Capital Allocators – Inside the Institutional Investment Industry

Tali Sharot is a leading expert on human decision-making, optimism and emotion. A neuroscientist by trade, Tali combines research in psychology, behavioral economics and neuroscience to reveal the forces that shape our decisions, beliefs and inaccurate expectations of the future. She is currently a visiting professor at MIT, and is also an associate professor of Cognitive Neuroscience at University College London where she directs the Affective Brain Lab. Tali is the author of The Influential Mind, The Science of Optimism, and The Optimism Bias. Our conversation tackles many of the issues Tali has studied in her career, including the optimism bias, sense of control, confirmation bias, behavioral change, and overconfidence. We then touch on some of the applications of her work to investing, including the home country bias, making non-economic financial decisions, active management, emotion-driven decisions, team-based decisions, and research heuristics. Lastly, we learn a few parenting tricks from the Influential Mind. This conversation took place behind closed doors at the Context Leadership Summit in Las Vegas. Learn More Join Ted's mailing list at CapitalAllocatorsPodcast.com Write a review on iTunes Follow Ted on twitter at @tseides For more episodes go to CapitalAllocatorsPodcast.com/Podcast Show Notes 3:18 – Tali's educational path to becoming a cognitive neuroscientist 4:58 – Why people make mistakes, optimism bias 7:24 – Does optimism bias impact our view of others as strongly as ourselves 9:12 – What should we do about our optimism bias 12:37 – How does controlling your environment impact how your brain works 14:47 – How do we work around our problems in decision making? 17:40 – How do you get more people to conform to things that are beneficial 21:11 – The impact of different personality types on these tactics 22:05 – How do we use this information to impact financial decisions 23:53 - Home country bias among investors 25:00 – Is home country familiarity a bad thing? 27:12 – Impact of well-being on investment decisions 28:20 – Picking stocks because of the illusion of control 29:52 – The role of emotion in driving our decisions 32:39 – How do you use this information to help individuals or teams make better decisions 36:23 – New research 40:41 – Raising kids 42:29 – Closing questions

John Pfeffer is an entrepreneur, investor and author of "An (Institutional) Investor's Take on Cryptoassets." He is currently Partner of Pfeffer Capital. In the 2000s, John was a Member at private equity firm KKR, and in the 1990s, he was Chairman of the Executive Board of leading French IT company Groupe Allium S.A. Before that, he advised on turnarounds while with McKinsey in Europe and Latin America. Our conversation jumps in the thought process and structure behind John's family office portfolio, which combines building new businesses alongside fund investments in public equity, private equity and venture capital. We touch on common issues like active vs. passive, access and fees, but from a very different insider's perspective. We then turn to his work in the crypto world and discuss his framework for incorporating crypto investing in a portfolio, conducting research in the space, defining the proposition for store of value and utility protocols, and valuing tokens and coins. John was the first investor I've come across that has both done a deep dive into the crypto world and is neither all-in nor all-out. He connects markets and economics with the complex ecosystem just simply enough that a layman like me can follow along. Learn More Join Ted's mailing list at CapitalAllocatorsPodcast.com Write a review on iTunes Follow Ted on twitter at @tseides For more episodes go to CapitalAllocatorsPodcast.com/Podcast Show Notes 2:38 – How John thinks about managing his own capital 2:51 – Process to find a business to build 5:08 – Sizing of thematic deals 5:50 – New project copying a European retail model 7:18 – Core of the portfolio 9:02 – Biases of investment alternatives 11:18 – How will tax changes impact the private equity business 11:49 – What does he know about GP's as an insider that other LP's might not know 13:53 – How do they tackle venture capital investing 16:25 – Fees 17:40 – First involvement in looking at cryptocurrencies 17:46 – Institutional Investors Take on Crypto Assets 19:40 – Where do crypto assets fit in the structure of the portfolio 21:20 – Holding period for an asymmetric option 22:07 – What else did he do in cryptoassets after that first investment 24:54 – Store of value and utility protocols 29:51 – Valuing crypto assets 31:51 – Velocity of crypto exchange 40:12 – Gold replacement value of bitcoin 45:21 – Closing questions

Ross Israel is the Head of Global Infrastructure Investments for QIC, Queensland, Australia's 82B AUZ ($62B USD) investment fund. The Queensland government formed QIC in 1991 to oversee its Superannuation Fund, and the business has since evolved into a Global Diversified Alternative Asset Manager. Ross joined QIC in 2006 to create the Global Infrastructure effort and also serves as a member of QIC's Executive Committee. He has a quarter century's worth of experience in corporate finance and infrastructure funds management. Our conversation covers QIC's structure, examples of long duration assets in ports and waterways, crossing knowledge between private and public markets, managing external assets alongside a substantial internal pool, governance structure, compensation and incentives, navigating stakeholders, and opportunities and risks in the space. The subtle differences in constituents and objectives of sovereign wealth funds from other institutional pools come out in the implementation of QIC's investing. It's a topic we'll continue to explore on future shows. Learn More Join Ted's mailing list at CapitalAllocatorsPodcast.com Write a review on iTunes Follow Ted on twitter at @tseides For more episodes go to CapitalAllocatorsPodcast.com/Podcast Show Notes 3:10 – A look at Ross's background 5:58 – QIC and how is it structured 7:32 – Portfolio composition when Ross arrived 9:08 – What was his strategy for putting money to work 10:03 – What was the thinking behind such a concentrated portfolio 11:28 – Port of Brisbane 15:38 – Local vs. global focus 16:58 – Most challenging deal he's done 18:28 – Lessons learned from their investing strategies 20:01 – Structure of their investment decision meetings 22:43 – Why does QIC take on outside capital? 25:27 – How does being part of a government entity play out in the deal dynamics 27:43 – How does decision making work on the fund? 29:06 – What happens if an internally run fund falters? 30:40 – QIC's approach to incentives and compensation 37:13 – What influence do the large pool of funds have on the way they pursue investments 39:06 – How do they think about their objectives 41:30 – What is the competitive landscape for infrastructure investments 44:38 – What are the concerns as they look out on the horizon 47:32 – How do they view public debt 48:54 – Closing Questions

Kim Lew is the Vice President and CIO of Carnegie Corporation, where she is responsible for the investment and oversight of the Corporation's $3.5 billion Foundation. Kim joined Carnegie in 2007 after spending a dozen years at the Ford Foundation. She is also a Trustee of Ariel Investments, the Board Chair of the Stevens Cooperative Schools, and a member of the investment committees of the Girl Scouts of America and the ACLU, and the steering committee of the Private Equity Women Investor Network. Last year, Institutional Investor awarded her Endowment & Foundation CIO of the year. Our conversation covers the American dream story of Kim's parents, Kim's path to picking technology stocks and venture capital managers at Ford Foundation, two very different models of successful Foundation investing, blow-by-blow of the creation of an atypical Co-CIO seat at Carnegie, responsibilities that CIOs hate, idiosyncratic investments, committee meetings that foster long-term thinking, evolution of a farm team of managers, risk-taking in investing and life, and what to do when you turn 50 years old. Learn More Join Ted's mailing list at CapitalAllocatorsPodcast.com Write a review on iTunes Follow Ted on twitter at @tseides For more episodes go to CapitalAllocatorsPodcast.com/Podcast Show Notes 1:52 – A look at Kim's background 4:03 – How did her family life impact her schooling 5:26 – Was there anything in her upbringing that drew her to business 6:18 – First job out of college 7:15 – Heading to Harvard Business School 8:42 – The move to Prudential 9:48 – Her time at Ford Foundation 17:35 – Move to venture funds at Ford 18:20 – Comparing the job of sourcing managers then to today 20:27 – Kim's move to Carnegie 22:42 – How the investment thinking was different at Carnegie 26:32 – How did their thinking on investing play out in individual decisions 27:55 – The decision to have Co-CIO's 34:22 – Worst parts of being a CIO 37:13 – An outside responsibility that has been helpful to Kim's career 38:56 – How the thinking on an investment committee for a pension can be different 40:05 – Stepping into the sole CIO role 41:06 – Imparting your influence on investment decisions when you are less in the weeds 41:42 – Carnegie's investment strategy 46:38 – Implementation 56:59 – Taking risks vs being smart with your capital 1:01:36 – 50 things she had never done before 1:05:42 – Closing questions

Paul Black, Co-CEO at WCM Investment Management, shares insights on growth stock investing, defining great companies, widening moats, culture's tie to competitive advantage, learning from mistakes, identifying tailwinds, and protecting the downside. He emphasizes positive culture, openness, transparency, and talent recognition for significant growth. The podcast also explores international investing challenges, allocator behavior, stability in market capitalization, a memorable sports moment with his son, and lessons on perseverance and optimism.

Jim Williams is the Vice President, Chief Investment Officer, and Treasurer of the Getty Trust, where he oversees a $7 billion portfolio for the Getty Museum. Before joining the Getty in 2002, Jim spent three years as the President of Harbor Capital Advisors and prior to that, was manager of the Ford Motor Company pension department. Our rich conversation covers all aspects of managing a significant pool of non-profit assets including modeling liquidity, creating a specialist team structure, sourcing managers, discerning between talented managers, co-investing, sizing manager positions, investing in venture capital, viewing hedge funds like a basketball point guard, working with a constructive board, and finding opportunities in the current "least dirty shirt" market. This conversation ranks way up there in the breadth, depth, and quality of discussion. I hope you enjoy listening as much as I enjoyed speaking to Jim. Learn More Join Ted's mailing list at CapitalAllocatorsPodcast.com Write a review on iTunes Follow Ted on twitter at @tseides For more episodes go to CapitalAllocatorsPodcast.com/Podcast Show Notes 2:40 – A look at Jim's background and how he got to the Getty Museum 8:23 – A look at the pool of capital at Getty 9:47 – How does the high dependence of the endowment on the institution impact asset allocation 12:17 - How do they think about liquidity 14:29 – What happens when they find a priceless work of art to acquire 17:52 – What beliefs did Jim bring to the table in shaping how Getty allocated capital 22:46 – How does Jim think about asset allocation vs manager selection 24:17 – Their approach to China 24:55 – Finding good managers in China 27:29 – What are underlying factors when choosing between two similar managers 30:34 – What are some ways Jim determines if people have the "stuff" to manage capital 34:23 – Deep dive into the co-investment program 36:07 – How do they underwrite co-investments in a short period of time 37:53 – Why do they pass on co-investment opportunities 40:58 – How does Jim size investments 42:24 – Number of manager relationships across the portfolio 44:14 – Thinking about the level of diversification their strategy creates 48:35 – Jim's take on public equities and hedge funds 51:15 – Exploring the working relationship with the board and trustees 53:19 – Why do endowment and foundation trustees seem to have more success than other groups of trustees 54:24 – How does Jim exercise his decision-making authority 56:06 – Example of when Jim pushed back on an idea from a senior member of the team 1:00:47 – How have they found and retained team members 1:03:35 – Other competitive advantages that Jim brings to the table 1:05:20 – What is Jim most excited about and most worried about in the markets/his portfolio 1:09:28 – Closing questions

Michael Cembalest is the Chairman of Market and Investment Strategy for J.P. Morgan Asset & Wealth Management, a global industry leader with $2 trillion of client assets under management. Michael is also a member of the Investment Committee for J.P. Morgan Asset & Wealth Management and the Investment Committee for the J.P. Morgan Retirement Plan that covers the firm's 250,000 employees. Before taking on his current seat in 2012, he spent eight years as Chief Investment Officer of J.P. Morgan's powerhouse Global Private Bank. Prior to his work on the buy side, Michael worked on the sell side at J.P. Morgan Securities as head strategist for Emerging Markets Fixed Income. He started his thirty-year tenure at the firm as a member of the Corporate Finance division. Our wide-ranging conversation begins with Michael's early career that included watching a financial crisis unfold in the late '80s and side-stepping another in the late '90s, and turns to his role as CIO of a large, global private bank. We discuss differences in asset allocation and implementation between private clients and institutions and along the way come across his evaluation of Bernie Madoff, the creation of his strategy piece - Eye on the Market, the chart that everyone hates, the impact of politics, government debt, and energy on the markets, and views about active management. Lastly, you won't want to miss an amazing story Michael tells in answer to a new closing question. Learn More Join Ted's mailing list at CapitalAllocatorsPodcast.com Write a review on iTunes Follow Ted on twitter at @tseides For more episodes go to CapitalAllocatorsPodcast.com/Podcast Show Notes 3:14 – Michael's start at J.P. Morgan 4:12 - The creation of the first Brady Bond 6:14 – How did starting his career during a crisis impact his views on the world 8:10 – Early career roles 10:07 – Transition to the buy side 16:30 – Differences in managing money for a public company from managing money as an independent asset manager 17:25 – Transition to CIO 18:30 – First steps in changing the private bank investment structure from a closed model 22:21 – Overseeing a diverse group of clients 29:15 – How does he stay informed about everything impacting the markets 27:54 – Assessing Bernie Madoff 28:19 – Hedge funds and the tax difference they provide 30:28 – Differences in how Michael views various asset classes between taxable and tax-exempt pools 31:40 – Shift to strategy work and writing 34:09 – How does Michael describe Eye on the Market 35:20 – Domestic politics and geopolitical impact on the markets 38:52 - Looking at the high corporate profit landscape against the enormous debts of governments, nationally and locally 42:31 - Any way out of the debt problems we are seeing at state and local government level 47:31 – Entitlement spending in other countries 48:33 – Research on energy and consumption 51:44 – Use of technology to distribute his research 53:43 – Thoughts on active management 56:30 – Closing questions

One common refrain across my conversations has been the importance and subtleties of effective governance in making optimal investment decisions. Alongside Steven Galbraith's incredible career as an analyst, strategist, portfolio manager, and entrepreneur in the asset management business, he has served on as many Boards as anyone I know. I imagine many of you have heard Steve's story, but if not, you may want to have a listen to the very first episode of Capital Allocators before diving in here. Our conversation today starts with an update on Steve's personal investment in the Narragansett Beer Company and moves into a practical discussion inside the Board rooms of each of his current seats that range across a university, a large family office, a public company, a government agency, and two early stage fintech companies. We touch on time allocation, governance structure, Board composition, adding value, the politics of Boards, and the motivation of Board members. We also get an update on Steve's family office, that he's managing alongside his wife Lucy, a seasoned distressed debt investor, and we close with our brief, contrary outlook on the baseball season. Steve's perspective and insights on the real world of Boards is second to none, and this conversation is as full of gems as our first one. Learn More Join Ted's mailing list at CapitalAllocatorsPodcast.com Write a review on iTunes Follow Ted on twitter at @tseides For more episodes go to CapitalAllocatorsPodcast.com/Podcast Show Notes 2:45 – Update on Narragansett Brewery 2:53 – How Passion Investors Helped Revive Narragansett Beer 4:28 – Narragansett in the White House 5:19 – With all of the boards that he serves on, how does he manage his time 7:34 – How much time do these boards assume Steven is investing in them 9:32 – Highest functioning board 11:46 – Maintaining stability between the board and investment team 16:29 – What Warren Buffet had to say about the Tufts endowment 17:45 – What are the board dynamics in a family office 22:22 – Overview of for-profit boards 26:12 – Is the familial relationships of board members another way an investment committee could construct a board 26:56– Could a university or foundation create a board like this with close familial ties amongst members 28:46 – Optimal board structure of a foundation 29:57 – Steve's time in government serving on a board 32:52 – Board of startups and early stage companies 35:02 – A look at Steve's family office 37:20 – What do the analytics of financial companies look like 5-10 years from now 38:35 – Looking at the quality of analytics he currently gets from his outsourced team compared to larger firms he has worked with 39:37 – What is Steve seeing in the markets 40:42 – What is the most interesting idea that's come across Steve's plate in the past year 44:32 – Politics of boards and what drives them 48:36 – Closing Questions

Chris Brockmeyer is the Director of Employee Bennefit Funds for the Broadway League, the national trade association for the Broadway theatre industry. Chris serves as an employer-appointed trustee, in most cases as Co-Chair, on eleven multi-employer pension funds, seven health funds and four annuity/401(k) funds with approximately $7 billion in assets. For 11 years, Chris has artfully navigated delicate relationships across unions and employers and was honored for his great work by Institutional Investor magazine with the 2014 award for Taft-Hartley Plan of the Year. Before arriving at the Broadway League in 2007, Chris worked on both sides of the table – first representing employees in eight years of work for performer's unions and then seven years representing employers as Director of Labor Relations at Live Nation/Clear Channel Entertainment. Our conversation dives into the tricky governance dynamics of Taft-Hartley boards, including their challenging regulatory structure, keeping the peace among constituents, setting investment objectives, strengths and weaknesses of a slow-moving decision-making body, best and worst in relationships with investment consultants, and OCIOs as a governance solution. Those struggling with governance challenges will take a step back and admire Chris' dexterity in working productively with an ostensibly untenable set of circumstances. Learn More Join Ted's mailing list at CapitalAllocatorsPodcast.com Write a review on iTunes Follow Ted on twitter at @tseides For more episodes go to CapitalAllocatorsPodcast.com/Podcast Show Notes 2:08 – Chris's background and how that led him to a job on Broadway. 4:59 – Key skills that make Chris effective at his job 5:44 – Current role at the Broadway League 7:10 – What makes an effective board and a less effective board 10:25 - How do Chris and these various boards set out the investment objectives. 12:41 – What needs to change in Taft-Hartley plans 16:48 – The regulation of the Taft-Hartley Plan Boards 20:25 – Strengths and weaknesses of the consulting relationships 24:20 – How do discussions about increasing benefits translate into investment risk 27:17 – How wide is the range of asset allocation across all of the plans 29:05 – How do you explain expected rate of return assumptions in the current environment 31:15 – What are the strengths that Chris has seen in successful investment consultants 32:40 – Chris's core investing beliefs and how much he can influence these boards with them 35:31 – Are there places where the governance of Taft-Hartley plans could be improved 39:31 – Switching to OCIOs 41:32 – Would they ever go back to a regular consultant from an OCIO 42:59 – Other areas that have similar governance struggles 45:06 – What happens when Chris comes up with an investment idea 46:30 – Any concern that Chris's team is working with only average OCIO's or consultants as they look to scale up and attract larger funds 48:59 – Closing Questions

Andy Redleaf is the Founding Partner of Whitebox Advisors, a $5.5 billion multi-strategy hedge fund launched in 1999 with primary offices in the metropolitan hubs of Minneapolis, Austin, and Sydney, Australia. Before founding Whitebox, Andy spent twenty years trading options, for two years at Gruntal & Comes mpany alongside Stevie Cohen, fourteen on the CBOE, and five as a Founding Partner at Deephaven Capital Management. He has an irrepressibly creative mind and, alongside his partners, writes one of my favorite manager letters. Our conversation covers Andy's nuanced view of the evolution of trading markets and financial instruments over his forty-year career, including arbitrage trading in the 1970s and 80s, unintended consequences of the deregulation of trading commissions, segmentation of market participants, importance of liability management, growth of orphaned securities, and the pending shift from decentralized to centralized market systems over the coming years. Learn More Join Ted's mailing list at CapitalAllocatorsPodcast.com Write a review on iTunes Follow Ted on twitter at @tseides For more episodes go to CapitalAllocatorsPodcast.com/Podcast Show Notes 1:52 – Andy's background and the founding of Whitebox 5:34 – The math of options in the late 70's, early 80s 13:44 - The decentralization of markets 16:34 - Andy's transition into trading other strategies 18:31 – The launch of Whitebox 20:08 – The meaning of the firm name Whitebox 23:38 – An example of a transitioning security from one group of investors to another 28:31 – Has it gotten harder to find arbitrage opportunities 32:29 – The driver of the financial crisis 32:44 – Gary Gorton, Misunderstanding Financial Crises: Why Don't We See Them Coming 34:28 – His purchase of a bank 38:17 – How he got involved in the structured credit markets 42:39 – What is that Whitebox does differently from others 47:14 – Principles that guide the investment activities he likes to take part in 50:03 – How will the financial system evolve over the next 10 years 55:29 – Closing questions