FOR IMMEDIATE RELEASE
2 October 2014
SEATTLE, WA, UNITED STATES
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SEATTLE, WA. – 2 October 2014 – The Sovereign Wealth Fund Institute (SWFI) has just released its second annual Public Investor 100. The list includes the most significant and impactful public investor executives of 2014. The top 10 ranking assembles the most influential people at some of the largest funds around the globe.
- 1. André Bourbonnais – Senior Managing Director and Global Head of Private Investments, Canada Pension Plan Investment Board (Canada)
2. Ding Xuedong – Chairman, China Investment Corporation (China)
3. Ron Mock – Chief Executive Officer, Ontario Teachers’ Pension Plan (Canada)
4. Yngve Slyngstad – Chief Executive Officer, Norges Bank Investment Management (Norway)
5. Michael Kennedy – Chairman, Federal Retirement Thrift Investment Board (United States)
6. Wan-Sun Hong – Chief Investment Officer, National Pension Service (South Korea)
7. Thomas DiNapoli – New York State Comptroller, New York State and Local Retirement System (United States)
8. Rosemary Vilgan – Chief Executive Officer, QSuper (Australia)
9. Sheikh Hamed bin Zayed Al Nahyan – Managing Director, Abu Dhabi Investment Authority (United Arab Emirates)
10. Takahiro Mitani – President, Government Pension Investment Fund (Japan)
VIEW the FULL LIST
SWFI’s editorial team compiled the list and determined rankings without any influence from asset managers, governments or consultants. Nominees hail from medium to large-sized institutions – sovereign wealth funds, public pensions, superannuation funds, central banks and other public investors. The size of managed assets is not the only criteria for ranking inclusion. Another significant factor is the involvement of these individuals in important developments and trends in the asset owner space.
With regard to the ranking, each organization is limited to one person.
“This is a meaningful list,” said Michael Maduell, CEO of SWFI. “The men and women of the Public Investor 100, collectively responsible for trillions of dollars in public assets, are some of the most powerful and influential people in the world, and their actions and innovations resonate throughout the lives of their stakeholders and constituents globally.”
The Sovereign Wealth Fund Institute is a global organization designed to study sovereign wealth funds, public pensions, central banks and other long-term public investors in the areas of investing, asset allocation, risk, governance, economics, policy, trade and other relevant topics. For more information about the SWFI, please go to www.swfi.com | www.swfinstitute.org.
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To see the full list, please follow the link: https://www.swfinstitute.org/public-investor-100-2014/
For more information contact:
Director of Marketing, SWFI
+1 (702) 768 – 0703
In December 2016, Crown Prince Maha Vajiralongkorn became King of Thailand, succeeding his father King Bhumibol Adulyadej who passed away in October 2016. [ Content protected for Sovereign Wealth Fund Institute Standard subscribers only. Please subscribe to view content. ]
by Michael Maduell
In my frequent and vast interactions with chief executives of small-to-large asset management firms, I’ve witnessed a number of traits that successful firms – meaning growing and retaining assets under management plus getting real respect in the industry – are able to properly execute. Besides generating amazing returns and matching the right solutions for the asset owner clients, CEOs need to be advancing their firms. Of course, quality client service should remain front of mind for fund management firms. In this short piece, I will focus on three traits that successful fund managers tend to possess.
1. Abundant Charisma from Founders
What is memorable and what will stick in one’s mind? A cadre of asset managers possess charismatic chief executives. BlackRock’s Larry Fink, DoubleLine’s Gundlach and Rajiv Jain of GQG Partners are some prime examples that come to mind. DoubleLine is a relatively new player compared to BlackRock and already amassed over US$ 100 billion in assets. Being a founder of the fund management company also helps, as CEO hires (often bringing a book-of-business contacts) may tend to look elsewhere unless generously compensated.
Having an effective cheerleader CEO is essential in nurturing and growing a sustainable franchise in a monochromatic industry of imitators. Too often, CEOs of some asset management firms are pure “salespeople” – too pushy or fake, or a highly-bright number-cruncher with low or nil emotional intelligence.
2. Not Drinking Too Much of One’s Own Kool-Aid
“We are a data-driven, technology, ESG-focused, smart-beta, solutions-led provider of services.” Hey, 2018 did I get that right?
Yes, your stuff does not stink. Like a broken clock, many CEOs rely on the flavor of the year or grappling a playbook, beating the idea over the heads of pensions and sovereign fund clients and prospects. In the long-run – meaning maintaining assets over a lengthy period of time – I find it’s better to be more objective when discussing potential strategies. I’m talking about a healthy dose of informative marketing. However, being overly-transparent or even talking yourself out of the strategy is not what I am directly advocating. It is important to be realistic about the strategy or thematic idea, as the attractiveness of these concepts shift over time.
3. Stirring up Controversy – Strategically
Shaking the tree and stirring the pot – this trait can surely backfire if not properly executed. Being the brightest crayon in the box can work. Even virtue signaling – latching onto a social current – can work in some instances, but CEOs that can deliver impactful counter-culture statements that shock the conscience tend to draw attention – and capital. This might not be the best example; however, upon the ascendancy of Abraaj Group, the firm’s founder, Arif Naqvi, often commented to not describe countries like China, India, etc. as emerging markets but as global growth markets – then creating a comparison to Wall Street and its risks. Abraaj was able to raise a ton of capital, before its downfall stemming from early 2018.
Boards need to diligently examine the CEOs they select. Does the firm want to grow or hold the line for the planned dividend? My belief is that if you are not growing, you are decaying, as the world moves faster and faster.
The views in this article are expressed by Michael Maduell.
Michael Maduell is President of SWFI.
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