. But UM continues on to this day.

1:27:34.280 --> 1:27:38.800
<v Speaker 1>So but I would say I find mentors everywhere, UM

1:27:38.920 --> 1:27:43.000
<v Speaker 1>below me next to me, UM, I'm able to learn

1:27:43.080 --> 1:27:48.320
<v Speaker 1>from everyone, and I seek to learn from everyone. Really interesting.

1:27:48.400 --> 1:27:51.160
<v Speaker 1>Let's let's talk about books. What are some of your

1:27:51.160 --> 1:27:54.639
<v Speaker 1>favorites and what are you reading right now? Reading right

1:27:54.680 --> 1:27:59.880
<v Speaker 1>now is the code breaker Jennifer Dubna on gene editing,

1:28:00.160 --> 1:28:03.960
<v Speaker 1>So that foots a little bit, um with my board

1:28:04.000 --> 1:28:08.400
<v Speaker 1>director role with Sona Biotech. And then favorites. Um, I

1:28:08.439 --> 1:28:11.200
<v Speaker 1>would say, you know, favorites I define as I dog

1:28:11.200 --> 1:28:14.559
<v Speaker 1>ear them. It drives my husband crazy. I highlight them,

1:28:14.560 --> 1:28:17.400
<v Speaker 1>my dog ear them, and I actually end up buying

1:28:17.439 --> 1:28:19.960
<v Speaker 1>a second one, So I don't ruin it. Um. But

1:28:20.040 --> 1:28:25.800
<v Speaker 1>I would say sapiens. I've always come back to fact fullness. Um.

1:28:25.880 --> 1:28:31.439
<v Speaker 1>Hans rose Lane Um is a wonderful book, UM and UM.

1:28:31.479 --> 1:28:34.920
<v Speaker 1>And I referenced that a lot. And then anything that

1:28:35.040 --> 1:28:40.720
<v Speaker 1>Danny Kahneman writes or talks about I love. UM. So

1:28:40.800 --> 1:28:43.040
<v Speaker 1>those are some of the favorites. That's a great list.

1:28:43.760 --> 1:28:47.400
<v Speaker 1>Let's talk about advice to a college grad who might

1:28:47.400 --> 1:28:51.160
<v Speaker 1>be interested in a career in investment management or finance.

1:28:52.160 --> 1:28:54.960
<v Speaker 1>I would still say go for it, um. You know,

1:28:55.120 --> 1:28:58.160
<v Speaker 1>just like I felt when I came in an that

1:28:58.320 --> 1:29:01.000
<v Speaker 1>the best had already passed me and I missed the

1:29:01.840 --> 1:29:05.880
<v Speaker 1>you know, threefold increase in the Del Jones industrial average.

1:29:06.680 --> 1:29:09.840
<v Speaker 1>You know the end was near. UH, it never is.

1:29:10.320 --> 1:29:16.080
<v Speaker 1>And I do believe that investing and finances core UH

1:29:16.160 --> 1:29:20.360
<v Speaker 1>to capitalism. I believe it's core to a growing economy,

1:29:20.400 --> 1:29:24.920
<v Speaker 1>and I believe it's core to solving societal needs. So

1:29:25.120 --> 1:29:30.439
<v Speaker 1>it's not going away. I would encourage UM anyone coming

1:29:30.479 --> 1:29:35.400
<v Speaker 1>into the field UH to drive change, ask better questions,

1:29:35.520 --> 1:29:39.080
<v Speaker 1>and solve for really big problems in a way that

1:29:39.200 --> 1:29:44.000
<v Speaker 1>people can live better lives because of your efforts. Really

1:29:44.080 --> 1:29:48.120
<v Speaker 1>quite intriguing, and our final question, what do you know

1:29:48.200 --> 1:29:51.519
<v Speaker 1>about the world of investing today? You wish you knew

1:29:51.600 --> 1:29:54.639
<v Speaker 1>thirty five years or so ago when you were first

1:29:54.680 --> 1:30:03.080
<v Speaker 1>getting started. UM, I would say, I might be repeating myself,

1:30:03.160 --> 1:30:07.799
<v Speaker 1>but but I I really wish that I understood thirty

1:30:07.880 --> 1:30:13.680
<v Speaker 1>years ago how critical it was that we solve for

1:30:13.920 --> 1:30:18.400
<v Speaker 1>the right problems, the biggest problems, and and make it

1:30:18.640 --> 1:30:23.920
<v Speaker 1>scalable so clients could actually execute it. And so I

1:30:24.120 --> 1:30:28.320
<v Speaker 1>derived a great deal of personal satisfaction sitting across from

1:30:28.400 --> 1:30:33.479
<v Speaker 1>kitchen tables and making a difference in individual people's live

1:30:34.400 --> 1:30:46.000
<v Speaker 1>I didn't understand how urgent that need really was. Again

1:30:46.080 --> 1:30:49.320
<v Speaker 1>at scale like that. The the high net worth business

1:30:49.360 --> 1:30:54.240
<v Speaker 1>was always considered a practitioner business, and it wasn't scalable.

1:30:54.400 --> 1:30:59.160
<v Speaker 1>Wealth management wasn't as attractive as institutional management because it

1:30:59.240 --> 1:31:02.800
<v Speaker 1>wasn't scaleable ball And now all of the innovation that

1:31:02.880 --> 1:31:09.000
<v Speaker 1>we're seeing today is exactly that. So I wish all

1:31:09.040 --> 1:31:13.920
<v Speaker 1>of us had understood thirty years ago how critical that

1:31:14.040 --> 1:31:17.640
<v Speaker 1>need was going to be with an aging demographic and

1:31:17.840 --> 1:31:22.320
<v Speaker 1>how fast the clock was ticking. I wish we would

1:31:22.360 --> 1:31:26.880
<v Speaker 1>have done things differently versus, you know, being so concentrated

1:31:26.920 --> 1:31:29.400
<v Speaker 1>on putting all of our R and D dollars into

1:31:29.439 --> 1:31:35.920
<v Speaker 1>beating benchmarks, which which helped some people, but it didn't

1:31:35.960 --> 1:31:40.640
<v Speaker 1>help as quickly as it needed to. Quite quite interesting.

1:31:41.280 --> 1:31:44.759
<v Speaker 1>Thank you Michelle for being so generous with your time.

1:31:45.360 --> 1:31:47.920
<v Speaker 1>We have been speaking with Michelle sites. She is the

1:31:48.000 --> 1:31:53.600
<v Speaker 1>chairman and CEO of Russell Investments. If you enjoy this conversation,

1:31:54.040 --> 1:31:56.320
<v Speaker 1>well check out any of the previous four hundred or

1:31:56.360 --> 1:31:59.439
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1:31:59.479 --> 1:32:04.000
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1:32:04.000 --> 1:32:07.920
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1:32:08.040 --> 1:32:11.599
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1:32:12.080 --> 1:32:16.120
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<v Speaker 1>Business on Bloomberg Radio